The number one task for a project manager is to deliver creative solutions while keeping the project on time and on budget. It takes skill to convert constraints into possibilities. The project manager must know why the project exists and be able to help everyone else know. This post will look at one of the most informative and useful classes I have had yet – project management.
Museums exist for the visitor. Thus, in considering the VISION, the only person that really matters is the visitor. Keeping this before the staff puts out lots of fires. This focus also helps keep the staff from turning the museum into a club for insiders.
Most projects take 3-4 years before any construction starts. Overall, construction of museums generally takes around 9 years. Along the way, it is important for the project manager to find little events to accomplish so the staff can feel success. The project manager has the basic job of being sure that the right two people are talking to each other at any one point so that the overall 2000+ people that will be involved over those 9 years can all be successful. Also, project managers must question why information is asked and evaluate it before passing it along.
Managing time and deadlines along the way is vitally important. There is no worse feeling then spending the last night with the museum staff hastily putting objects in display cases (often with a lot less care than is desired) for the opening the next morning because time wasn’t managed properly along the way.
In designing displays, always ask yourself, “Does the visitor really want to know [such and such]?” Often you will want to say it but if the visitor doesn’t want to hear it you are wasting your time. There is a standard size of text and height of text in displays, but consider what the objects say about each other rather than what you want to say about them when writing the copy. Also keep the labels to under 25 words.
The BUDGET is one of the most difficult things to manage and honesty is the only way to do it. It is important to always ask why things cost what they cost. If you don’t have the budget for something then there is no reason to waste time designing it. Know your budget and work within it. One of the most common ways to go over budget is to have the director or other museum staff enter into the construction zone. Why? Because, what usually happens is the director or staff talks to the contractor and says something like, “you know, now that I look at it, wouldn’t it be nice if we did [such and such].” Contractors like this because it means more money for them. But it will mean going over budget and killing your schedule. It is very important that once the construction begins, that everyone on staff (including the director) stays out of the construction zone and lets the project manager do the managing.
Managing ASSETS is also extremely important. The project manager needs to know how much time it takes to safely move objects from the vault to display cases, etc, what types of mounting are needed, and how early labels need to be made. It is important to select as few objects as possible to display as visitors do not like the “warehouse” look. Thus, the project manager needs to force the design early in the process (it can always be reviewed and changed, but this gives everyone something to work from). And remember, if you want visitors to “get it”, don’t be subtle – be blunt! The goal is to take the exhibit from the realm of sterile curiosity to the personal level that is life-changing. You want to make an exhibit that strikes an emotional chord with the visitor that they will not forget when they leave.
To accomplish this massive undertaking, meetings need to have the right people in them that can actually make decisions. Don’t have too many meetings (or none at all) where a decision can’t be made. Anything that stops projects, quality, deadlines, etc, costs more. Therefore it is important to identify possible RISKS. Early on, the project manager needs to have a risk assessment done. These projects are not cheap and take lots of time to complete. So what happens if key players leave during this period? What happens if the director cannot get the funding? Do all parties work well with each other? If not, what can be done to build bridges? A written statement explaining what will happen if any of these things (and others) does actually happen. That way, when it does (and bad things always happen), there is a plan that can easily be followed so the project can keep moving forward.
You need to know who is allowed to make decisions, know why a meeting is being held, and build in time for consultation and evaluation along the way. And finally, remember, you may only build a museum once in a lifetime so try to enjoy it.
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