project management for public health professionals
DESCRIPTION
Project Management for Public Health Professionals. February 2011 David Sabapathy , MD, MBA, PEng Department of Community Health Sciences 3 rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 [email protected]. - PowerPoint PPT PresentationTRANSCRIPT
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Project Management
for Public Health Professionals
February 2011
David Sabapathy, MD, MBA, PEng
Department of Community Health Sciences3rd floor TRW buildingFaculty of Medicine
University of CalgaryCalgary, AlbertaCanada T2N 4Z6
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Section 3
Project Planning
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Learning Objective
Initiation Definition Planning Execution Close-Out
Acquire practical skills to develop a
Project Management Plan to effectively
and efficiently achieve a health objective
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Course Map
Initiation Definition Planning Execution Close-Out
Initiation Definition Planning Execution Close-out
1. Idea
2. Authority
3. Project Charter
4. Design
5. Schedule
6. Resource Plan
7. Project Outcomes
8. Evaluation
Project Management Plan
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Project Planning
With the design complete, we know WHAT we’re doing.
Now we need to decide HOW to do it
Initiation Definition Planning Execution Close-Out
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Specific Learning Objectives
1. Outline how to complete the following steps in the project life cycle Project Planning
2. Use the project life cycle to address a health priority for a developing country Project Planning
– Develop a project schedule and Gantt chart– Understand the basics of developing a project budget
3. Develop a strategy to implement project management for a health priority in a developing country in a way that is culturally-suitable and enables uptake
Initiation Definition Planning Execution Close-Out
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Topics
Project Life Cycle: Stage 3 – Project Planning Project scheduling
Gantt charts
Budgeting
Initiation Definition Planning Execution Close-Out
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Learning Method
Initiation Definition Planning Execution Close-Out
In-ClassCaseStudy
ActivityModules
x 3
ProjectManagement
Plan
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Scheduling
Initiation Definition Planning Execution Close-Out
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Scheduling Steps
Outcome of Project Definition stage Project Scope
Scheduling of Project Scope has 5 Steps
1. Task Sequencing - Put work packages in correct order
2. Work Package Estimation - Estimate time and resources
3. Schedule creation – Gantt chart
4. Task Constraints – Determine float and critical path
5. Resource Levelling – Re-assign and level resources
Initiation Definition Planning Execution Close-Out
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Step 1: Task Sequencing
All tasks obey sequence constraints Example: Getting ready for work
Initiation Definition Planning Execution Close-Out
Task Minutes
Shower 11
Shave 5
Get out of bed 18
Eat breakfast 13
Get dressed 5
Bicycle to work 22
Read the paper 12
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Step 1: Task Sequencing
Define relationships between work packages
Do not be concerned with resource constraints E.g. Even if there’s not enough FTEs to complete a
work package early in the project, this should not affect the sequencing of this work package
Initiation Definition Planning Execution Close-Out
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Work Package Sequencing
Initiation Definition Planning Execution Close-Out
Work Packages are the only tasks in the project
that will be completed (not summary tasks).
Only sequence Work Packages and do not
let Resource Constraints affect sequencing.
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Step 1: Task Sequencing
Two ways to display task relationships
Initiation Definition Planning Execution Close-Out
PredecessorTable
Network Diagram
# Task Minutes Predecessor
Resources
1Get out of
bed18 You
2 Shower 11 1 You
3 Shave 5 1 You
4 Get dressed 5 1, 2 You
5Eat
breakfast13 1, 2, 3, 4 You
6Read the
paper12 1, 2, 3, 4 You
7Bicycle to
work22
1, 2 ,3 ,4 ,5 ,6
You
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Step 1: Task Sequencing
Concurrent tasks 2, 3 and 5, 6
Resource independence
Start and End milestones
Initiation Definition Planning Execution Close-Out
1
2
3
4 5
6
7Start End
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Triple Constraint Scope – defined by WBS
Time – 6 months
Resources– 46,000,000 TZS (50,000 USD)– 6 FTEs - 4 project team members and 8 clinic managers @ 0.5
FTE
MIP Case: Task Sequencing
Initiation Definition Planning Execution Close-Out
Outcomes
ResourcesTime
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Measles Immunization
Project
Project Management
Monitor progress
Communicate status
Strengthen Partnerships
Identify partners
Draft and sign agreement
Enhance Accessibility
Securevaccine supply
Review agreements
Analyze deficiencies
Develop Contracts
Signcontracts
Resolvecold-chain
Performroot-cause analysis
Improve process
Communicate process
Evaluate process
Provide Education
Survey population
Design survey Conduct survey
Develop program
Deliver program
Recruit volunteers
Educate population
Evaluate program
MIP Case: Task Sequencing
Level 0
Level 1
Level 2
Level 3
Work Packages
Initiation Definition Planning Execution Close-Out
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MIP Case: Task Sequencing
Initiation Definition Planning Execution Close-Out
Measles Immunization Project - WBS1.1 Project Management
1.1.1 Monitor progress1.1.2 Communicate status
1.2 Strengthen Partnerships1.2.1 Identify partners1.2.2 Draft and sign agreement
1.3 Enhance Accessibility1.3.1 Secure vaccine supply
1.3.1.1 Review agreements1.3.1.2 Analyze deficiencies1.3.1.3 Develop contracts1.3.1.4 Sign contracts
1.3.2 Resolve cold-chain1.3.2.1 Perform root-cause analysis1.3.2.2 Improve process1.3.2.3 Communicate process1.3.2.4 Evaluate process
1.4 Provide Education1.4.1 Survey population
1.4.1.1 Design survey1.4.1.2 Conduct survey
1.4.2 Develop program1.4.3 Deliver program
1.4.3.1 Recruit volunteers1.4.3.2 Educate population
1.4.4 Evaluate program
Level 0
Level 1
Level 2
Level 3
Work Packages
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MIP Case: Task Sequencing
Initiation Definition Planning Execution Close-Out
# Task Predecessor Resources
1 1.1.1 Monitor progress
2 1.1.2 Communicate status
3 1.2.1 Identify partners
4 1.2.2 Draft and sign agreement
5 1.3.1.1 Review agreements
6 1.3.1.2 Analyze deficiencies
7 1.3.1.3 Develop contracts
8 1.3.1.4 Sign contracts
9 1.3.2.1 Perform root-cause analysis
10 1.3.2.2 Improve process
11 1.3.2.3 Communicate process
12 1.3.2.4 Evaluate process
13 1.4.1.1 Design survey
14 1.4.1.2 Conduct survey
15 1.4.2 Develop program
16 1.4.3.1 Recruit volunteers
17 1.4.3.2 Provide education
18 1.4.4 Evaluate program
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Measles Immunization
Project
Project Management
Monitor progress
Communicate status
Strengthen Partnerships
Identify partners
Draft and sign agreement
Enhance Accessibility
Securevaccine supply
Review agreements
Analyze deficiencies
Develop Contracts
Signcontracts
Resolvecold-chain
Performroot-cause analysis
Improve process
Communicate process
Evaluate process
Provide Education
Survey population
Design survey Conduct survey
Develop program
Deliver program
Recruit volunteers
Educate population
Evaluate program
MIP Case: Task Sequencing
Level 0
Level 1
Level 2
Level 3
Work Packages
Initiation Definition Planning Execution Close-Out
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MIP Case: Task Sequencing
Initiation Definition Planning Execution Close-Out
# Task Predecessor
1 Identify partners 3, 4
2Draft and sign agreement 1, 3, 4
3 Design survey
4 Conduct survey 3
5 Develop program 1, 2, 3, 4
6 Recruit volunteers 10
7 Educate population 1, 2, 3, 4, 5, 6
8 Evaluate program 1, 2, 3, 4, 5, 6, 7
Measles Immunization
Project
Strengthen Partnerships
Identify partners
Draft and sign
agreement
Provide Education
Survey population
Design survey
Conduct survey
Develop program
Deliver program
Recruit volunteers
Educatepopulation
Evaluate program
PredecessorTable
WBS
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MIP Case: Task Sequencing
Initiation Definition Planning Execution Close-Out
# Task Predecessor
1 Identify partners 3, 4
2Draft and sign agreement 1, 3, 4
3 Design survey
4 Conduct survey 3
5 Develop program 1, 2, 3, 4
6 Recruit volunteers 1
7 Educate population 1, 2, 3, 4, 5, 6
8 Evaluate program 1, 2, 3, 4, 5, 6, 7
3
1
4
2
6
7
8Start End
Network Diagram
Predecessor Table
5
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Step 2: Work Package Estimation
Recall the top-down process of Apportionment
Now time for more detailed bottom-up estimation
Each work package has 3 time and resource estimates:
1. Labour estimates
2. Equipment estimates
3. Material estimates
Initiation Definition Planning Execution Close-Out
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Step 2: Work Package Estimation
Labour estimates require 3 inputs:
1. Labour hours – time required for 1 FTE to complete
2. Staffing in FTEs* – # FTEs assigned to the work package
3. Wait time – necessary delay in completing work package
Equipment and material estimates important but not covered in this course
Initiation Definition Planning Execution Close-Out
* FTE = Full-time equivalent. An FTE of 1.0 means that the person is equivalent to a full-time worker, while an FTE of 0.5 signals that the worker is only half-time.
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Work Package Estimation
Initiation Definition Planning Execution Close-Out
The estimated duration of a Work Package is the
sum of the Active Time and Wait Time.
Active Time is an estimate of people’s time spent
on the task. Wait Time is an estimate of the
necessary delay to complete the task
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MIP Case: Work Package Estimation
Initiation Definition Planning Execution Close-Out
# Task ALabour /
1 FTE (days)
BStaffing
C% FTE
for each Staff
DTotal FTEs(B x C)
EActive Time
(A / D)
FWait Time
GDuration(E + F)
1 Identify partners 10 1 PTM; 1 CM 0.5; 0.5 1 10 10 20
2Draft and sign agreement 8 1 PTM; 1 CM 0.5; 0.5 1 8 8 16
3 Design survey 5 1 PTM 0.5 0.5 10 0 10
4 Conduct survey 151 PTM, 2 CM,
5 V0.5; 0.5;
0.5 4 4 4 8
5 Develop program 15 1 PTM, 2 CM 0.5; 0.5 1.5 10 5 15
6 Recruit volunteers 10 8 CM 0.5 4 3 20 23
7 Educate population 201 PTM, 2 CM,
5 V0.5; 0.5;
0.5 4 5 10 15
8 Evaluate program 5 2 PTM 0.5 1 5 2 7
PT = Project Team Member; CM = Clinic Manager, V = Volunteers
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Step 3: Schedule Creation
Work package sequencing and durations complete
Can now create a Gantt chart Graphical method for displaying a project schedule
WBS on vertical axis, timeline on horizontal axis
Initiation Definition Planning Execution Close-Out
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Gantt Chart Creation
Initiation Definition Planning Execution Close-Out
Two elements are required to create a Gantt Chart:
Work Package Sequence&
Work Package Duration
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MIP Case: Schedule Creation
Initiation Definition Planning Execution Close-Out
Gantt Chart
Sequence Duration
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MIP Case: Schedule Creation
Initiation Definition Planning Execution Close-Out
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Step 4: Task Constraints
Every task has four dates Early start – earliest a task can begin given the tasks
preceding it
Early finish – earliest task can finish given the tasks preceding it
Late start – latest a task can start given the tasks preceding it
Late finish - latest a task can finish given the tasks preceding it
Two steps to defining dates Early start/finish - Forward pass through network diagram
Late start/finish - Backward pass through network diagram
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Step 4: Task Constraints
Float or “slack” The difference between Early start/finish and Late
start/finish is schedule flexibility!
Float = Early start – Late Start
Critical path = Path through all tasks with zero float Tasks with zero float must be completed by their
early finish date or the project will be delayed!
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Critical Path
Initiation Definition Planning Execution Close-Out
The Critical Path is the sequence of tasks that
must be completed on schedule if the project is
to be on schedule. Any delay in a task along the
Critical Path will result in a project delay.
Attention must always be paid to the Critical Path.
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Step 5: Resource Levelling
Task duration estimates implied a certain resource allocation
Examine schedule: Resources under or over-allocated at any time?
Adjust schedule to have consistent, continuous use of fewest resources
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Activity Module #3: Project Schedule
Handout Activity Module #3: Project Schedule
Discuss use of project management software
Start activity module…
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Resource Plan
Initiation Definition Planning Execution Close-Out
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Course Map
Initiation Definition Planning Execution Close-Out
Initiation Definition Planning Execution Close-out
1. Idea
2. Authority
3. Project Charter
4. Design
5. Schedule
6. Resource Plan
7. Project Outcomes
8. Evaluation
Project Management Plan
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Resource Plans
Initiation Definition Planning Execution Close-Out
Resource Plan WHAT is required for each task (human resources,
equipment, materials, finances)
WHEN its required
Useful communication tool for Project Stakeholders
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Human Resources
Human Resource plan already done during project scheduling!
We determined WHAT people we need and WHEN we need them
Now communicate in a Gantt chart format to stakeholders
Initiation Definition Planning Execution Close-Out
What People When Needed
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Human Resource Plan
Initiation Definition Planning Execution Close-Out
A Human Resource Plan is a useful
communication tool that identifies when
people are scheduled to work on a project task.
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Project Budgeting
Two steps Cost Estimation – What is the cost?
Cost Budgeting – When is the money required?
Manages project risk associated with finances
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Cost Estimation
Iterative process More accuracy with time
Accuracy costs money
Recall our first pass: Apportionment
Initiation Definition Planning Execution Close-Out
Estimate Accuracy
Project Life Cycle Timeline
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Estimation
Initiation Definition Planning Execution Close-Out
Project estimation (scope, time, resources)
improves as the project life cycle unfolds.
Improved estimation requires additional cost.
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Estimation Techniques
1. Analogous estimates (top-down estimates) Our Apportionment process during the Project Definition stage
Less costly, less accurate
Needs historical reference point
2. Bottom-up estimates Estimate work packages from WBS
More costly, requires expert input, more accurate
3. Parametric modeling Project parameters in mathematical model (e.g. $5 per sqft *
2500 sqft)
Historical data accuracy, parameters quantifiable
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Assumptions
All estimates involve assumptions
Document the basis for your cost estimate Without documentation, a cost estimate is
unexplainable
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MIP Case: Cost Estimation
Bottom-up Estimation for each work package in the WBS
Check against apportionment
Initiation Definition Planning Execution Close-Out
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MIP Case: Cost Estimation
Initiation Definition Planning Execution Close-Out
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MIP Case: Cost Estimation
Initiation Definition Planning Execution Close-Out
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Cost Budgeting
Work package cost estimates spread over time
Enables timely recognition of cost deviations from plan
Two inputs Work package cost estimates
Project schedule
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MIP Case: Cost Budgeting
Initiation Definition Planning Execution Close-Out
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Budgeting Tips
Use multiple techniques
Revisit estimates at each point along project life cycle
Compare to historical data when available
Use expert estimates where possible
Document estimation methods and assumptions
Recognize that there are variables beyond your control
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End of Section 3
Project Planning
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Project Management
for Public Health Professionals
February 2011
David Sabapathy, MD, MBA, PEng
Department of Community Health Sciences3rd floor TRW buildingFaculty of Medicine
University of CalgaryCalgary, AlbertaCanada T2N 4Z6