Why Project ManagementCan it be a Differentiator?

• 28-year track record of delivering large mission critical

projects on time and under budget

• Acquired MMY Consulting

• 50 awards in Technology and leadership innovation

• Multiple presentations at the White House

• Uses AI and ML in processing 15-20 million medical

records annually

• First to design, build, and deploy a real time

interoperable medical records automation

• Provides over 150,000 hours of Health IT services

annually to government agencies and commercial

Health IT organizations

Who is Global CI?GCI is a consulting company with:

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Featured Presenters

• 20 years of experience in project and program management and 15 years of staff management

• 7 years in international project management across 5 continents

• Hand picked by executive teams to turn around underperforming programs

• More than 30 years of healthcare management experience

• CIO 100 Award in 2008 (CIO Magazine), HIMSS Stage 6 and Davies Award in 2018

• Set the IT vision for multiple healthcare organizations in support of patient care and operational excellence

• More than 25 years of experience facilitating and leading large groups

• Vice President of IT at Billion Dollar Healthcare IDN, senior leadership roles in Epic and McKesson Star implementation

• CIO/CTO role with many healthcare organizations as an employee and consultant

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5 t’sTRUTH

Do you understand requirements and expected outcomes?

TALENT

Do you have the proper resources and leadership engaged?

TIME

Is the timeline reasonable and do the team members have the bandwidth for success?

TEAM

Are the correct skillsets aligned and are the stakeholders engaged

TOTAL COST AND VALUE

Has a cost model been developed along with metric based checkpoints to ensure the ROI?

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What is Project Management (PM)?

Project Management is the application of knowledge, skills

and techniques to execute projects effectively and efficiently.

It’s a strategic competency for organizations, enabling them to tie project results to business goals —and thus, better compete in their

markets.

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PM Value Proposition

▪ Completing projects faster with less budget impact.

▪ Being more predictable.

▪ Saving effort and cost with proactive scope management.

▪ Failing “bad” projects faster.

▪ Resolving future risk before the problems occur.

▪ Establishing agreed measurements of success

The value proposition for project management starts with the

proposition that it takes time and effort to proactively manage a

project. This cost is more than made up for over the life of the project by:

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Why Do We Need Project Management?

1. Control Scope Creep and Manage Change

2. Drive Project Results On Time and On Budget

3. Focus the Project Team on the Solution

4. Obtain Project Buy-In from Disparate Groups

5. Define the Critical Path to Optimally Complete your Project

6. Provide a Process for Estimating Project Resources, Time, and Costs

7. Communicate Project Progress, Risks, and Changes

8. Surface and Explore Project Assumptions

9. Prepare for Unexpected Project Issues

10. Document, Transfer, and Apply Lessons Learned from Your Projects

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Project Management Services

▪ The PM's job is to "plan, organize, conduct, track and steer" the project to its destination.

▪ The Need for Leadership - Ensure the results/deliverables are successful in meeting the strategic goals and objectives of the project.

It requires:

▪ A vision of the destination

▪ A compelling reason to get there

▪ A realistic timetable, and

▪ A capacity to attract a willing team

▪ Exemplary communication to keep all parities engaged and committed

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Project Management Statistics

1. One in six IT projects have an average cost overrun of 200% and a schedule overrun of 70%. (Source: Harvard Business Review)

2. The United States economy loses $50-$150 billion per year due to failed IT projects. (Source: Gallup Business Review)

3. 75% of business and IT executives anticipate their software projects will fail. (Source: Geneca)4. Fewer than a third of all projects were successfully completed on time and on budget over the past year.

(Source: Standish Group)5. 33% of projects fail because of a lack of involvement from senior management. (Source: University of

Ottawa)6. Businesses identified “capturing time/costs against projects” as their biggest project management challenge.

(Source: The Access Group)7. An astounding 97% of organizations believe project management is critical to business performance and

organizational success. (Source: PricewaterhouseCoopers)

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Common Reasons all Projects Fail

• Bad Communications

• Poor schedule or resource Management (mismanagement)

• Weak requirements definitions (leads to inadequate planning)

• Inadequate planning, assumptions and risks

• Use of new or unproven technologies/methods

• Ineffective (or nonexistent) quality controls

• Scope creep or poor impact analysis

• Lack of qualified resources

• Loss of key stakeholder involvement

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Repeatable Process

Project Threads

Project Management

Process Alignment

System

Configuration

Development

Archive / Migrate

Service Excellence

Infrastructure

Honing the Skills

Change Mgmt.

People

Initiation Design Training Post Go-LiveBuild and Test

Planning, executing and managing the overall project

Aligning processes to meet the enterprise requirements

Configuring additional needs based on use cases and future state

Designing and building application, interfaces, reports and enhancements

Execute data strategy based on data governance model

Develop and implement on-going support model

Detail infrastructure build to ensure performance and function

Integrate the new system or application into the Change Mgmt. process

Helping team members hone their skills and prepare new team members

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Consistency

• PMO Setup• Mission, Vision and

Objectives• Identify Stakeholders• Scope• Communication Plan• Escalation Plan• Charter

• Skill sets• Finalize Team• Reporting Structure - TOO• Define Success• Governance Model• Finalize Deliverables• Finalize all remaining

project documentation

• Distribute Task• Thoughtful handoffs• Reporting Framework -

Meeting Schedules• Mentoring• Develop Testing Strategy

• Stage Reviews• Measurements and Metrics• Support Model• Day to Day Management• Continuous Improvement

Model

• Final Deliverables• Lessons Learned• Opportunities for

Continued Success• Knowledge Transfer• Finalize Support Model

INITIATE

DEFINE / DESIGN

IMPLEMENT

SUSTAIN

CLOSEOUT

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Artifacts

Enterprise Project Management Office

Project Portfolio Management

Program Management Office

Project Management Office

Project Support Office

Cerner

Merge Cardio

Epic Merge Hemo

Meditech

PhilipsAllscripts

Many Others

Agile / Scrum

Rapid Application Development (RAD)

Rational Unified Process (RUP)

System Development Live Cycle (SDLC)

Waterfall

PMP (Project Management Professional)

CPO (Certified Project Officer)

CSM (Certified Scrum Master)

ITIL (Information Technology Infrastructure

Library)

LSSGB (Lean Green Belt)

LSSBB (Lean Black Belt)

Motivate, Inspire to Achieve

Common Goals

Solution Focused, Clear Roadblocks,

Stay on PointTransparent, Consistent

Communication to Stakeholders and Teammates

Manage Mis-Communication and

Conflicts Thoughtfully

Deep Industry Knowledge,

Gains Trust Of the Team and Stakeholders

Global CI understands the importance of project efforts required to deliver value quickly, effectively and to support an organization.

Communication

Strategy

Objectives

Target Groups

ContentChannels

Feedback

• Regular (timely) Communication• Accurate Communication• Consistent Communication• Communication with Purpose

• Executive Committee• Change Review Board• Project Management Team• Project Team

• Key Stake Holders

• Program Status

• Issues/Risks & Mitigation Plan• Technical/Business Discussions and

Deliverables• Knowledge Sharing / Continuous

Learning

• In-person Meetings and Discussions with Various Target Groups

• Executive Status Metrics

• Email• Documentation in the required formats

• Acknowledgement of communication

• Confirmed Understanding of Content

• Response

Remember…

Consistent and Common Artifacts

• Documentation

• Communication

• Measurements

• Risk Analysis

• Status Reporting

• Etc.…

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Project Management Roles & Responsibilities

• Ensure the project delivers the agreed upon business benefits

• Ensure changes to the project are properly managed

• Resolving cross-program issues and strategic issues with senior stakeholders

• Define key project deliverables

• Budget performance

• Resolve conflict and removing obstacles to progress

Sponsor

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Project Management Roles & Responsibilities – Cont’d

• Create Project Charter

• Defining the program governance (controls)

• Planning the overall program and monitoring the progress

• Coordinating the projects and their interdependencies

• Managing stakeholders’ communication

• Benefits realization of organizational objectives assigned

• Create Project Charter

• Track Task Completion

• Create/Update Schedules

• Track Deliverables

• Escalate Issues

• Track/Control Changes

• Review Quality of project

• Create Status Reports

• Create Lessons Learned

Program Manager Project Manager

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• Individuals that can influence the success of a project through action or in action

• Understand scope, both in and out

• Clear the path when necessary

• Agree to the resource requirement and enable engagement

• Be a champion of success

• Understand their responsibilities and expectations

• Ask for help

• Communicate and escalate as appropriate

• Be transparent

• Understand the impact of actions both up stream and down stream

• Be present

Stakeholder Project Team Member

Project Management Roles & Responsibilities – Cont’d

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Senior Management

Project Stakeholders and Their Expectations - Examples

Department Head

• Perform multi-project management

• Organize and prepare the portfolio board with data and scenarios for project portfolios

• Directly solve minor resource conflicts and prepare decisions in the event of major resource conflicts

• Increase visibility of project risks

• Evaluate ongoing projects and results

• Increase the end quality of projects

• Support project managers as much as possible

• Control resource requests and assign appropriate employees

• Communicate the actual resource availability rather than the theoretical capacity

• Prioritize projects according to company goals for optimal resource management

• Provide the roadmap for the best possible management of long-term resource allocation

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Project Stakeholders and Their Expectations – Examples – Cont’d

Controller Project Manager

• Control budget requests

• Communicate up-to-date plan information for the budget calculations

• Prioritize the projects according to the company’s objectives so that the budget can be reserved for the most important projects

• Provide the roadmap for the best possible management of the long-term budget

• Assign clear project assignments

• Support project planning with best practices and current data

• Approve changes, commit resources and budgets

• Select appropriate tools and train employees to use the tools and methods

• Coach and mentor new and current employees as needed

• Prepare and conduct relevant meetings

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“A permanent organizational unit responsible for the centralized and coordinated management of all projects”

Definition of a PMO

Possible tasks include:

• Planning of the project portfolio

• Development of project standards and PM strategies

• Training of the project staff / resources

• Monitoring and direct support of individual projects

A PMO is not for Everyone and can take many Flavors

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1. Limited visibility into project performance

• Centralizing all project and resource management into a central function lets you easily address key questions.

2. Limited resources and capacity planning

• Centralize the selection and prioritization of projects based on resource and financial constraints to maximize the benefits to the strategic objectives.

3. No consistent methodology for project delivery

• Standardize the way projects are planned, resources are requested, and status is reported for more successful project delivery and execution.

4. Lack of ownership and / or accountability

• Clarity on ownership, resources, deliverables, and benefits is critical to project success.

5. Projects are late or over budget and fail to meet objectives

• Provide greater visibility and control to react faster to issues as they happen and make more informed decisions on corrective actions.

Life without a Project Management Office (PMO)Current operational problems left unaddressed

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Goal: A PMO maintains an overview of projects, knows the company strategy, and ensures

that both go hand in hand.

What Exactly does a Project Management Office (PMO) Do?

PMI - https://www.pmi.org/learning/library/project-management-office-functions-support-6435

• Classifying, selecting and prioritizing projects based on the company strategy and available resources, preparing and facilitating the decision-making process for the portfolio board

• Plan resources at the portfolio-level, optimize the use of resources and solve resource conflicts

• Standardize methods and processes in project management

• Promote information flow and communication• Increase transparency of current and planned

projects through up-to-date, reliable project data• Monitor project progress and control the

dependencies that affect resources, budgets, and schedules (project portfolio tracking)

• Train and coach project leaders and stakeholders• Administrative and operational support for project

managers and project teams (e.g., conflict management, workshop moderation, etc.)

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PMO

Program Manager

Project Manager

Project Manager

Project Manager

Project Team

What Exactly Does a Project Management Office (PMO) Look Like?

PMO

Policies

Procedures

ResourcesStandards

Training

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• A successful project portfolio that focuses on resource availability and corporate strategy (“doing the right things the right way”)

• Unified project methods and company-wide standardized usage of software

• Freeing up the time and energy of project leaders and project teams, so they can concentrate on important operational tasks

• Improved communication across projects and the entire organization

• Optimized project efficiency, increased project quality and reduced project risk

• Effective transfer of knowledge, applying best practices and minimizing errors

What are the Benefits of Using a Project Management Office (PMO)?

CIO - https://www.cio.com/article/2441862/project-management/what-is-a-project-management-office-pmo-and-do-you-need-one.html

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3 Types of PMOs:

The Flexible Project Management Office (PMO)

PMI - https://www.pmi.org/learning/library/establishing-project-portfolio-management-office-8360

The Corporate Level (SPMO for Strategic PMO or PPMO for Project Portfolio

Management Office) is responsible for:

Planning, prioritizing, and controlling all projects (PPM), setting standards and

processes of project management, and working in close cooperation with

management.

The Department and Program Level (Program Management Office) is responsible for:

Controlling projects, managing resources, and creating synergy effects between

departments.

The Project Level (PO for Project Office) is responsible for:

Controlling and supporting activities and working in close cooperation with project

managers (this is only worthwhile for large projects).

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What is Program Management?

• Working in close collaboration with business and vendor leadership to ensure success of the program

• Managing all program suppliers to deliver on time, on budget, according to defined quality criteria

• Directly accountable for the successful deployment of this program (quality, cost, milestones, customer satisfaction)

• An Example…

By understanding Organizational Strategy, the

Program Manager coordinates groups of

related projects to leverage maximum ROI and ensure the success of the strategic

goals of an organization.

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PMO Director

Who Works in the Project Management Office (PMO)?

PMI - http://www.pmi.org/-/media/pmi/documents/public/pdf/white-papers/building-high-performing-project-talent.pdf

• Internal Employee

• Often a Senior Project Manager

• Has a good relationship with project managers and senior management

Project Manager

• Highly resilient, fast learners, with great development potential

• Robust soft skills

• Great communication skills

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Phases to Expect in a PMO DeploymentHow your PMO becomes a Long Term Success

Forming

Storming

Norming

People start to work together and try to get to know the new PMO Office operations.

People start to push against the boundaries established in the forming stage. This is the stage where many PMOs fail.

People start to resolve their differences, appreciate the PMOs' strengths, and respect the PMOs' authority as a leader and consultant.

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Acceptance is always high when something is introduced that makes life easier.

Enthusiasm and Optimism

Quick Wins for PMOs:

• Create templates, processes and tools• Create an environment of collaboration (SharePoint)• Meet with Stakeholders to clarify how projects contribute to the corporate strategy

and expected ROI• Provide coaching and support• Increase productivity with project teams by developing easily identifiable signals for

open working sessions

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Goal

Example KPI’s for a PMODefine what applies to your PMO type

KPI

Improved Project Completion

• Ratio of successfully completed projects to all projects in the portfolio (per period)

Improved Resource Management

• Number of projects with resource conflicts compared with previous years• Number of employees who are assigned to several projects at the same time

Improved Project Management

• Number of change requests with project success rates

Optimized Finances• Analysis of the annual ROI of all projects coordinated by the PMO• Percentage of projects under the agreed budget (compared to previous years)

Improved Stakeholder Satisfaction

• Average customer satisfaction compared to previous years• Average project employee satisfaction compared to previous years• Perception of value the PMO delivers (Compared to previous reporting

periods)

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Possible yes or no questions for such qualitative measurement are:

• Is the PMO a time saver for you?

• Does the PMO make work easier for you?

• Are you aware of the portfolio’s priorities?

• Does the PMO promote cross-project communication and transfer of information?

• Do you feel the PMO supports you in resolving resource conflicts?

• Are the predefined PM methods useful for you?

• Are the training courses offered helpful?

Just ask the EmployeesProvides information on the current level of acceptance and perceived value by the organization

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Questions & Answers

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Thank you for joining Global CI today! If you have any further questions or comments, please feel free to reach out to Alan at Alan.Tackett@globalci.com

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2020 Global CI. This publication may not be reproduced or distributed outside of the recipient’s organization without written consent of Global CI. It consists of intellectual property of Global CI and contains proven processes and methodologies. Global CI makes no representations or warranties of any kind, express or implied about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services or related graphics contained in this presentation for any purpose. Any reliance you place on such material is therefore strictly at your own risk.