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Making it Happen:How Project Managers Drive Strategic Alignment and Strategy Execution
Jacob Parrish, MPH, PMPVice President, Systems & Procedures
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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
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An Overview of Vidant Health
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VISION
VALUES
To enhance the quality of life for the people
and communities we serve, touch and support
Where incredible people provide incredible care… every day
Excellence… our standard
Compassion… our distinction
Teamwork… our advantage
Education… our investment
Innovation… our future
To improve the health and well-being
of eastern North Carolina
To become the national model for
rural health and wellness by creating
a premier, trusted health care
delivery and education system
Integrity
Compassion
Education
Accountability
Safety
Teamwork
Mission
Vision
Values
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History of Serving the East
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Service Area
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System of Care
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A Day in the Life
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Any given day
175 acute care admissions
96surgeries
728ED visits
903outpatient visits
2,543 VMG practice visits
7 medical air transports
16babies born
1,000 students learning onsite
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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
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.
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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.
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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.”
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Systems & Procedures Services
How does Healthcare compare to other industries?
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Business Need
“The next society will be a knowledge society. Knowledge willbe its key resource, and knowledge workers will be thedominant 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.
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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 2009.
McKinsey & Co., January 2010. Results based on a survey of 1,440 senior executives.
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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
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: Divurgent
Source: Forester Research
What are the boring, however essential, components of Project Management?
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A Project can be found anywhere...
What is your definition of a Project?
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• 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
A Globally Recognized Standard
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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.
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The BORING Part
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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
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Portfolio
Program
Project21
Approach
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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
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Project ManagementIntegration 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
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Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Verify Scope
• Control Scope
For every process, there is: an input, tools and technique ,and an output.
Inputs
• Project Charter
• Stakeholder register
Tools & Techniques
• Interviews
• Focus Groups
• Workshops
• Group Creativity Techniques
• Questionnaires
• Observations
• Prototypes
Outputs
• Requirements documentation
• Requirements management
Plan
• Requirements traceability
matrix
Example of Process & Knowledge Area Flow
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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)
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Initiating
• Stakeholders– Who is affected by this project?
– Internal
– External
– Primary audience
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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
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Planning – Project Plan sample
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Planning - Communications
• Formal or informal, project dependent
• to Whom
• Method and format
• Frequency
• Information– Accomplishments
– Next Steps
– Concerns
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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)
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Planning - Others
• Budget
• Procurement
• Quality
• Stakeholders
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Executing
• Majority of your project work
• Acquire and train team, if required
• Execute the activities in your plans
• Manage Stakeholders
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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…
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Closing
• Final “handoff” of deliverables
• Close-out procurements
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How do you leverage the boring to impact “real” change?
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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
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• What does art do?
• How does it do it?
• How does an artist create the effects?
• Is project management that different?– Tools, Emotions, Experience
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An Artist
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Sensing or Intuition
The way we take in
information and the kind of
information we like and trust
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Key Words
Sensing
Facts
Realistic
Specific
Present
Keep
Practical
What is
Intuition
Ideas
Imaginative
General
Future
Change
Theoretical
What could be
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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.
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Balancing the Art and Science
• Science– Describe what we literally see
• Physical attributes of the picture (color, shapes, artist name, size, etc.)
• Art– 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
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• Project Managers have a responsibility to create an experience for customers.
• Characteristics needed in an artist/PM?
Characteristics
Attributes -General
Attributes Personal
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• Science – Prescriptive – Paint by Numbers
• Art – What hue you choose?
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Project Managers are Experts
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An Integrated Approach with Patient Safety, Quality and
Process Improvement
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Integrated Approach
•Identify opportunity
•Organize team
•Clarify current process, RCA, start PDCAFocus•How?, Brainstorm solution
•Establish applicable criteria
•Data needs and goalsPlan•Select solution or direction
•Implement solution or directionDo•Did execution meet expectations?
•Was a process improved?
•Desired goal reached?Check•Adopt a solution
•Plan ongoing monitoring
•Continue to look for improvements to refine solutionAct
Value First
Project
Management
Project
Management
Process
Improvement
Process
Improvement
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Recommendations on how to establish…
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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
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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
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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
– Support continuous improvement initiatives and enhancement of the organization's image
Making it Happen:How Project Managers Drive Strategic Alignment and Strategy Execution
Jacob Parrish, MPH, PMPVice President, Systems & Procedures
