Writing Job-Related Projects
MCPM Project Handbook
January 2023
Mississippi State Personnel Board
Office of Training and Development
210 East Capitol Street, Suite 800
Jackson, MS 39201
An accredited member of the
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Table of Contents
The Benefits of Job-Related Projects ...................................................................................3
MCPM Projects ....................................................................................................................3
Defining the Scope of the MCPM Project ...........................................................................3
How To Identify Good Project Ideas ...................................................................................4
Topics in Levels I - V ..........................................................................................................5
Submitting the Project Proposal Form .................................................................................5
MCPM Level III Project Suggested Topics .........................................................................5
Joint Projects ........................................................................................................................6
MCPM Level IV Projects ....................................................................................................6
MCPM Level V Projects ......................................................................................................7
Project Management Steps ...................................................................................................8
Return on Investment (ROI) in MCPM Projects .................................................................9
Examples of Tangible and Intangible ROI ........................................................................11
Determining a Data Collection Method .............................................................................11
Calculating the ROI ...........................................................................................................13
Model Projects ...................................................................................................................14
Confidentiality ...................................................................................................................14
MCPM Commitment to Honesty .......................................................................................15
Formatting Requirements...................................................................................................15
Proofreading the Project ....................................................................................................16
Submitting the Project........................................................................................................16
Appendix ...........................................................................................................................17
Project Management Worksheets .......................................................................... 18-24
Sample Title and Abstract Pages ........................................................................... 25-26
Grading Rubric for MCPM Levels III and V Projects ........................................... 27-29
Grading Rubric for MCPM Level IV Projects .............................................................30
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The Benefits of Job-Related Projects
Deeper Learning: Job-related projects provide hands-on application of the knowledge and skills
acquired in MCPM training sessions. These projects join major theories with practical application
benefitting MCPM participants, agencies, and both internal and external customers.
Program Accreditation: Job-related projects are required for MCPM Program accreditation by
the National CPM Consortium (NCPMC). NCPMC is the accrediting body for CPM Programs
nationwide and requires that “. . . each program must provide opportunities for participants to
apply the training to their work environments.”
Training Validation: The relevance of the MCPM program is demonstrated through the value
agencies receive from job-related projects, confirming there is a measurable return for employee
development. Projects demonstrate a tangible application of information gained in the MCPM
program through documented improvement in products, services, and/or work processes.
MCPM Projects
The MCPM Program requires completion of three job-related projects conducted after attending
MCPM Levels III, IV, and V. Projects apply major methodologies, research methods, and
approaches to inquiry in management theory and illustrate their business impact on agencies
through positive action. In each project, participants apply the theories and principles learned in
MCPM classes to a situation, problem, concern, or opportunity within the workplace. All projects
must be implemented at your organization.
Defining the Scope of the MCPM Project
The scope of the job-related project is determined by incorporating MCPM class topics with the
participant’s job function. The project must be applied within the work environment, including the
people, relationships, and structure encountered in the context of job performance. All job-related
projects should support the employing agency’s overall organizational objectives.
The amount, if any, of official work time used to complete the project is a matter to be determined
by the MCPM participant and his/her supervisor. For example, if conducting a survey is needed
to complete the project, the MCPM participant is responsible for obtaining approval from the
appropriate department official(s) prior to conducting the survey. If a project includes a personnel
issue, the personnel issue must be discussed in behavioral terms rather than in personal
characteristics.
The project must involve action taken by the participant. Merely describing a problem in detail
does not improve a product or service; descriptive projects are not acceptable to meet MCPM
Level III project requirements. However, the result of the action does not have to be successful
for the project to be approved as a learning experience. For more detail, see Grading Rubric for
MCPM Levels III and V Projects in the Appendix.
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How to Identify Good Project Ideas
The ‘Three Circle Test’
Using the illustration below, apply these three basic criteria to a project idea:
• Does the idea relate to current job responsibilities (work-related tasks, activities, projects,
or interests) or to ideas for innovation/improvement of services or processes in the
workplace?
• Does the idea relate to the employing agency and its needs - agency mission, goals,
services, and customers?
• Does the idea relate to the information, theories, models, principles, or techniques learned
in MCPM classes?
The intersection of class topics, job function, and agency needs is the best location for finding
acceptable projects. For example, a project of improving the quality of service delivery of a service
managed by an MCPM participant could lie at this intersection.
Be aware of your own innovative or creative thoughts about improving effectiveness or efficiency
in your area of influence. Stay alert for possible project topics:
• While taking MCPM classes
• While performing daily job responsibilities
• When interacting with your manager about department or agency mission/goals,
services, customers, or needs
Current Job
Function
MCPM Topics
Employing
Agency
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MCPM Topics in Levels I – V
Level I: Personal Styles; Interpersonal Communication; Manager or Leader; Leadership in a
Changing World; Ethics in the Workplace; Leadership Development Planning
Level II: Employee Engagement; Coaching for Excellence; Creating Effective Teams; Conflict
Management; Leadership Development Planning
Level III: Understanding and Managing Organizational Climate; Legal Liabilities of the Public
Manager; Managing Organizational Change; Project Management
Level IV: Organizational Culture; Power and Influence in Organizations
Level V: Strategic Planning; Government Human Capital Resources; Government Financial
Resources; Government Tax Resources; Measuring Government Performance
Submitting the Project Proposal Form for the MCPM Level III Project
1. Select a topic for the project from examples provided or from discussion with an MCPM
Project Evaluator (Evaluators are assigned by the MCPM Program Director). Projects in
progress prior to admission into the MCPM Program will not be accepted.
2. Discuss the job-related project topic with the direct supervisor.
3. Complete an MCPM project proposal form and obtain the supervisor's signature.
4. Submit the MCPM project proposal form to the MCPM Program Director via email. The
proposal will be forwarded to the assigned MCPM Project Evaluator for approval. The
MCPM Project Evaluator has 30 days to review a proposal. Please note, approval of the
proposal does not constitute approval of a completed project nor will it affect MCPM
Program activity status. Once notified of the approval, work may begin on the project.
Projects should NOT be started prior to receiving approval.
5. Complete the project and forward to the MCPM Program Director via email. The written
report must conform to composition and format requirements as stated in this handbook.
The MCPM Project Evaluator has six weeks to review the project report and forward the completed
evaluation to the MCPM Program Director with recommendations/comments. The MCPM
Program Director will review the MCPM Project Evaluator's recommendations and advise the
participant of either approval or suggestions for additional work via email.
MCPM Level III Project Suggested Topics
• Develop a management plan for the work unit, such as a strategic plan that improves
effectiveness.
• Identify and correct a specific communication problem within the work unit or between work
units, departments, the public, etc., in agreement with all impacted managers.
• Create a newsletter or training course designed to correct a specific problem within the unit.
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• Apply the problem-solving process, including necessary research and analysis, to a specific
problem or decision facing the work unit. Document the process and comment on the
practicality of this process for routine problem-solving or decision-making tasks.
• Develop a plan to prepare your unit for a performance audit.
• Develop a plan to identify key motivators within the work unit and establish a plan to build
on these motivators to increase worker productivity.
• Create a brochure to generate increased customer participation in a program.
• Revise or create a policy within the work unit to decrease absenteeism/turnover or increase
employee engagement/morale.
• Revise a procedure to improve effectiveness.
Joint Projects
CPM Level III projects may be conducted by individual participants or jointly with other MCPM
participants who are completing projects within MCPM Levels I-III. There can be no more than
three people working on a project. The project must be large enough for two to three people to
work on the project. One MCPM proposal form is submitted for joint projects, with each
participant’s information listed on the proposal form.
If a participant drops out of an approved joint MCPM project, the participant who does not want
to participate in the joint project must submit a new proposal form with a new project idea to the
MCPM Program Director.
MCPM Level IV Projects
The MCPM Level IV project is an assessment of a quality improvement need and is assigned after
attending MCPM Level IV. The topics of MCPM Level IV provide the knowledge needed to
correctly assess a quality improvement problem in the workplace. This project cannot be
conducted jointly with other MCPM participants. As an assessment of a problem rather than the
implementation of a solution, this project differs from MCPM Level III and Level V projects.
There is no project proposal form for the MCPM Level IV project. Discuss the chosen topic with
your supervisor since you will implement it as your MCPM Level 5 project. Decide on the quality
improvement need that most closely aligns with your work, and compose the report with the
headings listed below. The report should be formatted according to the MCPM project formatting
requirements presented on page 15 and submitted via email to the MCPM Program Director.
The MCPM Level IV project includes the following headings:
• Assessment of Problem: Clearly describe the quality improvement need/problem in your
department/work unit. You may include any background information related to the need.
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• Identification of customer(s): Clearly describe how internal and external customers are
affected currently and how the planned solution will bring improvement.
• Identification of the service: Clearly describe the services provided in your work unit and
how they relate to the need/problem.
• Application of quality: Clearly describe how the planned solution will improve quality, the
impact this will make on the work unit, and what it will mean to the organization.
• Criteria for evaluating and measuring quality: Clearly describe the evaluation criteria that
will determine if the planned solution solves the need/problem.
• Barriers to solution: Clearly describe at least two barriers and the contingency plans to
mitigate their impact.
MCPM Level V Projects
The MCPM Level V project is the implementation of the MCPM Level IV project. The participant will
implement the plan as described in the MCPM Level IV project, including data collection that provides
an objective evaluation. The evaluation results tell whether the planned solution successfully improved
the quality improvement need/problem. Whether or not the quality improvement need/problem was
improved, the project can still an acceptable MCPM Level V project as long as an attempt was made
and lessons learned are provided.
There is no MCPM project proposal form for the MCPM Level V project. The report is composed
identically to the MCPM Level III project report. The report should be formatted according to the
MCPM project formatting requirements presented on page 15 and submitted via email to the MCPM
Program Director.
The MCPM Level V project includes the following headings:
• Assessment of Problem: Clearly describe the quality improvement need/problem in your
department/work unit. Include any background information related to the need.
• Plan:
• Identify prioritized tasks, including information on responsible person(s) and changes
from the proposed tasks and any unforeseen tasks.
• Identify resources necessary for completing the tasks and the overall project.
• Discuss the timeline for completion of tasks, feedback, and evaluation of the project.
• Describe the performance criteria – how the project will be evaluated.
• Discuss how the communication flowed in relation to the communication plan.
• Identify contingency plans, including potential problems and mitigation plans.
• Action: Clearly discuss how you implemented the solution. In this section, you will discuss
the actions and activities that you actually did to complete your project. Discuss your planned
actions and activities and if there were any deviations from your plan. Include who was
involved and how the project changed the environment. Please include a CPM concept/topic
from the CPM materials. Specify the CPM Level and the name of the concept you used in the
implementation of your project.
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• Evaluation: Clearly describe how your project met or failed to meet your expectations and the
criteria established in the solution. Clearly identify specific measures, timelines, deadlines, etc.
You will also need to include information on monies saved, work-hours saved and/or other
fiscal benefits of your project. Please be sure that you compile results from your evaluation
tool(s) used to determine the success of your project.
• Return on Investment (ROI): Report the impact of actual project benefits and costs to the
agency. For additional information on ROI, please see pages 9-14 of the MCPM Project
Handbook.
Project Management Steps
A brief summary of the project management discussion from the MCPM Level III curriculum is
provided below as a reminder of the general process. Worksheets for each step are provided in the
Appendix. Use of the worksheets is optional and provided for convenience only.
Step 1: Clarification
This step is represented on the Project Proposal Form Section B: Project Purpose.
Get clear on the purpose for the project: what is the desired end result, and who are the
stakeholders? Mind-mapping is a project management tool that can help clarify the project
purpose and help identify all related tasks (actions, resources, etc.). Once the purpose is
clear, identify all stakeholders involved—those served by the project and those who have
a vested interest in the project’s success. Capture stakeholder needs and expectations in
Step 1 since these contribute to project success.
In the Project Proposal Form Section B:
• Describe the situation surrounding the project in detail, including the stakeholders, their
expectations, and the desired impact of the project on them.
• Describe current and historical issues that may have impacted the need for the project.
• Describe the ideal outcome of the project and the actions taken as a result.
• Describe the best strategy for conducting the project.
Step 2: Plan
This step is represented on the Project Proposal Form Section C: Plan.
The first part of developing the plan is to identify the standards against which the project’s
success will be measured. Prioritize these. Sequence the tasks identified in mind-mapping,
identify the person(s) accountable, identify resources, determine the timeline, and identify
potential logjams (barriers) and scope creep. Identify contingency plans in the event of
these potential problems that can interfere with your success.
In the Project Proposal Form Section C:
• Describe the performance criteria – how the project will be evaluated.
• Identify prioritized tasks, including information on responsible person(s).
• Identify resources necessary for completing the tasks and the overall project.
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• Establish a timeline for completion of tasks, feedback, and evaluation of the project.
• Identify contingency plans, including potential problems and how to mitigate them.
• Describe planned communications to prevent miscommunication among stakeholders.
Step 3: Action
This step is represented on the Project Proposal Form Section D: Action.
Work your plan—this may include capturing the baseline of opinion, quality, etc. before
the project change initiative begins. The method of evaluation (survey, questionnaire,
observation, etc.) is conducted in this step. Coordinate tasks, manage resources,
communicate progress, evaluate at regular intervals, and modify if necessary. Use the
knowledge gained from MCPM classes in Levels I – III.
In the Project Proposal Form Section D:
• Discuss the planned actions and activities, including who is involved and how the
project changes the environment.
Step 4: Evaluation
This step is represented on the Project Proposal Form Section E: Evaluation.
Measure actual results against the results that were desired before undertaking the project.
Compare to the purpose statement. Identify unexpected occurrences, solicit input from all
involved, and determine lessons learned.
In the Project Proposal Form Section E:
• Discuss how overall project success will be evaluated, including the most important
factors that determine whether the purpose has been achieved.
• Identify which evaluation method(s) will be utilized (refer to page 11).
• Describe the competencies that will be developed as concepts covered in Levels I-III
are applied to the workplace.
Step 5: Return on Investment (ROI)
This step is represented on the Project Proposal Form Section F: Return on Investment.
Report the impact of project benefits and costs to the agency.
In the Project Proposal Form Section F:
• Report the expected impact – the expected ROI, both tangible and intangible.
Return on Investment (ROI) in Level III and V Projects
Nothing is more important to top executives than knowing the true value of a particular project
or program. “Show me the money” has become a battle cry for many executives. Return on
Investment (ROI) is a way to show credible value in the improvement of a process, program, or
initiative. Armed with a measure of impact such as ROI, a manager is able to prove value,
maximize effectiveness and efficiency, and provide the best outcome possible.
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By including ROI in MCPM projects, public sector managers learn to put accountability into
practice. No longer is the public sector manager driven by an activity or process paradigm—
providing services because they have always been provided a certain way. Today’s public sector
managers can show—and improve—the impact of the services provided by focusing on results.
Examples are listed below.
Activity/Process-Driven Paradigm
Results-Driven Paradigm
Focus on how things are done rather than
business needs
Project linked to specific business needs
Focus on “the way we do things”
Quality of service is assessed
No effort to prepare for achieving results
Expectations about results clearly communicated
No effort to prepare the work environment to
support project
Environment prepared to support project
No thought of building partnerships
Partnerships established with key stakeholders
No measurement of results
Measurement of results
Planning and reporting are input-focused
Planning and reporting are outcome-focused
ROI in the public sector may measure tangible or intangible impacts resulting from a project. While
there will be tangible benefits that can be measured (whether monetary or not), there are quite
often improved or enhanced intangible benefits (not monetary) that should be included, such as:
Adaptability
Awards
Brand awareness
Career-mindedness
Collaboration
Communication
Conflicts
Cooperation
Corporate social responsibility
Creativity
Culture
Customer complaints
Customer response time
Customer satisfaction
Decisiveness
Employee complaints
Engagement
Execution
Image
Innovation
Job satisfaction
Leadership
Networking
Organizational climate
Organizational commitment
Partnering
Reputation
Resilience
Stress
Teamwork
Examples of Tangible and Intangible ROI
1. A project to measure improvement in satisfaction ratings (intangible): there is a 45%
satisfaction rating before project implementation and a 75% satisfaction rating after
implementation. The formula would look like this:
Difference in ratings (75% minus 45%) 30 = 67% increase in satisfaction rating
45
With this project the primary return from the survey is not monetary gain, it is satisfaction.
However, there are additional considerations for the project. Include how customers/
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stakeholders are impacted. Think beyond the satisfaction of those surveyed to the effect that
increased satisfaction will have on a division and/or agency. There could potentially be more
productive employees, lower absenteeism, and increased engagement – all of which can be
represented monetarily (tangible).
2. A project to shorten the timeframe required to perform a service: the service requires 40 days
to complete before the project and 32 days afterwards. The formula would look like this:
Difference in days (32 days minus 40 days) -8 = 20% decrease in time required
40
This project is more easily converted to monetary values. The 20% decrease in time required
to perform the service can be multiplied by the average daily wage of the people completing
the service. An average daily wage of $80 for 8 days (the difference in days required) means
the savings realized by the project is $640 per worker. Include how customers/stakeholders
are impacted, such as the anticipation of lower bids in the future to perform the same service.
Determining a Data Collection Method
For a return to be calculated, whether tangible or intangible, data must be collected. Collecting
data is done in many different ways, and the right method depends on the project and the people
involved. Data collection methods and strategies to capture the effects of a project are depicted in
the next two tables.
Data Collection Methods for Evaluation and Application to ROI
Application
• Determine the degree to which employees have utilized various aspects of an
initiative. Responses are often developed on a sliding scale and usually represent
attitude-related data.
• Uncover specific applications of initiatives/programs (onboarding, wellness, or
any other initiative targeted for employees). Employees provide responses to a
variety of types of open-ended and forced-response questions.
• Captures actual skill application and use.
• Observations are particularly useful in customer service initiatives and are more
effective when the observer is either invisible or transparent.
• Determines the extent of program effectiveness.
• Allows for probing to uncover specific applications.
• Determines the degree to which a group of employees is involved in the
program and the extent to which the program effects day-to-day operations.
• Employees complete the assignment on the job utilizing components or
initiatives of the program.
• Developed for a program and implemented on the job.
• A follow-up provides evidence of program success.
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• Developed where the employees, managers, and executives all agree on specific
outcomes of the program.
• Captures evaluation data as well as presents additional learning material.
• Useful when various performance records and operational data are examined for
improvement.
Strategies to isolate the effects of the project
Strategy
Type of Effect Isolated
Control
Group
• One group participates in the program while a similar group does not.
• The difference in performance of the two groups is attributed to the program.
Trend Lines
• Used to project the value of specific output variables, if the program has not been
undertaken.
• The projection is compared to the actual data after the program, and the
difference represents the estimate of the impact.
Strategy
Type of Effect Isolated
Forecasting
Model
• Used when mathematical relationships between input and output variables are
known.
• With this approach, the output variable is predicted with the assumption that the
program is not conducted.
• The actual performance of the variable after the program is then compared with
the forecast to estimate program impact.
Employees
Estimate
• Employees are provided with the total amount of improvement on a pre- and
post-program basis.
• Asked to indicate the percent of improvement actually related to the program.
Managers
Estimate
• Managers are presented with the total amount of improvement and are asked to
indicate the percentage related to the program. Senior management estimates.
• Managers provide an estimate or ‘adjustment’ to reflect the portion of the
improvement related to the program.
Experts
Estimate
• Because the estimates are based on previous experience, the experts must be
familiar with the type of program implementations and the specific situation.
Subordinates
Estimate
• Subordinates of the employees affected by the program assess if other variables
changed in the work climate could have influenced output performance.
Extraneous
Factors
• Other influencing factors are identified and their impact estimated or calculated.
The unexplained portion of the output is then attributed to the program.
Customer
Input
• Describe the extent to which the components of the program have influenced
their decision to use a product or service.
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Calculating the ROI
Return on investment is defined as the ratio between the costs and the benefits with a positive
ratio indicating a positive impact, or a return on your investment. The benefit/cost ratio is the
program benefits divided by the cost. Usually expressed as a percentage, ROI is a measure of
profitability that indicates whether or not a product or project is using its resources in a proficient
and efficient manner. In formula form, it is:
Gain from Investment – Investment New – Old
Investment Old
(Proceeds from the product minus the total cost of the product) / Total cost of the product
For example, if the total cost of a product was $400, and the proceeds received from the product were
$500, you would get the following result: ($500 - $400) / $400 = .25 or 25%.
Accountability is at the core of any discussion about value. To maximize value, MCPM projects
must align strategically with the employing agency’s goals. In the project planning phase,
MCPM participants should identify the options available to improve efficiency and/or
effectiveness and decide how the project connects to the desired results. The effectiveness of a
program can be changed, even if the program itself cannot be altered. When productivity is
improved, quality is enhanced, rework time is reduced, and the result is a cost savings.
Reactive Benefits of Calculating the ROI of a Project
• Show contributions of selected projects
• Justify/defend budgets
• Identify inefficient programs that need to be redesigned or eliminated
Proactive Benefits of Calculating the ROI of a Project
• Align MCPM to business needs
• Earn respect of senior management /administrators
• Improve support for projects
• Enhance design and implementation processes
• Identify successful programs that can be implemented in other areas
• Earn a ‘seat at the table’
By reporting results, a greater understanding of the need for a project is realized by executives.
Understanding the need for a project is critical. Defining success will be determined by the extent
to which the need is met by the project.
Questions To be Answered in the ROI Section of the CPM Level 3 and 5 Project Reports
The following questions should be answered within the ROI section of your CPM Level 3
project and your CPM Level 5 project report.
1. What is the project’s value to the agency?
2. What is the result of the project?
Or, in other words:
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Project’s Value to the Agency:
Added value is an improvement or addition to something that makes it worth more, such as in the
value of a resource, product, or service as the result of a particular process. The value you add
from your project should contribute to the efficiency and the effectiveness of your overall
organization. Below are some examples of outcomes that can increase the value of your
organization.
• Improve efficiency (means project reduced an expense, such as the time or resources
needed to complete a task, process, report, etc.)
• Improve effectiveness (means project increased knowledge, skills, morale,
communication, etc.)
• Saving money
• Fixing an existing problem
• Preventing a future problem
Result of Project:
For a project that improved efficiency, the result is more likely tangible, and can be calculated in
terms of hours/paper/other resource saved because of the project. Examples include a streamlined
report, template, checklist, digitized form that was previously a paper form, etc.
For a project that improved effectiveness, the result is more likely intangible. However, results
can be found by administering pre/posttest to find increased knowledge or skill. For a project
attempting to improve communication, such as reviving or creating a newsletter to employees,
results can be found by including a link at the bottom of the newsletter that directs the reader to a
one-question survey asking if the reader thinks the newsletter improves communication.
Model Projects
The MCPM Project Evaluator or the MCPM Program Director may recommend an MCPM Level
III, IV, or V project as a model project. A model project is one that scores between 90 and 100 as
presented on the MCPM project grading rubric, provided in the Appendix. Projects recommended
for model status are reviewed by the MCPM Curriculum Committee for final approval and are
reported to the MCPM Advisory Board. Once approved, the model project is presented to the
MSPB Executive Director, Deputy Director, Training and Development Director, CPM Program
Director, with the participant’s supervisor in attendance. Model projects are eligible for
presentation at the MCPM graduation ceremony. Permission will be requested from the participant
to use the project as an example for other MCPM participants who are working on projects or to
promote the MCPM Program.
Confidentiality
All projects become the property of the MCPM Program and will not be returned to the participant.
The reports will be kept in the strictest confidence. To ensure complete anonymity for others,
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participants should avoid using the names of the other persons in the work environment or should
substitute fictitious names.
MCPM Commitment to Honesty
The MCPM Program maintains a zero-tolerance policy for cheating and plagiarism. Evidence of
cheating and/or plagiarism is grounds for automatic dismissal from the MCPM Program.
Formatting Requirements
All projects must:
• Be written in grammatically correct standard English.
• Be typed in font size 12 with double spacing and divided into appropriate paragraphs
of 3 to 6 sentences. Font face should be easy to read, such as Times New Roman, Arial,
Calibri, or Tahoma. Pages should be numbered.
• Be submitted with a title page and an abstract page.
Title Page (Mandatory)
All submitted projects must have a standard title page (see sample in the Appendix of this
Handbook) which includes the following:
• Project Title and Subject
• Project Level – MCPM Level III, IV, or V
• Current Date
• Participant’s Name and MAGIC ID Number
• Participant’s Organization/Division and Work Address
• Email Address
• Work Telephone Number
Abstract Page (Mandatory)
The abstract is a one-page summary of the project. This summary should be identified only by
your MAGIC ID Number and should not identify employees of an agency (see sample in the
Appendix of this Handbook).
Style
Project reports should be double-spaced on letter-size paper. They may include attachments such
as memos, letters, charts, diagrams, manuals, etc. that will help the reader understand the project.
Projects that produce an end product such as a manual, newsletter, or training program must be
accompanied by a discussion of the process used in producing the product. The project should
be an expansion of the original proposal noting any changes, deviations, learning outcomes, and
applications of MCPM materials. Cite the source of a quote within the text rather than in a
footnote or bibliography.
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Tense
The correct tone and tense follow guidelines, as taught in the MCPM Advanced Writing class.
Some basic conventions for selecting tenses in technical writing include:
• Record in the past tense experiments and tests performed in the past.
• Use the present tense for scientific facts and truths.
• Use the present tense to discuss data within a published report.
• Shift from present to past tense as necessary to refer to research and prior papers.
Length
Level III and V projects must be 10 – 15 pages in length. Level IV projects must be 5 – 8 pages
in length. The title page, abstract page and appendix are not included in the specified
number of pages. The project should cover all sections covered on the Level III, IV, or V
Grading Rubric and should be clear, concise, and correct. (See pages 27-30.)
Proofreading the Project
It is important that projects reflect professionalism and commitment to excellence. Compose the
project report as though it will be read by an agency head. Scores on the Grading Rubric of 0
or 1 from a project evaluator will be automatically returned for revision. Project reports
that have errors in grammar, spelling, or punctuation will also be automatically returned
for revision. Project reports will be returned for corrections no more than twice.
Writing experts recommend first checking the content of a report – revising or rewriting the
content – before checking for errors in grammar, spelling, and punctuation. Experts also say it
is easier to catch errors on paper than on a computer screen, so print the paper and proofread a
hard copy before submitting the final project report.
There are editing software that you can use, such as Grammarly, that can assist you with
checking your written report for grammar, spelling, and punctuation.
Submitting the Project
The project report is one document consisting of the title page, abstract page, and written report.
Supplemental information may remain separate from the project report if desired by the MCPM
participant. All documents should be scanned and submitted to the MCPM Program Director as
an email attachment.
Writing Job-Related Projects: MCPM Project Handbook 17
Revised January 2023
Appendix
Writing Job-Related Projects: MCPM Project Handbook 18
Revised January 2023
Project Management Worksheet Step 1: Clarify
Project Purpose Statement
Mind Mapping
Purpose:
Writing Job-Related Projects: MCPM Project Handbook 19
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Stakeholders
Stakeholders Needs/Expectations
_________________________________ __________________________
_________________________________ __________________________
_________________________________ __________________________
_________________________________ __________________________
_________________________________ __________________________
Writing Job-Related Projects: MCPM Project Handbook 20
Revised January 2023
Project Management Worksheet Step 2: Plan
Determine Performance Criteria – the standards against which the project’s success will be
measured. Prioritize them.
Performance criteria may include such elements as:
• Cost
• Time
• Stakeholder satisfaction
• Quality
Determine the key performance criteria for your change initiative.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Referring back to the mind-map, identify the tasks that need to be accomplished.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Writing Job-Related Projects: MCPM Project Handbook 21
Revised January 2023
Sequence the tasks, person(s) accountable, resources, and determine timeline.
Task
(in order of
occurrence - sequence)
Person Accountable
Resources
Start
Date
Finish
Date
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Writing Job-Related Projects: MCPM Project Handbook 22
Revised January 2023
Contingency Planning: Identify potential problems (barriers, scope creep) and action to
mitigate
Potential Problems
Action
Evaluation Criteria for Steps 1 and 2: S-P-I-R-O Model
Specificity
Exactly what is the project intended to accomplish?
Performance
What behaviors will be required? When will they need to occur?
Involvement
What are the needed resources?
Realism
Can it be done? Does it meet the needs of the stakeholders?
Observability
What are the quantitative and qualitative measures of success?
Look back over the purpose statement, map, stakeholder strategies, performance criteria, key
tasks, people, resources, timelines, and potential logjams and evaluate your project’s chances for
success, using the SPIRO Model. Make any necessary changes before proceeding.
Writing Job-Related Projects: MCPM Project Handbook 23
Revised January 2023
Project Management Worksheet Step 3: Act
• Work your plan
• Coordinate tasks
• Manage resources
• Communicate progress with project team, stakeholders, and management
• Evaluate at regular intervals
• Modify the plan if necessary
Action produces results. In this step, you work your plan by reviewing it at regular intervals and
evaluating where you are in each sequence.
You will use the skills developed in earlier CSM sessions such as communication, conflict
resolution, delegation, coaching and counseling, change management, group dynamics, meeting
management, etc. to help successfully complete each of the steps, paying particular attention to the
potential logjams as they occur.
Writing Job-Related Projects: MCPM Project Handbook 24
Revised January 2023
Project Management Worksheet Step 4: Evaluate
Measure the desired results against the actual results achieved:
• Compare to Purpose Statement
• Identify unexpected occurrences
• Solicit input from all involved
• Determine lessons learned
• Determine Return on Investment (ROI)
It is critical to identify what you learned in the course of a project so the success of future projects
and the development of the people you work with can be maximized:
• What happened that we did not anticipate?
• What were the effects?
• How close did we come in achieving the Performance Criteria?
If the project required little interaction with others, then rate your own effectiveness in completing
each of the four steps (clarify, plan, act, evaluate). If you are debriefing a project with a group,
have members rate the team as a whole and discuss the following questions:
• What did we do well?
• What could we have done to make the project go even better?
Tangible and Intangible ROI
Gain from Investment – Investment New – Old
Investment Old
(Proceeds from the product - Total cost of the product) / Total cost of the product
For example, if the total cost of a product was $400, and the proceeds received from the product
were $500, you would get the following result: ($500 - $400) / $400 = .25 or 25%.
If you gain non-monetary benefits from an investment, you generate intangible returns.
• A new brochure is created to generate increased participation in a program, resulting in
better service to customers.
• A policy is revised or created. The desired result could be a decrease in absenteeism or
turnover or an increase in employee engagement or morale.
In other words:
Writing Job-Related Projects: MCPM Project Handbook 25
Revised January 2023
SAMPLE TITLE PAGE
QUALITY SERVICE TO CUSTOMERS
MCPM Level ___ Project
January 1, 2023
MCPM Participant Name
MAGIC ID # 30123456
Email: JaneD@dss.ms.gov
State Service Agency
555 Service Street
Jackson, MS 31111
123-456-7890
Writing Job-Related Projects: MCPM Project Handbook 26
Revised January 2023
SAMPLE ABSTRACT PAGE
MAGIC ID # 30123456
Quality to the customer is a key issue in government today. The State Service Agency
contributes to several strategic goals aimed at meeting customer needs. All members of the Service
division met to discuss customers, both internal and external, and to develop a list of services
provided to those customers. The Service division explored ways that define how well the services
are provided. A survey was developed, and the survey instrument was given to customers. The
survey included questions concerning the timeliness, completeness, accuracy, and availability of
the State Service Agency services and the courtesy and responsiveness of the staff. Survey
responses revealed two major areas of weakness. The areas were addressed and changes in related
procedures were made. Six months after the changes, customers were surveyed again.
Improvement was noted in both areas. Customer needs will be continuously monitored, and
improvements made to the processes as needed.
Grading Rubric for MCPM Levels III and V Projects
100 possible points • Model project status is possible for projects scoring 90 – 100
MCPM Level III minimum passing score: 70 • MCPM Level V minimum passing score: 80
Writing Job-Related Projects: MCPM Project Handbook 27
Revised January 2023
A. Project Title:
Criteria
Unsatisfactory
Return for
revision
Needs Improvement
Return for revision
Satisfactory
Excellent
B. Project Purpose
(for Level 3)
Assessment of Problem
(for Level 5)
0 points
5 points
7 points
Describe situation
surrounding project
No context
provided.
Information provided
doesn’t fit the context
for project’s purpose.
Little or no reference
to stakeholders or
project management
tools.
Context surrounding
project provided. Agency
mission, stakeholders, and
project management tools
(i.e. mapping) listed.
Project clearly aligned directly to
agency mission, department
function, and service provided in
participant’s area of responsibility.
Project management tools (i.e.
mapping) described. Stakeholders
identified.
Describe the need for
project
No need given.
The need(s) described
do not correlate to
project. Little or no
reference to meeting
stakeholder needs.
Need(s) for project stated
without reference to
agency as a whole. Agency
mission and stakeholders’
needs stated without
strategic context.
Need(s) for project clearly defined
and tied strategically to agency
mission and stakeholders’ needs.
Describe the best
outcome of project
No desired
outcome
described for
completed
project.
Outcome provided is
not directly impacted
by project. Little or no
reference to
stakeholders.
Best possible outcome and
its effect on the agency and
stakeholders listed.
Best possible outcome and its effect
on the agency clearly described.
Effect on stakeholders clearly
described.
Grading Rubric for MCPM Levels III and V Projects
100 possible points • Model project status is possible for projects scoring 90 – 100
MCPM Level III minimum passing score: 70 • MCPM Level V minimum passing score: 80
Writing Job-Related Projects: MCPM Project Handbook 28
Revised January 2023
Criteria
Unsatisfactory
Return for
revision
Needs Improvement
Return for revision
Satisfactory
Excellent
C. Plan
0 points
5 points
7 points
Task Development
No task
development
provided.
Tasks listed without context
to project purpose and/or
little to no identification of
accountable persons.
Tasks and accountable persons
listed but not directly tied back
to project purpose.
Tasks sequenced and tied back to mapping
in project purpose section. Persons
accountable for tasks clearly identified.
Resources
No discussion of
resources.
Resources stated without
being aligned to project
needs.
Resources listed and identified
with specific tasks or
accountable persons, but not
consistently tied to both.
Needed resources clearly identified, tied to
specific task(s) and person(s) accountable.
Timelines
No mention of
timelines.
Incorrect description or
illustration of timelines.
Sequenced tasks include
timeframe, but without
specific reference to start and
finish dates.
Timeline clearly depicts start and finish
dates for project tasks, either in paragraph
form or as illustration, such as Gantt chart.
Performance
Criteria
No reference to
performance
criteria
considered key
to the project.
Key performance criteria
stated without aligning to
measurement of project
success (cost, time,
stakeholder satisfaction,
quality, etc.).
Key performance criteria and
measures of success listed
(cost, time, stakeholder
satisfaction, quality, etc.).
Key performance criteria clearly identified
and prioritized as standards against which
success of the project is measured (cost,
time, stakeholder satisfaction, quality, etc.)
Communication
No mention of
intentional
communication
on project
progress.
Communication mentioned
without identifying
stakeholders and/or
accountable persons.
Types of intentional
communication (i.e. email
updates at regular intervals)
listed with stakeholders and
accountable persons.
Frequent communication reported with
stakeholders and persons accountable for
tasks throughout project.
Contingency
Planning
No contingency
planning.
Partial contingency planning
was mentioned—either
potential logjams (barriers)
or scope creep.
Potential logjams (barriers)
and scope creep identified in
planning phase.
Potential logjams (barriers) and scope creep
discussed with stakeholders in planning
phase.
Grading Rubric for MCPM Levels III and V Projects
100 possible points • Model project status is possible for projects scoring 90 – 100
MCPM Level III minimum passing score: 70 • MCPM Level V minimum passing score: 80
Writing Job-Related Projects: MCPM Project Handbook 29
Revised January 2023
Criteria
Unsatisfactory
Return for revision
Needs Improvement
Return for revision
Satisfactory
Excellent
D. Action
0 points
5 points
7 points
Discuss how plan was
implemented and who
was involved
No application of
MCPM class topics
during action phase
of project.
Incorrect references to
MCPM class topics
during action phase of
project.
Objective application reported through
description of coordinating tasks,
managing resources, communicating
progress with stakeholders and
management, and evaluating at regular
intervals to determine if modification is
needed. For each action item, one MCPM
class topic is identified.
Objective application and impact reported through
detailed description of coordinating tasks, managing
resources, communicating progress with stakeholders
and management, and evaluating at regular intervals
to determine if modification is needed. More than
one MCPM class topic is discussed with action
items.
E. Evaluation
0 points
5 points
7 points
Discuss how overall
success is evaluated
No evaluation
mentioned.
Incorrect description of
outcomes, lessons
learned, what went
well, or what could
have made the project
more effective.
Desired outcomes measured against
actual results achieved. Objective results
are compared to project purpose. List of
lessons learned, what went well, and what
could have made the project more
effective.
Desired outcomes measured against actual results
achieved. Impact of objective results is compared to
project purpose. Discussion of lessons learned, what
went well, and what could have made the project
more effective.
F. Return on
Investment
0 points
5 points
7 points
Discuss the impact of
outcomes
No mention of
impact. Did not
answer the following
questions.
1. What is the
project’s value to
the agency?
2. What is the result
of the project?
Incorrect description of
the project’s impact on
the agency.
Unrealized impact of project’s value to
the agency; lack of intended improvement
even though project completed as
planned.
Objective impact of project’s value to the agency;
effectiveness and/or productivity improved, quality
enhanced, or rework time reduced as applicable to
project.
Project Report
0 points
12 points
16 points
Clear, concise, correct
Three or more errors in punctuation, spelling,
and grammar.
Punctuation, spelling, and grammar are in
accordance. You may use a standard
editing format such as Grammarly or of
your choice. No more than two minor
errors.
Punctuation, spelling, and grammar are in
accordance. You may use a standard editing format
such as Grammarly or of your choice. No errors.
Grading Rubric for MCPM Level IV Projects
100 possible points • Minimum passing score: 80 • Model project status is possible for projects scoring 90 – 100
Writing Job-Related Projects: MCPM Project Handbook 30
Revised January 2023
Criteria
Unsatisfactory
Return for revision
Needs Improvement
Return for revision
Satisfactory
Excellent
0 points
10 points
12 points
Assessment of
Need/Problem
Need/problem not
described or doesn’t
fit into a function of
work
unit/department.
Information doesn’t fit
need/problem. Plan for
solving need/problem
doesn’t fit the work
unit/department.
Need/problem clearly described and
directly aligned to a function of the work
unit/department. Objective plan for
solving the need/problem clearly
explained and relevant to function of the
work unit or department.
Need/problem clearly described and directly aligned
to a function of the work unit/department. Objective
plan for solving the need/problem clearly explained
and relevant to function of the work unit or
department. Impact of solution clearly described and
connected to agency mission.
Identification of
customer(s)
No customers
identified.
Need/problem or
planned solution not
affect internal and
external customers.
Internal and external customers described
and how the need/problem affects them.
Expected improvement for planned
solution given.
Internal and external customers described and how
the need/problem affects them. Expected
improvement for planned solution given. Impact of
solution to customers described.
Identification of
services
No services
identified.
Services provided do
not relate to the
need/problem.
Clearly describe the services provided in
the department/work unit and how they
relate to the need/problem.
Clearly describe the services provided in the
department/work unit and how they relate to the
need/problem. Impact of solution to current and
future services discussed.
Application of
quality
No quality
improvement
proposed.
Planned solution not
connected to quality
improvement and/or
impact not expected to
work unit.
Clearly describe how the planned solution
will improve quality, the impact this will
make on the work unit, and what it will
mean to the agency.
Clearly describe how the planned solution will
improve quality, the impact this will make on the
work unit, and what it will mean to the organization.
Impact on agency reputation and effectiveness of
future services also described.
Criteria for
measuring and
evaluating quality
No criteria for
measuring and
evaluating quality.
Evaluation criteria not
connected to planned
solution and/or
need/problem.
Clearly describe the evaluation criteria
that will determine if the planned solution
solves the need/problem.
Clearly describe the evaluation criteria that will
determine if the planned solution solves the
need/problem. Potential impact of evaluation on
other services also described.
Barriers to solution
No mention of
barriers.
One barrier provided.
Clearly describe at least two barriers and
the contingency plans to mitigate their
impact.
Clearly describe at least two barriers and the
contingency plans to mitigate their impact. Discuss
the impact these two barriers could make on the
planned solution.
Project Report
0 points
20 points
28 points
Clear, concise,
correct
Three or more errors in punctuation, spelling,
and grammar.
Punctuation, spelling, and grammar are in
accordance. You may use a standard
editing format such as Grammarly or of
your choice. No more than two minor
errors.
Punctuation, spelling, and grammar are in
accordance. You may use a standard editing format
such as Grammarly or of your choice. No errors.