Project Management Made Easy plus Fundamentals

Transcription

1 Project Management Made Easy plus Fundamentals Presented by M. Susan Stegall, Owner and CEO M. S. Stegall & Associates, LLC A Management Consulting Firm M. S. Stegall & Associates, LLC susan@msstegall-consulting.com

2 M. Susan Stegall, CEO MBA, MHSA, CMC, MT(ASCP) Biography Have spent 22-years providing expert advice to a world-class client base Education: Certifications: MBA and MHSA from Arizona State University BS from Mount Union College, Alliance, Ohio Lean certification from the University of Michigan, 2003 Certified Management Consultant (IMC_USA) since December 2006 Consulting Service Lines Lean Six Sigma process improvement Laboratory Planning including strategic, consolidation, integration, basic assessments, outreach, and facility design Training, Coaching and Mentoring M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 2

3 Project Management Why It Is Important When managing a project, every day of delay is costly. Issues become barriers to implementations. Scope expansion delays implementation and destroys a project's return on investment. Effective project management supports your organization and enables the people within to orchestrate a multitude of initiatives in a professional and realistic manner. Project management, when done right, enables progress- -responsibility, accountability, and success. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 3

4 Presentation Objectives Become knowledgeable about the 5 Step process to effective project management Receive a template to use to update senior leaders about a project s progress Be introduced to an easy, cloud-based, real time, project management software solution. Pass a multiple-choice test on the fundamentals of project management. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 4

5 What Is a Project Definition from the Project Management Institute s Website What is a Project? It s a temporary group activity designed to produce a unique product, service or result. A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don t usually work together sometimes from different organizations and across multiple geographies. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 5

6 What Is a Project Definition from the Project Management Institute s Website Examples include: The development of software for an improved business process think electronic medical records, The construction of a new laboratory building or renovation of existing space, The consolidation or integration of laboratory services within a healthcare system, or The expansion of sales into a new geographic market. All are examples of projects. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 6

7 What Is Project Management What is Project Management Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It s a strategic competency for organizations, enabling them to tie project results to business goals and thus, better compete in their markets. It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century. Project Management Institute s A Guide to the Project Management Body of Knowledge (PMBOK Guide) identifies its recurring elements. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 7

8 The Project Management Process The project management process has five steps: 1: Initiating (The beginning) 2: Planning 3: Executing 4: Monitoring & Control 5: Closing (The end) June 13, 2013 M. S. Stegall & Associates, LLC

9 Project Management Step 1: Initiating Trigger for Step 1: Your business plan for the project has been approved by Senior leaders Funding will be available on this date: Your assignments at this step: 1. Hire or assign a project manager Internal resource External resource 2. Identify the main work groups / teams with assistance from the project manager 3. Select the various team members 4. Communicate, communicate, communicate 5. Schedule the project planning kickoff meeting with the Steering Committee and the various work groups June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 9

10 Example of Work Groups for a Lab System Integration Administrative Group Back Office Support Information Technology Technical Operations Outreach June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 10

11 Project Management Step 2: Project Planning Tools & Resources Action Plan Requirements Action Planning Sessions Follow-up Project Status Microsoft Project Basecamp Facilitation Typist LCD Projector Reserved Conference Room Big Buckets Identified Detailed Tasks and Subtasks Start and End Times Linkages and Contingencies Responsibilities and Accountabilities Kickoff meeting with Steering Committee Barebones Project Plan Provides the Canvas Team Meetings to Develop the Details of the Plan Calendar for Steering Committee Project Status Reporting Calendar Set for Project Tracking with Teams June 13, 2013 M. S. Stegall & Associates, LLC

12 Project Management Step 3: Executing the Project Plan Administrative Group Back Office Support Group Information Technology Technical Operations Outreach Operations Business / Legal Structure Finance / AR / Billing Human Resources Purchasing Connectivity / Meaningful Use / HIPPA Standardization / Electronic Medical Records / Test Transfers / Orders & Results IT responsibilities Operational reconfiguration Process redesign and Improvement Standardization Consolidation of Store Front Optimizing Outreach Infrastructure Oversight Board Administrative Support Hardware, Software, Maintenance System-wide Quality Management System Testing Changes Sales and Marketing Management June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 12

13 Project Management Step 4: Monitoring & Control Updates Project Status Reports Process to log issues and resolve issues Issues Scope Creep Scope Change Form and Approval Process with Steering Committee June 13, 2013 M. S. Stegall & Associates, LLC

14 Project Status Reports Process of Updating Why What How To keep kicking the can down the road To solicit Steering Committee help with obstacles Percent completion per each milestone Status of critical path activities New or unresolved issues New or unresolved scope creep Look for templates on the internet there are lots of examples Develop your own report June 13, 2013 M. S. Stegall & Associates, LLC

15 Project Status Reports Report Outline Coversheet Project Description Prepared by (document owner and role) Project Status Report Version control Version Date Author Other June 13, 2013 M. S. Stegall & Associates, LLC

16 Project Status Reports Report Outline Table of Content Project Status Report Purpose Project Status Report Approvals Appendices June 13, 2013 M. S. Stegall & Associates, LLC

17 Project Status with a focus on Milestones Budget Report if you have one Project Status Reports Report Outline Details Issues and Scope Creep Report including actions that need to be taken by the Steering Committee Impact of success or failure of deliverables for this reporting period Risk Management Report Your project recommendations to ensure project success June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 17

18 Project Status Reports Milestones Milestone Date Percent Complete Clinical Operations Integration Plan Indicator Reference range review is complete for tests that will be transferred during Phase 1A 03/20/08 100% On-time Clinical taskforce sign off on the IS taskforce plan 03/10/08 0% Late IS and LIS changes are complete; testing is complete. Computers and connectivity are fully functional 05/01/08 0% On-time Clinical taskforce to sign off on successful IS testing 05/12/08 0% On-time Specimen processing needs assessment is complete for Phase 1A and required items have been placed into operation 02/13/08 0% Late Staffing needs assessment for specimen processing is complete and processors have been hired per established criteria 03/17/08 0% Late Patient test management policies, processes, and procedures are standardized and in place 03/17/08 0% Late Courier services are assessed, plan has been implemented, and required staff has been hired per the established criteria 03/17/08 10% Late June 13, 2013 M. S. Stegall & Associates, LLC

19 Project Status Reports Budget Report Sample Project Budget Jan Feb Mar Apr May Jun 6 Month Total EXPENSES: Salaries & Benefits: Salary $ - $ - $ - $ - $ - $ - $ - Bonus & Commissions $ - Employee Incentive $ - Employee Benefits ( %) $ - Temporary Labor $ - Subtotal Salary & Benefits $ - $ - $ - $ - $ - $ - $ - Other Expenses: Seminars & Training $ - Consulting Fees $ - Legal Fees $ - Other Professional Fees $ - Contracted Services $ - Recruiting $ - Advertising $ - Marketing Materials $ - Travel & Entertainment $ - Office Expense $ - Telephone $ - Telephone Cellular $ - Computer Lease $ - Repairs & Maintenance $ - Utilities $ - Office Supplies $ - Dues & Subscriptions $ - Office Rent $ - Postage $ - General Insurance $ - Taxes & Licenses $ - Software Licenses $ - Subtotal Other Expenses $ - $ - $ - $ - $ - $ - $ - Total Budget Expenses $ - $ - $ - $ - $ - $ - $ - Continually re-forecast the budget weekly or monthly It s easier to correct a small budget overrun versus a large one. Pay attention to resource use Overruns involving consultants, contracted providers, and backfilled employees will usually kill your budget Keep the project team informed about variances from the budget The team will pay attention to what the project manager pays attention to Manage scope meticulously Scope creep, especially in the area of IT and/or new expensive laboratory equipment can kill a project s success, i.e., on time and on budget. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 19

20 Project Status Reports Risk Management Report Risk Description Estimate Chance of Risk Occurrence Predicted Risk Impact Risk Priority Change from Last Update Item 1: End of fee for service reimbursement 100% Will bankrupt the laboratory s outreach program. We must change the company s value proposition High Senior leaders are finalizing the company s strategic plan. Item 2: Item 3: Item 4: June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 20

21 Project Status Reports Managing Issues The Issue and Its Description The Issue s Project Impact Resolution Targeted Due Date Responsible Party Issue Status (Open / Closed Issue 1: Review of all lab reagent contracts suggest volume related financial penalties per site. Issue 2: Consolidation savings may be over estimated unless contracts can be renegotiated May 24, 2013 CFO / Purchasing Open Note: All interested parties are encouraged to communicate issues as they become apparent so that they can be evaluated and mitigated. As a consultant, I have been asked to be the point person where issues are reported via communications. June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 21

22 Project Status Reports Project Recommendations What stakeholders want to know: Will the project be on time and budget? Will project deliverables be completed within acceptable quality levels Are scope change requests being managed successfully? Are there any scope change requests that we need to consider at this update session? Are project risks and issues being addressed successfully and mitigated? Are all customer concerns being addressed successfully? June 13, 2013 M. S. Stegall & Associates, LLC

23 Project Status Reports Scope Change Requests Project Change Request Forms: Project Name Type of Change Scope Change Lack of Detail Change for Unfamiliar Work Uncontrollable Lost Time Change Lack of Detail Change for Familiar Work Description of Change Impact Assessment Milestones Critical Path Impact Resource Impact Quality Impact Cost Impact June 13, 2013 M. S. Stegall & Associates, LLC

24 Project Management Step 5: Project Close Final meeting with project team leaders: Any loose ends are handed over to the appropriate manager for completion. Final meeting with Steering Committee Milestone Report it should be real close to 100% completion Any outstanding issues should be resolved and/or passed on to an accountable manager Close out summary: Will the project be on time and budget? Will project deliverables be completed within acceptable quality levels Were all scope change requests managed successfully? Were project risks and issues addressed successfully and mitigated? Were all customer concerns addressed successfully? Lesson s learned June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 24

25 Basecamp Cloud-based Project Management (ASP) Real time project management: Electronic Team Formation and Communication Template capability To Do list creation with due dates and assignments File upload for easy access by all team members Calendars that allow event scheduling Inexpensive: $20.00 / Month for up to 12 active projects Project Status Update Recap Every day at 7:00 AM in your mailbox But only if activity is logged on the project plan by team members June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 25

26 Basecamp Cloud-based Project Management (ASP) App for your iphone: Post, edit, & delete messages Attach images from your iphone Make to-do-lists Start new projects Invite people to new & existing projects Use your templates See every date across all projects Add new calendar events,..etc. Lots of New Features Being Added 1. Weekly reoccurring status meetings can now be scheduled on the calendar as an Event 2. Upload files like Project Status Reports 3. June 13, 2013 M. S. Stegall & Associates, LLC

27 Basecamp Project Summary and Daily Recaps Project Layout Daily Recaps June 13, 2013 M. S. Stegall & Associates, LLC

28 Multiple Choice Quiz Q1: Why is effective project management important for an organization? Choose all that apply: A. Project delays are costly B. Unresolved issues become barriers to implementation C. Large scope changes may destroy the approved project s ROI D. Effective project management enables company progress kicking the can down the road E. None of the above Q2: Which items below characterize a typical project? Choose all that apply: A. A project is temporary it has a defined beginning and end B. A project has a defined scope C. Project implementation is always part of routine, ongoing operations D. The project team often includes people who do not usually work together E. All of the above June 13, 2013 M. S. Stegall & Associates, LLC susan@msstegall-consulting.com 28

29 Multiple Choice Quiz (cont.) Q3: Which process steps, listed below, are part are part of the project management process? A. Develop business case financials B. Implementation plan development C. Assessing external environment D. Project implementation E. Monitoring and Control Q4: The project status reports are prepared for which audience? A. Employees B. Mid-level Managers C. Steering Committee D. Senior-level Executives Q5: Project Status Reports should be designed to answer which of the following questions? A. Will the project be on time and budget? B. Will the project be resourced by Senior leaders? C. Are scope change requests being managed successfully? D. Are there any scope change request that we need to consider at this update session? E. Are project risks and issues being addressed successfully and mitigated? F. Are customer concerns being solicited? G. All of the above H. None of the above June 13, 2013 M. S. Stegall & Associates, LLC

30 Questions June 13, 2013 M. S. Stegall & Associates, LLC