PM Magazine - Spring 2022

SPRING 2022 / ISSUE XVII

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magazine

SPRING 2019 | PM magazine A PUBLICATION BY MORGAN STATE UNIVERSITY’S GRADUATE PROGRAM IN PROJECT MANAGEMENT

THE FUTURE OF PROJECT MANAGEMENT MANAGING PROJECTS IN NONTRADITIONAL AREAS

LEGISLATIVE CAMPAIGN MANAGEMENT

THE SKILLS, TOOLS, AND TECHNIQUES A TEAM NEEDS TO DELIVER PRIORITY LEGISLATION

PAGE 5 MANAGING PROJECTS IN THE ENTERTAINMENT INDUSTRY - “90 DAYS TILL STAGE”

PAGE 1 SOCIAL ENTERPRISE AND PHILANTHROPY - “NONPROFITS AND THEIR BUDGETS”

PAGE 8

PM Magazine

PM magazine | SPRING 2022

CONTENTS

EDITORIAL MESSAGE

Projects come in all shapes and forms. Some require years of planning and preparation with implementation, and others simply take a day or two. No matter the project type or what it entails, there are always elements of time, budget, scope, and essentially project management.

With the seventeenth issue of Morgan State University’s Project Management magazine, a magazine designed by graduate students in the Masters of Science, Project Management Program, they have chosen to identify nontraditional projects, their challenges and opportunities with this semester’s magazine. The varied articles in this magazine show that any project, in any genre, uses project management either in a traditional or agile way. Its usefulness is demonstrated by people who may not consider themselves traditional “project managers”.

The team for the Spring 2022 issue is composed of five talented graduate students from different industries such as healthcare, technology, and non-profit fundraising development. This semester’s students, Olukorede Daniel, Janelle Fleet, Bill McGill Jones, Deborah Pugh, and Juli Rooks, along with the authors, provide keen insights on project management in their world. The projects are in some of the most unusual settings, based on their unique experiences. They shed light on the use of risk, cost, scheduling, and stakeholder management, and its imperativeness to successful project outcomes.

It is our hope that you find this edition useful as authors and students identify challenges and potential breakthroughs of how project management has been and will continue to be useful in all spaces. As always, please enjoy our magazine.

Dr. Monica N. Kay, PMP Adjunct Professor, Morgan State University Editor, 17th Edition MSU PM Magazine

MESSAGE FROM CONTRIBUTING AUTHORS Nontraditional projects such as entertainment and political campaigning are ever evolving in different industries throughout the world. The traditional approaches used in unconventional projects to achieve their desired outcomes will not always reign true to form. Project teams will need to adopt a more effective process to meet the various needs of these unique projects. The articles in this magazine focus on many areas in which project management is utilized in a nontraditional environment.

As the world advances, and it lends itself to a world of change, so do the traditional project management frameworks and its age-long way of applying them to project management endeavors. This magazine seeks to uncover and display the various ways that project management principles are being applied to achieve desired project goals while maintaining quality and efficiency in the process. The articles written for the PM Magazine embody several nontraditional project approaches and how the authors apply them in their various industries. The projects represented encompass a broad range of topics, which include the arts, public health and activism, just to name a few.

The articles will explore how project management techniques can be applied to industries with uncharted, complex or unique projects.

The project management field has expanded well beyond the traditional construction or commontechnology projects. Agile and hybrid methodologies have enabled project managers to tackle more complex projects, especially those with

Message from the Editor Monica Kay, D.B.A., PMP

Message from Contributing Authors

Olukorede Daniel, Janelle Fleet, Bill McGill Jones, Deborah Pugh, Juli Rooks

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Managing Projects in the Entertainment Industry “90 Days Till Stage” – Mr. DaRain Powell

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Beneficiary Selection As Part of Stakeholder Management – Mr. Octavius T. Quarbo, MA, PMD Pro.

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Triple Constraints of Project Management and Why They Matter in Healthcare – Dr. Taiwo Adeloye, MS, PMP

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The Importance of Requirements Gathering – Ms. Sheronda Williams, PMP

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Legislative Campaign Management – The Skills, Tools, and Techniques a Team Needs to Deliver Priority Legislation – Ms. Wandra Ashley-Williams

and Navigating 6 Negotiating Stakeholder Expectations Using a Hybrid Approach – Ms. Tessa Endter, PMP

in Maintaining a 7 Challenges Schedule in Project Management – Mr. Mack Williams

Enterprise and Philanthropy 8 Social “Nonprofits and Their Budgets” – Mr. Ross Mason

9 10 higher levels of uncertainty and risk. This type of flexibility allows project managers to apply project management techniques to nontraditional industries such as entertainment, healthcare, public health, and even the political arena. The benefits of such flexibility is that it permits customization for any project type.

This in turn, helps project teams to work more creatively and effectively.

The Role of Stakeholders in the Management of Public Sector Wage Bill in Liberia – Mr. Bill McGill Jones, BSc. MSc. Integrating Project Management Fundamentals With a Political Campaign Project – Dr. Melody Kelley, Ph.D.

Cover Art by Thomas Griffa Contributing Authors, Student Biographies Photos and Graphic Design by Sydney Nicole Kay

SPRING 2022| PM magazine

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MANAGING PROJECTS IN THE ENTERTAINMENT INDUSTRY

90 DAYS TILL STAGE Everyone in my industry wants to mirror the success of one individual, Mr. Tyler DaRain Powell Perry. However, not everyone Founder and President is willing to put in the effort it requires to successfully No More Chains International Ministries complete projects on a major level. You guessed correctly, my industry is entertainment. And just like every other industry, the entertainment industry has its own challenges that often pose time constraints to anticipated project success; in other words, the project management triple constraints also affects nontraditional project areas such as the entertainment industry.

Although I have many passions, my love for the stage is second to none. I would often watch or attend plays with the intrinsic goal that one day I would perform in my own production as a writer, actor, producer, and director. I achieved my goal with the production of my first stage play, “If You’re Dirty, Take A Bath!” I first performed this play in August 2016 at the Ritz Theater in Jacksonville, Florida. We received rave reviews and a 10-minute standing ovation from the audience. I have performed in other plays, but there is NOTHING more rewarding than having an entire audience appreciate your arduous work. One performance, however, did not satisfy my appetite for stage success. As a result, I am currently bringing back the play and preparing several others, because there is so much more to my play than having one performance for one night in one city. It is more than simply wanting to be the architect of a major theater production, it is about delivering value to the audience. I want to breakdown and highlight these components for you to give you an insight into what turns a stage play project from being an imagined milestone to a realized deliverable.

“ The closer you come to the day of your performance, the more you may need to apply the agile principle of responding to change over following a rigid plan, and “tweak” your script.“ Scheduling and Productivity

According to the PMBOK book, sixth edition, which before defines how the project schedule is managed throughout the project lifecycle. It is a timetable that outlines start and end dates and milestones that must be met for the project to be completed on time (PMI, 2017). Schedules help with productivity in any project

because they are a key metric that determines the success or failure. In entertainment, the first component of stage production is realizing the enormous time and effort involved and working with a defined schedule to bring theatrical projects from concept to life. Think of your stage project this way. Imagine a room with 3 walls. The time and effort you put into your play is your floor or the foundation of your project.

The walls of your room represent a different section of your theater production. They are the writing, the stage direction, and the production of your play. We will briefly discuss each wall. We will conclude by filling in the “room” of your stage production with furniture that “fits.”

Writing Your Project Scope

People often ask me how I came up with the concept for writing the play ‘If You’re Dirty, Take A Bath! The play centers around a family that ends up in homelessness, but not just any family, a pastor who leads a large church. One of the theme songs is entitled, “Just a Check Away” and bellows the words, “many people trying to live above their means… all that money you think you got is not what it seems.” In other words, the dialogue and subject matter of the play and the songs are real and relatable to everyday living. People will not pay for a play performance that is not realistic or relatable, they pay for quality. So, the best way to write is to tell your story.

This may take time, but it should not be rushed. You should lock yourself in a room and not come out until your writing project is complete. Once the manuscript is completed, you should immediately have it copyrighted to protect intellectual property. It is then and only then that you are ready to move toward producing your play. According to the PMBOK, the quality management plan outlines the activities and resources necessary for the project management team to achieve the quality objectives set for the project (PMI, 2017). The closer you come to the day of performance, the more you may need to apply the Scrum Alliance’s agile principle of responding to change rather than following a rigid plan, and “tweaking” your script (Scrum Alliance, n.d.). You may find that it is too long (which runs the risk of boring your audience) or too short (people pay to watch full productions - not skits!). A typical theater script should average 70-80 pages front and back. It is also of great importance to take quality into consideration and to ensure that your script moves forward logically. Some writers have the habit of writing scripts that do not tell a story and, thus, makes little or no sense to the audience. If the audience does not understand the storyline, they will not enjoy the show, and thus the acceptance of the deliverable is next to zero.

Production and Budgeting

Production is the next step in the evolution of your stage project. The production aspect of a play is the business side and involves all the financial and budgetary dealings of creating the stage play. A successful play generally requires a successful budget, and a cost management plan that will be useful and effective in helping to map out and control the budget.

Everything that deals with money in your play is a part of the production of your play. This may include leasing a venue, signing actors to a contract, leasing equipment, or preparing props and wardrobe. As with any venture, you want your play to be successful financially, and this only occurs with careful budgeting.

One poor decision during the planning process can cost you the whole production and potential profits. It is important to carefully outline the amount of money you are spending for your play and how you are

spending it.

Communications and Execution

The director of the play takes on the role of a project manager and coordinates the movement of the actors.

As a play director you are also the communications manager responsible for the communication and coordination of everything your cast says or does in your play. If someone is behind schedule on stage or a cue is missed, the ultimate responsibility lies at the feet of the director.

“As a play director you are also the communications manager responsible for the communication and coordination of everything your cast says or does in your play.”

The Resources

Now that you have constructed your room, it is important to place the right furniture in your room. In this case, furniture involves human resources, as it is vital that you identify the right people for your production. The resource management plan comes in handy here because it provides guidance on how project resources should be categorized, allocated, managed, and released (PMI, 2017). You may have someone with years of experience, but if they have the wrong attitude toward your project, they could very well be a detriment to your project’s success. Always remember that no one person makes a successful play; it takes the unified effort of everyone on your team to make a successful play production.

I have highlighted a few of the areas needed to produce a successful play and how the principles of project management help in structuring and ensuring that the overall deliverable (the play) is met and accepted by the audience. Everyone that has the idea of developing and creating a play may not necessarily be ready to do what it takes to build a play from the beginning concept to execution. I am here to help those of you who do. Are you ready? Get set. Let’s go.

References: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.).

Project Management Institute.

Scrum Alliance. (n.d.). Values and Principles of the Agile Manifesto. Retrieved from Scrum Alliance: https://www.scrumalliance. org/agile-organizations/manifesto

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PM magazine | SPRING 2022

BENEFICIARY SELECTION AS PART OF STAKEHOLDER MANAGEMENT

Octavius T. Quarbo, MA, PMD Pro

Why Consider Project Management in its “Nontraditional” Form?

With only eight years until 2030, the year targeted for achieving Assistant the Sustainable Development Representative for Goals (SDGs), more and Programme better investments are said to be needed. In the private Food and sector, investments are being Agriculture encouraged in micro, small, Organization of and medium-sized enterprises the United Nations, and large-scale concessions.

Liberia Country However, for these private Office investments to thrive, an enabling environment with basic services is required.

In post-conflict developing countries like Liberia, the government’s efforts to facilitate such environments are inadequate. As a result, development partners have been tasked with improving them. These complementary interventions are made through projects designed on a not-for-profit basis. Using projects as a delivery tool to help complement the government’s efforts, project management approaches have become critical, thus requiring greater research and analytical considerations.

“The services provided by projects [in the not-for-profit sector] have no purpose if there are no [beneficiaries].

Therefore, their [beneficiary] selection and general management can make or break the project’s ability to accomplish its objectives “ Project management (PMI, 2017) applies knowledge, skills, tools, and techniques to meet requirements.

Project management is considered in two broad categories: traditional and nontraditional. By “traditional,” we broadly refer to undertakings in the for-profit sector. “Nontraditional” refers to work done in the not-for-profit sector, covering humanitarian, development, and peace-building efforts. Traditional project management sees beneficiaries as recipients of the project’s value. Under the nontraditional approach, beneficiaries are the foremost stakeholders. The overall management of these stakeholders and their feedback throughout the project’s lifecycle can either make or break the project in meeting its objectives.

Recent development efforts have looked towards delivering dual or multiple benefits from a single project. A common approach is to use single projects to achieve humanitarian, development, and peace-building objectives (Howe, 2019). Effort is undertaken, often utilizing the buzz phrase of the humanitarian-development-peace (HDP) nexus.

However, as efficient as delivering multi-nature project management goals through a single project seems, it proves to be a source of trade-offs, especially in beneficiary selection. This article, therefore, takes a cursory look at project management challenges associated with beneficiary selection, using experiences from projects built on the peace-development nexus.

Stakeholder Management: A Major Challenge Under a multi-agency approach, the UN develops joint projects to deliver peacebuilding and development outcomes. For example, under Peacebuilding (PBF) support, projects aimed at increasing social cohesion at the community level are interspersed with agricultural components.

These PBF-funded project results are designed based on conflict analyses that, in some instances, present

the lack of employment opportunities as a “driver” of conflict. The project management challenge presented by this approach is multi-faceted. First, targeted communities are pre-selected based on studies that inform the conflict analyses. Therefore, these communities must be “conflict-prone.” Second, project beneficiaries are frequently from marginalized groups, including youth, to meet the peacebuilding requirement. The project logic is that these youths may drive conflict and derail community-level peace if not provided with “peace-generating” activities. On the other hand, on the development side, livelihood-supporting interventions are often agriculture-based, given their sustainable nature. In this case, the project, at the point of selecting beneficiaries, is challenged given how unattracted youths are to agriculture (Scarborough, 2017). Second, even if they are interested, the average 24-month timeframe for peacebuilding projects is not long enough to have the social impact required to transform these beneficiaries into producers or farmers.

During implementation, stakeholder management presents the most challenges. For a case in point, under a PBF-funded (2019–2021) project with the Food and Agriculture Organization (FAO), International Labor Organization (ILO), and World Food Program (WFP), two of the eight sub-communities dropped off. This was due to the youthful beneficiaries’ limited interest in agriculture. In Boi, Lofa County, rehabilitation of the irrigation superstructures proved a significant challenge. In Salala-2, Frelela, Bong County, youths also reneged on the continuation of farm work after the first supplies of tools were delivered. Youths in Konia, Lofa County, intermittently slowed down and rejuvenated, citing delays in the commencement of income-earning (production) activities. While it was a fact that production had been delayed, the basis was that they had begun developing their swamps at a snail’s pace. Compared to other donor-funded projects, which experienced similar conditions, beneficiaries under this peacebuilding project could not withstand the financial-drought period that preceded the production.

Project Management Strategies Applied to Address the Challenge Given the importance of beneficiaries to development projects, project managers devised nontraditional project management strategies that included financial incentives and increased community-level engagement with these beneficiaries. Under this plan, 120 beneficiaries in the rice-producing subcommunities [of 1,200 overall] were paid to develop

the swamp-based irrigation superstructure. This led to improved pace and quality of work done on the swamps.

As a result of the delay, there was not enough time left in the original schedule to deliver the project.

Hence, an extra six-month no-cost extension period was requested. The said request was granted [by the donor], acknowledging hindrances caused by COVID-19. With only a six-month extension, the project management team strategized and provided extra [locally-sourced] inputs that, per project design, should have been originally provided by the beneficiaries. The strategy also entailed introducing longer-duration training opportunities at private service facilities beyond the localities of beneficiaries.

Lesson Learned for Future Intervention Planning Taking a glance back, it is determinable that while challenges associated with COVID-19 [delays in procurement and supply chain management] existed, they did not affect the project delivery to the extent that managing beneficiaries did. This may be traced back to the pre-selection of communities and individual beneficiaries, where peacebuilding qualities were favored over agricultural criteria. This experience teaches us that if the nexus of peace development must be strengthened under a single project implementation, there must be a balance to the project management approach, beginning with criteria set for beneficiary selection. Otherwise, deriving peacebuilding and development outcomes may continue to prove challenging.

“The views expressed in this publication are those of the author(s) and do not necessarily reflect the views or policies of the Food and Agriculture Organization of the United Nations.” © FAO, 2022.

References: Howe, P. (2019). The triple nexus: A potential approach to supporting the achievement of the Sustainable Development Goals? World Development, 124, 104629.

Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge PMBOK® Guide). 6th ed.

Newtown Square, PA: Project Management Institute, Inc. Scarborough, G. (2017). Growing a Future: Liberian Youth Reflect on Agriculture Livelihoods. USAID, Mercy Corps.

Figure 1: Photo of laid-out irrigation superstructure cultivated with rice, pending harvest in the PBF-funded project community of Yeala, Lofa County - © FAO, 2022

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TRIPLE CONSTRAINTS OF PROJECT MANAGEMENT AND WHY THEY MATTER IN HEALTHCARE As nontraditional as healthcare organizations might Dr. Taiwo Adeloye MS, seem when it comes to PMP, Ph.D. project management, Senior Project Manager applying some of the project management State of Maryland basic principles, such as the triple constraints, still apply. A constraint is also known as a restriction or limitation, and in project management, the triple constraint are the three limitations that hinder a project’s successful completion. According to the Project Management Body of Knowledge (PMBOK) guide, a constraint is a “limiting factor that affects the execution of a project or process. Constraints identified with the project scope statement list and describe the specific internal or external restrictions or limitations associated with the project scope that affect the execution of the project” (PMI, 2017, p. 172). For several decades, the triple constraint theory has been the standard within project management. This article will focus on the triple constraints of budget, scope, and schedule, designed to keep any project delivered within budget, on time and on track.

“Like every other sector, the triple constraint is vital in healthcare for managing patient’s treatment expectations and employee accountability and efficiency from physicians, surgeons, nurses, laboratory technicians. It provides a framework for the project team to work within to ensure the delivery of high-quality work within a given timeframe. ” According to the Project Management Institute, these three components of triple constraints are also commonly referred to as the Iron Triangle, and none of these three components can exist without each other. Each is inter-reliant on the other two. Effectively balancing these constraints is fundamental to the success of any project. The scope is simply a function of the project goals, objectives, and deliverables. The project scope details the required achievements and the tasks needed to achieve the desired result. Time, also known as the schedule, includes the project’s timeframe. It describes the project start and finish dates for all project tasks, activities, milestones, and the deadline for all the project deliverables.

Cost, also known as the budget, includes every associated cost estimate required for the successful completion of the project (PMI, 2017).

The triple constraints can be incorporated into any project management strategy. Today, there are many different approaches or strategies to managing projects such as Waterfall, Agile, Scrum, SAFe, etc. Regardless of the approach, the principle of triple constraints will forever remain integral to accomplishing project goals and, yes, even in nontraditional areas such as healthcare.

Some may think that project management principles do not apply to healthcare organizations because project work is unimportant as compared to life and death situations. While that may be valid, I beg to differ. Like every other sector, the triple constraint is vital in healthcare for managing

a patient’s treatment expectations and employee accountability and efficiency from physicians, surgeons, nurses and laboratory technicians. It provides a framework for the project team to work within, ensuring the delivery of high-quality work within a given timeframe.

Looking at a healthcare institution as just one entity, I understand why some might think it would be challenging to implement project management principles because projects are not run in isolation; they are part of a more extensive system. But having worked in the healthcare sector, I now understand that there are several different entities within the healthcare organization that may operate as silos. In the healthcare sector, projects can either be large or small and can be completed in one year or less or might take years to complete and involve anywhere from a small team of five, to a larger team. They can also occur in various types of healthcare related entities. Like every other project, healthcare projects have a unique purpose with a well defined objective.

The project is temporary with a definite start and end date, and the project utilizes human and non-human resources for execution. Hence, the three elements of the triple constraint triangle matter to all different projects in the healthcare sector.

Triple Constraints Matter in Healthcare Every healthcare project is constrained in different ways, especially in a global pandemic. Considering the numerous government rules and regulations, to create a successful project, healthcare project managers must consider balancing the three often competing goals, scope, time, and cost. It is highly imperative for a project manager to decide which constraints are most important on each project. This is important because project owners/sponsors would always want their projects delivered well, timely, and at a low cost, but that is an impossible standard to achieve due to several risks and uncertainties. Hence, it takes good judgment to determine if time is more of the essence and if so, the project must be willing to adjust the initial project scope and or budget goals to meet the project timeline/schedule.

I worked on an enterprise-wide implementation project for a health organization that requires developing an electronic health record system.

The project team had set the triple constraint goals at the beginning of the project from initiation through closing with the detailed project requirements to be completed in a specific duration of time without exceeding a certain amount of budget. During the project, certain risks such as compliance billing, the implementation timeline – which was dependent on end of Public Health Emergency - PHE – identifying project resources and confirming their availability to work on the project, identifying other impacted systems, as well as delay in getting time-sensitive decisions and input from providers and other stakeholders, could have affected achieving our project goals.

Therefore, the project team had to make several key decisions, which decreases the project scope to meet time and budget goals. For the project, the scope was amendable, compared to both time and budget, hence why the project sponsor agreed to execute the projects in phases instead of just one major deployment that would have significantly impacted all three constraint goals.

“As a project manager, taking the time to understand and implement the principles of triple constraint into your roadmap would likely yield positive results on your project. It is significant to note that the triple constraint involves effectively balancing the project scope, time, and cost until the successful completion of the project. ” Regardless of what the project is or organization, whether it is information technology, transportation, education, healthcare, manufacturing or construction, every project deals with budget, scope, and schedule. This common element makes the triple constraint a universal asset to any project team. As a project manager, taking the time to understand and implement the principles of triple constraint into your roadmap would likely yield positive results on your project.

It is significant to note that the triple constraint involves effectively balancing the project scope, time, and cost until the successful completion of the project. Any changes to one of these critical components, either as a change request from the sponsor or as uncertainties, would impact the others, and requires a modification to one or both elements to support the change request. A project manager should never assume that one component of the constraint triangle can be adjusted while leaving the others as is, there will always be some form of adjustments required for the other two.

Reference: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide sixth ed).

Project Management Institute

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PM magazine | SPRING 2022

THE IMPORTANCE OF REQUIREMENTS GATHERING

Most information technology (IT) projects have some level of complexity. This is found when creating a new application, automating Sheronda Williams, a manual process or PMP, CSM performing an upgrade.

Senior Project To deliver these projects Manager successfully the project Exelon team must begin with a well-defined scope and requirements. Vague or undefined requirements often lead to project failure.

I learned the importance of detailed and well documented requirements early in my career when I was assigned a regulatory project to implement a new case management application for a government agency. The project team was given an ambiguous scope statement and objectives. Once completed the system would be used by 200 caseworkers. To meet regulatory standards and stakeholder expectations, requirements had to be gathered from several cross functional groups.

When requirements are not clearly defined and documented, it creates confusion for the development team in prioritizing work

“ Clear requirements support better design and development that keeps the project schedule on track.” and increases the frequency of rework.

(Trevor Throness, 2017). PMI writes, “As the uncertainty in the project increases, the likelihood of changes, wasted work and rework also increases which is costly and time consuming” (PMI, 2017, p.14). A way to avoid confusion among team members and stakeholders, especially when working on unfamiliar or nontraditional projects is to have a clear understanding of the scope.

This is done by gathering requirements from key stakeholders and subject matter experts (SME) in a document and obtaining signoff from the sponsor to confirm agreement between the project team and stakeholders on expected deliverables (PMI, 2017). Not formally documenting requirements can lead to damaging downstream effects on project design, development and testing. When a requirement is agreed upon verbally but not documented, the design is left to interpretation by the developer.

“ Rework is the unnecessary work that is done to correct mistakes made during a project. Having a clear understanding of scope at the start of the project, decreases the frequency of rework.”

Clear requirements support better design and development that keeps the project schedule on track. Following the waterfall approach to requirements gathering at the start of the project ensures producing the best quality product. In addition to better design and development, clearly defining the requirements improves testing results on projects that involve unchartered territory or are nontraditional in nature. Testing goes hand in hand with quality management. During testing the project team communicates with stakeholders on any issues encountered and options for resolution. Test planning and test case design cannot be developed accurately with unclear requirements. Each phase in a project is affected by the understanding and quality of the requirements created. Testing results should clearly connect to requirements established at the beginning of a project.

Working with stakeholders to develop clear and concise requirements builds trust in the project team and demonstrates a commitment to delivering a product that exceeds stakeholder expectations. Confidence within the project team is increased along with productivity. This also fosters open communication between stakeholders and the project team.

How requirements are defined and documented impact a project throughout the entire life cycle. Gaining a clear understanding of project requirements and stakeholder expectations early in the project encourages better communication that enables teams to maneuver through the nontraditional or unfamiliar aspects of a project successfully.

References: Project Management Institute. (2017). A guide to the Project ManagementBody of Knowledge (PMBOK Guide) (6th ed.).

Project Management Institute.

Trevor Throness. (2017). The Power of People Skills: How to Eliminate 90% of Your HR Problems and Dramatically Increase Team and Company Morale and Performance.

Career Press.

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LEGISLATIVE CAMPAIGN MANAGEMENT – THE SKILLS, TOOLS, AND TECHNIQUES A TEAM NEEDS TO DELIVER PRIORITY LEGISLATION Wandra Ashley-Williams Q: When people think of the

term project management, they usually think about projects related to ClimateXchange construction or technology.

Maryland Your area of expertise is not in either industry. Please tell us about your background and the industry within which you work.

Regional Director

A: I have a diverse background. Currently, I am the regional director for ClimateXchange Maryland, which advocates for the passage of carbon reduction legislation. I have a campaign manager and a strong diverse coalition of stakeholders called, Rebuild Maryland Coalition. They collaborate with us to establish practical solutions to reduce harmful air pollutants, such as greenhouse gas emissions, by advocating for the passage of the Climate Crisis and Environmental Justice Act. I have held senior management positions in major corporations, such as Merrill Lynch, Johnson & Johnson, and Turner Construction Company. I am a community activist who advocates for the rights of those whose voices are not always heard. I have held leadership positions in organizations such as the American Heart Association, the Maryland Legislative Agenda for Women, and the Maryland Easy Enrollment Health Insurance Program Advisory Work Group. I have held positions with the NAACP at the local, state, and national level. Currently, I am a member of the National Board of Directors representing Maryland, the District of Columbia and Virginia. I have worked in government, as well. I was the special assistant to the director of the Department of Corrections for the District of Columbia government. I was elected to the position of Deputy Mayor of the city council in Somerset, New Jersey.

Q: What are some of the projects that you are working on?

A: I am working on legislation that focuses on carbon reduction. There are three bills we are supporting and attempting to get passed in the Maryland General Assembly. The first bill is the Climate Crisis and Environmental Justice Act (CCEJ) that protects the public’s health, economic well-being, and national treasures of the state by setting a new greenhouse gas emissions reduction goal. The goal is to reduce greenhouse gas emissions 60% by 2030 and 100% by 2040. It holds polluters responsible for the damage they have caused and protects low-income and moderate-income households. The second bill, the New Motor Vehicles Pollution Act, assesses a small one-time registration fee for new vehicles sold or registered in the state with a carbon dioxide tailpipe emission of 400 grams per mile or higher. The third bill known as the Climate Crisis Plan requires each district in the state of Maryland to create a climate crisis plan. The goal is to build a strong and diverse organization representing environmental climate, labor, civil rights, faith based and student groups to advocate for passage of these bills.

Q: Have you observed a difference in how not-for-profit and for-profit organizations manage projects?

A: The framework for managing projects for not-forprofit and for-profit organizations is the same but there are two key differences. The first difference is the budget. Not-for-profit organizations must watch their budget closely because they do not have the same financial resources as for-profit organizations.

They spend a significant amount of time securing donations and grants. The second difference is the organization’s tax filing status. Many not-forprofits are classified as 501(c)3 organizations. As such, they must abide by government restrictions.

The government restricts 501(c)3 organizations from participating in political activities such as lobbying and endorsing candidates who are seeking to be elected to public office. Additionally, some organizations prohibit their funds from being used for lobbying.

Q: In traditional project management, emphasis is placed on completing a project on time within budget and achieving the desired outcome. What are some of the issues you encountered and how did you manage them?

A: In addition to the budget, which was previously discussed, we have strict schedules. The legislative session in Maryland is 90 days long. The biggest challenge we had to address during this campaign is Covid-19. On March 12, 2020, after months of planning, building a coalition, organizing student lobby days, conducting training, submitting letters to the editors, and submitting press releases, we were advised that the Maryland General Assembly would be shutting down. Our bills as well as the bills of others died on the table. I had to redirect my efforts and reevaluate my plan.

Q: What are some of the risk factors and how did you minimize them?

A: It is critical that you consider the strategic risks of planned campaigns. You must consider the response to your campaign. When you advocate for the public good you must make strong statements or take bold positions. There could be a negative response to your message by a legislator, business, or community leader. Also, there is a risk that your opponents may react negatively to your proposal.

If you have not planned for this, it could have an adverse effect on your campaign and the reputation of your organization. It is important that you consider the risks and plan your response (PMI, 2017). For example, if I am planning a campaign to reduce the number of gas stations in a certain block in the city and I make a statement that a study shows that having too many gas stations in a half mile radius will result in detrimental health effects to the residents, I could receive pushback from the owners of the gas station. I have made a public statement that two gas stations needed to be shut down and the gas tanks needed to be removed. ABC gas station, which is owned by a major petroleum company, is the largest station in the area. The company may use its financial and political resources to make it clear they do not appreciate my statement. Should this discourage me? Not necessarily. Not if I did my homework.

Taking the risk may be worth it if I have evidencebased research, and the support of stakeholders. If not, risk avoidance may be a better strategy (PMI, 2017). It may be better to think of another method to raise the concerns I have.

“The framework for managing projects for not-for-profit and forprofit organizations is the same but there are two key differences.

The first difference is the budget.

The second difference is the organization’s tax filing status.”

Q: In your role, you have many different stakeholders. How do you engage with them to achieve your goals?

A: It is important to have the full support of your stakeholders. Anyone who is affected by the policy for which I am advocating should have a say in the policy and they should have a seat at the table. They should come to the discussion with a voice and their voice must be heard. For example, if I am advocating for a new state of the art high school to be built in a community, I would plan a meeting to discuss what is needed in the school. Would I invite only educators?

No. I would invite educators, parents, businesses, labor unions, civil rights organizations, faith-based groups as well as students. I need everyone who has a stake in this effort at the table. These are my stakeholders, and they will be my strongest advocates.

As part of the stakeholder engagement plan, I would assemble the group and talk about shared values (PMI, 2017). We would discuss what is most important to each group and how we can accomplish it. We would focus on our common goals and use the list of common goals and values to create our guiding principles. This will guide us as we draft legislation that will provide the funding for the project.

Industries as diverse as activism benefit from project management. Budgets must be monitored and maintained, risks must be managed, and stakeholders must be engaged.

Reference: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide). (6th ed).

Project Management Institute.

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PM magazine | SPRING 2022

NEGOTIATING AND NAVIGATING STAKEHOLDER EXPECTATIONS USING A HYBRID APPROACH

Traditional project management lore suggests Tessa Endter, determining modality MSHA, PMP occurs by comparing the project’s risk to how well its Director of Special requirements are known. A Projects predictive approach often Federal Contractor suits low risk projects where the requirements are wellunderstood, allowing the project manager to avoid risks through thorough planning. Meanwhile, an adaptive model is useful for projects with high risk and poorly understood requirements. Allowing flexibility in the project schedule, budget and scope allows the project manager to continuously refine a backlog and work through stakeholder desires until a suitable end product is developed. What happens when a project has high risk, a strict deadline, and vague requirements? Although this may not be appealing, it is a position that project managers often find themselves negotiating, especially when managing nontraditional or unique projects, such as implementing government contracts in the medical services and technology industry. Navigating these unique components is a crucial skill for project managers.

“A nontraditional project is simply a project that has unique or poorly understood requirements that will impact the project’s success.”

As a project manager for a federal contractor, one of the initial projects that we undertake after securing a new contract is their implementation. Implementation projects are not nontraditional in any sense, however the complexities of implementing a client with stringent confidentiality and security requirements is unique, indeed. Flexibility is needed within the schedule, budget and scope due to its complexities.

Many factors can dictate project schedule—a transition in vendors, statutory or regulatory compliance, or market capture. Additionally, the client may not be able to fully understand or express their capability, needs or vision. Even when similar projects have been performed with other federal agencies, the client may want to make minor changes to fit their specific agency operations or may have a completely different system than their counterparts.

The stakeholders may know the overall value that they want the project to deliver but not necessarily the mechanism with which to facilitate it. It is also likely that stakeholder’s expectations may change or be reprioritized as the project progresses. Utilizing agile methods such as kanban, allows the team the flexibility to work on the highest priority items first without being bound by timeboxing (PMI, 2017). In these situations, a hybrid approach helps to bridge the gap between project management theory and reality, and combines predictive, iterative incremental and/or agile methodologies (PMI, 2017). While a predictive structure helps create a feeling of shared understanding and safety, the project manager may not have the information required to complete a full predictive preparation cycle. Instead, the action of scoping out the project can be run as a separate, miniature project in and of itself. The project manager may begin with the known requirements, often pulled from the contract, initial stakeholder conversations, and the proposal. This is then reviewed with the client to determine gaps, areas of weaknesses, and any misconceptions, with ongoing pruning, discussion, and refinement as the project progresses.

“Allowing flexibility in the project schedule, budget and scope allows the project manager to continuously refine a backlog and work through stakeholder desires until a suitable end product is developed.”

In order for the project to be successful, the client and project team must engage in a concentrated and dedicated discovery phase. Subject matter experts on both sides should meet to share understandings and find a mutually agreeable path forward. The project manager’s role is to be the facilitator and negotiator.

The project manager must keep these conversations focused to avoid scope creep, while consistently reinforcing the project’s focus, as alignment to the project scope is the leading indicator to evaluate the success of any project (McQuighan and Ii, 2011).

Additionally, the project manager must have a deep and concrete understanding of the contract, project budget, and project expectations. Scope creep may become a strong possibility in nontraditional projects that have a high level of social impact or involve government agencies, the project manager must be able to identify and monitor changes that will affect the project’s timeline or budget. Finally, the project manager should consider a deadline or end date for the discovery and project refinement period. In previous experiences, if all project requirements were not solidified by a certain date, the schedule began to suffer. Schedule delays not only result in significant financial implications to project sponsors but on a nontraditional project involving public health, there may be substantial social costs to the public as well (Park, 2021). The client must understand the seriousness of this end date and exhibit an equal willingness to end the discovery process.

Nevertheless, making a miniature project of the project requirements identification and refinement period is the best technique I have discovered while working as a project manager on nontraditional projects. Aside from giving the team time to focus on and identify project needs from a previously nebulous vision, this also allows the group to begin to work together, learn one another’s behavior, and form into a cohesive team for the larger project ahead.

References: McQuighan, J. M., & II, R. J. (2011). Scope as a Leading Indicator for Managing Software Development. 2011 Ninth International Conference on Software Engineering Research, Management and Applications. https://doi.org/10.1109/sera.2011.25 Park, J. E. (2021). Schedule delays of major projects: what should we do about it? Transport Reviews, 1–19. https://doi.org/10.1080 /01441647.2021.1915897 Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.).

Project Management Institute.

SPRING 2022 | PM magazine

CHALLENGES IN MAINTAINING A SCHEDULE IN PROJECT MANAGEMENT

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In January 2022, I was cautiously optimistic regarding the projects Founder & CEO I had planned for the Deacon Maestro upcoming year. After Productions managing in a pandemic for the last two years, I began to see the light at the end of the tunnel. There were substantial challenges that I faced in my attempt to effectively navigate multiple projects to completion, not the least of which being the need to transition from an interpersonal and hands-on style to an environment where neither interpersonal nor hands-on existed. As I evaluated the seven literary and musical projects that I was seeking to complete by the first week of March, I realized that there were three keys of paramount importance that would play a large role in determining success or failure in the timely completion of the projects (PMI, 2017).

They are prioritization, debt reduction and flexibility.

Mack Williams

Prioritization The first key, and possibly the most important, is prioritization. I was faced with multiple project deadlines and needed to foster efficient time management and utilization strategies to maintain my schedule. In George Orwell’s classic novel “Animal Farm,” the pigs - upon taking more power for themselves - famously stated that “all animals are equal, but some animals are more equal than others,” which represented a move away from the egalitarian beginnings of their farm. That being the case, there is something to be said for their pronouncement when applied to our managerial situations.

The projects that I was juggling included, on the musical side, three forthcoming single releases in various stages of completion with participants across the country and overseas, as well as a CD project reintroducing an acclaimed disco-era vocalist to the marketplace. The literary projects included the adaptation of a short story into a short film screenplay, as well as the edit of a feature film screenplay and the condensing of the same for an online presentation. All of the above projects are important but based on various factors including difficulty and the firmness of the deadline for completion, some projects have to be treated as if they are more important than others – or at the very least, prioritized as such.

Prioritization gives a semblance of order to the tasks at hand and can mitigate any perceptions that these tasks are too overwhelming.

Although the director of the aforementioned feature film will let you know that he wants everything from you yesterday, I realized that the feature film edit really did not need to be completed first – and probably would not receive the needed attention if it were. So that realization enabled me to set that behind other tasks.

Budget and Debt Reduction The second key is debt reduction. Using a technique, which some financial professionals refer to as the Snowball Method, goes hand

“I was faced with multiple project deadlines and needed to foster efficient time management and utilization strategies to maintain my schedule.” in hand with the first, even as it is potentially in conflict with it. The Snowball Method is a strategy of paying down debt - when one has several accounts outstanding – by vigorously attacking and paying off the least costly accounts immediately, which leaves you with less accounts outstanding, as well as a sense of accomplishment that you are making tangible progress towards your goal. Even though you may owe the same amount of money as you would if you had not employed this method, the psychological effect of closing the accounts may help propel you further along your path.

I applied this reasoning to maintaining my schedule. I completed tasks that did not require significant effort, which increased my sense of accomplishment.

Although there may be managerial situations in which pursuing a Snowball Method approach of first completing some of the easiest tasks may seem to be at odds with your prioritization schedule, the psychological effect may very well aid with the prioritization, as you see progress made even as you continue to zone in on the most difficult tasks. In my case, this took the form of completing anything that I could with minimal assistance from the various individuals on the team as well as the freelancers involved.

Instead of holding a “pity party” as various delays ensued, I knocked out what I could and was glad to be able to do that, as in the case of the short story to short film screenplay project, where my only periodic consultation needed was with the story’s author and the film’s director.

Flexibility I realized what the third key would be as I thought about my first manager, Kevin Cook, whose catchphrase was “Be flexible, things are going to go wrong, and some things are going to take long, but that shouldn’t mean that your finished product cannot be strong.”

Everyone’s workflow is not the same under “normal” circumstances, and that is the case within a remote environment, so it may be incumbent upon you to adjust accordingly.

Flexibility may mean switching assignments among team members if you detect a better fit, or it could mean revisiting your prioritization plan to see if there is anything that can be pushed back so that everything is completed on a top-notch level, even if not quite on the original schedule. I had to do all of the above with the single musical release, as I had to take into account the speed and efficiency that the various people worked with, all while the discoera artist and I moved forward to the successful completion of the project.

“Everyone’s workflow is not the same under “normal” circumstances, and that is the case within a remote environment, so it may be incumbent upon you to adjust accordingly.”

When the pandemic began, many of us thought that we would be returning to what we thought of as “normal” within a month or two…and now two years in, that has yet to occur. Nonetheless, we must continue as best we can within whatever environment we find ourselves in, and the utilization of strategies such as these listed above can assist us in completion of our tasks despite what may be a less than optimal setting.

Reference: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge(PMBOK Guide). (6th ed). Project Management Institute.

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PM magazine | SPRING 2022

SOCIAL ENTERPRISE AND PHILANTHROPY “NONPROFITS AND THEIR BUDGETS”

The successful implementation of innovative strategies, products, and ideas in large Founder & CEO U.S. non-profit organizations, High Impact Network of corporations and foundaResponsible Innovators tions has been challenging.

Fundraising is a necessary evil for most nonprofits because expenses often exceed their budget. It takes an enormous amount of time for the executive director and staff to raise funds to cover their budget each year. However, fundraising is essential to fulfilling the mission of the organization. If a nonprofit can create a successful business or form a partnership to create charitable annuity income, it will allow the staff to focus more of their time on fulfilling the mission of the organization and becoming more efficient and effective. This growing source of monthly income allows the charity to eventually fund most or all of their operating and overhead costs. Because a larger percentage of the donor’s charitable dollar goes to the cause, the charity will have a much greater impact over time.

Ross Mason

“If a nonprofit is able to create a successful business or form a partnership to create charitable annuity income, it will allow the staff to focus more of their time on fulfilling the mission of the organization and becoming more efficient and effective.”

Traditionally, for most nonprofits, obtaining funding is a project in itself. Most nonprofits are funded through consumer donations, fundraising, foundation grants, corporate sponsorships, and contributions because they do not have a budget to cover the estimated costs of their activities (PMI, 2017). Some of the traditional methods have been inadequate in

their consistency of funds raised to support nontraditional projects and why project management in the nonprofit sector is becoming less and less traditional. Nowadays these funding projects focus less on securing donations and more on securing business partnerships with for profit organizations interested in dedicating a percentage of their profits to charitable causes.

The American Red Cross raised $500 million to build houses in Haiti and only built 6 homes in 5 years (Meltzer, 2015). New Story Charity (NSC) launched in Silicon Valley on June 1, 2015, and built one hundred homes in Haiti in 88 days for $600,000. In U.S. corporations, one out of every 100 innovative ideas is considered, 1 out of 10 of those ideas is funded and 1 out of 10 of the ideas that are funded successfully (Meltzer, 2015).

In Silicon Valley, young entrepreneurs present hundreds of new innovative ideas that receive venture funding and turn into companies that transform international markets, economies, and communities every single day. The next generation of billionaire technology philanthropists is determined to attack these challenges in a much more scalable and sustainable way through partnerships at the local community level. The millennials, the largest generation in U.S. history, make purchasing and investment decisions, not only based upon quality, price or brand loyalty, but social impact at the local community level. This generation is focused on the impact, social conscience, accountability, and transparency of organizations.

For example, one of the most successful and recognized social enterprise brands is Paul Newman’s consumer products company, Newman’s Own, which donates 100% of its profits to charity. Newman’s Own gave over $250 million to causes supporting needy children during Paul Newman’s lifetime and has now given away over $550 million since he founded the organization in 1982 (Newman’s Own, 2022). Another wonderful example is Charity: water which brings

clean and safe drinking water to people in developing countries. Charity: water has over 150 “well members” that pay all the administrative, overhead, and marketing costs so that 100% of the funds received from donors goes to the cause (even to the point of reimbursing credit card processing fees).

Since starting in 2006, Charity: water has funded almost 80,000 water projects in twenty-nine countries, which has served over 13 million people (771 million people lack basic access to clean and safe drinking water) (Charity: water, 2022).

Over the last 15 years, the Gates Foundation has selected one hundred public health companies or nonprofits in public health annually and invested $100,000 in each of these organizations. The foundation has then invested an additional $1 million in the top 20 (of the 100) enterprises selected (Gates Foundation, 2022). Tragically, the resulting impact in sanitation, clean water, vaccines/antivirals, and other areas of public health has been disappointing. In fact, the foundation has changed the measurement of success in these investments from “curing disease” to “moving science forward”.

To help innovative nonprofits in this area, High Impact Network of Responsible Innovators (HINRI) has created a social enterprise business model which identifies businesses interested in dedicating a percentage of their revenues or profits to charitable causes. HINRI selects charities to fund based on the areas of interest of their business clients. These companies understand that businesses with a social enterprise component not only support charities, but strengthen customer loyalty, brand identity, and employee satisfaction. Millennials prefer to work for, and buy products from, companies with a “social impact” mission. HINRI has worked with over three dozen social enterprise partners to help employ vulnerable populations (disabled veterans, victims of sex trafficking, and special needs children and adults). HINRI is now partnering with two private equity funds that plan to invest $5-10 billion, three venture capital firms, and many of their portfolio companies. Social enterprises like Newman’s Own, Charity: water, and HINRI are not only the future of social impact and venture philanthropy but will transform every area of philanthropy and business for future generations.

The objective of any project, traditional or nontraditional, is to achieve the desired outcome. Many worthy projects fall by the wayside because of a lack of funding. For companies and organizations that do not have budgets to sustain them, they must find alternatives to finance their projects. Social enterprise and philanthropy are filling the need.

References: Bill & Melinda Gates Foundation. (no date). Annual Reports.

Retrieved March 19, 2022 from https://www.gatesfoundation.org/ about/financials/annual-reports Charity: water (no date). About Us. Retrieved March 19, 2022 from https://www.charitywater.org/about Meltzer, D. (2015, June 5). The real story of the 6 homes in Haiti: Answering your questions.https://www.redcross.org/about-us/ news-and-events/news/The-Real-Story-of-the-6-Homes-Answering-Questions-about-Haiti.html Newman’s Own (no date). Total Giving. Retrieved March 19, 2022 from https://newmansownfoundation.org/about-us/total-giving/ Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide). (6th ed). Project Management Institute.

SPRING 2022 | PM magazine

Bill McGill Jones, BSc. MSc.

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THE ROLE OF STAKEHOLDERS IN THE MANAGEMENT OF PUBLIC SECTOR WAGE BILL IN LIBERIA

In 2008, the Government of Liberia (GoL) launched a civil service reform MSPM Graduate Student strategy, with the theme, “Smaller Government, Morgan State Better Service,” designed University to impact government size and improve efficiency in public service delivery. In 2009, the Civil Service Reform Strategy was approved. And this meant that going forward, and the government would have to address persistent barriers by taking action to institutionalize meritocratic practices and professionalism, which included: • Introduce establishment control of the Wage Bill and payroll • Institute leadership in managing the process • Introduce performance management • Implement pay reform, and restructure and right-size ministries, agencies, and commissions (MACs) (Kiragu 2012).

Achieving the above would be an essential first step in ensuring that civil servants are held accountable for performance and service delivery and properly renumerated and managed fairly.

Establishing Control of the Wage Bill and Payroll Management in Liberia The implementation of the reform enabled the government to establish a Wage Bill Task Force with a mandate to ensure coordination and oversight of activities. The Task Force aimed to rationalize public sector employment and compensation and ensure Wage Bill sustainability to deliver on the government’s reform agenda. The objectives of the Task Force were to assess progress and develop appropriate responses that advance pay reform while ensuring fiscal sustainability. The Task Force also oversaw the implementation of the pay reform strategy. After two years of implementing the Public Sector Modernization Project (PSMP), the results showed progress in three project development objectives (PDOs), except for the one on pay and payroll reform. Additionally, the CSA biometric processes aided cost-effectiveness efforts with cleaning, controlling, and managing the payroll to address leakages such as doubledipping, retaining dead staff (ghosts) on payroll, and others. The Task Force also mapped job grades to appropriate salary grades across all sectors, which enabled the government to hire adequately skilled employees and address pension and retirement issues.

Project Management Strategies Employed in Addressing Wage Control and Payroll Management The stakeholder management process of managing the expectations of everyone who has an interest in a project or will be affected by it was implemented by the GoL to help achieve its salary reform goal. However, the nontraditional characteristics of this project included the lack of “political will” and the risk of obtaining buy-in from public institution stakeholders, given the removal of their discretionary power to apply for allowances.

With this, GoL needed extra techniques, tools, and information from lessons learned from past regimes to achieve their objectives.

Article 3 of the 1986 Constitution provides that Liberia is a unitary sovereign state divided into counties for administrative purposes.

The form of government is Republican, with three separate, coordinated branches: the legislative, the executive, and the judiciary (Constitution of Liberia, 1986). In consideration of Article 3, stakeholder engagement and management were imperative. Therefore, the consent of key stakeholders like the judiciary and legislature and the support of international

“Without the [Pay Reform] exercise, compensation cost overcrowded both administration’s ability to support investment programs and service delivery.” development organizations (IDOs) and civil society organizations (CSOs) was a high priority.

Considering the level of power of the identified stakeholders and the project’s complexity, the GoL used stakeholder engagement and management techniques to gauge the buy-in of civil servants who were directly affected by the exercise. This includes MACs’ executives, the Legislature, the Judiciary, CSOs, and IDOs working in Liberia to achieve the goal of the reform. In addition, stakeholder management tools and techniques such as identifying, planning, managing, and monitoring stakeholders’ engagement were employed

to identify stakeholders, plan appropriate strategies, manage their expectations, and monitor their level of support and engagement.

(PMI, 2017).

The stakeholder engagement and management strategy helped the GoL reduce the wage bill by about 7% or $22 million (MFDP, 2020/21) in one fiscal year. However, accountability and equity in the pay system across the government remain a challenge. Nevertheless, the grading of all positions in the personnel database and applying the appropriate salaries to the approved grades, the centralization of the Wage Bill through the Civil Service, and the removal of the discretionary power from MACs executives to administer allowances were achieved. In addition, all of the results provided the GoL with an additional fiscal space of $22 million to fund other public-sector investment projects.

“The views expressed in this publication are of the author(s)’ and do not necessarily reflect the views or policies of the Government of Liberia.”

References: The Constitution of Liberia (1986).

Ministry of Finance and Development Planning (2020-2021) National Budget.

Kiragu, K. (2012). “Rebuilding the Liberian Civil Service: Consolidating the Reform Gains,” Draft Consultant’s Report, p. 22.

Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.).

Project Management Institute.

Photo of Government of Liberia stakeholder’s engagement and awareness as part of the Inter-agency Wage Bill Technical Committee; - © GoL, 2021

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PM magazine | SPRING 2022

INTEGRATING PROJECT MANAGEMENT FUNDAMENTALS WITH A POLITICAL CAMPAIGN PROJECT

While the goal of a political campaign is simple - get more Dr. Melody Kelley, Ph.D. votes than the other Sandy Springs City person - measuring Council its success is a more Atlanta Georgia complex endeavor. Few people are fortunate (or perhaps crazy) enough to step into the political arena as a novice with little resources - financial, human, or otherwise - and thrive. My experience executing a successful run in a local political race was the lesson in project management I never knew I needed. Suffice it to say, I am not by training a Project Management Professional (PMP). At best, I am what you may refer to as a Project Management Enthusiast (PME).

should be doing it, and how the work will be completed.” This is also in line with the project management plan, which describes how a project will be executed, monitored, and controlled through subsidiary management plans and baselines (PMI, 2017). However, in the case of elections, the litany of data that must be collected, organized, and analyzed in the planning process of a political campaign comes as a shock to many first-time candidates. The cross-referencing of publicly available information like voter and census data with private databases can tell a candidate

“Running for political office would require more than a mastery of the scientific method. It would also require proficiency in project management principles of team management, data analysis, and budgeting.”

By 2020, Sandy Springs, GA had become a microcosm of America, a city of promise and opportunity, incorporated in 2005 on a vision of local government control.

However, being a premier Metro Atlanta suburb comes with its share of challenges, chief among them is managing growth and embracing the diversity that comes with it. Like any spunky 17-year-old, Sandy Springs was fearful, resistant, and in need of support. It is under these conditions that a chemistry professor decided to explore a different sort of equation, one rife with complex relationships between variables and outcomes. Running for political office would require more than a mastery of the scientific method. It would also require proficiency in project management principles of team management, data analysis, and also budgeting.

According to Burton and Shea (2010, np), “a campaign plan describes what is to be done when it should be done, who

donor base that includes everyone from your mother who loves you to the jaded constituent that hates your opponent is essential to fully fund a professional campaign. This is more than a list of names.

It is a dynamic framework that includes a recruitment mechanism and leaves no variable unaccounted for. When a candidate engages a donor, nothing is left to chance.

“Ultimately, I attribute my campaign victory to a fundamental commitment to efficiently managing tasks, by engaging key project management principles from planning to stakeholder engagement, and budgeting to the point until the win number, which represents the project deliverable, was attained” Volunteer Management: People Power The most important resource in a grassroots political campaign are the people who want to help you. Depending on their skillset, volunteers can manage the campaign budget, lead voter outreach efforts, or oversee campaign events. Supervising a team of campaign volunteers can be as daunting as it is rewarding if the resource management plan which defines how to estimate, acquire, and manage both team and physical resources are used to guide the process and the people involved. Proper planning, consistent communication, and a few Trello boards go a long way in bringing the campaign team together.

just how much of an uphill battle they are in for. Voter demographics like age, race and voting history paint a picture of the electorate that informs scope and strategy. Central to the campaign plan is one important piece of information, the win number. Simply put, it is the number of votes needed to triumph on election day. It facilitates the razor-sharp focus required to navigate the intricate terrain of local politics for a sustained period of time. When the path forward becomes convoluted and frustrating, all a candidate needs to do is remember the win number.

Fundraising: Money Matters Electioneering is expensive. From yard signs to digital marketing, proper funding is essential to executing the myriad of tasks outlined in the campaign plan. Cost is one of the triple constraints that pose a great threat to project success. To this end, a framework detailing how much funds is needed, how it will be raised and distributed is required. Establishing a

On Jan 4, 2022, I was sworn in as the first person of color to serve on the Sandy Springs City Council. But perhaps the most effective measure of a campaign’s success is not whether a candidate wins or loses. Perhaps the most effective measure is whether the candidate gets through election day intact, without outstanding debts or legal issues, and most importantly, no regret. Ultimately, I attribute my campaign victory to a fundamental commitment to efficiently managing tasks, by engaging key project management principles from planning to stakeholder engagement, budgeting to the point until the win number, which represents the project deliverable, was attained (PMI, 2017).

References: Burton, M. J., & Shea, D. M. (2010). Campaign craft: the strategies, tactics, and art of political campaign management / Michael John Burton and Daniel M. Shea (4th ed.). Praeger/ABC-CLIO. Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.).

Project Management Institute

SPRING 2022 | PM magazine

STUDENT TEAM Biographies

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Olukorede Daniel, CSM MSPM c/o 2022 Olukorede Daniel is a value driven individual with a genuine passion for adopting and leveraging effective leadership principles to help organizations improve delivery, increase quality, and deliver quantifiable and sustainable results. He began his professional career in the private sector with one of Nigeria’s leading financial institutions at the time, right after obtaining his bachelor’s degree in Mass Communications, from Olabisi Onabanjo University, Nigeria. Olukorede transitioned from the financial sector to the health sector where he worked on initiatives and research studies which were spearheaded and funded by international research organizations like Koninklijke Nederlandse Chemische Vereniging Tuberculosis Foundation and Nigeria’s Federal Ministry of Health. He was a part of the University of British Columbia’s Preempt Research Project sponsored by the Gates Foundation.

Olukorede Daniel is currently a member of the Project Management Institute, National Black MBA Association, and The American Public Human Services Association. Upon graduation he plans to spearhead projects in the public-private sector and lead initiatives that will influence policies.

Juli Yvonne Rooks MSPM c/o 2022 Juli Yvonne Rooks has worked in the health insurance industry for more than 25 years. In the training/coaching space, she is skilled at identifying performance and process deficiencies. She is resourceful in developing and implementing strategies for improvement. Currently, Juli is a contractor for Blue Cross Blue Shield of North Carolina and in her role as a Sr. Facilitator, she is responsible for assisting employees with skill development.

Ms. Rooks received a Bachelor’s degree in Business Administration from Upsala College and an MBA from Centenary University in Hackettstown, New Jersey. She is a member of the National Black MBA Association, and the Society for Human Resource Management. Upon graduating from the Earl G. Graves School of Business and Management Morgan State University Juli plans to pursue certification as a Project Management Professional.

Janelle Fleet, PMP MSPM c/o 2022 Janelle obtained her Bachelors’ degrees in English and Public Health from Muhlenberg College, located in Allentown, PA, in 2015. Since then, Janelle has worked as an Implementation Specialist, Client Services Manager, Account Manager and Project Manager throughout the healthcare technology and services industry. She is currently serving in the dual role of Account and Project Manager.

Janelle has a passion for process improvement and professional development. Many of her professional projects center around her ability to recognize untapped areas of opportunity within current workflows while working to implement enhancements/solutions. She also enjoys training and mentoring incoming client services staff. This passion for development also serves her well as a high school varsity basketball coach. Janelle enjoys helping student athletes gain confidence and achieve their athletic goals.

Upon graduating from the MSPM program, Janelle plans to continue to grow professionally in Account and Project Management.

Deborah B. Pugh, CAPM MSPM c/o 2022 Deborah B. Pugh is the founder and President/CEO of Tithe Promotions, Inc., a nonprofit organization based in Atlanta, Georgia. Her passion to share and to make herself available to others in need led to the creation of Tithe Promotions. Deborah is also the President of her family’s nonprofit located on the Eastern Shore of Maryland, where their mission is to promote and foster partnerships for the advancement and enhancement of community.

Additionally, Deborah served as the former Executive Director of the Mary Parker Foundation, located in Atlanta, GA. The foundation’s programs focused on education, entrepreneurship and empowerment as tools for growth.

Deborah and her husband Rob also own a real estate investment company, J. Diamond & Associates.

Deborah worked for over 25 years in the Human Resources arena as a benefits manager. She retired from Westtown School, a Quaker boarding school located in the suburbs of Philadelphia, Pennsylvania. Deborah earned her bachelor of science degree in Entertainment Business from Full Sail University, Winter Park, FL. She is a member of the National Black MBA Association and Project Management Institute. She is currently enrolled in the Masters of Science, Project Management Program at the Earl Graves Business and Management School, Morgan State University. Deborah’s goals are to become a Certified Professional in Project Management and to use those skills to further her missions in nonprofit projects.

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PM magazine | SPRING 2022

Bill McGill Jones MSPM c/o 2022 Bill McGill Jones is a native of Bong County, Liberia. He earned his Bachelor of Science in Economics from Cuttington University in Liberia and a Master of Science Degree in Environment and International Development from the University of East Anglia in Norwich City, England, United Kingdom. Following his graduation from undergraduate and graduate studies, he pursued a career in the public and private sectors, where he worked for the Government of Liberia (Ministries of State for Presidential Affairs and Gender, Children and Social Protection), Conservation International, Partnership for Economic Policy, the Civil Service Agency, and now the Government of the District of Columbia. Bill is an experienced mid-career professional with strategic expertise in project and program management, international development, and public sector reforms.

Bill and his professional friends established the Professional Distinct Fellows Organization in Liberia with the overarching objective of building unity, utilizing the skills and influence of its members to mentor and coach the next generation of leaders and provide aid to economically challenged communities in Liberia. Bill is currently enrolled in the Master of Science Degree in Project Management Program at the Earl Greaves School of Business and Management, Morgan State University. Upon graduating, Bill plans to obtain the Certified Associate in Project Management and the Project Management Professional certifications. His long-term goals include management consultancy with a vision of working with development practitioners across the landscape in Liberia, Africa, and the world.

SPRING 2022 | PM magazine

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Growing the future. Excellence | Integrity | Respect | Diversity | Innovation | Leadership

Apply for Master’s Admission at: https://morganstate.embark.com Annual Deadline: Fall Semester - March 15 | Spring Semester - Oct 1

MS Project Management

The Graves School of Business and Management (GSBM), Master of Science in Project Management (MSPM) is a traditional as well as online only (MSPM-O) program, designed for the needs of working professionals or those seeking a career change, who are interested in Project Management in various fields. The Graves School's MSPM & Post-Baccalaureate Certificate in Project Management prepares students for success on the PMP or CAPM exams. The MSPM provides the tools and training you need to achieve project success no matter of the size of the project or level of complexity.

MSPM @ Graves School

Program Objectives

Specialization

GAC and AACSB accredited

Develop effective leadership & teamwork skills

Combination of Theoretical, Case Based and

Data analysis for effective business decisions

Practical "Real-World" Learning

Technology training for professional growth

Customized Professional Development and

Understand the global competitive marketplace

Career Coaching

Expose students to executive mentoring network

Information Systems Accounting or Finance Marketing Human Resources Supply Chain Entrepreneurship

GDR 951 Morgan State Capstone Ad v4.pdf 5 3/22/2022 12:35:53 PM

SOME FACILITIES AT THE GRAVES SCHOOL OF BUSINESS AND MANAGEMENT

FINTECH & CAPITAL MARKETS LABORATORY

NETWORKING SECURITY LABORATORY

Employer Partners:

MARKETING FOCUS GROUP LABORATORY

Admission Requirements Graves School Project Management applicants must meet the following Admissions requirements: Requirement of at least 2+ years of full-time professional work experience.

Submit the following: three (3) Letters of Recommendation,

Professional Development Partners:

one (1) Professional Goals Essay, and one (1) Resume Must have obtained a cumulative GPA of 3.0 (Applicants with < 3.0 GPA may be considered for conditional admission) Provide all Transcripts (International Students; WES or ECE required)- REQUEST Electronic Submission Visit: Graves School of Business YouTube page, for additional information

For more information: Mailing: 1700 East Cold Spring Lane, Baltimore MD 21251. Physical: 4100 Hillen Road, Rm 435, Baltimore MD 21218 P: (443) 885-3396 or F: (443) 885-8256. E: gravesschool@morgan.edu. W: www.morgan.edu/mba

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Morgan State University

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