Project Management Office (PMO) Overview DOM Administration Grand Round June 17, 2014

Project Management Office (PMO)Overview

DOM Administration Grand Round June 17, 2014

Lori SiracusaSenior ITS Project ManagerBoston Medical CenterProject Management Office (PMO)

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Project Management Office: Purpose

• The BMC PMO is a dedicated business unit, which defines and maintains standards for project management within the organization

• The primary goal of BMC PMO is to achieve benefits from developing and following standardized project management policies, processes and methods

• Projects and project management are carried out in an environment broader than that of the project itself

• The project management team must understand this broader context so it can select the life cycle phases, processes, documents and tools that appropriately fit the project

• Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals, related to managing and implementing projects within the organization

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The BMC Project Management Office provides a standardized approach to identify, prioritize, and successfully execute a project portfolio. Project management leadership is responsible for establishing and implementing best practices to encourage collaboration, standardization, and overall improvement to managing and prioritizing projects. The primary focus is to manage and control projects to ensure they are implemented on schedule, within scope, and budget.

Goal: Complete a successful project for our customers!

Project Management Office: Mission Statement

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Project Management Office: Organization

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Boston Medical Center - Proprietary & Confidential

Project Management Office - Governance

ITS Prioritization Committee: Meet Bi-Monthly• Key strategic and policy decisions – approach, direction, priorities, rules, governance• Implementation, oversight and conflict resolution• Strategic level coordination among BMC entities• Committee Members: BMC Vice Presidents

o Clinical – Physician, Clinical – Nursing, Financial, Strategic, Operations, Information Technology Services

ITS Internal Governance Committee: Meet Weekly • Affinity groups formed to research key issues• Champions from functional area working groups to drive development of business cases• Implementation of decisions made by Operations Group• Liaison to end users• Approved VP Projects review of required resources/timelines• Project Phase Change Requests (e.g. Assessment to Planning)• Committee Members:

o IT Directors, IT Leadership, PMO Staff, other ITS staff as needed

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Boston Medical Center - Proprietary & Confidential

Project Management Office - Governance

ITS Internal Governance Committee

End UserWorkgroups

ITS Director Monthly Roadmap

Weekly Roadmap

ITS Prioritization Committee

Chair and Facilitator

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Project Manager Assignment CriteriaProject Size:

• Small Project: 5 to 25 FTE days• Medium Project: 26 to 75 FTE days• Large Project: 76+ FTE days

Timeline:• Project defined start and end date

Exception Criteria:• Several of these should be met to drive the assignment of a PM (subjective decision)

Characteristic Analyst as PM or Project Lead PMO Project ManagerPredictability Highly Predictable Constantly changing or evolvingVision of what lies ahead Clear CloudyActivities / Tasks Standard, documented Flexible, non-documentedActivity durations Known, low uncertainty Unknown or unclearConfidence in deadlines High Moderate to lowComplexity Managed EvolvingIssues / Risks Known, seen before Unknown, evolving, not seen beforeResources Allocated/Available/Same group:team Resource conflicts probable;

Spans multiple group:teams or departments

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Example Where Project Manager IS AssignedProblem Statement:There is currently no pharmacy in the Shapiro building and patients either have to walk to other BMC buildings (YACC or DOB) or go to other pharmacies outside the hospital resulting in hospital revenue loss

Costs: PROJECT COSTS PROJECT COSTS PER YEAR

Year 1 Year 2 Year 3 Total 1. Hardware $ 36,208 $ - $ - $ 36,208 2. Software $ 479,095 $ - $ - $ 479,095 3. Other $ 100,861 $ - $ - $ 100,861

Totals $ 616,164 $ - $ - $ 616,164 Cumulative Total $ 616,164

Timeline: 01.02.13 01.15.13 02.01.13 03.12.13

<Project Kick - Off> <Project Go - Live>

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Resources:

Example Where Project Manager IS Assigned

Challenges:• Timeline – Mid March timeline is very aggressive• New Vendors and Applications – Eight of the vendors and products are new to BMC• Coordination between vendors has been a challenge• Training – Staff must be trained on a number of new equipment and software in a short

period of time

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Example Where Project Manager NOT AssignedProblem Statement:Portal 1.0 due to its use of SSO does not allow users at BMC public computers to access the portal’s dashboards and reports. In addition, the loss of the consultants who wrote 1.0, has caused us to rebuild as to allow for the access above and ongoing support

Name Role Group: Team Level of Effort

Matthew Ellis Team Lead Enterprise Analytics, Reporting 120

Andy Hagel .NET Web Developer Web Team 416

Eva Koppera Reporting Administrator Enterprise Analytics, Reporting 40

Costs:• None – No server costs, no consultant costs

Resources:

Challenges:• Beta Sign-Off

Timeline:

12 - Oct 12 - Dec 02/21/13 03/21/13

-

<Project Kick - Off> <Project Go - Live>

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Why Projects Fail?

The following is a list of primary project failure causes:

• Poor Planning

• Unclear Goals and Objectives

• Objectives changing during the project

• Unrealistic time or resource estimates

• Lack of executive support and user involvement

• Failure to communicate and act as a team

• Inappropriate skills

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Project Life Cycle: Overview• Traditional project management life cycle consists of a number of phases

• Regardless of the methodology or terminology used, the same basic management processes are utilized

• Connects the beginning of the project to its end completion

• PMO utilizes 6 basic phases to direct and control projects:

o Request

o Assessment

o Planning

o Implementation

o Go Live

o Closure

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Project Life Cycle: Phase DefinitionsRequest•Reviewed via the VP Governance Process; ITS Prioritization Committee (approves, denies, additional information)

Assessment•Careful examination of whether or not the project benefits the organization and can realistically be completed given budget, timeline, resource constraints, etc

Planning•Detailed planning of time, cost, and resources to estimate the work needed and manage risk during project execution•Failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals

Implementation•Coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan•Deliverables are produced as outputs from the processes performed as defined in the project management plan and other frameworks

Go-Live•Project is moved into production

Project Closure •Evaluation conducted to highlight project success and lessons learned •Transitioned to appropriate operations resources 2 weeks post go-live

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Project Life Cycle: Generic Life Cycle Structure

Typical Cost and Staffing Levels Across a Generic Project Life Cycle Structure

• Projects vary in size and complexity, but can be mapped to this generic life cycle structure

• Referenced when communicating to upper management or others less familiar with project details

• High level view provides common frame of reference for comparing projects

• Does not apply to all projects

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Project Life Cycle: Summary

•Defined as the completion and approval of one or more deliverables

•Phase can be closed and no additional phases initiated (i.e. assessment is completed and determines the risk or cost is too great for the project to continue

•Phases could be further subdivided into sub-phases for reasons of size, complexity, risk, or cash flow constraints

•PMO Governance Process is utilized to transition projects from one phase to another

•The ITS PMO Toolkit and Project Document Life Cycle were developed to assist the management of ITS projects

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PMO Toolkit• Project Management Office Team has developed a standardized set of tools to assist

in the management of Initiatives/Projects

• The toolkit is a guide to assist in the management of projects across all phases of the project lifecycleo The PMO Toolkit helps standardize how a project’s scope, timeline, requirements and

strategies are documented

• The tools build upon each other as the project moves from Request to Go Live (Project Document Lifecycle)o Some tools will be used throughout a project’s lifecycle

– Contact List– Sign In Sheet– Meeting Agenda – Meeting Minutes– Status Report– Resource Tracking

o Other tools are used during a specific phase (i.e. Assessment) o Many tools are started in one phase, refined throughout the project and closed at the

conclusion (i.e. Project Plan)

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Assessment

Project Document Lifecycle

Request

Planning

Implementation

Go Live

Project Closure

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Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking

Project Request

Initiation

Roadmap Abbreviated Presentation (Request to Assessment)

Project Request: • The ServiceNow PPM module is the mechanism used to Request an ITS project• Pertinent information is to be completed on the request form, for submittal to the ITS PMO

Initiation*: • This tool initiates the process of data gathering and refining the core project information

such as the problem statement, goal, known constraints and dependencies along with any identified risks/concerns.

Roadmap Presentation (Based on Phase): • This document is a means of requesting to move the project through the Project Lifecycle

Phases and request resources. • Upon completion of the document, it is subsequently submitted to the PMO to be reviewed

and included in the next Roadmap Meeting.

*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree with the content of the document.


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Charter (start) - large projects only

Budget/Costs - Detail (Start)

Communication Plan (Start)

Scope (Start)

Assessment

Project Plan (Start)

Timeline (Start)

RAID or RACI (Start)

Functional Requirements (Start)

Technical Requirements (Start)

Roadmap Abbreviated Presentation: (Assessment to Planning)

Charter*: Cornerstone of the project

Lays the groundwork for informed decisions and planning regarding project direction, outcomes, and delivery

•Managing expectations of all project stakeholders•Formal commitment between the Executive Sponsors, the Steering Committees, the Project Manager and the Project Core team

Budget/Costs: •Record and track the project related capital and/or operational expenses•Forecast future operational costs

Communication Plan*: •Methods and processes for communicating the needs and issues surrounding the project•Composition and meeting structure for project related items are defined•Storage and distribution of project related documentation


Scope:* •Most critical document of any project•Scope of the project is documented and Scope Change Management is defined•Agreement between all the parties involved on what will and will not be addressed in the solution of the Problem Statement

Assessment*: • First stage of developing project requirements

Define scopeDocument assumptionsIdentify risks Document workflow



Stack, Tiffany

Again, content-heavy slides. I don't think it's repeating this info is needed or helpful to the audience. (the *sentence and the the info in the blue bar below it.) It's on a few slides and I suggest removing it from all.

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Communication Plan (Start)

(Scope Start)

Assessment

Project Plan (Start)

Timeline (Start)

RAID or RACI (Start)



Roadmap Abbreviated Presentation: (Assessment to Planning)

Project Plan/Timeline (software tool preference): MS Project:

• Detailed work breakdown structure • Task tracking for to include, but not limited to:

Task Name, Duration, Start, Finish, Predecessors, Resource Names, % Complete. Excel:

• High level or detailed timeline • Tasks can be customized to include, but not limited to:

Task name, Resources, Planned Start, and Target Finish


RAID (Risks, Action, Issues, Decisions): •Log to identify and track severity, mitigation plans, owner and disposition

RACI (Responsible, Accountable, Consulted, Informed): •Inventory of project deliverables Disposition per deliverable monitored

Functional Requirements: •Detailed listing of the operational characteristics:

Workflow Application

Technical Requirements: •Non-functional requirements:

Technical designs Technical specifications



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Charter (finish) - large projects only

Budget/Costs - Detail (Complete)

Communication Plan (Refine)

Executive Summary (Start)

Scope (Complete)

Scope Change Management (Start)

Recommendation or Proposal

Project Plan (Refine)

Timeline (Refine)

RAID or RACI (Refine)

Testing Plan Strategy (Start)

Training Plan Strategy (Start)

Functional Requirements (Complete)

Technical Requirements (Complete)

Roadmap Presentation: Planning to Implementation

Kick Off Presentation

Executive Summary*: •Report for Sr. Leadership and Governance, summarizing the following:

Overall Goal Objectives Proposed Solution Scope Risks/Concerns Timing Resources

Recommendation or Proposal*: •Result of the assessment, not the final design•High level proposal to highlight main areas of project

Scope Change Management*: •Utilized once scope is finalized and there is a change in scope:

Primary scope control for a project Lists the changes and impacts upon the defined scope of the project Approval and Sign off required by project leadership


Testing Plan Strategy*: • Outline of how testing will be performed, verified and documented

Training Plan Strategy*: •Defines all the aspects of training required for the implementation of the project

Kick Off Presentation: •Presentation of the proposed solution, strategy, process, and timeline



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Communication Plan (Complete)

Executive Summary (Complete)

Scope Edits (Change Mgmt Required)

Project Plan (Refine)

Timeline (Refine)

RAID or RACI (Refine)

Testing Plan Strategy (Complete)

Training Plan Strategy (Complete)

Go Live Readiness (Start)

Go Live Checklist (Start)

Go Live Readiness*: • Highlights all items for Go-Live:

Staff to support Go Live Environment for go-live

Note: Check off items and sections can be customized based on project deliverables.

Go Live Checklist*: Itemized plan for the Go-Live event consisting of:

Pre Go-Live Go-Live Post Go-Live

•Detailed tasks: Responsible party Dates, times, and duration Task status

Note: The checklist can be customized based on project deliverables.


*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree with the content of the document


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Project RequestInitiation




Budget/Costs - Detail (Complete)

Communication Plan (Start)Communication Plan (Refine)


Executive Summary (Start)Executive Summary (Complete)

Scope (Start) Scope (Complete)Scope Edits (Change Mgmt Required)

AssessmentRecommendation or Proposal

Project Plan (Start) Project Plan (Refine) Project Plan (Refine) Project Plan (Refine)Timeline (Start) Timeline (Refine) Timeline (Refine) Timeline (Refine)RAID or RACI (Start) RAID or RACI (Refine) RAID or RACI (Refine) RAID or RACI (Refine)









Go Live Readiness (Start) Go Live Readiness (Complete)

Go Live Checklist (Start) Go Live Checklist (Complete)

Roadmap Abbreviated Presentation: Request to Assessment

Roadmap Abbreviated Presentation: Assessment to Planning

Roadmap Abbreviated Presentation: Planning to Implementation


No Additional documents introduced



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Project Plan (Complete)Timeline (Complete)

RAID or RACI (Complete)

Lessons Learned

Project Closure and Acceptance

Lessons Learned*: Review of the successes and short-comings in the project

• Learn from and improve the project management process

Project Closure and Acceptance*: • Agreed upon project deliverables and requirements have been satisfied• Exceptions they are noted along with their planned disposition• Project summary for historical purposes• Summarizes the ongoing operations and support of the solution moving forward




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Project RequestInitiation



Budget/Costs - Detail (Start)Budget/Costs - Detail (Complete)

Communication Plan (Start)Communication Plan (Refine)


Executive Summary (Start)Executive Summary (Complete)

Scope (Start) Scope (Complete)Scope Edits (Change Mgmt Required)

AssessmentRecommendation or Proposal

Project Plan (Start) Project Plan (Refine) Project Plan (Refine) Project Plan (Refine) Project Plan (Complete)

Timeline (Start) Timeline (Refine) Timeline (Refine) Timeline (Refine) Timeline (Complete)

RAID or RACI (Start) RAID or RACI (Refine) RAID or RACI (Refine) RAID or RACI (Refine) RAID or RACI (Complete)









Go Live Readiness (Start)Go Live Readiness (Complete)

Go Live Checklist (Start)Go Live Checklist (Complete)

Lessons Learned Project Closure and Acceptance

Roadmap Abbreviated Presentation: Request to Assessment

Roadmap Abbreviated Presentation: Assessment to Planning

Roadmap Abbreviated Presentation: Planning to Implementation




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PMO Toolkit and Document Lifecycle Summary

• The ITS PMO Toolkit and Project Document Lifecycle were developed to assist the management of ITS projects

• The templates are guides to standardize project activities

• Project managers and leads should become familiar with the toolkit and incorporate these templates into their project management activities

• The templates use the < and > symbols to note whenever a project specific entry should be added

• Not all projects require all templates, however, all projects should minimally include:o Scopeo Timeline

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PMO Toolkit Project Example

Observation Unit Development: ScopeProject Summary BMC seeks to rapidly establish a separate observation unit by leveraging existing space, systems and staffing to the extent possible.Problem Statement Observation patients are currently located within IP units. Although a less intensive level of care is required, these patients are receiving an IP level of care, which is more care than is necessary.Goal• Create a stand-alone 12 bed observation unit to provide the right care for observation patientsMeasurable Objectives• Reduction in cost of delivering care to observation patients• Free up IP beds for additional patients/revenueUn-measurable Objectives• Provide easy access for patients and staff to systems and services; including documentation, pharmacy, radiology, lab, cardiology, etc.In ScopeITS will be responsible for assessing current state of Menino 2 in meeting requirements for opening a new observation unit. This will include hardware (PCs/Printers), software (SCM, Bedboard, Lab,IBEX), telephones, interfaces, downstream systems, data warehouse, infrastructure and clinical engineeringOut of ScopeITS will not be responsible for operational requirements, financial systems requirements; including SDK and related registration and billing systems, professional billing documentation requirements/considerations (during Phase I), office equipment (copier, fax, furniture), staffing, suppliesApproach • Assess IT Requirements, including hardware, software, infrastructure, clinical engineering via assessment “walk- through”• Consider both short and long term requirements in systems selection(s)• Identify all related IT systems, determine set-up requirements and timelines• Maintain a narrow IT scope, leverage existing systems solutions and functionalityAssumptions• Nursing Department is managing the overall project (Sarah Carignan)• Leverage the existing Menino 2 space, which is DPH approved, and equipment in place• Maintain a narrow IT systems scope by leveraging existing systems solutions and functionality to enable the opening of the unit as quickly as

possible

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Observation Unit Development: ScopeProposed SolutionHardware (PCs/Printers): Upgrade existing hardware residing in Menino 2; designate additional “downtime” machineCommunications/Phones: Utilize existing phones in Menino 2; non bay areasUtilize interpreter phone for interpreter and regular phone needs in bay areas Implement separate paging system; provide paging quote; implement upon approvalInstall new wall phonesLab: Location/unit/bed/printer label printing Interface(s): Build translate table Data Warehouse: Add the obs unit to the Emergency Department section of the Nursing Dashboard and for reporting Clinical Nursing Documentation: SCM Assessment - leverage existing SCM documents; modifications will be required (functional spec)SCM Flowsheet - leverage existing “standard” document; no edits requiredClinical Physician Documentation:SCM – Leverage existing SCM documents; no edits requiredOrder Sets – Leverage existing; no edits requiredBedboard: Add to the Menino Campus; Menino 5WICU column; no overflow requirementsIBEX: Edits to admission request screen to include a new status and service

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Name Role Group: Team Level of Effort

Silvia MacMurdo Lab App/Dev:Ancillaries 6Lisa Selig Downstream Systems App/Dev:Business 3Bill Scott Web Design App/Dev:Development 10Kate Jones Web Design App/Dev:Development 50Lucas Nyman Application Analyst - EHR App/Dev:EHR 80Thomas Lau Application Analyst - EHR App/Dev:EHR 10Geoff Fallon Functional Mngr - EHR App/Dev:EHR 20Ethan Lew Technical Design App/Dev:EHR 40Tim Donovan DBA App/Dev:Integration 5Donna Whitmore Interface Engineer App/Dev:Integration 5Bridget Wagner Data Warehouse CI:Data Warehouse Dev 1Eva Koppera Data Warehouse CI:Reporting&Analytics 32Chris Hussey Hardware Field Services: 20Tom Maher Communications Infrastructure: 25Lori Siracusa Project Manager PMO:PMO 60

Resources

Timeline 11/26/12 1/8/13 2/27/13

Assessment/Planning Implementation <Project Kick-Off> <Project Go-Live>

Observation Unit Development: Timeline and Resources

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Year 1 Year 2 Year 3 Total1. Hardware 34,418$ -$ -$

a) Hardware -$ -$ -$ -$ b) Infrastructure -$ -$ -$ -$ c) Implementation 34,418$ -$ -$ 34,418$

2. Software -$ -$ -$ a) Software -$ -$ -$ -$ b) Implementation -$ -$ -$ -$

3. Other 47,500$ -$ -$ a) Consultants 5,625$ -$ -$ 5,625$ b) IT Resources 41,875$ -$ -$ 41,875$

Totals 81,918$ -$ -$ 81,918$ 81,918$ 81,918$

Year 1 Year 2 Year 3 Total1. Hardware -$ -$ -$

a) Hardware -$ -$ -$ -$ b) Infrastructure -$ -$ -$ -$ c) Consultants -$ -$ -$ -$

2. Software -$ -$ -$ a) Software -$ -$ -$ -$ b) Consultants -$ -$ -$ -$

3. Other -$ -$ -$ a) Maintenace/Support -$ -$ -$ -$ b) Training -$ -$ -$ -$ c) Implementation -$ -$ -$ -$

Totals -$ -$ -$ -$ -$ -$

Year 1 Year 2 Year 3 Total1. Hardware 34,418$ -$ -$ 34,418$ 2. Software -$ -$ -$ -$ 3. Other 47,500$ -$ -$ 47,500$

Totals 81,918$ -$ -$ 81,918$ 81,918$ 81,918$

PROJECT COSTS PROJECT COSTS PER YEAR

Cumulative Total

OPERATING COSTS OPERATING COSTS PER YEAR

Cumulative Total

Cumulative Total

CAPITAL COSTS CAPITAL COSTS PER YEAR

Observation Unit

Non-IT: $34,417 (WOWs, paging system; move&secure doors; airphone-unit access) Funding: NursingIT: $ 4,500 (Consultant hours – 45 @ $100; included above) Funding: IT Operations

Observation Unit Development: Budget/Costs Detail

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PMO Overview - Review

1. Where can you find the purpose/role of the Project Management Office Team?

2. How many phases in the Project Lifecycle?

3. Does the Assessment Phase come after the Implementation phase?

4. Name the phases in the Project Lifecycle?

5. Benefits of engaging the Project Management Office

6. Purpose of PMO Toolkit documentation?

7. Are all the documents in the PMO Document Lifecycle required for each phase?

8. How many ITS Governance Committees are established at BMC?

9. What is the first Step to request a project?

10. What is the most important project document in the PMO Document Lifecycle?

Request – Assessment – Planning – Implementation – Go Live – Project Closure

Six

In the Mission statement!

Coaching Services; Standardized Toolkit; Proven track record

No!

Standardization across project lifecycle

No!

Two: VP Governance and ITS Internal Governance!

Complete and submit the Request form in ServiceNow!

Scope!

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If you are interested in utilizing the toolkit, please contact:

Lori Siracusa617-414-8564

[email protected]

Project Management Office Tutorial

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