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10/2/2007
“INFORMATION SERVICES:
Project Management
and the
Project Management Office”
An Educational Update to the
HIMSS Project Management Task Force
MaryLee Newman
September 26, 2007
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Agenda
Defining a projectWhat is Project Management?Project Management ProcessesWho are Project Managers?Project Management OfficePMO Manager
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What is a Project?
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.
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Project Considerations
TimeCostsPerformance/Technology Resources
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What is Project Management ?
Project management is the application of knowledge, skills, tools and techniques for the development and implementation of projects.
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Project Management Processes:
This is accomplished through:Initiating (business case developed, etc.);Planning (team selected, critical success factors developed, vendor RFI/RFP, etc.); Executing (vendor selected, system build, test, pilot launched); Monitoring/controlling (project plan adjusted based on pilot outcomes); Closing (go-live, outcomes reviewed).
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Project Management Focuses On….
Identifying critical success factors Establishing goals and objectives Meeting the expectations of care defined by the various stakeholdersManaging the scope, time and cost
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Traditional project model
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Realistic project model
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Memorial Health System Project Management methodology
Investigation/AssessmentApprovalSelection/design/testImplementPost-go live
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MHS Project Plan Methodology
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Who are project managers?
A project manager is a professional in the field of projectmanagement. They have the responsibility to plan and execute any major project.
Responsible for coordinating and integrating activities across multiple functional lines.
Have increasing responsibility but limited authority.
Do not have to possess all technical knowledge, but must understand how and where to find it, as related to the project.
Must ensure the success of a project by minimizing risk throughout the lifetime of the project.
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Healthcare IT Project Managers:
Know the environmentEstablish credibility (clinical/healthcare backgrounds)Can modify project implementation based on unique variablesManage multiple simultaneous projectsUnderstand what the users do not understand
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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
Healthcare IT Project Managers:
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Project Managers are Navigators
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.
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Project Managers are Integrators
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.
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What project managers try to avoid…
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Project Management Office…PMO
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/taskPrioritize project management activities
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Project Management Office Manager
Manage conflicts for same technical and applications resourcesAuthority to transfer overloaded PM workload within the PMO Knowledge sharing of PM techniques Knowledge of user environmentSounding board for PM issues
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Project Management Office Manager
Understanding of synergies/constraints between projectsPMO manager is a working manager with their own projectsPMO manager reports to the CIO
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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.
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