Project Management amazonaws com
“INFORMATION SERVICES: Project Management and the Project Management Office” An Educational Update to the HIMSS Project Management Task Force MaryLee Newman September 26, 2007 10/2/2007
Agenda z Defining
a project z What is Project Management? z Project Management Processes z Who are Project Managers? z Project Management Office z PMO Manager
10/2/2007
What is a Project?
z
z z z
A project is a temporary endeavor undertaken to create a unique product or service with a definite beginning and end. Proceeds in steps continuing steadily by increments. Performed by people; constrained by limited resources; planned, executed and controlled. Undertaken at all levels of the organization.
10/2/2007
Project Considerations
z Time z Costs z Performance/Technology z Resources
10/2/2007
What is Project Management ?
Project management is the application of knowledge, skills, tools and techniques for the development and implementation of projects.
10/2/2007
Project Management Processes: z
This is accomplished through: z Initiating (business case developed, etc.); z Planning (team selected, critical success factors developed, vendor RFI/RFP, etc.); z Executing (vendor selected, system build, test, pilot launched); z Monitoring/controlling (project plan adjusted based on pilot outcomes); z Closing (go-live, outcomes reviewed).
10/2/2007
Project Management Focuses On….
z z z z
Identifying critical success factors Establishing goals and objectives Meeting the expectations of care defined by the various stakeholders Managing the scope, time and cost
10/2/2007
Traditional project model
10/2/2007
Realistic project model
10/2/2007
Memorial Health System Project Management methodology
z z z z z
10/2/2007
Investigation/Assessment Approval Selection/design/test Implement Post-go live
MHS Project Plan Methodology
10/2/2007
Who are project managers? z
A project manager is a professional in the field of project management. They have the responsibility to plan and execute any major project.
z
Responsible for coordinating and integrating activities across multiple functional lines.
z
Have increasing responsibility but limited authority.
z
Do not have to possess all technical knowledge, but must understand how and where to find it, as related to the project.
z
Must ensure the success of a project by minimizing risk throughout the lifetime of the project.
10/2/2007
Healthcare IT Project Managers:
z z z z z
Know the environment Establish credibility (clinical/healthcare backgrounds) Can modify project implementation based on unique variables Manage multiple simultaneous projects Understand what the users do not understand
10/2/2007
Healthcare IT Project Managers:
z z z
Take advantage of alternate resources (LEAN team, QM, Educators, etc.) Not limited by politics of user dept ("Dr. Jones will never allow...") Ability to focus on longer term issues versus day today firefighting
10/2/2007
Project Managers are Navigators
z
z
Project managers seldom participate directly in the activities that produce the end result but are the navigators for reaching the planned goal. Successful project managers must be able to envision the entire project from start to finish and have the ability to ensure the vision is realized.
10/2/2007
Project Managers are Integrators z
z
The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet the established goals. Project managers have to ask penetrating questions, detect unstated assumptions, and resolve interpersonal conflicts, as well as, use more systematic management skills.
10/2/2007
What project managers try to avoid…
10/2/2007
Project Management Office…PMO
z
The Project Management Office (PMO) is typically developed when an organization has created full-time project leaders, developed a formal project management methodology, and, enforce the methodology. Unique focus—project versus employee/task
z
Prioritize project management activities
z
10/2/2007
Project Management Office Manager z z z z z
Manage conflicts for same technical and applications resources Authority to transfer overloaded PM workload within the PMO Knowledge sharing of PM techniques Knowledge of user environment Sounding board for PM issues
10/2/2007
Project Management Office Manager
z z z
Understanding of synergies/constraints between projects PMO manager is a working manager with their own projects PMO manager reports to the CIO
10/2/2007
Resources DeCarlo, D. (2004). Extreme Project Management. San Francisco, California: Jossey-Bass. Kerzner, H. (1998). Project Management. New York, New York: John Wiley & Sons, Inc. PMBOK Guide (2000). A Guide to the Project Management Body of Knowledge. Newton Square, Pennsylvania: Project Management Institute.
10/2/2007
Agenda z Defining
a project z What is Project Management? z Project Management Processes z Who are Project Managers? z Project Management Office z PMO Manager
10/2/2007
What is a Project?
z
z z z
A project is a temporary endeavor undertaken to create a unique product or service with a definite beginning and end. Proceeds in steps continuing steadily by increments. Performed by people; constrained by limited resources; planned, executed and controlled. Undertaken at all levels of the organization.
10/2/2007
Project Considerations
z Time z Costs z Performance/Technology z Resources
10/2/2007
What is Project Management ?
Project management is the application of knowledge, skills, tools and techniques for the development and implementation of projects.
10/2/2007
Project Management Processes: z
This is accomplished through: z Initiating (business case developed, etc.); z Planning (team selected, critical success factors developed, vendor RFI/RFP, etc.); z Executing (vendor selected, system build, test, pilot launched); z Monitoring/controlling (project plan adjusted based on pilot outcomes); z Closing (go-live, outcomes reviewed).
10/2/2007
Project Management Focuses On….
z z z z
Identifying critical success factors Establishing goals and objectives Meeting the expectations of care defined by the various stakeholders Managing the scope, time and cost
10/2/2007
Traditional project model
10/2/2007
Realistic project model
10/2/2007
Memorial Health System Project Management methodology
z z z z z
10/2/2007
Investigation/Assessment Approval Selection/design/test Implement Post-go live
MHS Project Plan Methodology
10/2/2007
Who are project managers? z
A project manager is a professional in the field of project management. They have the responsibility to plan and execute any major project.
z
Responsible for coordinating and integrating activities across multiple functional lines.
z
Have increasing responsibility but limited authority.
z
Do not have to possess all technical knowledge, but must understand how and where to find it, as related to the project.
z
Must ensure the success of a project by minimizing risk throughout the lifetime of the project.
10/2/2007
Healthcare IT Project Managers:
z z z z z
Know the environment Establish credibility (clinical/healthcare backgrounds) Can modify project implementation based on unique variables Manage multiple simultaneous projects Understand what the users do not understand
10/2/2007
Healthcare IT Project Managers:
z z z
Take advantage of alternate resources (LEAN team, QM, Educators, etc.) Not limited by politics of user dept ("Dr. Jones will never allow...") Ability to focus on longer term issues versus day today firefighting
10/2/2007
Project Managers are Navigators
z
z
Project managers seldom participate directly in the activities that produce the end result but are the navigators for reaching the planned goal. Successful project managers must be able to envision the entire project from start to finish and have the ability to ensure the vision is realized.
10/2/2007
Project Managers are Integrators z
z
The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet the established goals. Project managers have to ask penetrating questions, detect unstated assumptions, and resolve interpersonal conflicts, as well as, use more systematic management skills.
10/2/2007
What project managers try to avoid…
10/2/2007
Project Management Office…PMO
z
The Project Management Office (PMO) is typically developed when an organization has created full-time project leaders, developed a formal project management methodology, and, enforce the methodology. Unique focus—project versus employee/task
z
Prioritize project management activities
z
10/2/2007
Project Management Office Manager z z z z z
Manage conflicts for same technical and applications resources Authority to transfer overloaded PM workload within the PMO Knowledge sharing of PM techniques Knowledge of user environment Sounding board for PM issues
10/2/2007
Project Management Office Manager
z z z
Understanding of synergies/constraints between projects PMO manager is a working manager with their own projects PMO manager reports to the CIO
10/2/2007
Resources DeCarlo, D. (2004). Extreme Project Management. San Francisco, California: Jossey-Bass. Kerzner, H. (1998). Project Management. New York, New York: John Wiley & Sons, Inc. PMBOK Guide (2000). A Guide to the Project Management Body of Knowledge. Newton Square, Pennsylvania: Project Management Institute.
10/2/2007
