Methodology and Tools for Creating a Culture of Project Management

Transcription

1 Methodology and Tools for Creating a Culture of Project Management Katherine Blackburn, PMP, EI, GEC Claudia Miller, PMP, MBA, The Chartis Group Baton Rouge PMI Chapter,

2 Agenda Objectives Key Project Management Competencies 1. Project Intake and Scope Management 2. Basic Staff Resource Management 3. Issue and Risk Management 4. Schedule Management 5. Basic Reporting and Communications Questions Page 1

3 Objectives Define components of maturity progression for select project management competencies. Compare and contrast project management components between organizations with varied levels of maturity. Suggest methods for managing change to a more mature model. Page 2

4 Background of Two Organizations 1. Organization A is an IT project management office for a health system with varied internal cross-functional department projects. 2. Organization B is a consultancy firm performing projects for external clients; has project teams with project managers, budgets, SOWs. Page 3

5 1. Project Intake and Scope Management HIGH PRODUCTIVITY & QUALITY LOW Level 1: Initial Process; Little or no scope management General statement of project requirements Project Management Competency Maturity Model Scope of Work, Charter Project Intake Form Level 2: Structured Process and Standards; Basic scope management process in place Scope management techniques regularly applied on larger, more visible projects Management aware of key milestones only PM processes documented Level 3: Organizational Standards and Process; Full project management processes utilized by most projects Scope checklist, goals Project Prioritization Scoring Criteria Level 4: Managed, Optimized Process; All projects managed FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED PEOPLE, POLICIES, TECHNOLOGY ADOPTION Projects Proposal presented to Steering Metrics drive scope decisions Projects managed, evaluated in light of other projects Focus on high utilization of value Business Case SMART goals Stakeholders actively participating in scope decisions LOW RISK & WASTE HIGH Page 4

6 Intake Example #1 Requestor IS Staff START Requestor submits IT with Service needed TRIAGE CSL/Help Desk evaluates submission Open an INCIDENT in ServiceNow INCIDENT Process YES Request for Is the NO new/changed service service or qualify PROJECT interrupted? as a project? REQUEST Open a SERVICE REQUEST in ServiceNow REQUEST Process Convert the SERVICE REQUEST to a PROJECT in Clarity? PROJECT Process Page 5

7 Best Practice Project Workflow What Components Can You Begin to Incorporate? Intake Process Begins PMO Director reviews; verifies information with client and team resource hrs. PMO Director submits SR in Service Desk for Clarity transfer PMO PMO Director works with Project Sponsor to provide additional information PMO Director assigns PM to fill out Project Scope of Work with Sponsor PMO Scope Review Committee meets to peer review Scope of Work RESUBMITS Steering Committee IS Steering Committee meets and reviews project list and new requests NO Needs more information YES Approved for scoping? NO Rejected? YES PMO Director puts additional info in Clarity PMO Director runs Clarity project dashboard report each week PMO Director assigns PM to work with Project Sponsor on Project Request Governance PM meets with Sponsor and updates Project Scope of Work PMO Director submits Project Scope of Work to IS Steering Committee for approval PMO Director updates project start date and informs Requestor Steering Committee meets to review Project Scope of Work Project Approved? YES NO Project Sponsor presents Project Request Governance (optional) PM starts project END PMO Director informs client Page 6

8 Intake Example #2 Marketing Dept. w/ Assistance from Technical Staff Technical Staff takes over Project Conception Reach out to client Directly contacted by client Public bid Evaluation Consider client Consider public Review ROI Scope/Propose on Project Submit proposal Negotiate w/ Client Consider competition Did we win? NO Lessons Learned YES Assign Dept. Assign PM/Team More Scoping (finalize) Figure it End, Lessons Learned Page 7

9 Priority Criteria Weighting Each criterion was weighted for the initial prioritization process. Weighting can be changed by an IT Governance group annually or anytime and the portfolios can be realigned. This weight helps drive the total score. Organizational Impact 20% Risk Factors 20% Financial Impact 15% Strategic Alignment 20% Alignment with Vendor Strategy 10% Associate/Consumer Impact 15% Page 8

10 Audience Poll At what level of Intake and Scope maturity do you consider your organization? (select A, B, C or D) a) Level 1 (Foundational) Initial Process, little or no scope management. b) Level 2 (Aspirational) Structured Process and Standards, basic scope management process in place. c) Level 3 (Proficient) Organizational Standards and Process, full project management processes utilized by most projects. d) Level 4 (Transformed) Managed, Optimized process. All projects managed. Text CLAUDIAMILLE027 to once to join, then A,B,C or D Page 9

11 2. Basic Staff Resource Management HIGH Level 1: Initial Process; Human resource time and cost is not measured Project Management Competency Maturity Model Level 2: Structured Process and Standards; Resource tracking for highly visible projects only Level 3: Organizational Standards and Process; Most projects follow established resource management process Level 4: Managed, Optimized Process; Forecast resource and involve HR LOW PRODUCTIVITY & QUALITY No repeatable process applied to planning and staffing projects Repeatable process in place that defines how to plan and manage the human resources Project schedule templates PPM (Project Performance Management) Tool within PMO Professional development program establishes project management career path Measure for Career Dev Resource forecasts used for project planning and prioritization RISK & WASTE Spreadsheets used to plan resource assignments LOW Project teams are ad hoc FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED PEOPLE, POLICIES, TECHNOLOGY ADOPTION HIGH Page 10

12 What Comprises Resource Demand & Capacity Management? Resource Estimates Page 11

13 3. Issue and Risk Management HIGH Level 1: Initial Process; No established practices or standards in place Project Management Competency Maturity Model Level 2: Structured Process and Standards; Processes are documented and utilized for large projects Level 3: Organizational Standards and Process; Risk management processes are utilized for most projects Level 4: Managed, Optimized Process; Organization wide risk management LOW PRODUCTIVITY & QUALITY Risk documentation is minimal and results are not shared Management consistently involved with risks on large, visible projects PPM tool used to track risk and issue within a project Metrics support risk decisions at the project and program levels PPM tool used to mitigate risks and convert risks to issues across projects Risk systems are fully integrated with time, cost, and resource systems PPM used to track risk and issue across programs with time and cost within mitigation strategies RISK & WASTE Risk response is reactive LOW Templates used to track risks and issues within a project FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED PEOPLE, POLICIES, TECHNOLOGY ADOPTION HIGH Page 12

14 Identified Risks What Risks & Mitigation Can You Identify and Bring to Leadership? Risks Description High-Level Mitigation Impact Probability Resources/ Bandwidth System Performance Change Leadership Data Governance Support Staff participating in multiple projects or pulled to other tasks limits dedicated project time, affecting the project schedule. Several second response time delays occurred during demonstrations, not acceptable for users in production. Leadership for Change is not in place for MD workflow acceptance and use. Data definitions, normalization, integrity and mitigation of gaps such as missing or delayed data are critical to successful data related workflows. Cross train available IT and reporting staff. Hire or contract staff as needed. Review internet connections, bandwidth and other infrastructure. High Low High Low Increase communication and support through provider relations and strategy partner. Identify MD champions. High Medium The data decisions will be governed by the Sponsors during this infancy stage. High High Resp Party Sponsor, Project Leads Vendor, IT Director Sponsor, Steering Committee Sponsor, Executive Sponsor Page 13

15 4. Schedule Management HIGH PRODUCTIVITY & QUALITY Level 1: Initial Process; No established practices or standards Cost process documentation is ad hoc and individual project teams follow informal practices Project Management Competency Maturity Model Level 2: Structured Process and Standards; Basic processes exist but not required for planning scheduling Standard scheduling approaches utilized for large, visible projects Basic spreadsheet to track project scheduled start/end dates Work Breakdown Structure Level 3: Organizational Standards and Process; Time management processes documented and utilized by most projects Project Schedule Template(s) Organization wide integration includes inter-project dependencies Level 4: Managed, Optimized Process; Forecast time management with history Improvement procedures utilized for time management processes Project Baselining and Review; Interdependent project schedules tracked and managed Management decisions based on efficiency and effectiveness metrics LOW RISK & WASTE LOW FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED PEOPLE, POLICIES, TECHNOLOGY ADOPTION HIGH Page 14

16 Executive Level Timeline How Can You Convey High Level Status in One Executive Glance Page 15

17 Executive Level Timeline How Can You Convey High Level Status in One Executive Glance Months MayJune July AugSept Oct Nov Dec Jan Feb MchAprilMay June Organizational Structure (non Cerner activities) Ambulatory Governance Startup Change Leadership Implementation Communication Optimization Training Unification Release strategy/change Management Cerner Infrastructure Performance Improvement Monitoring Ambulatory Optimization Cerner Release (erx regulatory changes, MedRec token Chart Navigation Workflow Provider Documentation Workflow (Smart Template, PN, DynDoc) Health Maintenance Reminder Letters Auto Faxing to Referring Providers Triage Messaging Cerner Foundation Playbook Folder Structure Ambulatory Computerized Provider Order Entry (ACPOE) Clinical Workflow and Content Gap Analysis Kickoff + System Review Design and Data Collection Completion System Validation Testing Maintenance Training IT Testing Classroom Training (health centers) Wave 1 Go Live Wave 2 Go Live Wave 3 Go Live Page 16

18 5. Basic Reporting and Communications HIGH PRODUCTIVITY & QUALITY Level 1: Initial Process; There is an ad hoc communications process There is an ad hoc communications process in place whereby projects are expected to provide informal status to management Project Management Competency Maturity Model Level 2: Structured Process and Standards; Basic process is established Large, highly visible projects follow the process and provide progress reporting for triple constraints Project status reports used but not consistently Level 3: Organizational Standards and Process; Most projects are executing a formal project communications plan Communication Plan is created for most projects Standard Project Reporting Template Policy and Procedure established for project reporting frequency, content Active involvement by management for project performance reviews Level 4: Managed, Optimized Process; Communication plan for all projects PMO leverages use of PPM to communicate, improvement process to receive feedback from stakeholders Communications plans are integrated into corporate communications structure LOW RISK & WASTE LOW FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED PEOPLE, POLICIES, TECHNOLOGY ADOPTION HIGH Page 17

19 Project Thread Dashboard What Reports Can Bring Your Team Together? AHN GROUP NAME Lives Cumulative % EMR Clinical Status Clinical Infrastructure Data Clinical Assessment Infrastructure Status Practice Assessed VPN Connected Data Assess ADT RAD LAB DFT Status ment Group 1 Data Target January % SJ/C Health System 0 0% Meditech 8/1/16 Yes Yes Yes Yes Yes Yes Yes Yes SJ/C MGM LLC,INC (APUID:9162) % ecw V10 8/24/16 Yes Yes Yes Yes Yes Yes Yes SJ/C MGM LLC Turner (4306) 0 35% ecw V10 8/24/16 Yes Yes Yes Yes Yes Yes Yes SJ/C MGM LLC Jones (302444) 0 35% ecw V10 8/24/16 Yes Yes Yes Yes Yes Yes Yes SJ/C MGM Cardiothoracic Surg Sav(32362) 0 35% ecw V10 8/24/16 Yes Yes Yes Yes Yes Yes Yes Epps Medical Associates (8255) % ecw 9/15/16 Yes Yes Yes Yes Yes Yes Docu Family Medicine Center (14821) % ecw 8/28/16 Yes Yes Yes Yes Yes Yes Masood Ahmed MD 45% ecw 10/10/16 Yes Yes Yes Yes Yes Yes James A. Carr, MD PC (APUID:17920) OB % ecw REQUESTED Yes Yes Yes Yes Yes Yes St. Joseph's Vascular Group, LLC (32362) 47% ecw REQUESTED Yes Yes Yes Yes Yes Yes Kidney Specialists of Savannah, PC (18598) 47% ecw Yes Yes Yes Yes Yes Yes Coastal Med. Spec Lung & Critical Care (9929) 47% ecw 10/3/16 Yes Yes Yes Yes Yes Yes Group 2 Data Target March % Southeast Lung Associates 47% Allscripts 10/4/16 Yes???? Yes BCG Medical Group % Allscripts 8/16/16 Yes???? Yes Elizabeth Family Practice Center % Allscripts REQUESTED Yes???? Yes Metro Surgical, PC 70% Allscripts 10/18/16 Yes???? Yes Southern Allergy and Asthma, PC 70% Allscripts REQUESTED Yes???? Yes The Center for Digestive & Liver Health, LLC 70% Allscripts Yes???? Yes Gastroenterology Consultants 70% Allscripts 10/19/16 Yes???? Yes St. Joseph's Cardiology Group, LLC 70% Allscripts Cloud REQUESTED Yes???? Yes AMW, Inc % Allscripts EHR 10/14/16 Yes???? Yes Jeanne M. Hungerpiller, MD, LLC % Greenway Health 8/4/16 Yes??? N/A Yes Surgery Center, LLP 79% Greenway Yes??? N/A Yes Braun Internal Medicine, PC % Amazing Charts 8/15/16 Yes N/A N/A N/A N/A Yes CCD Page 18

20 Other Competencies Product Budget Management Knowledge Management Quality Management Vendor Management Sponsor Management Project Transition & Closure Product Change Management 2016 The Chartis Group, LLC. All Rights Reserved. Page 19

21 Questions? Katherine Blackburn G.E.C., Inc. Claudia Miller The Chartis Group 2016 The Chartis Group, LLC. All Rights Reserved. Page 20