Administrative Tasks

As a project head, you will need to ensure that all project deliverables are being done well. You may also need to  ensure that the original project timeline is being followed, and adjust if conflicts occur. 

• Delegate: Delegate your tasks properly and fairly amongst the core team members. This ensures that no one member is too burdened by the work, and minimizes the chance of member burnout. 

• Update: Ask for updates from your core members constantly. You may do this through various means, such as through your chosen communication platform, or through your Project Masterfile.

• Track: Track your progress and be mindful of your original timeline. As much as possible, make sure that you are ahead of schedule or on time. However, take note that this should not come at the expense of the well-being of your members. If it is possible to adjust the timeline, you may do so if it gives your members more breathing room to do their deliverables.

Throughout the planning of the project, you need to schedule and preside over meetings with the core team to discuss project updates and other important matters. 

• Scheduling: Make sure to schedule the meeting at a time when most, if not all of the core team is available. This schedule can be determined asynchronously through your communication platform. You may also refer to the discussions your team had during onboarding. For the logistics of the meeting, such as room or Zoom reservation, visit the Logistics Guide page. 

• Agenda: Post the agenda of the meeting at least 24 hours before the meeting on your core team's communication platform. Make sure to include discussion points and committee updates.

• Facilitation: Facilitate the meeting effectively by articulating reminders and your thoughts clearly. Make sure to follow what is written in your agenda. If a decision has to be made, ensure that there is a quorum before voting on a decision.

• Listening: Listen to everyone's opinion in the meeting, and value people and their ideas. Be constructive in your feedback of the opinion of others.

It is recommended that you hold meetings once a week, with the exception of the moratorium period, to ensure that everyone in the core team is on track.

It is recommended that each core team member has at least one Individual Consultation (IC) during the project. These conversations are meant to focus on their experience and gather insights to improve the team’s workflow and well-being.

Feel free to adjust the flow based on your project’s context and the member’s role. What matters most is creating a space where members feel heard and supported.

Reminders:

• Remember to respect their opinions, even if you do not agree with them.

• Ask follow up questions and clarifications if needed. Don’t be restricted with the guide since every member has their own circumstances that can only be gauged after talking personally.

• You may provide input, but make sure this doesn’t influence the answer of the members. Be as objective as possible.

Proposed Flow:

1. General Check-In: Begin with a light, general conversation to understand how the member is doing overall in terms of personal workload, academics, and other commitments.

2. Project Experience: Discuss the member’s overall experience within the project so far, including the aspects they’ve enjoyed or struggled with.

3. Committee Roles and Responsibilities: Touch on their understanding of their tasks, the current progress on their deliverables, the dynamics within their committee, and any difficulties they may be encountering.

4. Core Team Materials: Check whether the member has been using the Project Management Guide and other internal tools. Tell your DHs if further orientation or support materials are needed for the team.

5. Core Team Dynamics: Reflect on their relationships and collaboration within the core team. 

6. Evaluation of Heads: Invite feedback about the leadership style, communication, and support provided by both the PHs and DHs.

7. Closing: End by inviting any final concerns or suggestions and thanking the member for their time. 

This IC isn't just about feedback, it’s about care, clarity, and collaboration. Take time to listen, and use the insights to grow the team and the project.

The dry run is done by the core team to simulate the event. As a project head, you will need to schedule when this is held, lead the dry run, and give any feedback to the core team members after. The dry run is usually scheduled anywhere from a month before the event to a week before the event as this gives time for the team to make any last-minute changes to the event.

• Scheduling: Make sure that it is held at a time when everyone in the core team is available. If it is not possible to find such a timeslot, make sure that as much of the core team is present. Also take note of the schedules of other AMS members involved in the event (such as hosts and volunteers) as they may also use the dry run as a chance to practice their tasks.

• Detailed Program Flow: Come up with a modified program flow for the dry run. This should closely follow the actual program flow on the day itself, but certain adjustments can be made to make it shorter. 

• Dry Run: When the core team has met, you may simulate the event. If possible, you may designate one of the overseeing heads as speakers or participants so that you may simulate the event more accurately.

• Feedback: Once the dry run is finished, make sure to process the dry run with the core team. If there are any changes to be made to the program, you may take note of these during this time.