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SVEN AND OLEDO PROJECT MANAGEMENTIN HEALTH AND HUMAN SERVICESMSSA, March, 2014
David Swenson, PhD LPBrandon Olson, PhD http://faculty.css.edu/bolson1/presentations/MSSAPM.pdf
Objectives
Reimagine Work in Health and Human Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Objectives
Reimagine Work in Health and Humans Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Common Activities in HHS
Promotional campaign for new mental health services
Developing an interactive website for services
Constructing a social media crisis monitoring system
Revising a hiring protocol for new staff
Designing an assessmentprocedure for determining amenability to treatment
Surveying a rural community for mental health needs
Developing a day treatment handbook for delivery in schools
Determining feasibility of expanding MH services to in-home
Implementing health information technology
Training staff in using the DSM-5
Other
.
Project Characteristics
Kerzner, 2009
PROJECT
Specific Objective withDefined Specifications
Defined Startand End Dates
Funding Limitations
Consume Human andNonhuman Resources
Multiple Disciplines
Objectives
Reimagine Work in Health and Humans Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Definitions of Project
"...a complex, non-routine, one-time effort limited by
time, budget, resources, and performance
specifications designed to meet customer needs
(Gray & Larson, 2008)
"...a temporary endeavor undertaken to create a unique
product, service, or result.“ (PMI, 2008) Unique
Temporary
One-Time
Operations vs. Projects
Operations Projects
Taking notes in class Writing a research paper
Recording sales into ledger Setting up sales kiosk for
convention
Practicing a musical
instrument
Writing a new piece of music
Manufacturing the iPhone Designing the new OS
Recording case notes on
clients
Implementing DSM-5 Dx codes
Adapted from Gray & Larson, 2008
Project Team and Stakeholders
ProjectChampion
ProjectOwner/Sponsor
(client)
ProjectManager
Project Team(Multidisciplinary
Specialists)
Customers(Recipients of
Outcomes)
Project Management Process
Initiate
Plan
Execute
Monitor & Control
Close
TimePMI
(2008)
Benefits
Drive Change
Goal-Oriented
Scalable
Simplifies Complexity
Proven Best Practices
Cross-Functional
Flexible
Temporary and Informal Structures
Objectives
Reimagine Work in Health and Humans Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Project Management Variables
Scope
TimeCost
ProjectManager
25%100%
Project Variables in HHS Work
Types of projects
Experience of what happens when these variables are not managed effectively
No organization identifiers please
.
Objectives
Reimagine Work in Health and Humans Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Project Maturity – Chaos Report
Successful Challenged Failed0%
10%
20%
30%
40%
50%
60%
199419961998200420092011
Gale (2011)
Sources of Project Failures
1. No project champion
2. Process shortcuts
3. Unable to manage expectations
4. Variable lock-in
5. Poor estimating techniques
6. Over optimism
7. Resource assumptions
8. Inadequate people management skills
9. Unable to adapt to change
10.Insufficient resources
Adapted from Whitten & Bentley, 2007
Objectives
Reimagine Work in Health and Humans Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Best Practices to Limit Project Failures
Engage Project Champion
Develop and Follow Methodology
Task and Activity Ownership
Manage Project Variables
Stakeholder Expectations Management
Project Team Communications
External Stakeholders Internal Project Team
Objectives
Reimagine Work in Health and Humans Services
Define Project Management and Project Management Processes
Appreciate Balancing the Variables in Project Management
Understand Common Causes of Project Failure
Identify Solutions to Improve Project Success Rates
Apply Project Management Practice to Health and Human Services
Reactions to DSM-5 Training
• There’s such a controversy don’t worry, it will be overturned , you won’t have to use it
(there is controversy, but it will still be used)
• Just cite the ICD-10, that’s for billing anyway
(true for billing but you will need to communicate with others on the DSM-5)
• Go to a half-day or day long training
(that will develop awareness but not facility in using it)
• Read the book!
(sure…like reading the Yellow Pages for pleasure)
• Awareness, navigation, translation, fluency
(these are needed for professional competency)
Case Study
Problem: Most mental health providers will be required to use DSM-5 diagnostic codes by October 1, 2014; staff must be skilled in using them by that date
Project: Develop a training program for 18 mental health providers to competency level in using the DSM-5
Considerations: Use in-house trainer for ongoing training support for staff (requires trainer
to be proficient in DSM-5) All staff need DSM-5 manuals Library needs supplementary DSM-5 training materials Schedule training and supplementary practice times Develop metrics to determine competency and monitor use
Project Initiation
Project Charter Goals Deliverables Stakeholders Champion Scope Budget Schedule
Initiate
Plan
Execute
Monitor & Control
Close
Stakeholder Considerations
External• Clients & families• Referral sources• Other Providers• Insurance• US Dept. of HHS• Other recipients (e.g.,
Courts)
Internal• Executive Director &
Board• Director of Clinical
Services• Finance Director• Supervisors• Treatment Staff• Clerical Staff
Project Planning
Work Breakdown Structure (WBS)Initiate
Plan
Execute
Monitor & Control
Close
WBS for DSM-5 Training
DSM-5 Project
Materials
APA Manuals
Library
Online links
Training Measure
• order 24 manuals• assign manuals• order 20 Dx
handbooks• assign handbooks• send receipts to
finance• milestone celebration
Project Planning
Project Plan – Gantt Chart Initiate
Plan
Execute
Monitor & Control
Close
Project Execution
Project Progress Report Accomplishments Scheduled Work Current Issues Approved Changes
Initiate
Plan
Execute
Monitor & Control
Close
Project Progress Report – DSM-5 Project
Accomplishments: Internal trainer available, DSM-5 manuals & materials purchased, online links established
Scheduled Work: On schedule– first ½ day training to learn DSM-5 manual navigation completed (date)
Current Issues: Heavy case loads and crises sometimes interfere with staff time for reviewing criteria & codes
Approved Changes: 1 hour protected time each Friday for DSM-5 discussion & case reviews
Project Monitoring and Controlling
Issues Log ID Name Issue/Resolution Description Assigned To Priority Status
Initiate
Plan
Execute
Monitor & Control
Close
Issue Log – DSM-5 Project
ID: A1-T1 Name: DSM-5 Manual purchase for staff Issue/Resolution Description: First printing of DSM-5
had errors in code for some Dx. Publisher agreed to replace with second printing. Sent immediately.
Assigned To: Sven – Project Manager Priority: High Status: Resolved
Project Monitoring and Controlling
Risk Register
ID
Uncertainty Description
Consequence Description
Percent Potential
Percent Schedule Impact
Percent Budget Impact
Percent Scope Impact
Risk Level (Red, Yellow, Green) (1, 2, 3), (A, B, C)
Initiate
Plan
Execute
Monitor & Control
Close
Project Closing
Stakeholder Project Survey
Satisfaction with communications
Quality of project deliverables
Effectiveness of project processes
Satisfaction with adoption of deliverables
Overall satisfaction of project experience
Describe project successes
Describe project challenges
Describe recommended improvements
Initiate
Plan
Execute
Monitor & Control
Close
Questions