This is a procedure each mission leader should follow to establish and operate their mission from start to finish. It describes three aspects of project management that must be in constant focus, and some of the key tools that OpenAir advocates.
Project managers of all stripes juggle three priorities: scope, schedule and effort (budget).
Scope - every project, to be successful, must have a clear description of what is to be achieved. There may be many sub-tasks and dependencies, but there has to be an ultimate objective that can be proclaimed in a paragraph.
Schedule - there may be a final deadline, and some intermediate goals with their own schedules. Even if the end is nowhere in sight, there must be periodic assessments and reports of progress.
Effort - how many people spending how many hours will the mission consume? This will often be the most difficult aspect of a mission to estimate, because volunteer productivity is both difficult to predict and to measure. But if a mission is going to compete with others for the limited stock of human capital - we all need to see that each mission leader has thought through their mission’s needs and can explain how the limited resources are being put to best use.
Descriptions of Scope, Schedule and Effort should be kept up-to-date in the highest level overview of each mission subcategory on this site.
The progress of work can be divided into two types: the sometimes chaotic creative efforts, and the deliverable documents.
We engage in the creative effort in solitary work, online video discussions - often in Zoom but sometimes also in Google Chat, online information exchange in Discord text chat, and online collaboration in shared documents of Google Docs, Trello, Github, and others.
Ultimately, the creative effort leads to a product that responds to the mission goals. Something we want to keep and share. It might be a report, a video, a document, or a plan. It might only be a statement by the mission leader that some external goal has been achieved (the legislation passed, the business incorporated).
(how and when to purge work-in-progress ‘debris’, how to record deliverables)
(how to incorporate past work, how to assure quality)