right-size project management tools and techniques for ......vincent d’itri, manager, the chartis...
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Right-Size Project Management Tools and Techniques for Your Project
Wednesday, March 2, 2016
Vincent D’Itri, Manager, The Chartis Group
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Conflict of Interest
Vince D’Itri
Is employed by The Chartis Group, which provides services that are
discussed as a part of this presentation.
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Realizing Benefits for the Value of Health IT
http://www.himss.org/ValueSuite
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Agenda
• About Me
• Learning Objectives
• Project Management Skills in Practice
• Three Steps to Right Size
• Case Studies
• Summary / Questions
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Learning Objectives
• Discuss the variability of project management methodologies
• Explain the characteristics of a good project manager
• Describe the true lynchpin to project management success
• Reveal why a one-size approach to project management isn’t always best.
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About Me
• Reside in Pittsburgh, PA…
• …but have lived in Chicago, St. Louis, Minneapolis, Boston…
• BS, Business, Bucknell University ‘03
• “Employee #9”
• PMP, WPA-HIMSS
• Consulting Magazine’s 2015 “35 Under 35”
• Critical Success Factors:
– Regardless of industry, I love to solve problems!
– Variety is the spice
– Live to travel, travel to live
– Stability, longevity and loyalty
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What Makes A Good Project Manager?
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Skills In Practice
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Have you seen this?What “skill” appears in each picture?
COMMUNICATION!
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Spotlight on Communication
• “90% of a project manager’s time is spent communicating” – PMI PMBOK
• In today’s world, some suggest it’s even higher.
• Strong project manager communication skills affect every detail of a project from the beginning to the end.
• People experience your communicationbefore they ever get to any real project output!
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Spotlight on Communication
• As defined by PMI:
– “Specific behaviors and methods used to lead, delegate and advise stakeholders engaged on the project.”
• Foundation of strong leadership
• Communication performance progress
• Bi-Directional and collaborative
• Information that matters
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Three Steps to “Right Sizing”
Identify
Your
Needs
Identify
Your
Audience
Design
& Select
Your
Tools
1
23
What story are you trying to
tell?
Why is it so important?
What is the needed/desired
frequency?
What level of the
organization are you
addressing?
Will you be engaging
virtually? In person?
Does your tool support
the process, or create a
new one?
How long will it take to
implement?
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Case Study: Example #1
• Consortium of academic research institutes.
• Program to create a national research network that leverages EHR data for high priority clinical trials.
• To translate plan into action, a program and governance structure with appropriate tools and controls that reinforced project and program accountability was needed.
• However, large-scale program and project management was considered “unnecessary overhead.”
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Case Study: Example #1
What worked?
• Online knowledge management and milestone tracking
• Published communication plan and calendar
• Meetings with clear agendas and action items
• Graphical, high level executive dashboard
• Quarterly reporting for stakeholder groups
• Quarterly face-to-face meetings
• Bi-weekly executive committee and work group meetings
• Assigned email distribution lists
What did not work?
• Detailed project charters and scope documentation
• Narrative status reports
• Shared project plan
• Weekly virtual meetings
• Issue/Risk management process
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Case Study Example #2
• In 2014, New York State announced approval to use $8 billion in federal savings generated by the Medicaid Redesign Team (MRT).
• Goal: Reduce avoidable hospital readmissions and emergency department use by 25% over the next 5 years.
• An organization was created to identify strategies consistent with needs, develop and implement a project plan incorporatingDSRIP strategies.
• A PMO was built needed to monitor milestonesand metrics to ensure savings, achieveincentivized payments, and manage reportingdefined and required by state.
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Case Study: Example #2
What worked?
• Project team acquisitioning
• Implementation of a scaled functionality PPM tool
• Online, shared risk and issue management
• Meeting series with specific objectives:
– Project review meetings
– Portfolio review meetings
– Stand-up status reporting
• Project communications guide
• Structured reporting templates
• Stakeholder management strategy
What did not work?
• Project scope documentation
• Staff workload management
• Highly defined change management process
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Case Study #3
• Research organization that develops custom software applications to assist with engaging people in their own health.
• Small IT department with three developers and a project manager, where the PM was less tenured and less experienced than the developers.
• Executive sponsorship/customers often received software development that did not meet original expectations.
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Case Study: Example #3
What worked?
• Refined requirements gathering process
• Detailed business requirements and charter and scope documentation
• Change control and quality management plan
• Development of a service level agreement
• Graphical status reporting
• Executive dashboard
• Resource calendar
What did not work?
• Narrative status reports
• Virtual meetings
• Verbal status updates
• Team performance assessments
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Summary
• Remember “90%”
• Lean on your communication skills to define project needs.
• Project tools can be a good fit in one instance and not in another.
• Prevent unnecessary overhead… do not administer project management tools for the sake of project management.
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Realizing Benefits for the Value of Health IT
http://www.himss.org/ValueSuite