Building a PM Pipeline for Your Organization. Nikki Meyer, PMP, MBA HCA Healthcare Program Manager Nashville PMI Symposium 2015

Transcription

1 Building a PM Pipeline for Your Organization Nikki Meyer, PMP, MBA HCA Healthcare Program Manager Nashville PMI Symposium 2015

2 Speaker Bio Nikki Meyer has worked as a Senior Project Manager and Program Manager at HCA since July Previously, she was director of the IT department supporting the court systems in Nashville for seven years. In that role, Ms. Meyer worked with law enforcement and Homeland Security officials in developing integrated justice and public safety systems for jurisdictions in Tennessee. Ms. Meyer manages the PMA Program at HCA and is currently working on HCA s Meaningful Use project.

3 Why Did HCA Invest in this Concept? Project organizations frequently struggle with maintaining the needed project management staff to support the portfolio. Building a pipeline of talent can provide an organization with a built-in supply to keep up with future demand. Creating this pipeline is valuable, as it keeps a pool of talent ready to step in when needed. In addition, maintaining this pool provides more senior PM staff with Project Management Assistants as they grow and learn about project management.

4 HCA Project Management Center of Excellence Approximately 100 PMs in the department Up to 300 projects in flight at any given time There are 6 other PMOs at HCA Business Units Clinical Data Access, Out patient, SCRI, Data Analytics, Infrastructure, Field Operations, Web and Digital Media, Clinical Informatics, Back Office and Security

5 Learning Objectives Why HCA Built a PM Pipeline How to Recruit and Train the Resources How to Conduct the Interviews How to Manage Your Pipeline Program How to Document Your ROI Learn the HCA Staffing Model Review the Contractor Conversion Process

6 Key Strategies Desired characteristics of candidates: Our driving philosophy is we can teach people technical skills much easier than soft skills. Development of the pilot Interviewing, Hiring, and Onboarding Operationalize

7 Why Did HCA Get Here? Market changes over time made it difficult to maintain some of our more senior resources Opportunities elsewhere at HCA Poor hires Challenges finding good candidates

8 Charter

9 Charter The Charter for this program contains the following items: Context, Purpose, Sponsorship Mission and Objectives Implementation Approach Composition and Roles Authority, Responsibility and Boundaries Measurement of Success Proposed Timeline Resources and Support Operations Approvers

10 PMA Job Description

11 PMA Job Description Supports project managers in their development of labor estimates, etc. Works with project manager to develop project charters. Ensures that charter and other deliverables and documents are produced and approved as required. Works with project manager to identify risks and issues and to track contingency plans or issue resolution to completion. Supports the project managers in tracking project dependencies, etc. Monitors overall project progress and updates plans and status reports accordingly. Writes project status reports on required schedules including progress updates and status of all issues. Completes project closure documentation and updates relevant tools and repositories. Supports project managers with preparation for and conducting of meetings and other project-related communications. Serves as backup Project Manager when the primary PM is not available. Manages sub-components of a larger project, taking a lead role for that sub-component. Works within the framework of HCA IT&S project management methodology and HCA governance requirements.

12 Staffing Model

13 Staffing Model Increase Capacity Improve Speed to Market Manage Costs Once PMAs complete a rigorous 3 week hands on training program they are assigned to the Project Managers who will best leverage their skills in order to increase bandwidth. PMAs will be assigned to multiple projects across LOBs. This cross assignment approach will increase the flexibility of our program while ensuring our PMAs establish a strong HCA foundation. Another benefit of this model is that it provides a mechanism to utilize less expensive resources. When employment opportunities arise, we will have a supply of proven, well trained candidates. PMAs can also be assigned full-time to individual projects, as long as a ROI can be justified and paid for by the project. In this case, we can quickly assign a PMA (speed to market) who is being compensated at ¼ the PM rate (managing costs).

14 Staffing Model Return on Investment PMC Directors are personally accountable for realizing a return on investment. Prior to assigning a PMA, the PMA manager meets with the PM and the PM s Director. Project assignment, allocations, length of engagement, and justification of ROI are agreed upon and signed off on. The PMA manager meets with each PM on a bi-weekly basis to ensure PMAs are being leveraged appropriately. If not, adjustments will be made or the PMA will be reassigned. The PMA manager meets with the PMC directors on a monthly basis. This is an accountability meeting where the PMA manager holds the Directors accountable for ROI and the Directors hold the PMA manager accountable for assigning properly trained resources.

15 Staffing Model Additional Short-Term and Long-Term Benefits PMAs will use standard processes and documentation across all LOBs. By the 2 nd quarter of 2012 our project audits revealed a significant increase in the proper use and storage of project artifacts. Baselines have already been established. Once these standards are established we will begin auditing the quality of the artifact s content. Metrics are being established within the QCoE and serve as our measuring tool.

16 Recruiting

17 Characteristics of PMA Candidates Strong people and relationship management Highly organized and detail-oriented Great work ethic and track-record Independent thinker Team player Some knowledge of MS Suite Our Philosophy is simply stated We can teach people technical skills much easier than soft skills

18 Recruiting - Details When the program began in 2012, we leveraged 2 vendors to submit resumes to us. The PMC built a tracking database where we enter every candidate we receive. Since 2014, we have been able to get a large talent pool just from internal references. Recruiting for team 8 resulted in over 40 candidates being screened and entered into the tracker. We interviewed 18 of them and selected 8 of them. These are 1099 resources who are paid via our internal recruiting. Entry level salary is 25% of a typical Sr. PM salary.

19 Recruiting - Tracker

20 Recruiting - Phone Screen Candidate: Phone Number: Date/Time of Phone screen: Know about HCA: Know about position: Why looking/left last job: Rank Proficiency of Microsoft Office Suite Logistics: Their questions:

21 Recruiting - Speed Dating Interviews The PMC conducts its interviews in groups of 3 at a time. We book 3 conference rooms. Each candidate is put in a room. They stay there through all 3 interview teams and are escorted to the lobby when the last interview is complete. The interview team conducts a de-brief on each candidate right after the interviews are complete. During the de-brief, the team discusses pros and cons of the candidates and then each person votes yes or no on the candidate. Candidates with the highest number of yes votes are marked in consideration. Once we know how many PMA roles we are going to bring in, we do a forced ranking to decide. Teams vary from 4 to 6 PMAs. As of this date, we will be recruiting to fill team number 9.

22 Training Schedule

23 Training Schedule Week 1 Week 1 Wednesday, October 8 th 8:30-10:00 Introduction to HCA and Wave 8 PMAs and program. 10:00-11:30 Laptops 11:30-12:00 Tour of B3 /desk assignments 12:00-1:00 Lunch together 1:00-3:00 Campus Tour 3:00-4:00 End of the day Wrap up/questions Thursday, October 9 th 8:30-11:00 What is a PMA? 1:00-1:30 PMA Training - Healthstream Tutorial 1:30-4:00 Healthstream-Code of Conduct Friday, October 10 th 8:30-9:30 Introduction to the PMA Training Program 9:30-10:30 PMA Training-Meeting Management 10:30-1:30 Utilize time for : Continuing Healthstream training at desk Lunch 1:30-2:30 PMA Training-OneNote 3:00-3:30 Wrap Up Discussion/Questions

24 Training Schedule Week 2 Week 2 Monday, October 13 th 8:00-11:30 Healthstream training at desk- Harvard Project Management 11:30-1:30 Meet N-Greet Lunch with PMs 1:30-2:30 What is the PMCoE? 2:30-3:30 Continue Harvard Project Management 3:30-4:30 Review/discussion of Healthstream trainings Tuesday, October 14 th 8:30-3:30 First Shadowing day (be sure to ask about the day s objectives) 3:30-4:30 Come together as a group to discuss days activities Wednesday, October 15 th 8:00-9:30 Healthstream training at desk 9:30-10:30 PMA Training- Project organization (Clinical, Infrastructure, Enterprise) 11:00-12:00 PMA Training-What is WebEx? 12:00-3:00 3:00-4:00 PMA Training- Intro into IT Thursday, October 16 th 9:30-4:30 Second Shadowing day (be sure to ask about the day s objectives and types of projects) Friday, October 17 th 8:30-9:30 PMA Training-SharePoint/Teamroom 9:30-4:0 Open/Flex

25 Training Schedule Week 3 Week 3: Monday, October 20th 10:30-2:30 Session 1 of Clarity and MSP Training Tuesday, October 21st Open/Flex day: Wednesday, October 22 nd 12:00-4:00 Session 2 of Clarity and MSP training Thursday and Friday, October 23 rd & 24 th Open/Flex day-use these days for: Continue Healthstream training at desk During week 3, the Program Manager processes all the PMA request forms and notifies each PM on the allocation and start date for their PMA

26 Requesting a PMA

27 PMA Request (initial) When the Program Manager is ready to receive requests for PMA assistance, an is sent out to all the Directors and Program Managers. Requests come in and are assigned based on date it is received.

28 PMA Request Form

29 PMA Request Form The request form is used for a PM to request and a Director to approve and assignment of a PMA to a project. The form asks for: Project Manager Name Project Name Project Start and End Date Requested PMA Start Date Requested PMA Allocation to Project Requested Duration of PMA Engagement Type of Work PMA is Expected to Perform

30 Skill Set

31 Skill Set PMA Preparation PHASE 1 SKILLS Schedule Meeting Requests Create Agendas Take Minutes/Notes Coordinate with AA s as needed for food, projectors, meeting materials, etc. for meetings Management of project SharePoint Teamrooms (manage access, artifacts, etc.) Provide guidance to new project team members on where to find project in Clarity, teamroom, etc. Set up projector, manage WebEx meetings Manage project team distribution lists in Outlook Use Word, Excel, and PowerPoint Follow-up on items as needed for the PM PHASE 2 and PHASE 3 SKILLS Update deliverables, risks, issues Add resources to Clarity/assign to tasks Perform closure tasks Generate monthly labor actuals and projections

32 PM Central

33 PM Central PM Central is the Project Management Center of Excellence OneNote notebook that contains all information about how to manage a project in IT&S. Below is the documentation stored there for the PMs.

34 ROI Calculator/Sample

35 PM Name PMA Name ROI Calculator/Sample Project PM Enter Project Name (if you have more than one project with a PMA, please replicate this grid for each) PM A Time & Cost savings PM Quarterly HRS Saved Blended Category Result Rate Cost Divide and conquer, manage 53 0 Host Team Meetings for PM priorities PM able to take on additional project(s) (no new contractor/fte) 53 0 Focus on project activities & 53 0 Document Management (Clarity/Teamrooms) coordination Focus on project activities & 53 0 Help with project transition coordination Focus on project activities & 53 0 Schedule Meetings coordination 53 0 Collect/Publish/Store Meeting Minutes Apply time to customer relationship Assist with Clarity Administration 53 0 (schedule/statuses) Keep project current in Clarity Decrease PM Overtime Work Life Balance 53 0 PM can take vacation Work Life Balance 53 0 Other Items (describe) 53 0 Please do not add additional rows. Also, for reporting reasons, please do not change any of the categories. Overall Total Savings: 0

36 ROI from 2012 PMA Return/Benefit Project 1 Avoided 1 FTE for 8 weeks (320 hrs) $65 $20,800 Realized Project 2 PM Focused from Green Project to Red Project PM Added 1 Project at 50% 4 months (336 hrs) $65 $21,840 Realized Project 3 PM decreased hours hrs/wk (Jan-Jun) Avoided 30% of FTE for 24 weeks (288 hrs) $65 $18,720 Realized Avoided 50% of FTE for 32 weeks (510 hrs) $65 $33,150 Realized Project 4 Avoided hiring PM Contractor 5 months (810 hrs) $65 $52,650 Realized Project 5 On-Boarded 3 new contract PMs decreasing ramp-up time by total of 6 weeks (250 hrs) $65 $16,250 Realized Project 6 Avoided 40% FTE for 12 months (832 hrs) $65 $54,080 Realized + Forecast Project 7 Added 1 project at 40% for 6 months (403 hrs) $65 $26,195 Realized + Forecast Project 8 Combined MEM/MDM & took on esaf $65 $30,550 Realized + Forecast PMA allowed a new PM to do this work saving 40% FTE for 7 months (470 hours) Project 9 Added 2 projects: Usage Reporting & HIE $65 $65,000 Realized + Forecast 6 months at 50% (1000 hrs) Project 10 Project moved to Phase 1 75 of hours saved would have required another PM $65 $4,875 Realized Project of 118 hours saved would have required another PM $65 $5,200 Realized Project hours saved would have required another PM $65 $4,908 Realized $65 $10,400 Realized Project 13 PMA Managing Crimson Project 3.5 months (150 hrs) $65 $9,750 Realized + Forecast $374,368 ~$300,000 Realized ytd

37 Contractor Counts/Conversions

38 Contractor Conversions Once the PMA has been working on projects at HCA, they are eligible to apply for any open positions. These are contract resources. The first step moving up the chain is what we call an FTE PMA. They become an FTE and get a bump in salary. The next role would be the Associate PM. Following that, they can move from PM1 to PM2 to Senior PM to Consulting PM to Program Manager. To date, the PMC has had 8 PMA classes with a total of 46 PMAs going through the program. We have hired 23 of them and released 8 of them. Four of them resigned for other opportunities. The following have been converted: 1 Senior PM 2 PM2 5 PM1 10 APM 5 FTE PMAs

39 Current Status

40 Current Status of PMA Program Over time, our PMs have been able to focus more on strategic project work, leaving the administrative work to a PMA. Below, you can see where we have been able to assist the PM by the PMA doing: Project Planning Risk Monitoring Deliverable Management Meeting setup, agenda, and minutes Project status reporting Control and management of artifacts Financial/budget management Managing project team rooms Clarity management of risks, issues, and change control

41 Current Status of PMA Program In their strategic roll, the Project Manager is freed up to: Perform resource estimation Manage stakeholders Coaching and mentoring Vendor management Tracking benefits Lessons learned Organizational change management Defect management Risk mitigation

42 HCA PMA Program = Value PMA Program Provides Opportunities for: PM to focus on more strategic project tasks PM puts more time to customer relationships PM can take on additions project(s) Decrease overtime Results Over Time: Higher quality project delivery Higher customer satisfaction Better accuracy in project time and budget projections Fewer new CTE/FTE PMs Better work/life balance

43 HCA PMA Program = Team Centralized Consistent recruiting/interview process led by PMA Team Lead Consistent onboarding and skill training/development by PMA Team Lead Collaboration among peers Consistent best practices Proven PM pipeline Exposure to multiple lines of business Larger pool of resources to respond to critical needs Requires Team Lead/Manager

44 HCA PMA Program = Team Decentralized Inconsistent recruiting/interview process, led by hiring manager Inconsistent training/development Less peer collaboration Varying task assignments Varying Progression within the organization Stuck in a single line of business Small pool of resources in times of critical needs Management load spread among Program Managers/Directors

45 Benefits of Centralized PMA Program Summary In an environment of high turnover due to resources being promoted into PM roles, thereby creating backfill needs at a higher than normal pace having a consistent and proven process model for hiring, skills training, continued development, implementation of best practices, exposure to multiple lines of business, maintaining the ability to respond to critical needs as they arise, and supplying the organization with well trained entry-level PMs a centralized PMA Program is the optimal model.

46 Keys To Success 1. Trust your instincts 2. Be willing to stand strong when ideas fly in the face of tradition 3. Provide exceptional service to those you support and they will become leading advocates 4. Take time to adjust as business needs change develop a flexible model 5. Develop the model with day-to-day operations in mind instead of building a program

47 Any Questions? You can contact me at or