Is this a project? Do I really have to plan?

Transcription

1 Project Weavers Successful Projects Don't Happen by Chance. 53 rd Annual WSHMMA Conference Matthew J. Weaver, PMP, CSM, ITIL President/CEO Project Weavers, LLC April 12, 2017 The content of this presentation is the opinion of the author and is not necessarily endorsed by Western States Healthcare Materials Management Association (WSHMMA), an affiliate chapter of the Association for Healthcare Resource & Materials Management (AHRMM). PMI, PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc , Project Weavers, LLC. All rights reserved. v

2 What is a project? Does it matter Yes! The right approach to the right work is a critical success factor. 1. Just Do It 2. Agile 3. Predictive Successful Projects Don t Happen By Chance SM Source: While Nike has trademarked the phrase, it is still a generic statement illustrative of an approach to work , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

3 What is a project? Does it matter Yes! A project is a temporary endeavor undertaken to create a unique product, service, or result , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

4 Does Planning Affect Cost, Quality, and Outcomes? Yes! Make a product, service, or result that no one wants, Order wrong product, service, or result, Deliver wrong product, service, or result, Failure to receive, inventory, store, and control product, service, or result, Failure to use correct product service or result, or Failure to deliver necessary quality or appreciate the risk , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

5 Or, Put Another Way Organizations lose an average of US$109 million for every US$1 billion spent on projects 1 Only 64% of projects meet their goals 2 High-performing organizations successfully complete 89% of projects, while low performers only complete 36% successfully 1 Low performers waste nearly 12 times more resources than high-performing organizations 1 Source: 1. Project Management Institute: Pulse of the Profession 2014 The High Cost of Low Performance; 2. Project Management Institute: Pulse of the Profession 2015: Capturing the Value of Project Management Through Knowledge Transfer , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

6 Project Management Training and Experience Primary key to project success is engaged, experienced key staff 1 A recent survey indicated that technical skills, leadership of project managers, and effective soft skills are three of the top five sources to project success 2 As a result, training and staff development in the field of project management has grown drastically 1 Source: 1. Insights and trends: Current Portfolio, Programme and Project Management Practices (3rd Survey); 2. InformationWeek: Enterprise Project Management Survey , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

7 And Project Management Gets Us Planning Scheduling and Work Break Down Coordination and Communication Administration Risk Management Benefits Defines work activities up-front ensuring that the scope of work is properly understood and agreed to, and Ensures common perceptions of what the project is going to deliver. Provides clarity into how the work will be completed, who will do the work and by when it will be completed, Enables better estimation of the necessary budget and resources required, and Improves ability to track progress against objectives Facilitates stakeholder dialog to better manage customer expectations, Provides effective progress reporting, Mitigates potential issues due to differing perspectives and surprise reactions as a result of misinformation Applies standards to task execution to ensure consistency of work, and Clarifies understanding of roles and responsibilities resulting in greater quality of work and job satisfaction Proactively addresses potential problems before they occur, Minimizes adverse impact to the project , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

8 Cost, Quality, Outcome. Your Language Costs. All costs associated with delivering patient care and supporting the care environment, Quality. Patient-centered care aimed at achieving the best possible clinical outcomes), and Outcomes. Financial reimbursement driven by outstanding clinical care at the appropriate costs. Source: Association for Healthcare Resource & Materials Management (AHRMM) Web site , Project Weavers, LLC. All rights reserved. v

9 Scope, Schedule, Cost. My Language Triple Constraints (1966) Scope. Agreed upon products, services, and results, Schedule. Linked activities to accomplish scope, and Cost. Budget for all necessary work and anticipated risks. Project Constraints (2008) Scope, Schedule, Cost, Quality, Risk, and Resources. Cost + Quality + Risks + Resources , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

10 Your Language = My Language , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

11 Our Challenge If we are serious about our work, or the work performed on our behalf by others, we should care to recognize how treating it as a project is beneficial and directly affects cost, quality, and outcome , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

12 Assignment and Authority 1. What is my assigned scope, schedule, and budget? 2. Who are my users, customers, and sponsors? 3. What is my authority or authorization? 4. Is this something I can accomplish? , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

13 Is this a project and what is necessary Activity Task Project Scope Schedule Cost Quality Single activity is an activity, 2+ activities is a task, and 2+ tasks is a project. Single work session is an activity, single work period is a task, and multiple work periods is a project. Activity is direct, task requires project manager approval, and project requires sponsor approval. Non-conformance to conformance. Risk Life, limb, job, or business. Resources Single or existing to multiple and or new , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

14 Scope, Schedule, Cost. My Language Is it a project? Should it be treated as a project? What steps are Must Have, Should Have, and Nice to Have? , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

15 Project Framework By Workflow Sponsor Project Boundaries (Project Manager) Sponsor Project Charter Initiating Planning Executing Closing Pre- Project Post- Project Common Processes, Tasks, and Activities (Executing and Monitoring & Controlling) , Project Weavers, LLC. All rights reserved. v

16 Pre-Project Pre-Project Common Processes, Tasks, and Activities Pre-Project Develop Business Case Determine Prioritization and Funding Secure Authorization Initiating Planning Executing Closing Post-Project , Project Weavers, LLC. All rights reserved. v

17 Common Processes, Tasks, and Activities Pre-Project Common Processes, Tasks, and Activities Initiating Planning Executing Closing Common Processes, Tasks, and Activities Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Acquire, Develop, and Manage Project Team Manage and Control Communications Validate and Control Scope Control Schedule Control Costs Control Quality and Perform Quality Assurance Plan, Conduct, and Control Procurement Post-Project , Project Weavers, LLC. All rights reserved. v

18 Initiating Pre-Project Common Processes, Tasks, and Activities Initiating Planning Executing Initiating Develop Project Charter Assign Project Manager (And Project Team) Accept (Or Reject) Project Initial Kick-Off Meeting With Sponsor Identify Stakeholders Develop Initial Project Plan Planning Kick-Off Meeting Conduct Initiating Lessons Learned Initiating Complete Closing Post-Project , Project Weavers, LLC. All rights reserved. v

19 Planning Pre-Project Common Processes, Tasks, and Activities Initiating Planning Executing Closing Post-Project Planning (1 of 3) Begin Develop Project Management Plan Plan, Manage, and Control Stakeholder Management Plan, Identify, analyze, and respond to Risks Plan Scope Management Collect Requirements Continue Develop Project Management Plan Plan Configuration and Change Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Human Resource Management , Project Weavers, LLC. All rights reserved. v

20 Planning Pre-Project Common Processes, Tasks, and Activities Initiating Planning Executing Closing Post-Project Planning (2 of 3) Plan Communications Management Plan Procurement Management Finish Develop Project Management Plan Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Estimate Costs , Project Weavers, LLC. All rights reserved. v

21 Planning Pre-Project Common Processes, Tasks, and Activities Planning (3 of 3) Determine Budget Conduct Project Kick-Off Conduct Lessons Learned Planning Complete Initiating Planning Executing Closing Post-Project , Project Weavers, LLC. All rights reserved. v

22 Executing Pre-Project Common Processes, Tasks, and Activities Initiating Planning Executing Closing Executing Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Acquire, Develop, and Manage Project Team Manage and Control Communications Validate and Control Scope Control Schedule Control Costs Control Quality and Perform Quality Assurance Plan, Conduct, and Control Procurement Post-Project , Project Weavers, LLC. All rights reserved. v

23 Closing Pre-Project Common Processes, Tasks, and Activities Closing Close Procurements Close Project or Phase Initiating Planning Executing Closing Post-Project , Project Weavers, LLC. All rights reserved. v

24 Post-Project Pre-Project Common Processes, Tasks, and Activities Pre-Project What happens after the project is done and complete? Initiating Planning Executing Closing Post-Project , Project Weavers, LLC. All rights reserved. v

25 Project Charter, Scope Statement, and Plan Project Charter By Sponsor Authorizes the project o Transitions authority from the buyer to seller Transfers knowledge o Purpose, scope, and objectives o Milestone schedule o Initial budget o Known assumptions, constraints, and risks o Known stakeholders o Etc. Project Scope Statement By Project Manager Product scope description Product acceptance criteria Project deliverables Project exclusions [and inclusions] Project constraints Project assumptions Project Management Plan By Project Manager Introduction Project Context Project Planning Project Assessment and Control Project Delivery Supporting Process Plans Additional Plans, Appendices, and Index , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

26 A Project Management Plan Introduction Project Context Project Planning Project Assessment and Control Project Delivery Supporting Process Plans Introduction Purpose, Scope, Objectives Assumptions, Constraints, and Risks Work Products and Records Schedule and Budget Summary References Glossary Organization of the Plan Evolution of the Plan Additional Plans, Appendices, and Index Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

27 A Project Management Plan Introduction Project Context Project Planning Project Assessment and Control Project Delivery Supporting Process Plans Project Context Process Model Process Improvement Plan Infrastructure Plan Methods, Tools, and Techniques Product Acceptance Plan Project Organization Stakeholder Register, Organization Chart, Responsibility Matrix, Position Descriptions Additional Plans, Appendices, and Index Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

28 A Project Management Plan Introduction Project Context Project Planning Project Assessment and Control Project Delivery Project Planning Project Initiation [Start-Up Plan], Estimation Plan, Staffing Plan, Resource Acquisition Plan, Project Staff Training Plan Project Work Plans WBS, WBS Dictionary, Project Schedule, Project Resources, Project Cost, Procurement Plan, Basis of Estimate Supporting Process Plans Additional Plans, Appendices, and Index Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

29 A Project Management Plan Introduction Project Context Project Planning Project Assessment and Control Project Assessment and Control Requirements Management Plan Integrated Change Control Plan Quality Assurance Plan Subcontractor Management Plan Project Closeout Plan Project Delivery Supporting Process Plans Additional Plans, Appendices, and Index Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

30 A Project Management Plan Introduction Project Delivery Project Context Project Planning Project Assessment and Control Project Delivery Supporting Process Plans Additional Plans, Appendices, and Index Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

31 A Project Management Plan Introduction Project Context Project Planning Project Assessment and Control Project Delivery Supporting Process Plans Additional Plans, Appendices, and Index Supporting Process Plans Project Supervision and Work Environment Decision Management Risk Management Configuration Management Information Management Documentation Communication and Publicity Quality Assurance Measurement Reviews and Audits Verification and Validation Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

32 A Project Management Plan Introduction Project Context Project Planning Additional Plans Appendices Index Project Assessment and Control Project Delivery Supporting Process Plans Additional Plans, Appendices, and Index Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std :2009) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

33 Professional Development & Next Steps Professional Development Next Steps U.S. government initiatives, such as the unanimously approved Program Management Improvement and Accountability Act (2016), and Project Management Institute with over 762,148 active certificate holders trained and certified in PMI s project management practices 1 Source: PMI Today, April 2017, reports 762,148 PMP and 33,276 CAPM. 1. Secure management buy-in, 2. Align organization practices, and 3. Train project teams a) Entry-level project managers get PMI s Certified Associate in Project Management (CAPM) and b) Experienced project managers get PMI s Project Management Professional (PMP) , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v

34 Thank You! Project Weavers, LLC Instruction, Coaching, and Consulting We specialize in Project Weavers Successful Projects Don t Happen By Chance SM Matthew J. Weaver President/CEO (855) (Voice/Fax) Matthew@ProjectWeavers.com Instruction, Coaching, and Consulting A Veteran-Owned Small Business Basic and advanced project management skills training PMP and CAPM certification exam prep classes Our training and classes are 100% live and instructor-led In-person or online , Project Weavers, LLC. All rights reserved. Matthew@ProjectWeavers.com v