project management for grant professionals -...
TRANSCRIPT
Project Management for
Grant Professionals
Becky Heisinger, MBA, PMP,
CGMS
Christy Ward, BS, PMP
Presenter Information
Becky Heisinger• MBA Degree from University of
Sioux Falls
• Certified Grant Management
Specialist (CGMS) in 2016 and
Certified Project Management
Professional (PMP) since 2010
• Over 9 years of post award
grants management experience
in federal and state grants
• Over 9 years of experience in
project management
• 22 years of experience in
healthcare
Christy Ward• B.S. Degree in Education from
Northern State University
• Currently enrolled in the MSA
Health Services Administration
program at the University of
South Dakota
• Certified Project Management
Professional (PMP) since 2014
• Over 10 years of project
management experience
Objectives
• Review the Project Management methodology,
including the five process groups
• Demonstrate the value of PM as a framework for
effective grants management
• Identify best practices for this framework
• Identify resources and tools for successful
project management application
How does a project get to
be a year behind schedule?
One day at a time.
Frederick Brooks
Software Engineer, IBM
What is a project?
• A temporary, one-time endeavor to create a unique
product, service, or result.
• Operations that are ongoing work, repetitively
producing the same product/service are NOT
projects. Project Examples – grants,
product launch, software roll-out,
road construction, large events
NOT projects – monthly expense
reports, manufacturing assembly
line, routinely processing
insurance applications, etc.
Balance Competing Constraints
• Time - milestones, deadlines,
end dates
• Cost - money, people,
equipment, materials
• Scope – the ‘borders’ of the
project; the work to produce
project requirements
Project management provides tools and techniques enabling the team to best meet these constraints.
Interdependent factors of project quality
Why Projects Succeed or Fail
REASONS THEY SUCCEED
• Sound project management
processes
• Tied to organization’s goals
• Senior management
commitment
• Skilled team with defined roles
• Adequate resources
REASONS THEY FAIL
• Weak business case
• Lack of management
commitment
• Inadequate project planning
• Inadequate resources
• Lack of defined, clear, or
concise requirements.
Only 45% of projects actually meet their stated goals.Project Management Institute
Foundational Behaviors
• There are four foundational behaviors* that
reduce the negative impact of most project
problems:
– Demonstrate respect
– Listen first
– Clarify expectations
– Practice accountability
*Project Management for the Unofficial Project Manager (Kogon, Blakemore, Wood)
The single biggest problem in communication is the illusion
that it has taken place.
~ George Bernard Shaw
Behaviors to Avoid
What is project management?
• Application of knowledge, skills, tools, and
techniques to meet project requirements.
• Improves likelihood that results are delivered on
time and on budget.
• It’s not just managing a process, but also leading
people.
PEOPLE PROCESS SUCCESS
Without Project Management
Five PM Process Groups
You wouldn’t leave for a trip without an itinerary, map, and money – don’t launch a project
without detailed plans and adequate resources!
Five PM Process Groups
Initiating
Project authorized
Scope defined (high-level)
Stakeholders identified
Expectations clarified
Planning
Collect requirements
Further define scope
(more detail)
Plan schedule, budget, staffing, communication,
risk
Executing
Create project deliverables
Manage project team
Engage stakeholders
Monitoring &
Controlling
Not linear: occurs through entireproject lifecycle
Track / measure performance against plan
Communicate progress to
stakeholders
Closing
Don’t skip this phase!
Archive records, document lessons
learned, make final payments
Reflect on accomplishments,
give accolades, celebrate together
The Project Manager Role
• Responsible for deliverables, plans, and
communications
• Manage constraints, scope, quality, time,
resources and budget
• Leverage management, leadership,
communication, and interpersonal (‘soft’) skills
People buy into the leader before they buy into the vision – John C. Maxwell
Project Leadership:
What NOT To Do
The Tragedy of the Titanic• Largest passenger ship of its time (882 feet) with luxurious décor
modeled after The Ritz Hotel
• Branded ‘unsinkable’, maiden voyage launched 4/10/1912
– Hit iceberg 4/14/12 at 11:40 p.m. (sinks at 2:20 a.m.)
– Water temp 28⁰F (survivable for ~15 - 45 minutes)
• 1,500 casualties, 705 survivors (31.6% survival)
– Potential 54% survival
– 472 lifeboat spaces went unused
Clearly the iceberg was a huge factor, but the primary catalyst
for this tragedy was in fact Project Management Failure.
PM Case Study Titanic Disaster
The project of the first Titanic voyage failed in many ways before it hit the iceberg. Considering the process groups above, what missteps may have led to this tragedy?
Initiating Planning Executing / M&C
STAKEHOLDER EXPECTATIONS- Bullish, brash optimism, sense of invulnerability- Plan idealistic vs. realistic
CRITICAL TESTING RUSHEDVery inadequate sea trials to rush launch (1 day vs. 4 weeks)
SCOPE CREEP - Didn’t stick to plan - 11th-hour change of staff- Sped up despite “Iceberg Alley” approach
PROJECT TIMELINE- Inadequate for project scale- Speed-to-market trumped due diligence
COMMUNICATION PLAN- Inadequate overall- Meager crew prep and training (5 days for crew of 900)- Crisis roles undefined
STAKEHOLDER MANAGEMENT- 1st Class needs trumped safety- Six ice warnings snubbed for personal messages- Captain overruled by owner
PRIORITIES- Significantly misaligned and also waivered from original plan- Luxury > Safety
RESOURCE ISSUES- Crows nest binoculars in locked cabinet, no key- No public address system- Low-grade iron rivets
QUALITY CONTROL- 20 lifeboats on board (vs. 48)- Didn’t want to block view (head architect resigned )- Water temp testing issue
COMMUNICATIONUncontrolled press communication led to hype and the myth of an ‘unsinkable’ ship
LACK OF RISK PLANNING- Overconfidence = no ‘plan B’- Minimal contingency planning -Lifeboat launch plan (28/65 in 1st
boat)
DENIAL IS PROJECT POISON!!!- Overconfidence in the ship led to immobilized crew- Lack of urgency: started alerting people at a slow pace
PM Case Study Titanic Disaster
Project Management Matters!
Your project may not have
Titanic-level implications
but Project Management
will increase your chances
of success whether you are
administering a multi-
million dollar grant award or
planning a wedding. It’s a
proven methodology that
works across industry,
function, and scale.
PM
Organize chaos
Manage risk
Manage quality
Seamless integration
Manage change
Learn from mistakes
PROJECT
MANAGEMENT IN
THE GRANT
WORLD
Project & Grant Lifecycles
• Many similarities exist
• Best practices can be applied for both
• Focus on preparing a good plan and then
sticking to it!
Initiating
• Grant $ Awarded!
– Agreement/Notice of Award
• Identify Key Stakeholders
• Warm hand-off
• Communicate, communicate, communicate
Planning
• Don’t skimp on planning!
• Review documentation
– Notice of Award/Agreement
– Goals/objectives/work-plan
– Budget
– Reporting
– Unique requirements
• Grant set up
• Kick Off Meeting
• Everyone on the same page?
“If I had 60 minutes to cut down a tree, I would spend 40 minutes sharpening the
ax, and 20 minutes cutting it down.” Abraham Lincoln
Executing
• The phase where the team does the actual
work of the project
• Scope of work
• Goals/Objectives/Deliverables
• Timelines/work-plan/budget
• Procurement
• Subawards and/or contracts
Monitor & Control
• “Check in” with project teams
• Monitor spending/Rebudgeting/Carryover
• Compliance regulations
• Reports
• Changes?/Prior Approvals
• Evaluation
• Prepare for audit
Remember – this phase is not linear.It occurs throughout the project (grant) lifecycle, concurrent with other phases.
Closing
• Submit final reports
• Real & personal property
• Project folder up to date
• Wrap up meeting
• Audit Ready
Role Comparison
Project Manager
Grant Professional
Leverage leadership, communication, and interpersonal skills
Link strategic vision to project team activities,
goals, deliverables
Manage constraints, scope, quality, time, resources, budget
Manage constraints, scope, quality, time, resources, budget
Leverage leadership, communication, and interpersonal skills
Link strategic vision to project team activities,
goals, deliverables
Case Study:
Frustrated Grant Manager
Background:
Meet Shawn. Shawn works at a small non-
profit. Shawn recently transitioned from the
finance department to the role of grant
manager after the organization secured a
federal grant totaling $1,500,000 over three
years. The previous grant manager left the
organization three months ago. Shawn has
limited grant management experience.
Frustrated Grant Manager cont.
The problem:
• The project director and project team have very little
grant experience.
• The project team/project director are not responding
to Shawn’s emails, they are disengaged, the work-
plan is off track and spending is low.
• Shawn has repeatedly discussed his concerns with
his manager however his leader provides no
direction.
• A progress and financial reports are coming due!
Frustrated Grant Manager cont.
Break into small groups and discuss the following:
Based on what you have learned today, identify 2-3 examples of Project
Management skills, techniques and tools that may help Shawn
Be prepared to report back to the larger group
Project Management Tools
Initiating: Conversation Planner
Excellent guide for stakeholder interviews, project team meetings,
progress check-ins, difficult conversations, etc. Easy to
send to confirm key conversation points and
follow-up items.
Planning:
Risk Management Plan
Impact X Probability = Actual Risk
1. List major project risks
2. Consider probability/impact (high, medium, low)
3. Develop mitigation strategy for each
Examples – staff turnover, vendor or contractor issues,
award significantly under- or over-spent, budget cut, prior
audit findings, etc.
Executing: Project Timeline
• Phase 1
– Activity 1
– Activity 2
• Phase 2
• Phase 3
Jan Feb Mar Apr May Jun July Sep Oct Nov Dec
Phase 1
Phase 2
Phase 3
Visual for reporting progress to stakeholders and/or project team meetings.
Monitor & Control:
High Level Status Report
High-level overview of progress against schedule
- Items on-track or ahead of pack
- Key accomplishments / wins / recognition
High–level overview of issues
-Delays
- Potential issues, watch-outs, or concerns
Quick-hit project snapshot for stakeholders or team members.
Closing:
Project Review Questionnaire
Helpful guide for project close-out
meetings, debriefs, and/or
documenting lessons learned.
PM Apps, Software, Templates
• Trello
• Asana
• Evernote
• Microsoft Project
• Basecamp
• Google Drive
• Clarizen
Tip: you can find many free Project Management
templates online. First rule of PM:
don’t reinvent the wheel!
Beginner PM Books
• Project Management for the Unofficial Project
Manager (Kogon, Blakemore, Wood)
• Project Management – A Compact Guide to the
Complex World of Project Management (Hanley)
• Project Management for Beginners – Proven Project
Methods to Complete Projects with Time & Money to
Spare (Stark)
• Project Management for Dummies (Portny)
Presentation Summary
• Project management improves the prospect of
delivering project results on time and on budget
• The project management lifecycle and grant
lifecycle have similarities where best practices
and efficiencies can be applied
• Fail to plan, plan to fail
– Take time to develop your plan
– Stick to your plan as much as possible
– Apply best practices for success
Becky Heisinger Christy Ward
Senior Grant AdministratorSanford Health
Grant AdministratorSanford Health
Additional Resourceswww.PMI.org
www.NGMA.org