Making it Happen: How Project Managers Drive Strategic Alignment and Strategy Execution. Jacob Parrish, MPH, PMP Vice President, Systems & Procedures

Transcription

1 Making it Happen: How Project Managers Drive Strategic Alignment and Strategy Execution Jacob Parrish, MPH, PMP Vice President, Systems & Procedures

2 Session Objectives Recognize the value of project management Gain exposure to the boring, however essential, components of project management Learn how to translate the boring into the art of execution 2

3 3 An Overview of Vidant Health

4 Mission To improve the health and well-being of eastern North Carolina To enhance the quality of life for the people and communities we serve, touch and support Vision VISION Where incredible people provide incredible care every day Values VALUES To become the national model for rural health and wellness by creating a premier, trusted health care delivery and education system Integrity Compassion Education Excellence our standard Compassion Accountability our distinction Teamwork our advantage Education Safety our investment Innovation our future Teamwork 4

5 5 History of Serving the East

6 6 Service Area

7 7 System of Care

8 A Day in the Life Any given day 2,543 VMG practice visits 7 medical air transports 175 acute care admissions 903 outpatient visits 16 babies born 96 surgeries 728 ED visits 1,000 students learning onsite 8 8

9 Working with Academic Partners 400+ Faculty Members 490 Brody School of Medicine Students 33 Residency and Fellowship Programs 400 Resident Physicians/Fellows 1,755 Nursing Students Rotating Annually 51 Allied Health Programs 680 Students Rotating Annually 9

10 Systems & Procedures Services Business Consulting Serve as internal consultants Facilitate the discovery, assessment and recommended path for undefined bodies of work Support project execution where appropriate Goal: Increase system knowledge and speed to make informed decisions. Enterprise Project Management Facilitate completion of projects by pulling together disparate work products and coordinating resources Facilitate the EPMO Coordination Team (aka the donut) Facilitation of a single portfolio management system Goal: Enhance project planning to improve execution. Process Improvement Standardize use of tools (Lean, Six Sigma, Model for Improvement). Will take on project ownership and/or partner with project managers as expert resources Teaching, Education and Coaching Goal: Create one performance culture.

11 How does Healthcare compare to other industries?

12 12 Shall we take a look?

13 Business Need The next society will be a knowledge society. Knowledge will be its key resource, and knowledge workers will be the dominant group in its workforce. ~ Peter Drucker Every project request needs attention to make it happen. Everyone is a project manager. In the future jobs will be more like a series of projects. 13

14 The Value of Project Management An Economist Intelligence Report showed that 80% of global executives believed having project management as a core competency helped them remain competitive during the recession. McKinsey & Company survey found nearly 60% of senior executives said building a strong project management discipline is a top-three priority for their companies as they look to the future. Sources: Closing the gap: The link between project management excellence and long-term success, Economist Intelligence Unit, October McKinsey & Co., January Results based on a survey of 1,440 senior executives. 14

15 Research Shows Research into initiated projects at over 500 companies concluded that: 34% of projects come in over budget 13% fail to meet the goals established 60% fail to meet the return on investment targets In contrast, 86% of respondents who use a PMO stated that the PMO leads to more successful projects Source: Divurgent Companies that implemented successful PMOs achieved: 80% return on Investment 20% reduction in project time 30 35% increase successful project delivery Companies without a PMO experience a 74% project failure rate Source: Forester Research 15

16 What are the boring, however essential, components of Project Management?

17 What is your definition of a Project? A Project can be found anywhere... 17

18 A Globally Recognized Standard Provides guidelines for managing individual projects. Defines project management and related concepts. Describes the project management life cycle and the related processes. Project Management Institute 18

19 The BORING Part Project Temporary endeavor undertaken to create a unique product, service or result. Must have a Beginning and End Does not mean short in duration Examples include: Developing a new product or service Effecting a change in structure, staffing or style of an organization Developing or acquiring a new or modified information system Constructing a building or infrastructure Implementing a new business process or procedure Project Management Application of knowledge, skills, tools and techniques to project activities to meet the project requirements

20 Project Criteria Strategic, Tactical or Operational? Operational focused on directing and managing project execution; included status tracking, issue management, reporting, compliance validation and so forth. Tactical focused on planning and integrated change control, such as changes to the project management approach/pan, stakeholder management, risk management and so forth. Strategic focused on setting direction with client stakeholders and key decision making impacting project direction and performance Assigned by the President/COO Greater than xx hours Requires resources outside your span of control High risk 20 20

21 Approach Portfolio Program Project 21 21

22 Process Groups & Knowledge Areas Five Process Groups Initiating Planning Executing Monitoring and Controlling Closing Ten Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management Stakeholder Management Source: The PMBOK Guide 22 22

23 Project Management 23 Integration Management 4.1 Develop Project Charter 4.2 Develop Project Mgmt Plan 4.3 Direct / Manage Execution 4.4 Monitor / Control Work 4.5 Integrated Change Control 4.6 Close Project Cost Management 7.1 Estimate Costs 7.2 Determine Budget 7.3 Control Costs Communications Management 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope Quality Management 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Monitor and Control Risks Time Management 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule Human Resource Management 9.1 Develop HR Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team Procurement Management 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements 12.4 Close Procurements

24 Example of Process & Knowledge Area Flow Inputs Project Charter Stakeholder register Scope Management Collect Requirements Define Scope Create WBS Verify Scope Control Scope Tools & Techniques Interviews Focus Groups Workshops Group Creativity Techniques Questionnaires Observations Prototypes Outputs Requirements documentation Requirements management Plan Requirements traceability matrix For every process, there is: an input, tools and technique,and an output

25 Initiating Project Charter Problem Statement/Purpose Goal Scope Deliverables Stakeholders (see next slide) Risks and dependencies Team members and Skill Sets (maybe not complete yet) 25 25

26 Initiating Stakeholders Who is affected by this project? Internal External Primary audience 26 26

27 Planning - Schedule Deliverables, starting point Activities required to achieve Skill sets required to perform each activity Sequence activities Determine Milestones Create timeline If you don't know where you are going, any road will get you there. Lewis Carroll 27 27

28 Planning Project Plan sample 28 28

29 Planning - Communications Formal or informal, project dependent to Whom Method and format Frequency Information Accomplishments Next Steps Concerns 29 29

30 Planning - Risks Both Positive and Negative What are they? Personnel, stakeholders, procurements, legal, etc. Rate Probability Severity Strategy Avoid, transfer, mitigate, accept (negative) Exploit, enhance, share, accept (positive) 30 30

31 Planning - Others Budget Procurement Quality Stakeholders 31 31

32 Executing Majority of your project work Acquire and train team, if required Execute the activities in your plans Manage Stakeholders 32 32

33 Monitoring and Controlling Why? Keep project on track Keep within Scope Prevent Scope creep Adapt to changes Procurements on time? Affect schedule? On Budget? Risks? Etc 33 33

34 Closing Final handoff of deliverables Close-out procurements 34 34

35 How do you leverage the boring to impact real change?

36 Process Groups & Knowledge Areas Five Process Groups Initiating Planning Executing Monitoring and Controlling Closing Ten Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management Stakeholder Management Source: The PMBOK Guide 36 36

37 An Artist What does art do? How does it do it? How does an artist create the effects? Is project management that different? Tools, Emotions, Experience 37 37

38 Sensing or Intuition The way we take in information and the kind of information we like and trust 38

39 Key Words Sensing Facts Realistic Specific Present Keep Practical What is Intuition Ideas Imaginative General Future Change Theoretical What could be 39

40 The Art Look at the following picture for a few moments in silence, and then be prepared to share with the group what you think you have been looking at. 40

41 41 41

42 Balancing the Art and Science Science Art Describe what we literally see Physical attributes of the picture (color, shapes, artist name, size, etc.) Interpret the picture, seeing possibilities and meanings that are highly personalized Often make up a story about the picture May come with a big-picture interpretation 42

43 Characteristics Project Managers have a responsibility to create an experience for customers. Characteristics needed in an artist/pm? Attributes - General Attributes Personal 43

44 Science Prescriptive Paint by Numbers Art What hue you choose? 44

45 45 Project Managers are Experts

46 46 An Integrated Approach with Patient Safety, Quality and Process Improvement

47 Integrated Approach Value First Project Management Project Management Process Improvement Process Improvement Focus Plan Do Check Act Identify opportunity Organize team Clarify current process, RCA, start PDCA How?, Brainstorm solution Establish applicable criteria Data needs and goals Select solution or direction Implement solution or direction Did execution meet expectations? Was a process improved? Desired goal reached? Adopt a solution Plan ongoing monitoring Continue to look for improvements to refine solution 47

48 48 Recommendations on how to establish

49 Suggestions for Establishment Buy-in from senior leadership Set realistic expectations / timelines with leadership team Build a roadmap with goals, objectives, and milestones to share with others on the team Develop organization structure, roles and responsibilities Develop process for governance / decision making Build the team to support to above structure Involve / communicate regularly with the rest of the system about the changes Review progress regularly (more frequent in the beginning) Be open to suggestions and reserve the option to change roadmaps and timelines Maintain transparency 49 49

50 PMO Benefits Facilitate project support to address system strategy Consistent process for selecting and managing projects Compliance with system policies Management of resources and capacity efficiently Project tracking and benchmarking Project Management skill set capability enhancement 50 50

51 Additional PMO Benefits Project Portfolio Management Prioritizes projects Analyzes and reduces overall risks Ensures alignment with corporate plan Eliminates redundant work Consolidates project information Improves performance reporting and decision making Human Resource Management Maps resource profile, location, roles, skills, competencies and proficiencies Allocates resources more efficiently and with respect to capacity Plans workforce requirements Manages effective training programs based on workforce planning Increases retention rates through employee satisfaction Quality Management Aligns quality practices and business goals Offers best practices, metrics, processes and tools, thereby contributing to the reduction of costs and lead time to market Encourages a culture of quality and provides leadership for quality processes, consulting and support services Coordinates the continuous improvement program Improve the image of the organization Knowledge and Intellectual Capital Management Collects and organizes structured and unstructured information Deploys and integrates knowledge repositories and collaborative environments Provides leadership for knowledge sharing and collaboration 51 Support continuous improvement initiatives and enhancement of the organization's image

52 Making it Happen: How Project Managers Drive Strategic Alignment and Strategy Execution Jacob Parrish, MPH, PMP Vice President, Systems & Procedures