methodology and tools for creating a culture of project...

Methodology and Tools for Creating a Culture of Project ManagementKatherine Blackburn, PMP, EI, GEC

Claudia Miller, PMP, MBA, The Chartis Group

Baton Rouge PMI Chapter, October 20, 2016

October 20, 2016

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

October 20, 2016

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.

1

2

3

October 20, 2016

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.

October 20, 2016

Level 1:Initial Process; Little or no scope management

Level 2:Structured Process and Standards; Basic scope management process in place

Level 3:Organizational Standards and Process; Full project management processes utilized by most projects

Level 4:Managed, Optimized Process; All projects managed

FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED

1. Project Intake and Scope Management

PEOPLE, POLICIES, TECHNOLOGY ADOPTION

PRO

DU

CTI

VIT

Y &

QU

ALI

TY

RIS

K

& W

ASTE

HIGH

HIGH

LOW

LOW

Project Intake Form

Management aware of key milestones only

Scope checklist, goals

Project Prioritization Scoring Criteria

Business CaseSMART goals

Focus on high utilization of value

Projects Proposal

presented to Steering

PM processes documented Projects managed, evaluated

in light of other projects

Metrics drive scope decisions

Stakeholders actively participating in scope decisionsGeneral

statement of project requirements

Scope of Work, Charter

Scope management techniques regularly applied on larger, more visible projects

Project Management Competency Maturity Model

October 20, 2016

Intake Example #1Requestor IS Staff

STARTRequestor submits IT with Service needed

TRIAGECSL/Help

Desk evaluates

submission

Open an INCIDENT

in ServiceNow

Is the service

interrupted?

Request for new/changed

service or qualify as a project?

Convert the SERVICE

REQUEST to a PROJECT in

Clarity?

Open a SERVICE REQUEST in ServiceNow

INCIDENTProcess

YES NO PROJECT

REQUEST

REQUESTProcess

PROJECTProcess

October 20, 2016

Best Practice Project Workflow –What Components Can You Begin to Incorporate?

PMO Steering Committee

END

Approved for

scoping?Rejected

?

Project Approved

?

IntakeProcess Begins

PMO Director reviews; verifies information with client and team resource hrs.

PMO Director submits SR in Service Desk for Clarity transfer

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”

Project Sponsor presents “Project

Request Governance”

(optional)

PMO Director assigns PM to fill out Project Scope ofWork with Sponsor

PMO Scope Review Committee meets to peer review Scope of Work

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

PM starts project PMO Director informs client

PMO Director works with Project Sponsor to provide additional information

Steering Committee meets to review Project Scope of Work

IS Steering Committee meets and reviews project list and new requests

NORESUBMITS

YES

YES

YES

NO – Needs more information

NO

October 20, 2016

Marketing Dept. w/ Assistance from Technical Staff Technical Staff takes over

Intake Example #2

Did wewin?

Scope/Propose on Project

• Submit proposal• Negotiate w/ Client• Consider competition

LessonsLearned

Assign Dept.

Assign PM/Team

More Scoping(finalize) Figure it Out! @Project End,

Lessons Learned

Project Conception• Reach out to client• Directly contacted

by client• Public bid

Evaluation• Consider client• Consider public• Review ROI

YES

NO

October 20, 2016

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%

October 20, 2016

Audience Poll

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 22333 once to join,

then A,B,C or D

At what level of Intake and Scope maturity do you consider your organization? (select A, B, C or D)

October 20, 2016

Level 1:Initial Process; Human resource time and cost is not measured

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 resourceand involve HR


2. Basic Staff Resource Management


PRO

DU

CTI

VIT

Y &

QU

ALI

TY

RIS

K

& W

ASTE

HIGH

HIGH

LOW

LOW

Project teams are ad hoc

Spreadsheets used to plan resource assignments

Project schedule templates

Measure for Career Dev

PPM (Project Performance Management) Tool within PMO

Resource forecasts used for project planning and prioritization

Professional development program establishes project management career path

No repeatable process applied to planning and staffing projects

Repeatable process in place that defines how to plan and manage the human resources


October 20, 2016

What Comprises Resource Demand & Capacity Management?

Resource Estimates

October 20, 2016

Level 1:Initial Process; No established practices or standards in place

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


3. Issue and Risk Management


PRO

DU

CTI

VIT

Y &

QU

ALI

TY

RIS

K

& W

ASTE

HIGH

HIGH

LOW

LOW

Risk response is reactive

Templates used to track risks and issues within a project

PPM tool used to track risk and issue within a project

Risksystems are fully

integrated with time, cost, and

resource systems

Metrics support risk decisions at the project and program levels

PPM used to track risk and issue across programs with time and cost within mitigation strategiesPPM tool used to

mitigate risks and convert risks to issues across projects

Risk documentation is minimal and results are not shared

Management consistently involved with risks on large, visible projects


October 20, 2016

Risks Description High-Level Mitigation Impact Probability Resp Party

Resources/ Bandwidth

Staff participating in multiple projects or pulled to other tasks limits dedicated project time, affecting the project schedule.

Cross train available IT and reporting staff. Hire or contract staff as needed. High High

Sponsor, Project Leads

System Performance

Several second response time delays occurred during demonstrations, not acceptable for users in production.

Review internet connections, bandwidth and other infrastructure. Low Low

Vendor, IT

Director

Change Leadership

Leadership for Change is not in place for MD workflow acceptance and use.

Increase communication and support through provider relations and strategy partner. Identify MD champions. High Medium

Sponsor,Steering

Committee

Data Governance

Support

Data definitions, normalization, integrity and mitigation of gaps such as missing or delayed data are critical to successful data related workflows.

The data decisions will be governed by the Sponsorsduring this infancy stage.

High High

Sponsor,Executive Sponsor

Identified Risks –What Risks & Mitigation Can You Identify and Bring to Leadership?

October 20, 2016

Level 1:Initial Process; No established practices or standards

Level 2:Structured Process and Standards; Basic processes exist but not required for planning scheduling

Level 3:Organizational Standards and Process; Time management processes documented and utilized by most projects

Level 4:Managed, Optimized Process; Forecast timemanagement withhistory


4. Schedule Management


PRO

DU

CTI

VIT

Y &

QU

ALI

TY

RIS

K

& W

ASTE

HIGH

HIGH

LOW

LOW

Basic spreadsheet to track project scheduled start/end dates

Work Breakdown Structure

Project Schedule Template(s)

Improvement procedures utilized for time management processes

Management decisions based on efficiency and effectiveness metrics

Project Baseliningand Review; Interdependent project schedules tracked and managedOrganization wide

integration includes inter-project dependencies

Cost process documentation is ad hoc and individual project teams follow informal practices

Standard scheduling approaches utilized for large, visible projects


October 20, 2016

Executive Level Timeline –How Can You Convey High Level Status in One Executive Glance

October 20, 2016

Executive Level Timeline –How Can You Convey High Level Status in One Executive Glance

MayJune July AugSept Oct Nov Dec Jan Feb MchAprilMay June1 2 3 4 5 6 7 8 9 10 11 12 13 14

Organizational Structure (non‐Cerner activities)Ambulatory Governance StartupChange Leadership ImplementationCommunication Optimization Training Unification Release strategy/Change ManagementCerner Infrastructure Performance Improvement Monitoring Ambulatory Optimization2012.01.17 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 AnalysisKickoff + System Review Design and Data Collection CompletionSystem ValidationTestingMaintenance TrainingIT TestingClassroom Training (health centers)Wave 1 Go Live Wave 2 Go Live Wave 3 Go Live

MonthsMayJune July AugSept Oct Nov Dec Jan Feb MchAprilMay June1 2 3 4 5 6 7 8 9 10 11 12 13 14

Organizational Structure (non‐Cerner activities)Ambulatory Governance StartupChange Leadership ImplementationCommunication Optimization Training Unification Release strategy/Change ManagementCerner Infrastructure Performance Improvement Monitoring Ambulatory Optimization2012.01.17 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 AnalysisKickoff + System Review Design and Data Collection CompletionSystem ValidationTestingMaintenance TrainingIT TestingClassroom Training (health centers)Wave 1 Go Live Wave 2 Go Live Wave 3 Go Live

Months

October 20, 2016

Level 1:Initial Process; There is an ad hoc communications process

Level 2:Structured Process and Standards; Basic process is established

Level 3:Organizational Standards and Process; Most projects are executing a formal project communications plan

Level 4:Managed, Optimized Process; Communication planfor all projects


5. Basic Reporting and Communications


PRO

DU

CTI

VIT

Y &

QU

ALI

TY

RIS

K

& W

ASTE

HIGH

HIGH

LOW

LOW

Project status reports used but not consistently

Standard Project Reporting Template

Policy and Procedure established for project reporting frequency, content

Communication Plan is created for most projects

Communications plans are integrated into corporate communications structure

PMO leverages use of PPM to communicate, improvement process to receive feedback from stakeholders

Active involvement by management for project performance reviews

There is an ad hoc communications process in place whereby projects are expected to provide informal status to management

Large, highly visible projects follow the process and provide progress reporting for triple constraints


October 20, 2016

Project Thread Dashboard –What Reports Can Bring Your Team Together?

AHN GROUP NAME Lives Cumulative % EMRClinical Status

Clinical Assessment

Infrastructure Status

Practice Assessed

VPN Connected

Data Status

ADT RAD LAB DFTAssess ment

CCD

Group 1 Data Target January 2017 0%SJ/C Health System 0 0% Meditech 8/1/16 Yes Yes Yes Yes Yes Yes Yes YesSJ/C MGM LLC,INC (APUID:9162) 6000 35% eCw V10 8/24/16 Yes Yes Yes Yes Yes Yes YesSJ/C MGM LLC Turner (4306) 0 35% eCw V10 8/24/16 Yes Yes Yes Yes Yes Yes YesSJ/C MGM LLC Jones (302444) 0 35% eCw V10 8/24/16 Yes Yes Yes Yes Yes Yes YesSJ/C MGM Cardiothoracic Surg Sav(32362) 0 35% eCw V10 8/24/16 Yes Yes Yes Yes Yes Yes YesEpps Medical Associates (8255) 1200 45% eCW 9/15/16 Yes Yes Yes Yes Yes YesDocu Family Medicine Center (14821) 487 38% eCW 8/28/16 Yes Yes Yes Yes Yes YesMasood Ahmed MD 45% eCW 10/10/16 Yes Yes Yes Yes Yes YesJames A. Carr, MD PC (APUID:17920) OB 375 47% eCW REQUESTED Yes Yes Yes Yes Yes YesSt. Joseph's Vascular Group, LLC (32362) 47% eCW REQUESTED Yes Yes Yes Yes Yes YesKidney Specialists of Savannah, PC (18598) 47% eCW Yes Yes Yes Yes Yes YesCoastal Med. Spec Lung & Critical Care (9929) 47% eCW 10/3/16 Yes Yes Yes Yes Yes YesGroup 2 Data Target March 2017 47%Southeast Lung Associates 47% Allscripts 10/4/16 Yes ? ? ? ? YesBCG Medical Group 1500 56% Allscripts 8/16/16 Yes ? ? ? ? YesElizabeth Family Practice Center 2450 70% Allscripts REQUESTED Yes ? ? ? ? YesMetro Surgical, PC 70% Allscripts 10/18/16 Yes ? ? ? ? YesSouthern Allergy and Asthma, PC 70% Allscripts REQUESTED Yes ? ? ? ? YesThe Center for Digestive & Liver Health, LLC 70% Allscripts Yes ? ? ? ? YesGastroenterology Consultants 70% Allscripts 10/19/16 Yes ? ? ? ? YesSt. Joseph's Cardiology Group, LLC 70% Allscripts Cloud REQUESTED Yes ? ? ? ? YesAMW, Inc. 750 74% Allscripts EHR 10/14/16 Yes ? ? ? ? YesJeanne M. Hungerpiller, MD, LLC 875 79% Greenway Health 8/4/16 Yes ? ? ? N/A YesSurgery Center, LLP 79% Greenway Yes ? ? ? N/A YesBraun Internal Medicine, PC 375 82% Amazing Charts 8/15/16 Yes N/A N/A N/A N/A Yes

Clinical Infrastructure Data

October 20, 2016© 2016 The Chartis Group, LLC. All Rights Reserved.

Other Competencies

Product Budget Management

Knowledge Management

Quality Management

Vendor Management

Sponsor Management

Project Transition & Closure

Product Change Management

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