The Case for Project Management in K-12

Charles Franklin, Director of Technology at Cypress-Fairbanks ISD

With over 15 years of experience managing technology programs and projects as a certified Project Management Professional (PMP), I saw a significant opportunity to implement formalized project management in K-12 school districts. While dedicated project management offices are rare in this sector, formal project management is just as crucial in K-12 as in any other organization.

I have managed several global projects with unique challenges at Fortune 100 organizations. Many of these programs require meticulous planning and execution. Such projects in enterprise organizations typically involve multiple project managers. However, most K-12 organizations lack the project management maturity or budget to commit several professional project leaders to a single project.

Comparing the 100 largest school districts to the top 100 organizations, the scale is similar—13 million students and teachers versus 16 million employees. This highlights that many K-12 projects are just as complex and should be managed with formal project processes. Key components that projects should always include are:

● Scope: Defines the project boundaries, including deliverables.

● Budget: Details the financial resources allocated, including cost estimates.

● Charter: A foundational reference outlining initial assumptions and objectives.

● Sponsor: A key stakeholder who provides project approval and commitment.

Without these critical components, project failure is likely.

Though adoption is still growing, some districts have begun hiring project managers who focus solely on project management and bring in consultants for specialized projects or temporary needs. Projects can also be run successfully without onboarding new talent, but this requires intentional training, planning and discussions emphasizing formal project management. This underscores the need for project governance and an organizational project mindset.

"While a project management degree or certification is not essential for running successful projects, having proper project governance, strong sponsorship and adequate training on project completion is crucial.”

Several shortfalls can occur without project governance. Below are a few issues I have witnessed:

Project Misalignment: Ensuring Strategic Alignment through Proper Intake Processes

A well-defined project intake process is essential to ensure that projects align with the organization's or district's overarching goals. Projects with a narrow focus can result in disjointed systems that ultimately do not meet the organization's needs or could have been optimized with broader strategic considerations. Establishing a project steering committee can effectively address this issue by ensuring all projects align with the organization’s strategic objectives. This committee can provide oversight, facilitate cross-departmental collaboration and ensure that each project supports the organization's long-term goals.

Project Sponsorship: Ensuring Stakeholder Engagement and Success

Effective project sponsorship engages all stakeholders and secures their commitment to the project's success. Many projects face risks due to internal politics and lack of prioritization. For example, a project crucial to the operations department may require input from finance, technology and other leaders. Without active advocacy from the Chief Operating Officer (COO) and executive cabinet buy-in, the project will likely fail.

A project champion is often appointed to address these challenges. However, without executive influence, the champion may struggle if issues escalate. For instance, the project may face delays or lack of support if the finance director deprioritizes tasks due to other high-priority deadlines.

To avoid these pitfalls, every project should have a strong sponsor who is a key decision-maker. This sponsor ensures priority alignment, facilitates negotiations and maintains project visibility at the highest organizational levels.

Budget: Ensuring Comprehensive Financial Planning for Project Success

Understanding project costs from the outset is essential for committing necessary resources. For example, a department might implement a new system without fully understanding tangible and intangible costs, leading to two main risks:

1. Inadequate Budgeting: The project may lack a sufficient budget, leading to the reallocation of funds from other projects and causing delays.

2. Unaccounted Intangible Costs: Significant time commitments from team members may not be calculated, resulting in underestimating total costs and overburdening staff in future projects.

To mitigate these risks, projects should start with a rough order of magnitude budget, which should be refined into a final, trackable budget before implementation. This ensures comprehensive financial planning and resource allocation.

Project Ownership: Ensuring Focus and Accountability

It is essential to assign a dedicated project leader who reports to the steering committee and sponsor and takes full ownership of the project. As a technology department leader, I have frequently witnessed projects handed over to the technology team simply because they involve a technological component.

A dedicated project leader keeps the project aligned with its original objectives, fulfills its scope and communicates deviations promptly. Clear ownership and accountability enable the project leader to navigate challenges effectively and ensure project success.

Conclusion

While a project management degree or certification is not essential for running successful projects, having proper project governance, strong sponsorship and adequate training on project completion is crucial. These elements ensure that projects are well-organized, aligned with strategic goals and effectively executed.