is this a project? do i really have to plan? - wshmma · 2017-04-27 · do i really have to plan?...

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Project Weavers Successful Projects Don't Happen by Chance.53 rd Annual WSHMMA Conference Is this a project? Do I really have to plan? Matthew J. Weaver, PMP , CSM, ITIL President/CEO Project Weavers, LLC April 12, 2017 © 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 1 PMI, PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc. The content of this presentation is the opinion of the author and is not necessarily endorsed by Western States Healthcare Materials Management Association (WSHMMA), an affiliate chapter of the Association for Healthcare Resource & Materials Management (AHRMM).

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Project WeaversSuccessful Projects Don't Happen by Chance.℠

53rd Annual WSHMMA Conference

Is this a project? Do I really have to plan?

Matthew J. Weaver, PMP, CSM, ITIL

President/CEO

Project Weavers, LLC

April 12, 2017

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 1

PMI, PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc.

The content of this presentation is the opinion of the author and is not necessarily endorsed by Western States Healthcare

Materials Management Association (WSHMMA), an affiliate chapter of the Association for Healthcare Resource & Materials

Management (AHRMM).

What is a project? Does it matter Yes!

• The right approach to the right work is a critical success factor.

1. Just Do It®

2. Agile

3. Predictive

• Successful Projects Don’t Happen By ChanceSM

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 2

Is this a project? Do I really have to plan?

Source: While Nike has trademarked the phrase, it is still a generic statement illustrative of an approach to work.

What is a project? Does it matter Yes!

• A project is a temporary endeavor undertaken to create a

unique product, service, or result.

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 3

Is this a project? Do I really have to plan?

Does Planning Affect Cost, Quality, and

Outcomes? Yes!

• Make a product, service, or result that no one wants,

• Order wrong product, service, or result,

• Deliver wrong product, service, or result,

• Failure to receive, inventory, store, and control product,

service, or result,

• Failure to use correct product service or result, or

• Failure to deliver necessary quality or appreciate the risk.

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 4

Is this a project? Do I really have to plan?

Or, Put Another Way…

• Organizations lose an average of US$109 million for every

US$1 billion spent on projects1

• Only 64% of projects meet their goals2

• High-performing organizations successfully complete 89% of

projects, while low performers only complete 36%

successfully1

• Low performers waste nearly 12 times more resources than

high-performing organizations1

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 5

Is this a project? Do I really have to plan?

Source: 1. Project Management Institute: Pulse of the Profession 2014 – The High Cost of Low Performance; 2. Project

Management Institute: Pulse of the Profession 2015: Capturing the Value of Project Management Through Knowledge Transfer.

Project Management Training and Experience

• Primary key to project success is engaged, experienced key

staff1

• A recent survey indicated that technical skills, leadership of

project managers, and effective soft skills are three of the top

five sources to project success2

• As a result, training and staff development in the field of

project management has grown drastically1

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 6

Is this a project? Do I really have to plan?

Source: 1. Insights and trends: Current Portfolio, Programme and Project Management Practices (3rd Survey);

2. InformationWeek: Enterprise Project Management Survey 2014.

And Project Management Gets Us…Is this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 7

Benefits

Planning• Defines work activities up-front ensuring that the scope of work is properly

understood and agreed to, and

• Ensures common perceptions of what the project is going to deliver.

Scheduling and

Work Break

Down

• Provides clarity into how the work will be completed, who will do the work

and by when it will be completed,

• Enables better estimation of the necessary budget and resources

required, and

• Improves ability to track progress against objectives

Coordination

and

Communication

• Facilitates stakeholder dialog to better manage customer expectations,

• Provides effective progress reporting,

• Mitigates potential issues due to differing perspectives and surprise

reactions as a result of misinformation

Administration• Applies standards to task execution to ensure consistency of work, and

• Clarifies understanding of roles and responsibilities resulting in greater

quality of work and job satisfaction

Risk

Management• Proactively addresses potential problems before they occur,

• Minimizes adverse impact to the project

Cost, Quality, Outcome. Your Language

• Costs. All costs associated with delivering

patient care and supporting the care

environment,

• Quality. Patient-centered care aimed at

achieving the best possible clinical

outcomes), and

• Outcomes. Financial reimbursement

driven by outstanding clinical care at the

appropriate costs.

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 8

Is this a project? Do I really have to plan?

Source: Association for Healthcare Resource & Materials Management (AHRMM) Web site.

• “Triple Constraints” (1966)

– Scope. Agreed upon products,

services, and results,

– Schedule. Linked activities to

accomplish scope, and

– Cost. Budget for all necessary

work and anticipated risks.

• “Project Constraints” (2008)

– Scope, Schedule, Cost,

Quality, Risk, and Resources.

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 9

Scope, Schedule, Cost. My LanguageIs this a project? Do I really have to plan?

Cost

+ Quality + Risks + Resources

Your Language = My Language

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 10

Is this a project? Do I really have to plan?

Our Challenge

• If we are serious about our work, or the work performed on our

behalf by others, we should care to recognize how treating it

as a project is beneficial and directly affects cost, quality, and

outcome.

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 11

Is this a project? Do I really have to plan?

Assignment and Authority

1. What is my assigned scope, schedule, and budget?

2. Who are my users, customers, and sponsors?

3. What is my authority or authorization?

4. Is this something I can accomplish?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 12

Is this a project? Do I really have to plan?

Is this a project and what is necessaryIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 13

Activity Task Project

ScopeSingle activity is an activity, 2+ activities is a task,

and 2+ tasks is a project.

ScheduleSingle work session is an activity, single work period is a task,

and multiple work periods is a project.

CostActivity is direct, task requires project manager approval,

and project requires sponsor approval.

Quality Non-conformance to conformance.

Risk Life, limb, job, or business.

Resources Single or existing to multiple and or new.

Scope, Schedule, Cost. My Language

• Is it a project?

• Should it be treated as a project?

• What steps are Must Have, Should Have, and Nice to Have?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 14

Is this a project? Do I really have to plan?

Project Framework By WorkflowIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 15

Pre-

Project

Initiating Planning Executing Closing

Common Processes, Tasks, and Activities

(Executing and Monitoring & Controlling)

Post-

Project

Project Boundaries (Project Manager)Sponsor Sponsor

Project

Charter

Pre-ProjectIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 16

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Pre-Project

Develop Business Case

Determine Prioritization and Funding

Secure Authorization

Common Processes, Tasks, and ActivitiesIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 17

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Common Processes, Tasks, and Activities

Direct and Manage Project Work

Monitor and Control Project Work

Perform Integrated Change Control

Acquire, Develop, and Manage Project Team

Manage and Control Communications

Validate and Control Scope

Control Schedule

Control Costs

Control Quality and Perform Quality Assurance

Plan, Conduct, and Control Procurement

InitiatingIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 18

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Initiating

Develop Project Charter

Assign Project Manager (And Project Team)

Accept (Or Reject) Project

Initial Kick-Off Meeting With Sponsor

Identify Stakeholders

Develop Initial Project Plan

Planning Kick-Off Meeting

Conduct Initiating Lessons Learned

Initiating Complete

PlanningIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 19

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Planning (1 of 3)

Begin Develop Project Management Plan

Plan, Manage, and Control Stakeholder Management

Plan, Identify, analyze, and respond to Risks

Plan Scope Management

Collect Requirements

Continue Develop Project Management Plan

Plan Configuration and Change Management

Plan Schedule Management

Plan Cost Management

Plan Quality Management

Plan Human Resource Management

PlanningIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 20

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Planning (2 of 3)

Plan Communications Management

Plan Procurement Management

Finish Develop Project Management Plan

Define Scope

Create WBS

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Estimate Costs

PlanningIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 21

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Planning (3 of 3)

Determine Budget

Conduct Project Kick-Off

Conduct Lessons Learned

Planning Complete

ExecutingIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 22

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Executing

Direct and Manage Project Work

Monitor and Control Project Work

Perform Integrated Change Control

Acquire, Develop, and Manage Project Team

Manage and Control Communications

Validate and Control Scope

Control Schedule

Control Costs

Control Quality and Perform Quality Assurance

Plan, Conduct, and Control Procurement

ClosingIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 23

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Closing

Close Procurements

Close Project or Phase

Post-ProjectIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 24

Pre-Project

Initiating

Planning

Executing

Closing

Common

Processes,

Tasks, and

Activities

Post-Project

Pre-Project What happens after the project is done and complete?

Project Charter, Scope Statement, and PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 25

Project Charter

By Sponsor

• Authorizes the project

o Transitions authority from

the buyer to seller

• Transfers knowledge

o Purpose, scope, and

objectives

o Milestone schedule

o Initial budget

o Known assumptions,

constraints, and risks

o Known stakeholders

o Etc.

Project Scope

StatementBy Project Manager

• Product scope description

• Product acceptance criteria

• Project deliverables

• Project exclusions [and

inclusions]

• Project constraints

• Project assumptions

Project Management

PlanBy Project Manager

• Introduction

• Project Context

• Project Planning

• Project Assessment and

Control

• Project Delivery

• Supporting Process Plans

• Additional Plans,

Appendices, and Index

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 26

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Purpose, Scope, Objectives

Assumptions, Constraints, and Risks

Work Products and Records

Schedule and Budget Summary

References

Glossary

Organization of the Plan

Evolution of the Plan

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 27

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

Project Context

Process Model

Process Improvement Plan

Infrastructure Plan

Methods, Tools, and Techniques

Product Acceptance Plan

Project Organization

Stakeholder Register, Organization Chart,

Responsibility Matrix, Position Descriptions

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 28

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

Project Planning

Project Initiation

[Start-Up Plan], Estimation Plan, Staffing Plan,

Resource Acquisition Plan, Project Staff

Training Plan

Project Work Plans

WBS, WBS Dictionary, Project Schedule,

Project Resources, Project Cost, Procurement

Plan, Basis of Estimate

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 29

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

Project Assessment and Control

Requirements Management Plan

Integrated Change Control Plan

Quality Assurance Plan

Subcontractor Management Plan

Project Closeout Plan

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 30

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

Project Delivery

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 31

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

Supporting Process Plans

Project Supervision and Work Environment

Decision Management

Risk Management

Configuration Management

Information Management

Documentation

Communication and Publicity

Quality Assurance

Measurement

Reviews and Audits

Verification and Validation

A Project Management PlanIs this a project? Do I really have to plan?

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 32

Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)

Introduction

Project Planning

Project Assessment

and Control

Project Delivery

Supporting Process

Plans

Project Context

Additional Plans,

Appendices, and Index

Additional Plans

Appendices

Index

Professional Development

• U.S. government initiatives,

such as the unanimously

approved Program

Management Improvement and

Accountability Act (2016), and

• Project Management Institute

with over 762,148 active

certificate holders trained and

certified in PMI’s project

management practices1

Next Steps

1. Secure management

buy-in,

2. Align organization practices,

and

3. Train project teams

a) Entry-level project managers

get PMI’s Certified Associate

in Project Management

(CAPM) and

b) Experienced project managers

get PMI’s Project Management

Professional (PMP).

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 33

Source: PMI Today, April 2017, reports 762,148 PMP and 33,276 CAPM.

Professional Development & Next StepsIs this a project? Do I really have to plan?

• Project Weavers, LLC

– Instruction, Coaching, and

Consulting

– We specialize in

• Basic and advanced project

management skills training

• PMP and CAPM certification

exam prep classes

– Our training and classes are

• 100% live and instructor-led

• In-person or online

© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 34

Thank You!Is this a project? Do I really have to plan?

Project Weavers

Matthew J. WeaverPresident/CEO

Successful Projects Don t Happen By Chance SM

Instruction, Coaching, and Consulting – A Veteran-Owned Small Business

(855) 871-9246 (Voice/Fax)

[email protected]

https://www.ProjectWeavers.com