By Robert Cassella

IUustrated by Erik Hansen

O Copyright 2003 Robert Cassella. All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the written prior permission of the author. Printed in Wctoria, Canada

National Library of Canada Cataloguing in Publication Cassella, Robert, 195 1 Project management skills for kids I Robert Cassella ;illustrated by Erik Hansen. ISBN 1-4120-0764-X 1 Project management-Juvenile literdture. I. Hansen, Erik, 1962- 1 . Title. . 1 HD69.P75C37 2003 j658.4'04 C2003-903842-4

This hook was published on-demand in cooperation with Trafford Publishing. Ondemand puhlishing i s a uniquc process and service of making a book available for retail sale to the public taking advantage of ondemand manufacturing and Internet marketing. On-demand publishing includes promotions, retail sales, manufacturing, ordcr fulfilment, accounting and collecting royalties on behallol Ihe author. Suite 6E. 2333 Government St., Victoria, B.C. V8T4P4. CANADA 250-383-6864 Toll-frcc 1-888-232-4444(Canada & US) Phone Fax 250-383-6804 E-mail Web site TRAFFORD PUBLISHING IS A DIVISION OF mAmRn HOI nmrrs ~ m . Trafford Catalogue #03-1132

Project Management Skills for Kids is a book for students and their parents and teachers that shows how LO plan, manage and execute a Project. The idea for this book came froin m y frustration trying to help n my daughters with the projects they were assigned in school or in their extracurricular activities.

I want to show kids some simple and logical ways they can organize and finish a project - and develop fundamental skills they can use throughout their school years to plan, manage and organize work and to solve problems.

In my opinion, learning how to plan, manage and execute work is at least as important as the work itself.

edicated to my daughters, Sarah and E

Table of Cantents
Introduction to Project Manageinent Planning Your Project Pc'lanaging Your Project Executing Your Project
Notes for Parents 2nd Teachcrs

Glossary of Terms


Introduction to Project Management - .

Introductiozl.ta What is a Project? ect Management What is Project Management? Project Management Processes .

.. ~zortnall~~. or a model. Projects have a definite beginning and end... Projects create a finished prodt~ct a I-csearch paper or an or-alpresentation . .Projects are special and different. Every Project is ullique.. there is Iinlited amount of time to do a lot ofwork... does the sane Project no one hvice and no hvo pco!$e\vili do the the sa~neProject same way..they are not 'I-eplar'scliool \vot-k and t h q wuaJly require more effort.

such as a research paper or a craft item... Project Management Skills help you to accomplish complicated tasks on time and to specification.What i s Project Managment? Project Management is a 'systems approach' to planning and managing the processes that create a finished product. for example. You callcomplete a Project without planning and managing & your activities but it y be a lot more difficult! .

.. .to produce an output .What is a System? A system takes inputs...


you evaluate your progress based on the Specifications and Schedule. In the Managing process. . you produce intermediate and final products. In the Executing process. you develop n a Project Plan and a Project Schedule.Pmject Management T the Planning process.


Planning Your Project .

ect 'Freaking Down' a Product .Pkmning Your M a h g a Project Plan.

Making a Project Plan iVriting your Project Plan makes you think about what you are going to do and how you arc going to do it. The Project Plan includes: Tht: Scope of the Project Assumntions hlade I Resources Needed for the Project Constraints That Can Affect the Project Assessment of h s k s That Might Affect the Project Organization of the Project Team (if it is a team project) .

. how it must be done .... The paper must use four sources..The Scope of the ect Your project scope statement re-states facts that you have been given: %. be typed double-spaced and use the MLA style guide.hat must be done Write a six page research paper on UFOs.. ... An outline and a rough draft must be turned in on Day 12 and Day 25.that presents two different explanations of their existence. what ol?jecti\7es or specificatioils inust bc met .

ill have all the facts that you need to do your not Project. 12 . 'Assumptions' are used in place of facts that you don't T~uve.Assumptions You ~-2.. references I will you must make logical assumnptions..

How can you figure out what resources you will need? .

task and steps.By breaking down your finished product into activities. resources. you can estimate what resources you will need. another way of saying .

Finished Product. Activities and Tasks .

. thc Part5 it 2 days 1 day You can csti~nate 6 a long it will take h you to complete each Actisity. Tasks and Steps Thinli Zhnut It steps Dur-tition 2 days n 1 Draw a Picture L.Activity.

Product Bm~k Down Product Research Paper Resources Model .


Project SeheduIe Your Project Schedule shows: what you must do (activities) groups of simdar tasks (phases) what order you must do them ill (sequence) the time needed to complete a task (duration) when they must be done (mileston The next two pages show three ways to schedule the activities. .. phases and inilestones of your Project..

Days .

1 Day 21: Deliver thc hlodcl 21 .

. Everyone has to have sornc responsibility for the Project's output. Each person's xvork must contribute to the Project's success.%at If It's a 'Team" Project2 Someone has to be in charge of the Project.


Managing Your Pmject .


Managing Your HZ 'Front Loading' Your Work Assessing Risk What are Specifications? Tnspecting Your i%'ork .

increases Risk! .

1/4 of avdable time 3/4 of available time .

Assessing Risk! Ir\rhat Can Go Wrong? = &'hat if someone else borrows the book I need? What if I wait too long to start working? \Vllat if the dog eats my paper? What if my model doesn't work right? .

Avoiding Risk Can I Do Something About It? What Can I Do Front-load thewo ksks .

These Specifications are used to write your Scope statement and to make your Project Schedule. Usually. Specifications are based on: Time: Such as the dates that products are due. Conditions: Such as 'all work must be done in scho 29 . Quality: Such as hou7 a bibliography must be written.P m j ~Specifications t understand the 'Specifications' are the Req~lirements Objectisre or for the Project that are given to you. Quantity: Such as the nunlber of pages or sources.

30 .Inspecting Your Work You must check or test your o\wl work to make sure you are meeting the Specifications. Ask yourself these questions: Is the product ready on time? Is the product as good as it should be Does the product meet all requirements? Have all the conditions been met? Remember to allow yourself time to inspect your product and to fix if it needs Inore ~vork.


Executing Yclur Project .

Executing Your Project While you do the work on your Project. . keep in mind: the scope the schedule the specifications If you find that your work is going slower (or faster) than you had planned. adjust the schedule.

Notes for k ~ n tand Teachers s Help your student to succeed by: talkng about the ideas in this book providing attainable specificatioi~s requiring milestones to be met rcvie~ing quality of the work the letting them do the work themselves .

Front-Loading: Doing the planning work early in the project.Glossary Assumption: A presumption you make in place oP a fact you don't have. Fjnal Product: The otltput of a project. an Intermediate Product. Duration: The amount of time you estimate to complete a task. Activity: A part of a product. Estimate: An educated guess of how much of a resource you need. Constraint: Something you need but don't have enough of. .

an Activity. Phase: A group of tasks that produce an Intermediate or Find Product. Milestone: An important date. . Process: The effort and procedures that transform inputs into a product. Level of Effort: The amount of work you need to do to accomplish something. Intermediate Product: The output of a project phase.Glossary Inspection: Checking or testing to make sure a product meets specifications and does what it's supposed to do. the day that a product has to be finished.

. Scope: The 'What. Risk: The possibility that something might go wrong. Project: A short term effort to produce a unique product.' 'How' and 'How \%'ell' of a project. Resource: An input to a process. Quality: How 'good' a product must be.Glossary Product: The output of a process. tasks and steps. Product Breakdown: Breaking a product into activities.

System: The way that resources are made into products. Step: Part of a task. Sequence: The order in which activities take place. Task: Part of an activity. . Specification: A required standard that must be met.Glossary Schedule: The sequence and timing of activities.



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