Essentials of Project Management 25 th February Jim Timpson Ernie Reid

Transcription

1 Essentials of Project Management 25 th February 2016 Jim Timpson Ernie Reid

2 YOUR EXAM QUESTION FOR TODAY

3 AGENDA FOR PROJECT MANAGEMENT SESSION 10:00 Welcome & Introductions Understanding project management and creating the foundations for an effective project 11:30 Break 11:45 Project Planning Managing & Monitoring 12:45 LUNCH Stakeholders & Communications 14:30 Break 14:45 Risk & Sustainability 15:15 Managing change 15:45 Review of the Day & Conclusions Close & Feedback

4 A Definition of a Project? A structured process for achieving a predetermined aim using a unique set of coordinated activities following a life cycle with specified start and end dates. It is temporary in nature and normally uses a team approach with limited resources in terms of finance and people

5 CREATIVE REVERSE THINKING On your tables using your experience and imagination: Discuss How could we run the world s worst project?

6 Feedback

7 THE ELEMENTS OF PROJECT MANAGMENT TIME QUALITY? SCOPE RESOURCES

8 Project Steps Monitor Monitor Monitor Monitor

9 Change is hard Outcome of major change efforts 1 Factors contributing to failure 2 How successful was the transformation in reaching the targets your company set? %, n = 2,261 39% Employee resistance to change Successful % Management behaviour does not support change 61 Unsuccessful 14% Inadequate resources or budget 14% Other obstacles 9 SOURCE: 1; McKinsey Quarterly Performance Transformation Survey, July 2008; McKinsey Quarterly Transformational Change survey, January ; Management literature review

10 Close to Agreement Disagree ment How complex is your project? Chaos Complicated Selling, negotiation, change champions Complex Creating new common understandings of the issues and testing the need to shake up the way that the various elements of the system interact with each other on a day to day basis Simple Project management Complicated Diagnostic Consulting approaches such as scenario planning, learning organisations and systems thinking High Certainty Uncertainty

11 What Makes An Effective Project Manager?

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13 Summary: Key Roles Of The Project Manager Shaping goals and scope Planning Obtaining resources Building roles and structures Establishing good communications Seeing the whole picture Monitoring and moving things forward

14 THE PRE PROJECT PHASE

15 Pre-Project Phase Goal: To establish whether a project is needed / worthwhile To achieve an agreement (Mandate) for a project Identify and explore need for project Capture customer requirements Options appraisal Costs Risks Resources required Potential benefits Conduct feasibility assessment Produce a project brief

16 Your checklist - Initiating a Project Goal: To formally set-up and launch the project 1. Background to the project? 2. Who is the project sponsor and project manager? 3. Are objectives clearly defined (SMART)? 4. Has a business case been developed and approved? 5. What is in and out of scope? 6. Have outputs / deliverables been clearly defined? 7. Have interdependencies with other projects been mapped? 8. What resources are required to deliver the project (e.g. funds, skilled people, facilities, equipment)? 9. Is the high-level timeline defined? 10. What is the governance structure for the project (project board, reporting arrangements, decision-making and controls)? 11. Other information that will help you deliver the project successfully

17 STAKEHOLDERS

18 Steps.. Who are the key individuals/groups? Whose co-operation with definitely be necessary at this stage? Whose may be necessary at this stage? Who might support accomplishment of aim and why? Who might block accomplishment of aim and why?

19 Power / influence Stakeholder Mapping Keep interested/monitored Engage Fully Keep informed Keep engaged Interest / Impacted

20 Group breakout Using the case studies identify who the key stakeholders and list them on post-its. Then put the stakeholders onto the Stakeholder map based on their power/influence and interest and impact.

21 BENEFITS REALISATION

22 FEATURES v BENEFITS FEATURES A feature is a factual statement about the service proposed to be delivered. EXAMPLES Care pathway Information system Single point of access BENEFITS The best way to understand the true benefit of your service "What's in it for me?" What does it provide to the stakeholder that is of value to them.

23 Benefits Realisation PRODUCTS IMPACTS BENEFITS Better Rails Faster trains & services Increased revenue Products are delivered, impacts are managed, and benefits are achieved

24 The 7-Point Step-by-Step Benefits Plan Summary 1 IDENTIFY THE CORE NEED 2 DISTILL THE NEED CLEARLY Identify the key reason for your project. Prioritise this reason ahead of all others. Ensure the core need is explained in a way that is clear and has meaning and purpose to all stakeholders. 3 PLANNING: BENEFIT TRACKS 4 DELIVERY: MONITOR PROGRESS 5 REVIEWS: BENEFITS FOCUS 6 CLOSE: REVIEW YOUR PLAN 7 OPERATE: DELIVER BENEFITS Set up an appropriate governance structure, and ensure that it focuses on the end benefits. Create a project plan for Go Live. Keep focussed on end objective. Ensure the project team are given timely reminders of the core need and examples of outcomes the project will deliver. Carry out Project Plan actions. Ensure the focus on the end benefits is embedded into all Project Reviews. Map benefits against the Business Plan and people s performance objectives. Verify the Benefits Plan and assess the readiness to start realising the intended benefits. Execute the Implementation Plan to deliver the benefits and to continue to track progress in a meaningful way.

25 Lunch

26 Project Brief(PID) General Aims A broad rationale and intentions Your elevator pitch Creating the sense of urgency Scope What the project will and wont cover Describes the size/scope/ Statement of Works Objectives and Results End goals SMART objectives Success factors Deliverables What will be seen, heard, felt Start with the end in mind What impact will it have on the business

27 PID Elements Project title Success measures and desired benefits High level time schedule Executive summary Assumptions, limitations & Risks Initial cost estimate Approval process Project Managers responsibilities & Authority Project Structure Initial resource requirement Communication plan Objectives and Goals Prioritised Simple Description of the desired result Organisational support needs Control & Reporting requirements

28 Project Deliverables A key deliverable is an item produced as a part of a project. As an example, if you are implementing a new A&E I.T. system, your deliverables would include not only the deployment of the software but might include: development of a business case production of a detailed specification contract sign-off procurement hardware updates to run the software testing training The key deliverables = important deliverables and may have multiple tasks or smaller deliverables included in their production. Production of deliverables = delivery of project objectives

29 Group Work The Project brief Go to Page One of the hand-out On your table agree on one real project to work on Complete the Project brief for this project up to and including deliverables. Then brainstorm at table list of tasks then go to page 2 and record.

30 THE PROJECT PLAN

31 Planning a Project Project plan: a formal document designed to guide the control and execution of a project (what is required, how it will be achieved, by whom, and when events will happen) should be kept under review and likely to change over time Plans should specify: Activities Timescales People Resources / Skills Equipment Facilities Budget Dependencies Products / Outputs Milestones / Critical Success Factors Project planning competence lies in: Estimating timescales & resources Applying tolerances Contingency planning Identifying the critical path

32 Planning Tools Gantt Chart Critical Path (Ref: Managing Successful Programmes OGC 2004 (P173))

33 What is a Gantt Chart? activities v schedule A Simple Gantt Chart What the various activities are When each activity begins and ends How long each activity is scheduled to last Where activities overlap with other activities, and by how much The start and end date of the whole project To summarize, a Gantt chart shows you what has to be done (the activities) and when (the schedule).

34 GANTT CHART

35 GANTT CHARTS Green in this case highlights element complete blue still to be completed Arrows show the predecessors (dependencies Critical Path) The Grey line highlights the timeline for a sub-activity

36 GANTT CHART QUESTIONS 1. What stage is the project currently at 2. What are the dependencies (Critical path predecessors) for SOC presentation to Board 3. How many days have been allocated to communication 4. When will the OBC be presented to the Board 5. How long (duration in days) will the project take 6. What date is the project expected to finish

37 GANTT CHART - ANSWERS What stage is the project currently at = Consultation with affected staff & representatives What are the dependencies for SOC presentation to Board = Lines 2 and 3 How many days have been allocated to communication = 33

38 GANTT CHART Answers When will the OBC be presented to the Board = 19/ How long (duration in days) will the project take = Total 201 days [45 (Business Case) + 33 (Communications) + 61 (Pilot) + 50 (Service Transformation) + 12 (Project Close) ] What date is the project expected to finish = 23/11/2016

39 Foundation of a Critical Path Float of 1 day Arrows are deliverables or tasks Nodes are points in time

40 MANAGING DELIVERY

41 Managing Delivery Goal: To ensure the objectives are delivered Define and agree work packages Regularly review work progress & forecasts Ensure planned work is completed on time & to required quality standard Team plans, issue and risk logs, highlight reports

42 Highlight Report Regular summary of project status. Used by Project Board to monitor progress Highlights Key points since last report Progress Issues & Risks RAG status summary for milestones & deliverables Potential problem areas Next Steps Work in next reporting period

43 RISK MANAGEMENT

44 Assumptions, Issues And Risks Risk An uncertain event, or set of circumstances that, should it occur will have an effect on one or more (project) objective Assumptions Judgements made where information is lacking or details unclear e.g. It is assumed a clinic room with the appropriate facilities will be available for the new Neurology service at the required time e.g. It is assumed the new IT system can be procured and installed in 6 weeks Issues Events that are currently affecting a project and need to be resolved e.g. Critical project resource (Nurse specialist, clinician, IT manager) is on sick leave e.g. The service change has increased the patient treatment time and clinics now overrun

45 PRE-MORTEM

46 Risk Siegfried Fischbacher and Roy Horn

47 WHY DO PROJECTS FAIL AND PROJECT SUSTAINABILITY

48 Kotter - Why Projects Fail John Kotter leader in change field 8 factors that he identified common to most projects that failed If Project changes then you have to start at the top again And if you miss a step you have to start at the top all over again

49 Urgency Coalition Vision Buy-in Empower Quick Wins Persevere Embed Don t waste a good crisis Create a guiding coalition Detailed picture of the future state Gain buy-in for the vision Empower broad based change Identify quick wins and implement Don t declare victory too soon Operationalise through recruitment and SOPs

50 EMBEDDING THE CHANGE

51 The ten factors of sustainability NHS Institute for Innovation and Improvement 2006

52 The Big fat lies

53 Closing the Project Goal: Execute a controlled close to the project Conduct Lessons learnt review Confirm deliverables are completed, meet desired quality standards & fit-for-purpose Confirm maintenance & operational arrangements are in place Business Case expectations are achieved Project Board have responsibility for agreeing closure How are benefits going to be tracked?

54 Conclusions Useful elements including PID and stakeholder analysis Planning Risk Management Benefits And did I say Planning? Fail to prepare, prepare to fail

55 Reflection on the day What have been the 3 key learning points for you from today? Think by yourselves for a few minutes

56 Thank You