Managing research projects From a former landfill in Manchester to research with over 200 staff in Tesco.

Managing research projects

From a former landfill in Manchester to research with over 200 staff in Tesco

Overview

• People • Time• Tasks• Future

• Anecdotes (and exclusive admissions of mistakes) from my research

• Illustrations of how you can use Ketso to help

Ketso is a hands-on kit for creative groupwork

Invented in Southern Africa in the mid 90s -women didn’t speak in mixed gender groups

Ketso was used in Southern Africa to help communities change this...

…to this: sustainable living

Developed in Planning PhD at University of Manchester (Mersey Basin Campaign)

… working to develop a vision for a sustainable North Manchester

Local enthusiasm from the plans developed moved a former landfill site from 30th ….

... to first on the list. The site received £1.7 million of Newlands funding.

Ketso has been used in contexts ranging from research with Tesco (over 200 staff)

… to engaging with stakeholders in research in health, environment, enterprise, planning…

… to research into refugee and migrant integration, including LGBT issues in Scotland

People - Time - Tasks - Future

• Partners: Ask – what is in it for you?


• Partners: Ask – what is in it for you? • Align what you are doing with what is in it for others.


• Partners: Ask – what is in it for you? • Align what you are doing with what is in it for others.• Tell people how you are doing this!


• Partners: Ask – what is in it for you? • Align what you are doing with what is in it for others.• Tell people how you are doing this! • Recalibrate – check in if benefits are still aligned

Tesco – expert advisory group & key staff



• ‘Employees’: Allow for contingencies



• ‘Employees’: Allow for contingencies • People may not produce the goods – on time,

sufficient quality, worst case – at all



• ‘Employees’: Allow for contingencies • People may not produce the goods – on time,

sufficient quality, worst case – at all• Allow plenty of time and checks to see what you are

getting, and if you will need to do something about it!



• ‘Employees’: Allow for contingencies • People may not produce the goods • Allow plenty of time and checks

• Broader world: Communicate, communicate!• People won’t come and find you, look for audiences• Engage early & often, align messages with interests

Show what you are doing! Keep track, think stories, images and impact.

Public engagement with research

Returning knowledge to Peru

“ ... It was good because we have all given ideas.”

“... we are used to being dictated too, so it is nice to be able to give our ideas.”

“... we are not used to thinking about such things, we are normally told what to do.”

C.Furlong & J.Tippett, 2011


• How does it all fit?


• How does it all fit?• Map out and plot, what needs to happen when, what

needs to happen in order for that to happen….

Plot timeline visually, move things around

Time management

• I knew we were pushed for time but actually stopping and reviewing the situation by analysing what we had to do and by when really made myself and the group a lot more effective and efficient in our decisions.

Undergraduate second year student




• Check deadlines and other people’s critical times.




• Check deadlines and other people’s critical times.• Do your partners have key targets / block out times?

But we don’t do anything extra between Nov. and end Jan.





• Build in check points and pre-deadline deadlines.





• Build in check points and pre-deadline deadlines. • Remember that people may not deliver! (including

you)





• Build in check points and pre-deadline deadlines. • Remember that people may not deliver!

• Allow time to write and communicate





• Build in check points and pre-deadline deadlines. • Remember that people may not deliver!

• Allow time to write and communicate• So important, always squeezed, build in at all stages.

And remember that everything takes longer than you think!

And remember that everything takes longer than you think!


• Find the critical path• Ask – what will fall apart, where are the absolutely

essential bits?



essential bits?

• Really think about key deadlines• When does this have to be done by?



essential bits?


• Check if you need to get things to others • If they need to do something with it, they need time.



essential bits?


• Check if you need to get things to others • If they need to do something with it, they need time.

• Review and check your timeline. • Are things going according to plan?


• Think about where you want to be.• Network, find the people to talk to, find out what

matters to them. • Remember the key message – ask people what

would help them, and align what you are doing with what other people need.


• Think about where you want to be.• Network, find the people to talk to, find out what

matters to them. • Remember the key message – ask people what

would help them, and align what you are doing with what other people need.

• Build resilience.• Things will change, and things will go wrong. It’s OK!• Learn design skills, and adapt. • Don’t be afraid to ask for help.• Keep smiling!

‘Ketso’ means action in Lesotho, where it was invented in 1995

Managing research projects From a former landfill in Manchester to research with over 200 staff in Tesco.

Documents

contingencies people

scotland people time

tasks futurepartners

research illustrations

research projects

worst case

sufficient quality

southern africa