Projectinitiation:yourcaseforchange
PCRSUKWorkshopJune2017
Part1:Planningyourproject
Projectmyths
• Projectsareforgeekswholikepaperwork&systems
• Projectsarelinear• Projectsareinitiatedfromthetop• ProjectsareallaboutIT&finance• Youhavetospeaktherightlanguagetobeagoodprojectmanager
Thegoodnews
ProjectManagement=CommonSense
Aprojectis…
• Asetofactivitieswithabeginning&anend• Setuptoachieveaparticularpurpose• Toasetquality• Withingiventimeconstraints• Andcostlimits• Differenttoaprogramme
Thereality
• Youcanmakeyourideaarealityifyou:• Areclearaboutwhatyouwanttoachieve• Engagetherightpeople• Workoutwhatisneeded• Agreewhowilldowhat,bywhen&how• Monitorprogress• Makesureitsticks• Celebratesuccesses
Whydoprojectsfail?
• Lackoftoplevelsupport&leadership• Don’teffectivelyengagekeypeople• Poorlyplanned&ill-defined• Inadequatelymonitored,controlled&managed• Failtotakeaccountofthebiggerpicture• Poorcommunication• Failtosplitintobitesize chunks
Suggestedapproach• Findyourallies:establishyour“projectteam”• Clarifyaimsandobjectives• Identifywhereyouarestartingfrom• Agreetargets,risksandactions• Developtheplan• Getdatacollectionunderway• Carryoutactions• Monitorandcheckprogress• Communicate,celebrate&close
Sowhatisyourproject?
Beclearaboutwhatitisyouwanttoachieve
• Howwouldyoudescribeyourproject?• Inpairs,takeaminuteeachtodescribeyourproject.
Noweachexplainyourpartner’sprojecttosomeonefromanotherpair
• Whatistheproject?• Whydoesitmatter?• Whowillbenefit?• Whenwillitbefinished?
Donotinterruptyourpartnerwhiletheyareexplainingyourproject!
Stocktake
WhatisPersonA’sproject?Howdoyoufeelaboutit?Howaccurateisthatassessment?Whatwasdifficult?Whatwasgood?
What are we trying toaccomplish?
How will we know that achange is an improvement?
What changes can we make that willresult in the improvements we seek ?
Act Plan
Study Do
Model for Improvement
Defineyourgoal
• Whatwearedoing• Why• Forwhom• Howmuch• Bywhen• Comparedtowhat?• Andsowhat?
Aimstatement
Whatwillwedo?
Describe theproject
Forwhom?Whowillbeaffectedbyit?
Whichpatientgroups/teams/organisations are you
targeting?
Bywhen? Whenwill youhaveachieveditby?
How much?Quantifytheimpact(eg no.ofpeopleaffected,savingsmade).Howwillyouknowyouhave
succeeded?
Comparedtowhat?
Whenandwhereareyoustartingfrom– whatisyour
baseline?
Why? Whatdifference willthismake?Whydoesitmatter?
Part2:Developingtheplan
It’seasy…
X YJustdoit Efficientservice
IHIandRCLloyd&Associates2008
It’seasy…
X YPatientencounter Satisfiedpatient
IHIandRCLloyd&Associates2008
DriverDiagrams
• AconceptdevelopedbytheInstituteforHealthcareImprovementintheUSA
• Asimplewayoffocusingyoureffortsbyconsideringwhichactionsandfactorscontributemosttoachievementofyouraim
CourtesyofBobLloyd(RobertLloydAssociates)
DriverDiagramscanhelpyou:
• Identifythekeyareasthatwillcontributetoachievingyourprojectaim
• Logicallyfocusyoureffortsonthosekeyareas• Developappropriate&meaningfulmeasures• Recognisecauseandeffectrelationships• Simplycommunicateyouraimandpriorityareasformaximumimpact
DriverDiagramsinclude:
• Theaimofyourproject- whatyouaretryingtoachieve
• Primarydrivers– twoorthreekeyelementsthatwilldeliverthataimorgoal
• Secondarydrivers– elementsorfactorsthatcontributetotheprimarydrivers.
• Relationshiparrows– linkingdrivers.Secondarydriversmaycontributetomorethanoneprimarydriver
• Actionsorinterventions(changeideas)
DriverDiagramsmayalsoinclude:
• Associatedmeasures– Foreachdriverorchangeideayoucanidentifywhatmeasureswillindicatetheprogressyouaremakingtowardsyouraim.
• Thisensuresyouonlyfocusonmeaningfulmeasures
Thehomemadeversion
• Writedownyourgoalonyourflipchart• Agreethetwoorthreeprimarydrivers(5minutes)• Take2minutestoindividuallyrecordyourideasofwhatyouneedtodotomakeithappen– onepost-itperidea
• Asagroup,shareideas(10minutes)• Oneatatimeaddpostitstoflipchart.Buildonideas• Whatothertasksaretheydependenton?• Whatdotheyaffect?
DriverDiagrams:Summary
• Helpidentifytheessentialfactors• Helpyouprioritiseyourimprovementefforts• Helpyoudefinemeaningfulmeasures• Helpbreakdownabigtaskintomanageablesteps• Helpcommunicateyouraimandwhyyouaredoingcertainthings
• Workwellwhenyouinvolveothersindevelopingandsharingthem
Refiningourideas
• Notallideasareequal– butallareimportant• Exploreyourideafromdifferentperspectivesbeforedivingin
• “Themaindifficultyofthinkingisconfusion.Wetrytodotoomuchatonce.Emotions,information,logic,hopeandcreativityallcrowdinonus.It’slikejugglingtoomanyballs.”
• EdwarddeBono,SixThinkingHats,PenguinLondon2000
Positives&benefits
Data,facts,feasibility&objectiveinformation Feelings&intuition
Bigpicture,direction&managementofthethinkingprocess
Negatives,risks&cautionsCreativity&newideas
EdwarddeBono:SixThinkingHats
Recap
• Beclearaboutwhatyouwanttoachieve– whatisyouraim?
• Knowwhereyouarestartingfrom• Developaplan• Keepthingssimple• Workwithothers• Taketimetoreview&refineideas• Thinkaboutmeasurement:howwillyouknowwhenorwhetheryouhavesucceeded?
Yourliftpitch– thinkabout:
• Emotivewords• Thepracticalelementofyourproject/idea/service• Whatmakesyourprojectspecial?• Whatbenefitis/willbeexperienced?• Makeitsoundnatural&conversational,keepeyecontact
• Avoidjargon• Makesolidpoints(notwaffle)• Emphasise howpeoplewillbenefit• Calltoaction
Basedon“Somepeoplecallitanelevatorpitch”,MeganHills,Mymarketingthing.com
• “IrunWellHousewhichpeopleoftencallHereford’sHealthSanctuary.
• We’realittledifferentfrommanyotherChineseMedicineclinicsbecausewereallyareholistic.Wecombineacupuncturewithmassageandherbalsupplements,andwetakethetimetogivediet,exerciseandlifestyleadvice.
• Thiscombination andthelevelofcarecreatesgreathealthresults– andourclientsleavefeelingbetterabouteverything.”
• “Wegivefree20minuteinitialconsultationstotalkaboutwhat’sgoingwithyourhealth– here’smycardifyouknowanyonewhomightfindthathelpful.”
Thepowerofthree
• Feature• Whatdowedo
• Advantage• Whydowedoit
• Benefit• Whatthatmeansforyou
ProjectInitiationPart3:EngagingothersCatherineBlackaby
• engagement• support• awareness• problemsolving• sabotage…
• Whoareourstakeholders?
Whydoweneedpeopletoknow?
• Whoarethestakeholdersinyourproject?• Brainstormalist– oneperpostitnote• Thinkaboutthosewhouse,fund,promote,support,haveinfluenceoverorcompetewithyourservice/project
Whoareourstakeholders?
Usethe‘9Cs’toensurethatyouhaveincludedallrelevantstakeholders:•Commissioners:thosewhopaytheorganisation todothings•Customers:thosewhoacquireandusetheorganisation’s products•Collaborators:thosewithwhomtheorganisation workstodevelopanddeliverproducts•Contributors:thosefromwhomtheorganisation acquirescontentforproducts•Channels:thosewhoprovidetheorganisation witharoutetoamarketorcustomer•Commentators:thosewhoseopinionsoftheorganisation areheardbycustomersandothers•Consumers:thosewhoareservedbyourcustomers:i.e.patients,families,users•Champions:thosewhobelieveinandwillactivelypromotetheproject•Competitors:thoseworkinginthesameareawhooffersimilaroralternativeservices
TheHandbookofQualityandServiceImprovementTools,NHSInstituteforInnovation&Improvement
Whoareyourstakeholders?
• Takefiveminutesindividuallytoidentifystakeholdersfortheproject.
• Writeeachoneonaseparatestickynote• Shareyourthoughtsinyourgroup• Howmanydidpeoplecomeupwith?
• Influenceover/Power:• Powerorauthorityinthisarea(notalwaysformal)
• No.ofcontacts?• Effectiveness&reputation?
• Interestin/Passion:• Levelofexpertiseorknowledge• Affectedby/activeinthisarea• Impactedbyproject
Stakeholdermapping
Keep satisfiedMeet their needs
Move right!
PromotersPartner & manage
Key playersMonitor Defenders
Keep informedShow
consideration
Influence
InterestLow
High
High
Stakeholdermapping
• Whatwearedoing• Whywearedoingit• Whoisdoingit• Howwellwearedoing……whichincludesmeasurementanddata
Whatdostakeholdersneedtoknow?
Whatdoweneedtoknowaboutthem?• What might different stakeholders want to achieve in this area?
• Who has power and influence and are they interested in this topic?
• What motivates patient, public and staff behaviour?
• What resistance or support for change is likely?
Whoarethey?Specify theirroles butalsoconsidertheirstatus,connections,whethertheyaresupporters,peers,influencers,saboteurs,funders,deliverypartners...
Whatdotheyknow?About you,thesubject,thelanguage,thehistory,thecontext,thepeople
Whatdotheyfear?Costs,time, boredom,requeststheycan’tmeet,missingsomething,lettingpeopledown,morework,badpublicity
Whatdotheywant?Tomakeadifference,savemoney,hittargets,promotion,fame, acause,theirlunch…
TheBusinessCase
Whydoone?
• Provideinformationtoenableadecisiontobemade
• Ensurerelevantfactsandfactorshavebeenconsidered
• Outlinetherisksandbenefits• Demonstraterelevancetowidergoals• Showsitwillfixaproblem/provideanopportunity• Testvalueformoney
Componentsofthebusinesscase
• TheExecutiveSummary• ashort,informativesummaryofthebusinesscase(onepagemaximum)
• Outlinethesubject,scope,analysisandkeyfindings;• objectivesoftheproject• Asummaryoftheoutlayandfinancialreturn(itwillcost£x;itwillsave/avoid£y)
• summaryoftheconclusionsasaresultofthestudy
• Introductionandoverview(whatandwhy)• Analysisofthecurrentsituation:context• Whythisisbetterthandoingnothing• Costandbenefit(whatwegetbydoingit)• Whatyourecommendandwhy• Whatmightaffecttheproject• Risks• Costs• Timescales
Afewtips…• Makeitinteresting,clearandconcise.• Showhowitsupportsyourorganisation’s widergoalsandmission
• WritetheExecutiveSummarylast.• Avoidjargonandconjectureorunsubstantiatedopinion.
• Providedetailsasappendices• Giveaclearvisionoftheendgoal• Askforhelpsoyoucandemonstratethevaluetheprojectbringstotheorganisation anditsfinancialbottomline(theReturnoninvestmentorROI).
• Demonstratehowitimprovesquality• Explaintheoptionsyouhaveconsideredandindicateyourpreferredoption.Oneoptionshouldbetohighlighttheramificationsifwe‘DoNothing’
• Seehttp://whatis.techtarget.com/reference/How-to-write-a-business-case orhttps://resources.workfront.com/project-management-blog/how-to-write-a-business-case-4-steps-to-a-perfect-business-case-template formoreinfo
Recapandnextsteps
• Yourgoalandaim• Whereyouarestartingfrom• Driverdiagram– stepstosuccess&indicators• Modelforimprovement• Refiningyourplan– constructivethinking• Stakeholdermapping&differentperspectives• Liftpitch• Businessplancontent&help• Haveagoatputtingittogether….