Are You In or Are You Out?

Transcription

1 AHCAP Wednesday General Session Project Management Are You In or Are You Out?

2 There are several different roles and teams that come together to manage projects in the Healthcare space. It runs the spectrum from being a greeter on the floor, a doctor treating patients, an applications analyst with IT or a coordinator/administrative role in the front office. Depending on the scope of a project, you could be directly involved in the management of a project, a subject matter expert, a tester or someone who s daily work will change as a result of the project. In all cases, you will be asked, at some point, to engage in a project. The ask usually translates into the simple question, What do I need to do? Well, now that you are in, let s talk about the different roles that one can undertake in a project and what does that actually mean by way of tasks, timelines and deliverables. We will also take a journey through typical project structures, understanding what they look like and how you would plug in to the effort in your new found role on the project.

3 What We Will Cover Today Description 1 Project Management Definitions 2 Project Team Roles and Responsibilities 3 Typical Healthcare Projects (IT) 4 Project Failures 5 Keys to Successful Projects 3

4 Introduction to Attain What is Attain? 4

5 Who I Serve 100 Percent Focused On Serving Public Sector Markets Federal Government Civilian Defense Health National Security State and Local Government Higher Education and Research Non-Profits State and Local Academic Medical Centers Colleges and Universities Non-Profits 5

6 Services and Solutions ERP Services Business Transformation Health Information Technology Cloud Services Technology Consulting Infrastructure Management Business Analytics and Big Data Mobility Strategy and Management Consulting Change Management and Training Organizational Assessment and Redesign Program Management Strategic Finance and Risk Management Strategic Planning Research Administration F&A Reimbursement and Compliance Grants Management High Performance Computing 6

7 Projects Can t Live with em..can t live without them 7

8 What is a Project? A temporary and onetime endeavor undertaken to create a unique product or service, which brings about beneficial change or added value

9 What a Project is Not? An effort that repeats every cycle If there is not a product or service created at the end A Program over several years Benefits/value cannot be accounted for

10 PM Triple Constraints

11 What is Project Management? The application of knowledge, skills, tools and techniques to project activities to meet project requirements Organizing and managing resources so the project is completed within defined scope, quality, time and cost constraints

12 The Role of The Project Manager Facilitates the project management processes by Developing documentation Ensuring sponsor agreement Identifying stakeholder comms Helping remove obstacles Monitoring and tracking issues 12

13 Traditional High Level Project Organizational Chart Senior Leadership Serve as champions for the project and provide high-level direction, authority, decision-making and resources for the project. Executive Sponsor Sponsor Advisory or Steering Team Supports the sponsor(s) and project leader. Provides high-level direction, input, and decision making. Provides subject matter expertise and functional ownership and accountability for project results. Project Leader Project Leadership Project Manager Provides project management, process improvement, and change management process expertise, tracking, and reporting. 13 Project Work Teams Functional Team Core Team Functional Team Functional Team Provides the subject matter expertise and day-to-day planning and implementation for the respective functional area(s). Resolves issues and escalates when required. Project Resources Critical resources that can be brought in as subject matter experts, testers and analysts as needed. Provides day-to-day leadership for the planning, implementation, and closing of the project. Resolves issues and escalates when required. Assesses change management needs and develop strategies. Implements communication plan. Leads the individual functional teams.

14 Project Organization - SCRUM 14

15 Project Organization Technical Roles 15

16 Project Organization - Lean 16

17 Typical Roles and Responsibilities Matrix <Name> Functional Team <Insert Team Member Names> <Name> Functional Team <Insert Team Member Names> <Name> Functional Team <Insert Team Member Names> <Name> Functional Team 1. List responsibilities of this team 2. Include specific deliverables that this team should deliver <Name> Functional Team 1. List responsibilities of this team 2. Include specific deliverables that this team should deliver <Name> Functional Team 1. List responsibilities of this team 2. Include specific deliverables that this team should deliver Resources Resources Resources 17

18 Typical Communication Process Status Reports Project Team (D/W) Stakeholder Team (W/M) Audit (W/M/Mile) Strategy (Q/Y) Risk/ Issues Effective Meetings Requests for Help 18

19 Example of a HealthCare IT Project 19

20 HealthCare EHR Projects 20

21 2016

22 Why Some Projects Fail Weak business case Lack of senior management commitment Inadequate project planning (budget, schedule, scope, etc.) Absence of user involvement New or unfamiliar technology Lack of defined, clear, or concise requirements 22

23 Top Ten Reasons Why Projects Succeed 1. Sound project management processes 2. Project tied to the organization s business goals 3. Senior management commitment 4. Good change management 5. Detailed requirements 6. Realistic schedule 7. Good stakeholder relationships 8. Empowered project manager 9. Skilled and appropriate team members with defined roles and responsibilities 10. Availability of funding 23

24 So What Does All This Mean To Me? Know how to identify a project Know why projects are important Understand types of projects in the space Where do you fit What are typical comms Identify failures Identify Successes 24