Project Management Details

• Proposals and Contracts

• Schedules

• Budgets

• Key Practices– Hiring– Firing– Pay administration– Promotion

Proposals

• Search out “Request for Proposal” (RFP)

• Submit a proposal:– Title Page– Proposal

• Objectives• Schedule• Personal

– Budget– Budget Justification

Contracts

• Contracts are legal documents– Negotiated Agreements

• Statement of Work (SOW)

• Contract– Deliverables– Schedule– Budget

Personal Relationships

• Keep your sponsors & contractees satisfied!

• Manage the relationships

• Applies to proposals and contracts– Contracts: work out the SOW– Proposals: talk with program officers

Schedules

• Program Evaluation and Review Technique (PERT)

Schedules

• Assign duration to each task

• Establish relationships between tasks– A must be done before B

• Find the longest path: critical path

Gantt Chart showing task-times and dependencies from MS-Project (Wikipedia)

Your Project

• Sept 23rd: Project Plan Due– Investigate available data– Research appropriate methods and

availability– Select final format

• Nov 4th: Data Collection Results– Start collecting data: ?– Examine project viability: ?

• Change question?

Budgets

• Each organization will have their own “template”

• Include:– People– Equipment (capitol)– Travel– Materials and Supplies– Subcontracts– Facilities– Administration

GIS Budget Items

• Purchase data– Arial flights– Satellite images

• Field Crews– Basically a small project in themselves

• Data Processing– Additional servers/computers/cloud

Key Management Practices

• Disclaimer:– Based on previous experience at HP– May be out of date

• Includes:– Hiring– Firing – Pay administration– Promotion

Hiring Process

1. Define the position: qualifications

2. Advertise widely

3. Review applicants

4. Check references!

5. Select the top candidates

6. Candidates and process reviewed by Office of Equal Opportunity Employment

7. Interview candidates

8. Select the best person for the job

Hiring

• Cannot discriminate based on:– Age:

• Can require over 18 or over 21 in certain cases

– Ethnicity– Religion– Gender– Veteran status

• Disability: Have to provide:– “Appropriate Adaptation”

Hiring - Recommendations• Don't hire yourself – you already have one of

those!• Some folks are really good at interviewing!• Use an interview team to see the candidates

from different perspectives (particularly the other folks they will be working with)

• Work with HR throughout the process• Remember you are interviewing and selling

Discrimination• Don’t ask any questions about protected class

issues during interviews. – Can respond to questions from the candidate.– Don’t record protected class issues in interview

notes

• Recommendation:– Hire based on the match between abilities for the

job and nothing else!

• Can do “differential recruitment” and focus on “unrepresented groups”

• There are “non-visible” disabilities

American Disability Act (ADA)

• Organizations are required to provide “appropriate accommodation”

• Varies with each situation– A small company would be not be required

to add an elevator to an existing building– A large organization would be required to

modify a building

Disabilities

• (A) a physical or mental impairment that substantially limits one or more of the major life activities of an individual, (B) a record of such an impairment, or (C) being regarded as having such an impairment.

• 3rd largest US minority after People of Hispanic origin and African Americans

• There are “non-visible” disabilities

Firing

• Oregon is an employment “at will” state– Can fire anyone, at anytime, for anything– Except if it is illegal

• Calfironia is not “at will”– Have to have a documented reason to fire

that applied to the job

• Recommendation:– Have a documented reason to fire that

applies to the job

Firing/Discipline Process

• Verbal Warning– Make sure there it is not a communication

problem

• Written Warning– Really make sure it is not a communication

problem– Involve HR at this point

• Termination– Have documentation

Monthly Objectives

• For both the manager and the employee

• Documents what is expected each month

• Focus on deliverables

• Includes growth opportunities

Pay Administration

• Don’t discriminate

• Your organization should have a standard “pay scale”

• Options:– Regular raises– Performance raise– Bonus– Hard to lower pay!

• Other forms of reward?

Promotion

• Very similar to hiring process

• Promote individuals who demonstate the required qualifications and the behavior you want in others– Remember: Management is a different job

from individual contributors• Make sure managers are good at management

and get the needed training