 Anyone who’s spent time with me learning or working on projects will have heard my philosophy on project quality: better is the enemy of good enough. Anything other than “excellent” can seem like failure, and yet putting in extra effort that will not be valued by the end user or other relevant parties means that resources (time, money, effort) are spent on things without any return. One area that can be challenging in the study of project management is the difference between scope and quality, and how to determine and measure quality, especially in research management.
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 I am currently teaching a course in the Mohawk College and CARA Research Administration Certificate program. As part of this, I’ve been writing essays around each week’s discussion topic, in response to the discussions and reflections by the students. The next of these is on the topic of risk management in project.
 I am currently teaching a course in the Mohawk College and CARA Research Administration Certificate program. As part of this, I’ve been writing essays around each week’s discussion topic, in response to the discussions and reflections by the students. The first of these is on the topic of the driving priority in management of the project.
 Imagine you are decorating a room. There is large sofa, and you have some throw pillows decorating it, but it looks a little bare, so you get some more. And some more. And some more. How many is too many? 5? 20? 65? Like cupcakes or party invitations, it is possible to have too much of a good thing. This applies to collaborative teams as well.
 A while back, I wrote about deadlines as a necessary part of managing projects, especially research proposals with firm submission dates and times. Having recently completed another mammoth grant application project (fingers crossed – results in a few weeks), I’ve recognized some distinct levels of strength that can help in both recognizing the need for and then establishing the right type and level of deadline. The first of these is the lightest – the deadline of convenience. This is a loose internal deadline, established to encourage progress but not really tied to any external requirement. The convenience deadline recognizes basic courtesies like evenings, weekends and holidays as being down time, and is associated with the early stages of a proposal project, when many other elements (scope, budget, team) are still evolving. The convenience of this deadline is typically linked to the schedule of the deadline setter – what is best for them in this process – and guided by the overall tenor of the team: how much encouragement versus freedom do they need at this stage. The next level up is middleweight – the deadline of dependence. Linked to other elements, such as institutional deadlines, anticipated time required for formatting, quotes, or signatures, or other key events like conference presentations or key meetings, these deadlines indicate the dependence of other things on this work (something else needs this to get done before it can proceed), or the dependence of this work on those other things (this project needs that other thing). In proposal development, there are a lot of dependence deadlines. The budget cannot be completed until the proposal body is written. The references cannot be finalized until the writing is done. The summary sections need the main proposal to be finished before thy can be written. (Notice a pattern here?) The signatures cannot be secured until there’s a substantial enough document and a reliable budget number. This middleweight level is where deadline setting becomes both art and science. These deadlines cascade and link to one another like an elaborate acrobatic act, overlapping and connecting pieces of the project until it all comes together as a completed thing. The reality is much messier than that, of course – more like the assemblage of a multi-course dinner with no recipes. There will be adjustments throughout, to both deadlines and content (scope change), but the goal is still the same: the completion of the project. In the case of a grant application or project proposal, there is also the heavyweight level – the deadline of consequence. Usually established by external stakeholders, these deadlines are immovable, with the consequence of complete project failure if they are not met: there is no coming back from missing a proposal submission deadline. Deadlines of consequence can also occur within the project itself. There are sometimes firm, non-negotiable deadlines on things such as internal approvals, hiring opportunities, and vendor quotation expiry dates. Other key dates exist as milestones – fiscal year end, for example – that can become deadlines for spending or reporting. These should not be taken lightly, as there is little to no recourse when these are missed. True project management would have you build the schedule forwards, determining the estimated time for each task or activity, considering the dependencies and relationships, constructing a critical path, and then calculating the completion date. More often, the reality is that schedule development is best done by looking at that ultimate deadline of consequence (the submission deadline) and working backwards to populate the schedule with dates and associated tasks that are needed. Thinking about these various levels of deadline can help when considering building deadlines into your project schedule. Where are the deadlines you cannot miss (consequence)? Where should you put the ones that contribute to bringing the project elements together (dependence). And where can you put a few to best support and enable the team and the project to be successful (convenience)? For each deadline on the schedule, make sure you know which kind it is, so that you know how flexible (or not) it is and what else it is connected to. By keeping track of progress and activities against these deadlines, and adjusting as possible throughout, you’ll have the best chance of successful completion within the time available.  |
Who is Robyn?
My career as a research project manager is rewarding, dynamic, challenging, and fun. I'm looking forward to sharing my knowledge and experience in communication, organization, and common sense approaches in research management and leadership, and to enabling others to learn and grow in this exciting career. 
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