TOPIC 6.2: Choosing a project

Public value – The project must contribute directly or indirectly to public value. It must be clear that you are actually going to DO something, for example, solve a problem, make an improvement, bring in a new initiative etc. that will result in improved outcomes for your organisation. A project that is about investigating a particular issue must lead to specific recommendations.

Make the most of it – The Workplace Project has been an important component of the PSM Program since inception in the early 1990s. It provides an opportunity for you to demonstrate your ability as well as to ‘give back’ to the organisation, which has sponsored you on this Program.

Choose carefully – Some organisations and/or managers have suggestions about topics that they would like to see addressed. Since you will be spending many hours with your project, it is important to choose a topic that you are motivated to work on and are comfortable with.  Be careful to ensure that what you propose is feasible and achievable given the time and other resources available.  The following table (Table 6.1) lists some common pitfalls in project selection and ideas for avoiding them.

Table 6.1: Common Pitfalls in Project Selection and Possible Solutions

Common Pitfalls

What you can do about it

Choosing a project that is too big
  • Redefine the task to a more realistic level.
  • Focus on a significant manageable component rather than the entire issue
  • Use only a self-contained part of the project for assessment, even if the agency wants you to complete the whole exercise for other purpose

Choosing a project with unclear boundaries
  • Look for practical projects rather than theoretical exercises
  • Work back from defined objectives to the information collection and analysis and processes you need to achieve them rather than the other way around
  • Ask a colleague who has no involvement in the area to check whether the objectives are clear from the project proposal

Running out of time
  • Right at the proposal stage, draw up a realistic timeline of tasks and completion dates and carefully identify what you have to do to get the job done
  • Check that people or resources for your project will be available at the times that you need to complete the project
  • Plan to have the project completed with time to spare in case of slippage
  • Monitor your progress against the timeline at each stage. Keep in regular contact with your manager and discuss options with them

Being too involved, lacking critical awareness or strategic insight
  • Choose a topic, which requires you to gather information and learn about the subject matter – don’t just assemble a justification for conclusions you have already decided you want to get accepted.
  • Early in the project, give a brief presentation to your manager peers or a total ‘outsider’ seeking feedback
  • Keep strong focus on the key elements rather than the tempting details

The project must be original and your own work, created specifically for the PSM Program.

Your final project report must show clearly what work you have undertaken. You may use some administrative assistance to do some of the ‘leg work’ e.g. enter figures into a spreadsheet, however you must essentially design, plan, execute and write up the project yourself. It cannot be delegated to subordinates, research assistants, interns etc. Further, you cannot simply report on an existing project, research or documentation. Presentation of a pre-existing report as if it is your work for this assignment is plagiarism which will incur severe academic penalty.

Project Scope

The Workplace Project is an opportunity to apply your learning from the PSMP to improving your workplace in a particular area, for example: leadership, productivity, customer service, operational efficiency, staff capability and service quality.

The project opportunity must be large enough to be challenging and small enough to be completed and submitted for the final assessment for the final unit in the PSMP: GSZ634 Managing Operations for Outcomes.

Your Responsibility

You are responsible for clarifying the project scope or brief, gathering data; undertaking consultation, developing an implementation strategy; and communicating the potential solutions to the Sponsor through a final written Project Report for Assessment 2 as part of GSZ634 Managing Operations for Outcomes. 

License

GSZ633 Managing Outwards in a Networked Government Copyright © by Queensland University of Technology. All Rights Reserved.

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