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
Page 1October 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
Page 2October 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
Page 3October 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.
Page 4October 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
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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
Page 6October 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
Page 7October 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
Page 8October 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%
Page 9October 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)
Page 10October 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
FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED
2. Basic Staff Resource Management
PEOPLE, POLICIES, TECHNOLOGY ADOPTION
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
Project Management Competency Maturity Model
Page 11October 20, 2016
What Comprises Resource Demand & Capacity Management?
Resource Estimates
Page 12October 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
FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED
3. Issue and Risk Management
PEOPLE, POLICIES, TECHNOLOGY ADOPTION
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
Project Management Competency Maturity Model
Page 13October 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?
Page 14October 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
FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED
4. Schedule Management
PEOPLE, POLICIES, TECHNOLOGY ADOPTION
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
Project Management Competency Maturity Model
Page 15October 20, 2016
Executive Level Timeline –How Can You Convey High Level Status in One Executive Glance
Page 16October 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
Page 17October 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
FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED
5. Basic Reporting and Communications
PEOPLE, POLICIES, TECHNOLOGY ADOPTION
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
Project Management Competency Maturity Model
Page 18October 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
Page 19October 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
Page 20October 20, 2016© 2016 The Chartis Group, LLC. All Rights Reserved.
Questions?
Katherine BlackburnG.E.C., [email protected]
Claudia MillerThe Chartis [email protected]