healthcare pm fundamentals sept 2007 scribd

8/8/2019 Healthcare PM Fundamentals Sept 2007 Scribd

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HealthcareProject Management

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Melanie Connell, PMP

September 2007


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Agenda Introduction

What is Project Management? Scope

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Other Knowledge Areas

Wrap-Up & Whats Next


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Instructor Melanie Connell, PMP

Over 25 years of Project Management Experience Including 15 years in Healthcare Hospital

Health Insurance

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Research Compliance

Consulting

Currently Project Manager for innovative healthcare

Customer Relationship Management at UPMC Vice President of Communications for the PMI

Pittsburgh Chapter


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PMI Project Management Institute

Founded in 1969 World-wide project management organization

Over 230,000 members in over 160 countries

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o a ea er n e eve opmen o s an ar s orproject management

PMP Certification Program

Over 200,000 PMPs

Only ANSI and IEEE standard for PM

Received ISO 17024 certification


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Why Project Management?

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How the customerexplained it

How the ProjectManager understood it

How the analystdesigned it


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How the programmerwrote it

How the businessconsultant described it

What the beta testersreceived


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How the project wasdocumented

What operationsinstalled

How the customerwas billed


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How it was supportedWhat Marketingadvertised

When it was delivered


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What the customer wanted


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Why Project Management? Your project is going to face issues. Do you want to

proactively resolve them or figure them out as you go?

Your project will face potential risks. Do you want to tryto resolve them before they happen or wait until theproblems arise?

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conflict and uncertainty caused by a lack of projectinformation?

Are you going to manage scope or deal with cost anddeadline overruns caused by doing more work than yourbudget covers?

Are you going to build quality into your process or fixproblems later when they will be more costly to resolve?


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Projects andPro ect Mana ement

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What is a Project? A Project is a temporary endeavor

undertaken to create a unique product,service or result.1

Temporarymeans having a defined beginning

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and end.Uniquemeans that the product or service is

different in some distinguishing way from all

other products or services

1 PMBOK, p. 5


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Is it a Project? Susan is a product manager for a

pharmaceutical company and is creating amarketing campaign to sell a new drug.

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Jill is asked to oversee an overflow clinicalunit in a hospital for a week. This week

the overflow unit is for children with viralmeningitis.


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Is it a Project? In 1997, UPMC opened a transplant center in

Palermo, Italy. To do this they created an entirenew division, ISMETT (Mediterranean Institutefor Transplantation and Specialized Therapies).

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Family Links has purchased a run-downapartment building which it plans to renovate

and operate as a Halfway House to treat adultswith substance abuse problems.


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Project Management So, what is project management?

Project Management (PM) is the

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, , ,and techniques to project activities tomeet the project requirements.

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1 PMBOK, p. 8


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PMBOK Project Management Body of Knowledge

Sum of knowledge within the profession of Project

Management Includes proven traditional practices that are widely applied,

as well as innovative practices that are emerging in the

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PMBOK A Guide to theProject Management Body ofKnowledge1

Standards for project management using areas of the body ofknowledge

Developed and published by PMI

1 PMBOK, p. 3


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Top 10 Project ManagementChallenges

Unrealistic deadlines

Communicationdeficits

Scope changes

Failure to manage

risk Insufficient team skills

Lack of accountability

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Resource competition Uncertain

dependencies

Vision & goals notwell defined

Customers & end-

users are notengaged during theproject


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Factors Leading to Project Success

Communications

Team relations

Management support

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Quantifiable success criteria Time / budget realities

Market changes Well defined scope


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Factors Leading to Project Failure

No clearly defined objectives

No clearly defined & accepted scope

Poor management support

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Failure to match project objectives withthose of the organization.

Poor communications

Poor time and/or budget planning


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Value of PM Completing projects more quickly and

cheaply Saving effort and cost with proactivescope management.

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Better solution fit the first time throughbetter planning

Resolving problems more quickly

Resolving future risk before the problemsoccur


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Value of PM Communicating and managing

expectations with clients, team membersand stakeholders more effectively

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time

Improved financial management

Stopping bad projects more quickly


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Value of PM More focus on metrics and fact-based

decision making Improved work environment

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2005 Global Thought

Leadership Survey

Companies around the world spent

$177,000 on average to enhance PMpractices

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r - ,

Executives top benefits of PM

Efficiency (60%)

Budget (30%) Timing (24%)


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2003-2004 Project Management

World StudyVery little/None5.1%

Somewhat

26.3%

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A lot68.7%

Has project management become moreimportant to your organization in recent years?


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The Project Life Cycle Defines

What resources will be involved in eachphase

What work is to be done in each phase

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A project life cycle is different from a productlife cycle because it does not includeoperational issues.

Includes an Initial Phase, one or moreIntermediate Phases, and a Final Phase


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Project Life Cycle

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Life Cycle Characteristics Cost and staffing requirements are lowest at the

beginning of the project and ramp up.

The probability of successfully completing theproject is lowest at the beginning of the projectand highest at the end.

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The risks to the organization are lowest at thebeginning of the project and highest at the end.

The ability of stakeholders to influence the final

project outcome (features, cost, schedule) ishighest at the beginning of the project and getsprogressively lower.


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Project Roles Stakeholders

Any individuals or organizations whose interests may bepositively or negatively impacted by the project.

Stakeholders must be identified by the project team for everyproject.

Key stakeholders include:

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us omer e person, peop e or organ za on w o w use e

project product Project Sponsor the individual or organization that has financial

signing authority, or provides the financial resources for theproject

Project Team Members the people or organizations who willperform the project work

Project Manager The person or organization responsible

for managing the project


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What Makes Healthcare SoS ecial?

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Challenges in Healthcare Increased complexity

Rapid pace of medical advances outstripsthe ability of caregivers and the systemsthat support them

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Increased accountability for quality Chronic diseases in the aging population

causing tremendous growth in the patient

population Increased costs due to growing

expectations from consumers


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Challenges in Healthcare

Healthcare costs make up one fifth

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needs to find a way to containthese escalating costs!


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Challenges in Healthcare Heavy regulation

Cumbersome payment/reimbursementsystem

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Use of clinical data vs physician intuition todetermine care paths


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Challenges in Healthcare

In healthcare, our only constant

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Challenges in Healthcare Absence of necessary patient information

and medical reference knowledge in thehands of medial decision makers at thepoint of clinical decision making

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Inherent limitations in capturing everypatient's full medical backgroundinformation and making available tomedical professionals


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Project Management is

one weapon inhealthcares armory to

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succeed in light of allthese challenges.


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Project Management Processesand Knowled e Areas

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PMBOK - 5 Major Project Management

(PM) Process Groups1

INITIATING PLANNING

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CONTROLLING EXECUTING

CLOSING

1 PMBOK, p. 41


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Project Initiation Processes that facilitate the formal

authorization to start a new project or phase

Purpose of initiation To commit the organization to a project or phase

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To define top-level project objectives

To secure the necessary approvals and resources

To validate alignment with overall business

objectives To assign a project manager


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Project Planning Defining and refining objectives and selecting

the best of the alternative courses of action to

attain the objectives that the project wasundertaken to address

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Project Execution Coordinating people and other resources to

carry out the project management plan The focus of this phase is:

Pro ect plan execution

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Quality assurance Team development

Information distribution


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Project Control The process of ensuring that the project objectives are

met by monitoring and measuring progress to identifyproblems and take corrective action when needed.

The focus of this phase is to:

Measure project performance against the plan to identify

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var ances ev a ons an a e correc ve ac on as necessary.

It includes Overall change control

Scope change control

Schedule control

Cost control Quality control

Performance reporting


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Project Closing Formalizing acceptance of the project or phase

and bringing it to an orderly end

Project Closing Elements:

Administrative Close Out Generating, gathering,

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project completion, including evaluating the project,compiling lessons learned for use in planning futurephases or projects

Contract Close Out Completion and settlement ofthe contact including resolution of any open items


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The Nine (9) Knowledge Areas1

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

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Project Human Resources Management

Project Communications Management

Project Risk Management

Project Procurement Management1 PMBOK, p. 11

The Nine Knowledge Areas1


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Scope Time

Quality

The Nine Knowledge Areas1

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Cost- HR Management- Communications Mgt

- Procurement and Contract Mgt- Risk Management

Integration Management


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Scope Management

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Project Charter Document that formally authorizes a project.

Document includes:

Business need that the project was undertaken toaddress

Project title and description

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Project manager assigned and authority level Product description and deliverables

Approving signature

Charter should be issued by a managerexternal to the project.

Project Charter


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Project Charter

Case StudyProject Title: Instructors Garage project

Project Description (Objective): To build a 2 car, non-

attached garage that architecturally and astheticallymatches the home.

Project Mangers Authority level: The project manager

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may approve budget and schedule requirements as longas they stay within the known constraints for this project.

Project Team: Your project sponsor and stakeholders willbe the instructor of the course.

Approval: The InstructorsThe InstructorsThe InstructorsThe Instructors

This project will serve as a case study throughout the course.


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Project Scope ManagementWhat is Project Scope Management?

It includes the processes required toensure that the project includes all the work

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required, and only the work required tocomplete the project successfully. It isprimarily concerned with what is and what isnot in the project.


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Scope Management Processes Scope Planning The process of developing a written interpretation of what the project

team is expected to accomplish.

Scope Definition developing a detailed project scope statement. It is the basis for allfuture project decisions, including the criteria used to determine if theproject or phase has been completed successfully.

Create WBS

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Subdividing the major project deliverables and work into smaller,

more manageable components. Scope Verification

Involves the process of formalizing acceptance of the projectdeliverables by the stakeholders (e.g. sponsor, client, customer,etc.).

Scope Control Controlling changes to the project scope


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Scope Statement Provides a documented basis for making

future project decisions and confirming ordeveloping common understanding ofproject scope among stakeholders. This

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may need to be revised as the projectprogresses to reflect changes.


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Scope Statement Typical Content Project objectives

Product scope description

Project requirements Acceptance criteria

Boundaries

Initial project organization,defined risks

Schedule milestones Fund limitation or cost

constraints Confi uration mana ement

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Deliverables Constraints

Assumptions

requirements

Project specifications Approval requirements


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# 1 - Scope Planning Exercise Ask the instructors questions that will help you

define a good scope statement

Develop an interview script before askingquestions

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Each team is an individual construction companythat will be building the garage for your clients

Take 5 minutes, to develop interview scripts withyour teams (At least 5 questions)

#2 Develop a Scope Statement


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#2 - Develop a Scope Statement

Case Study Exercise Create a scope statement for your garage. The

scope statement should be clear on what youare going to do, and not going to do within yourproject.

Include assumptions, constraints, and any

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major concerns that you feel should beaddressed during project planning and laterphases.

Use the flip charts to write your scope statementto present to the class

5 minutes to find questions (use the flip chart)10 minutes to finalize the scope statement.


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Scope Management Plan Provides guidance on how project scope will be

defined, documented, verified, managed, andcontrolled

A com onent of the ro ect mana ement lan

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Scope Management Plan


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Scope Management Plan

Typical Content Process to prepare a complete project scope

statement Process to create the WBS Process to obtain formal verification and

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Process to control how change requests willbe processed


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Work Breakdown StructureWhat is it?

A structured method for defining the work of the

project

Purpose

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o e ne a o e e vera es requ re y e

scope of the project To identify additional deliverables that may have been

missed

To create the framework for the project schedule To provide a forum for information sharing for the

project team and stakeholders


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Work Breakdown StructureGoal

Deliverable DeliverableDeliverable

1 2 3 What?

Project Goal

Deliverablesand/or Objectives

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Deliverable Deliverable

Deliverable Deliverable

Activity

Activity

Activity

Activity

ActivityActivityActivity



1.1 1.2

1.2.1 1.2.2

How?

Activities { WBS = Scope


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How much detail is needed in the WBS?

Answer three key questions:

Can you accurately estimate the resourcesrequired?

Can you accurately estimate the length of time it will

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take to produce the Work Package (lowest level inthe WBS)?

Can you assign the Work Package to someoneelse, and they will understand exactly what to do?

#3 - Work Breakdown Exercise


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#3 Work Breakdown Exercise

Build a WBS

Break into your project teams and

create a WBS for building a garage Start with the project goal and work

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15 minutes


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Benefits of a WBS Prevents omitted tasks

Helps obtain commitment from project staff Helps develop the basic plan for the entire

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Increases the visibility for the project team Helps identify potential sources of risk

Helps in change management

The Triple Constraint


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Scope Time

p

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Cost


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Time Management

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Project Time ManagementWhat is Project Time Management?

Project Time Management Includes the processesre uired to ensure timel com letion of the ro ect

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*Source: PMBOK Third Edition p.123


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Time Management Processes Project SchedulePlanned dates for performing

activities and the planned dates for meeting

milestones.1

Activity An element of work with an expected

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What are the activities for the project?

How long will each one take?

Who is going to do this activity?

MilestoneA significant event in the project,usually completion of a major deliverable


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Schedule Purpose

To determine WHEN work will be performed To identify WHO will do the work

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To evaluate resource requirements, availability andutilization

To Identify Milestones

#4 -Schedule Development Exercise


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p

Define Activities and Estimate

Work in project teams

Choose several deliverables from theWBS we created in the last Exercise.

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Estimate those activities as best you can.

10 minutes


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Schedule Sequencing diagram

Also known as a Network Diagram

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Start

B

F End

#5 -Schedule Development Exercise


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p

Activity Sequencing

Sequence some of the activities

identified in the last exercise

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5 minutes


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Schedule What canscheduling software do?

Planning:

Creates a record of the WBS Automatically calculates duration, and start/finish dates

Allows analysis of resource availability and allocation

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Calculates critical path

Calculates duration based on resources and calendar

Execution

Tracks work performance against the plan

Provides activity status information Helps you to identify when/where resources are constrained

NOTE: SOFTWARE CANT MANAGE YOUR PROJECT!!


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Schedule

Setup Project Information (Calendar, Start date, etc).

Enter Deliverables & Activities (Records WBS)

Enter Estimates

Recommended sequence to build a schedulewhen using scheduling tools:

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nter re ecessors

Enter Resource definitions (Calendar, working time, etc.) Assign Resources to activities

Analyze the critical path

Make adjustments based on risk responses Compress the schedule

Baseline the schedule


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ScheduleSchedule Example Using MS ProjectSchedule Example Using MS Project

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Milestones What is a milestone?

Identifiable point that represents a requirement orcompletion of an important set of activities in theproject.

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Typically zero duration

Resource assigned

Why use milestones? Helps to indicate progress

Helps to define dependencies Provides visibility for major deliverable dates


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Recap Time Management The project schedule is NOT the project

PLAN.

What ever you do, keep your project

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Conclusion

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Suggested Reading and


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Acknowledgements

1 A Guide to the Project Management Body of Knowledge,Third Edition,2004, Project Management Institute

2 Fundamentals of Project Management: Developing CoreCompetencies to Help Outperform the Competition,2002, James P. Lewis

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3 Streetwise Project Management: How to Manage

People, Processes, and Time to Achieve the ResultsYou Need, Michael S. Dobson

4 Getting Started in Project Management, Paula Martin, KarenTate


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PM Links Project Management Institute (PMI)

www.pmi.org

PMI Healthcare Special Interest Group (SIG)www.pmihealthcare.org

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www.pmipittsburgh.org Online PM Information & Tools websites:

www.gantthead.com

www.projectconnections.comwww.allPM.com


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Thank you!Thank you!

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healthcare pm fundamentals sept 2007 scribd

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