11 policies bilingual

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Organization and

Management

Fadwa Bawazir, CPHQ

Director, TQM Dept.

Hera General Hospital



Objectives

To understand theeffect of organizationand management ondaily operations

To link O&M to thedevelopment of policies andprocedures

Discussion is within thescope of hospitals.



Introduction

Hospitals are corporateentities

Hospitals include

supporting elements,such as

income,

operating expenses,

politics,

reporting levels,

and vast interactions withthe public, patients,employees, and physicians.

.

:

/



Regulatory and

competitivepressures arerequiring hospitalsand other healthcare

providers to examine their

organizationalstructures, and

to realign thosestructures to enablethem to competeflexibly.

:



Key Issues

Health transition

Medical Technology

Consumer

expectations andquality of care

Demographic andepidemiologicalpressures



Key Issues

New innovations

Informationsuperhighway

Organization of services aroundspecialized expertise



Shift from inpatient today care facilities

Changing patterns of care

Reallocation of spaceto meet changingneeds



Many modernorganizations arefunctional and

hierarchical; theysuffer from isolateddepartments, poorcoordination, andlimited lateralcommunication.



To eliminateinefficiencies work

processes should beredesigned

Process improvement =

Process management

/

.

=



Operational andadministrativeprocesses shareseveral

characteristics. Both involve

sequences of linked,interdependent

activities that togethertransform inputs intooutputs.

.



Both have beginningsand ends, withboundaries that canbe defined with

reasonable precisionand minimal overlap.

And both havecustomers, who may

be internal or externalto the organization.

()



Typically, operational processes producegoods and services thatexternal customers

consume,

while administrative processes generate

information and plansthat internal groups use.



Both must be aligned and

mutually supportive if theorganization is tofunction effectively



the need to redesignprocesses is to

improve quality,

cut costs, reduce cycle times, or

otherwise enhanceoperating

performance

:

/



To govern thoseadministrative andoperational processes

Policies andprocedures are

developed



Accreditation bodies

require that policies

are:

Documented Approved

Communicated/educated

Implemented

:

/



Types of Policies

Philosophical

Code of Ethics

Mission Vision

Organizational values

Code of Conduct

Dress Code

Communication culture



Types of Policies

Resources Deployment

Allocation of resources:

Manpower: staff distribution Equipment

Space

Financial



Types of Policies

Working /Departmental/Multidisciplinary policies

Processes Guidelines

Daily work/ services



Types of Policies

Administrative

General Rules and regulations

Leaves, personnel processes Smoking policy

Security policies

Staff development

TQM policies



Types of Policies

Memo policies

Management notification,

general distribution,

delegation of authority

Self Operation ProgramDirector - Dr.Talal Karima

M di l Ad i i t ti



Director Dr.Talal Karima

Medical Director

DR. Waleed Hussain

Anesthesia

Dr. Somya Mansoor

Dermatology

Dr. Mohamad Fatane

Emergency

Dr. Belal Mostafa

ICU

Dr. Khaled Hakim

Pediatrics & NICU

DR. Mohamad Basamad

Medicine

Dr. Samih Chakalli

Ophthalmology

Dr. Amna Falata

OB/GYN

Dr. Samih Emam

Medical

Departments

Clinical

Ancillaries

Pharmacy

Dr. Azza Shaban

Laboratory

Dr. Ahmad Ashshi

Radiology

Dr.Bothyna Abd Alshakoor

Clinical Dietary

Mrs.Marie Eden Agot

OPD

Mr. Abdulrhman Linga

Infection Control

Dr. Sayed Bukhari

CSSD

Ms. Liza Baylon

Public Health

Dr. Mohd. Anas Nashwati

Physiotherapy

Dr. Ayman Aboalftooh

TQM

Ms. Fadwa Bawazer

Nursing Services

Mrs. Sharifa Zeannat Ali

Nursing Education

Social Services

Mr.Adel Aljmaan

Surgery

Dr. Omar Abohmdan

Business Center (SMCC)

Dr. W aleed Hussain

Public Relations &Health

Education

Mr. Zohair Melibari

Training (PG&CMEC)

Mrs. Manal Karima

ENT Unit

Dr. Mahmoud Alshora

Dental

Dr. Mohamad Samy

Neurology Unit

Dr. Mousa Mejally

Endoscopy Unit

Dr. Ayman Ghaith

Medical Administration Organization Structure 2005

Cardiology Unit

Dr. Salwa Ghuneim

ECG Unit

I.V.F

Dr. Mohamad Khan

Approved

__________________

Dr. Waleed Hussain

Medical Director

Nursing Admin

Mr. Hussein Chenini

Health Educators

Ms. Wessam Ramzy

Pediatrics & NICU

Ms. Emma De Villa

ICU

Ms. Cherry Ofelia Manigo

Emergency

Ms. Balqees Sultana

Male Medical Ward

Mr. Sherawin Culajara

Female Medical Ward

Mrs. Mariama Jayan

Female Surgical Ward

Mrs. Rosalina Y Parraguirre

Male Surgical Ward

Mrs. Emma de Villa

Operating Room

Mrs. Ofelia Liedo

Obstetrics and Gunecology

Ms. Disy Lao Nashrie

SMCC

Ms. Huda Othman

Out-Patient DepartmentMs. Marian Duque

Ms. Norma Mendez

Ms. Erlinda Duncombe

Ms. Asela Bea

Endoscopy

Ms. Sharifa Rohani Barazar



All processes and activities

in the hospital should be

guided by policies and

procedures inline with theorganizational structures



Why do we need Policies and

Procedures?

To make systems work

Consistently

Continuously

Uniformed manner



Why do we need P&P?

To protect the staff

To ensure patient safety

To ensure competency

To establish systems



Hera General Hospital PolicyManagement System

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Purpose

To define and outline the policyand procedure development and

up keep system.



Policy:

the rules and regulations.

Definitions

Procedures:

are the steps to be

followed inimplementing certain

policy.

:

:



Policy

1. All policy and procedures of Hera

General Hospital will be governed by

the rules and regulations outlined in this

policy.



2 . All departments should establish and

develop their policies and procedure togovern their functions and activities

according to their scope of services.

Policy

/



3 . All policies and procedures should notcontradict with the government rules and

regulations and MOH policies and procedures.

.



Policy

4. According to theapproved formatpolicies andprocedures should

include thefollowing headings:

:



KING FAISAL SPECIALIST

HOSPITAL

AND RESEARCH CENTER INTERNAL POLICY AND/OR PROCEDURE (IPP)

TITLE/DESCRIPTION :

MORTALITY AND MORBIDITY REVIEW

APPROVED

BY :

ISSUE DATE:

JUNE 2000

POLICY NUMBER:

QM 004

APPLIES TO:

QUALITY

MANAGEMENT



APP ADMINISTRATIVE POLICY AND/OR PROCEDURE

NUMBER: PR 001 TITLE: Handling and Processing patient complaints

PUBLICATION

DATE: January 2001

EFFECTIVE

DATE: To: All Hospital staff

Chief of Medical staff

Patient Relations/Executives on duty

Clinical Review Analysts



SUBJ

ECT:

ADMISSION FOR OUTPATIENT

SURGICAL

REFERENCE

#1005

PROCEDURE PAGE: 1

DEPARTMENT: OUTPATIENT SURGERY OF: 3

EFFECTIVE:

APPROVED BY: REVISED:

Medical Consultant Network



4.1 Department Name

4.2 Index Number

4.3 Date Issued:4.4 Replaces Policy

No:

4.5 Effective Date:

4.6 Pages: _x_ of _y__ 4.7 Title/Description:

4.8 Applies To:

4/14/2

4/3

4/4 4/5

4/6 __ ____

4/74/8



4.9 Statement of Purpose:

4.10 Definitions:

4.11 Policy:

4.12 Procedure:

4.13 Equipments andforms

4.14 Responsibilities4.15 References

4/9 /

4/10

4/114/12

4/13

4/14 4/15



5. All items mentioned in the

policy should benumbered as follows:

1.1

1.1.1

1.1.21.2

1.2.1

1.2.2

2.1

2.1.1

:

1/1

1/1/1

1/2

1/2/1

1/2/2



/



6. The headingsand the footageshould becompleted in

every page of the policy.



7. Any revisions which arerecommended for the policyshould follow the samepattern of authority.



8. All policies andprocedures aresubject for

review everytwo (2) yearsand revised asneeded.



9. To ensuremultidisciplinaryapproach to theservices provided

in the hospital, allpolicies shall bereviewed by amulti-disciplinary

team.

(

)

.



An essential reviewingbody is the Policy andProcedure ReviewCommittee.

Other standing committees shallreview policies

pertinent to theirscope.



Policies that are

reviewed by astanding committeedo not requirereview and approval

of the Policy andProcedure ReviewCommittee.



flow charts are developed to show allthe steps in a process;

the process is then made moreefficient by eliminating multipleapprovals and checkpoints,



finding opportunities to reduce waitingtime,

smoothing the hand-offs betweendepartments, and

grouping related tasks andresponsibilities



PROCEDURE

1. Department Head/Supervisor should review the existing policyand procedures and identifyfunctions carried out in thedepartment/service



PROCEDURE

2. Department Head and/or Employee:

2.1 Identify the need for policy

2.2 Identify involved people/ department in the

implementation of policy.

/:

2/1

2/2/



2.3 Contact Total Quality Management Dept. (or

the organizations’ office in charge of the P&P

system) to verify the existence of the policy.2.4 Draft the policy in cooperation with the

involved staff/section/ department.

PROCEDURE

2/3

2/4 /

/



2.5 Forward policy draft to the Policy and Procedure

Review Committee

2.6 Policy and Procedure Review Committee reviews

the policy and procedure and forwards comments

and recommends corrections to the initiating

department.

PROCEDURE

2/5 (

)

2/6



PROCEDURE

2.7 Department carries out the recommended

changes.

2.8 Policies and Procedures are forwarded toPolicy and Procedure Review Committee for

final review and approval.



2.9 Policies andProcedures isforwarded to theTQM Dept. fornumbering and

circulated togoverningauthorities forapproval.



2.10 Policies and Procedures is

communicated to the department

responsible for implementation.2.11 In-service training and education is

organized for the staff.



3. Numbering System:

3.1 The numbering system for the policies andprocedures is an alpha numeric oneconsisting of 6 digits, 3 letters followed bythree numbers.

/:

3/1



3. Numbering System:

3.2 Eachdepartment/unit willbe designated threeletters to reflect itsname as well as ablock of numbersfrom 001 to 999.

3/2 001999



Departments Assigned Acronyms

Hospital Administration APP

Total Quality Management TQM

Infection Control ICS Management of Information MIS

Education and Training ETD

Public Relations PRD

Numbering System:

Numbering System:



Medical Services MDS

Internal Medicine IMD

Intensive Care ICU

Emergency Dept. EMD

Surgery SUD

OB/Gyne OBG

Pediatrics PED Nursery NIC

Anesthesia ANE

Dental DEN

Ophthalmology OPH Neurology NEU

ENT ENT

Nursing NSG

Numbering System:



Administrative Affairs AAP

Recruitment REC

Personnel Services PER

Finance Services FIN

Legal Affairs LEG

Government Relations GOV

Religious Affairs REL

Numbering System:

Numbering System:



Ancillary Clinical Services ACS

Physiotherapy PHY

Radiology RAD

Pharmacy PHA

Endoscopy END

Public Health PUB

Clinical Dietary DIT Laboratory LAB

Medical Supplies MSP

Medical Records MRD

Medical Coordination MCD

Patient Affairs PAD

Medical Reports MRP

Social Services SOC

Admissions and Discharge AND

Numbering System:



Support Services SUP

Maintenance MAN Biomedical BMD

Security SEC

Safety SAF

Housekeeping HKS

Laundry LAU

Food Services FDS

Housing HSG

Transportation TRP

Property Control PCL

Central Supplies & Sterilization SSD

Numbering System:



8. Approvals

8.1. The one who prepared the policy

should sign. If prepared by a

group then an additional

approval sheet is attached to thepolicy with the signature of all

members of the group. The

leader of the group signs on

every page of the policy.

8/1 .

.

.



8. Approvals

8.2. Interdepartmental policies

should be reviewed and

singed by all departmentheads concerned.

- -



8. Approvals

8.3. All policies and procedures are reviewed and signed by

the Total Quality Management Department

8.4. All policies and procedures should be approved by the

following division heads as applicable and their official

stamp affixed as appropriate



9.1. Minimum of two (2)

weeks between the

date of issue and the

date of effect shall

be given for

orientation and in-service training

Policy Implementation



9.2. Implementation

process involves a

period of three (3)

months to give time

for distribution,

familiarization, actual practice and

monitoring

/




9.3. All the hospital staff shallsign in the

Acknowledgement Sheet

to signify that they have

read and understood thePolicies and Procedures

(Hospital Wide,

Departmental, Safety,

Infection Control, etc.).

Original Copy filed as

page 3 in the Manual kept

in every department

(

)...


Acknowledgement Sheet



g

KINGDOM OF SAUDI ARABIA

Ministry of Health

Directorate of Health Affairs

Holy Makkah

HOSPITALWIDE POLICIES AND PROCEDURE STAFF ACKNOWLEDGEMENT SHEET

I, the undersigned, have read and understood the contents of this Hospital-wide Policy and Procedure Manual.

NAME ID NO. SIGNATURE DATE

Note: Original Copy in the Hospital Wide Policies and Procedure Manual.Duplicate Copy to be forwarded to the Total Quality Management

(TQM) Department.



Policy Termination

10.1. Policies should be

terminated when cancelled

by a later policy

10.2. A policy may beterminated by authority of

the Program Director

/

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RESPONSIBILITY

1. It is the responsibility of each Department

Head to develop policy and procedure within

their scope of service

2. The Department Head shall cooperate and

coordinate inter-related departmental

policies.

.



RESPONSIBILITY

3. TQM Department isresponsible to provideassistance to the

departments to developtheir policy andprocedures.



4. TQM Department

is responsible for the upkeep andmonitoring of thepolicy and

proceduressystem of thedepartment.



EQUIPMENTS AND FORMS

1. Policy and Procedure Form

2. Acknowledgement Sheet

3. Policy Review Sheet4. Policy Revision Sheet



Thank you



Practical ProjectManagement

October 2006



77

Overview

Introduction to Project Management Project Management Context Integration Management Scope Management Time Management Cost Management Quality Management

Human Resource Management Communications Management Risk Management Procurement Management

Module 1: Introduction to Project



78

j

Management

Objectives

Define what project is and describe projectmanagement

Understand the history of projectmanagement

Understand the growing need for betterproject management

Discuss key elements of the projectmanagement framework

Discuss recent trends in project

management research and software



79

Project Management Defined

Project management is the application of knowledge, skills, tools, and techniques toproject activities in order to meet projectrequirements

A project is a temporary endeavorundertaken to achieve a particular aim.Project management knowledge and

practices are best described in terms of their component processes



80

History of Project Management

Some people argue that building theEgyptian pyramids was a project, as wasbuilding the Great Wall of China

Most people consider the ManhattanProject to be the first project to use “modern” project management

This three-year, $2 billion (in 1946

dollars) project had a separate projectmanager and a technical manager



81

Project Management Framework

A set of processes, tools and templates,designed to be used together to manage aproject through its lifecycle



82

Define your project

Select a real-life project

Define the project

Discuss within group

Select spokesperson Share with the rest



83

Recent Trends in Research and Software

7 Actions for Success: broaden views,communicate in 3D, political operative,assert yourself, be flexible, & sharpensocial skills

Five major challenges of today: globalteams, moving parts, development,partners, and project portfolios

Five levels of excellence: Level 1 is ad-

hoc, (2) planned, (3) managed, (4)integrated, and (5) sustained

Software: Microsoft Project



84

Develop a framework

Briefly outline your PM framework usingthe real-life project previously described.

Module 2: The Project Management



85

j g

Context

Objectives Understand the systems view of project

management Explain the differences among functional, matrix,

and project organizational structures Explain why stakeholder management and top

management commitment are critical for aproject’s success

Understand the initiation, planning, execution,and closure phases of the project life cycle

Understand effective project initiation, planning,execution, control, and closing

Distinguish between project development andproduct development

Discuss the unique attributes and diverse natureof information technology projects



86

Systems View

Systems philosophy: View things assystems, interacting components workingwithin an environment to fulfill some purpose

Systems analysis: problem-solving approach

Systems management: Address business,technological, and organizational issues beforemaking changes to systems



87

Formal Organizational Frames

Structural frame: Focuses on roles andresponsibilities, coordination, and control.Organization charts help define this frame.

Human resources frame: Focuses onproviding harmony between needs of theorganization and needs of people.

Political frame: Assumes organizations

are coalitions composed of variedindividuals and interest groups. Conflictand power are key issues.

Symbolic frame: Focuses on symbols



88

Organizational Structures



89

Organizational Structures

Stakeholder and Top Management



90

Commitment

Top management can help projectmanagers:

Secure adequate resources.

Get approval for unique project needs in atimely manner.

Receive cooperation from peoplethroughout the organization.

Learn how to be better leaders.



91

Project Life Cycle Phases

Project Development vs Product



92

Development

Discuss the similarities and differences of project development versus productdevelopment within your specific career. 5minutes. Share with your peers.



93

What makes a good project manager?

Discuss the skills and characteristicsneeded to be a good and successfulproject manager. 10 minutes. Share withthe rest of your peers.

Module 3: Project Integration



94

Management

Objectives Describe an overall framework for project

integration management as it relates to the otherproject management knowledge areas and theproject life cycle

Understand the integrated change controlprocess, planning for and managing changes, andusing a change control system

Explain tools and techniques to assist in project

plan execution of integrated projects such asGantt Charts, S-Curves, and PERTs

Explain project plan execution, its relationship toproject planning, the factors related to successfulresults



95

Project Integration Management

Project Plan Development: taking theresults of other planning processes andputting them into a consistent, coherentdocument—the project plan

Project Plan Execution: carrying out theproject plan

Integrated Change Control: coordinating

changes across the entire project



96

Integrated Change Control

Integrated change control involvesidentifying, evaluating, and managingchanges throughout the project life cycle

Three main objectives of change control: Influence the factors that create

changes to ensure they arebeneficial

Determine that a change hasoccurred

Manage actual changes when and



97

Tools and Techniques

http://en.wikipedia.org/wiki/Image:GanttChartAnatomy.png

http://en.wikipedia.org/wiki/Image:GanttChartAnatomy.png



98


http://en.wikipedia.org/wiki/Image:Pert_chart_colored.gif



99




100


Importance of Project Planning the

http://upload.wikimedia.org/wikipedia/commons/d/de/Wbs.png

http://upload.wikimedia.org/wikipedia/commons/d/de/Wbs.png



101

Execution

Discuss the reason and importance of preparing a plan before executing it usingcases specific to your area of responsibility. 10 minutes. Share withyour peers.

S k h ld A l i



102

Stakeholder Analysis

Documents important (often sensitive)information about stakeholders such as

stakeholders’ names and organizations

roles on the project

unique facts about stakeholders

level of influence and interest in the project

suggestions for managing relationships

Identify, Prioritize, Understand

S k h ld A l i



103

Stakeholder Analysis

conduct a brief stakeholder analysis categorize their relation and advocating of

the project

Module 4: Project Scope



104

Management

Objectives Describe the strategic planning process,

apply different project selection methods,such as a net present value analysis, a

weighted scoring model, and a balancedscorecard, and understand the importanceof creating a project charter

Explain the scope planning process and

contents of a scope statement Discuss the scope definition process and

construct a work breakdown structure

Understand the importance of scope

S i Pl i P



105

Strategic Planning Process

S i Pl i P



106

Strategic Planning Process

Scope Planning and Definition



107

Processes

Scope planning: Deciding how the scopewill be defined, verified, and controlled.

Scope definition: Reviewing the project

charter and preliminary scope statementand adding more information asrequirements are developed and changerequests are approved.

S S



108

Scope Statement

In your group, place the initial project tobe managed in the Scope Statementformat. 10 minutes. Share with the rest of your peers.

W k B kd S (WBS)



109

Work Breakdown Structure (WBS )

Using the same project as before andbuilding on previous activities, develop aWBS chart with your group. 10 minutes.Share with the rest of your peers.

B i P i i l f C i WBS



110

Basic Principles for Creating WBSs

1. A unit of work should appear at only one place in the WBS.2. The work content of a WBS item is the sum of the WBSitems below it.

3. A WBS item is the responsibility of only one individual, eventhough many people may be working on it.

4. The WBS must be consistent with the way in which work is

actually going to be performed; it should serve the projectteam first and other purposes only if practical.5. Project team members should be involved in developing the

WBS to ensure consistency and buy-in.6. Each WBS item must be documented to ensure accurate

understanding of the scope of work included and not

included in that item.7. The WBS must be a flexible tool to accommodate inevitable

changes while properly maintaining control of the workcontent in the project according to the scope statement.

Scope Verification and Scope ChangeC l



111

Control

Suggestions for Reducing Incomplete and ChangingRequirements

Develop and follow a requirements managementprocess.

Use techniques such as prototyping, use casemodeling.

Put requirements in writing and keep themcurrent.

Create a requirements management database for

documenting and controlling requirements. Conduct adequate testing throughout the project

life cycle.

Review changes from a systems perspective.

Emphasize completion dates to help focus on

Module 5: Project Time

M



112

Management

Objectives Understand the importance of project schedules

and good project time management Define activities as the basis for developing

project schedules

Explain how various tools and techniques helpproject managers perform activity durationestimating and schedule development

Understand and use critical path analysis andcritical chain scheduling

Describe how to use several techniques forshortening project schedules

Use a Gantt chart for schedule planning andtracking schedule information

Discuss how reality checks and people issues are

involved in controlling and managing changes to

S h d l d Ti M



113

Schedules and Time Management

Activity definition: Identifying the specific activities thatthe project team members and stakeholders must performto produce the project deliverables.

Activity sequencing: Identifying and documenting therelationships between project activities.

Activity resource estimating: Estimating how many

resources a project team should use to perform projectactivities. Activity duration estimating: Estimating the number of

work periods that are needed to complete individualactivities.

Schedule development: Analyzing activity sequences,

activity resource estimates, and activity duration estimatesto create the project schedule. Schedule control: Controlling and managing changes to

the project schedule.

S h d li d Ti M



114

Scheduling and Time Management

Why are project schedules important?What sort of schedule conflicts could withexpect in your specific project? 10minutes. Share with the rest of yourpeers.

A ti it D ti E ti ti



115

Activity Duration Estimating

After defining activities and determiningtheir sequence, the next step in timemanagement is duration estimating

Duration includes the actual amount of

time worked on an activity plus elapsedtime

Effort is the number of workdays or workhours required to complete a task. Effort

does not equal duration People doing the work should help create

estimates, and an expert should reviewthem

S h d l D l pm t



116

Schedule Development

Schedule development uses results of theother time management processes todetermine the start and end date of theproject and its activities

Ultimate goal is to create a realisticproject schedule that provides a basis formonitoring project progress for the timedimension of the project

Important tools and techniques includeGantt charts, PERT analysis, critical pathanalysis, and critical chain scheduling

Criti l P th Meth d



117

Critical Path Method

CPM is a project network analysistechnique used to predict total projectduration

A critical path for a project is the series of activities that determines the earliest time by which the project can be completed

The critical path is the longest path

through the network diagram and has theleast amount of slack or float

Finding the Critical Path



118

Finding the Critical Path

First develop a good project networkdiagram

Add the durations for all activities on eachpath through the project network diagram

The longest path is the critical path

Schedule Trade offs



119

Schedule Trade-offs

Shorten a Project Schedule



120

Shorten a Project Schedule

Overlapped

Tasks or fast

tracking

Shortened

duration thru

crashing

Originalschedule

Critical Chain Scheduling



121

Critical Chain Scheduling

Critical chain scheduling is a method of scheduling that takes limited resourcesinto account when creating a projectschedule and includes buffers to protect

the project completion date

Critical chain scheduling assumesresources do not multitask because it

often delays task completions andincreases total durations

Example of Critical Chain Scheduling



122

Example of Critical Chain Scheduling

Scheduling using PERT



123

Scheduling using PERT

PERT weighted average formula: optimistic time + 4X most likely time + pessimistic time

6

Example:

PERT weighted average =

8 workdays + 4 X 10 workdays + 24 workdays = 12 days6

where 8 = optimistic time, 10 = most likely time, and 24 =pessimistic time

Scheduling



124

Scheduling

Develop a schedule for your project usingsome of the tools presented thus far.There is no rule against combiningtechniques. If fact, pulling the best from

each may be advantageous. 15 minutes.Share with the rest of your peers.

Controlling and Managing Change



125

Controlling and Managing Change

Review the draft schedule or estimatedcompletion date in the project charter.

Prepare a more detailed schedule with theproject team.

Make sure the schedule is realistic andfollowed.

Alert top management well in advance if

there are schedule problems.

Managing Change



126

Managing Change

Using the recently created schedules,assess their reality. What things havebeen adjusted to the schedule to helpmanage change? 10 minutes. Share with

peers.

Module 6: Project Cost Management



127

Module 6: Project Cost Management

Objectives Explain basic project cost management

principles, concepts, and terms

Understand the importance of good

project cost management Explain cost estimating using definitive,

budgetary, and rough order of magnitude(ROM) estimates

Understand the processes involved in costbudgeting and preparing a cost estimate

Understand the benefits of earned value

management and project portfolio

Cost management



128

Cost management

Resource planning: determining whatresources and quantities of them shouldbe used

Cost estimating: developing an estimateof the costs and resources needed tocomplete a project

Cost budgeting: allocating the overall cost

estimate to individual work items toestablish a baseline for measuringperformance

Cost control: controlling changes to the

Cost Management



129

Cost Management

Why is good cost management important?Why bother with it?

Methods of Cost Estimating



130

Methods of Cost Estimating

Earned Value Management



131

Earned Value Management

Earned Value - Planned Costs = ScheduleVariance (SV)

Earned Value - Actual Costs = CostVariance (CV)

Cost Control



132

Cost Control

Project cost control includes monitoring cost performance

ensuring that only appropriate project changesare included in a revised cost baseline

informing project stakeholders of authorizedchanges to the project that will affect costs

Earned value management is an importanttool for cost control

Project Portfolio Management



133

Project Portfolio Management

Five levels for project portfoliomanagement

Put all your projects in one database

Prioritize the projects in your database

Divide your projects into two or three budgetsbased on type of investment

Automate the repository

Apply modern portfolio theory, including risk-return tools that map project risk on a curve

Cost Plan View



134

Cost Plan View

Module 7: Project Quality

Management



135

Management

Objectives Define project quality management

Describe quality planning and itsrelationship to project scope management

Discuss the importance of qualityassurance

Understand the importance of projectquality management

List the three outputs of the qualitycontrol process

Understand the tools and techniques for

quality control such as Pareto analysis

Quality Management Program



136

Quality Management Program

Quality management planning andimplementing policies, procedures, andrequirements.

Quality control ensuring that work is being

performed and that work is being checkedprior to its acceptance.

Quality assurance verifying that qualitycontrol tasks are being performed.

Continuous quality improvementcontinually pursuing improvement in thequality of the project process.

Quality costs redoing a project item even

'

Quality Planning and Quality Assurance



137

Quality Planning and Quality Assurance

Quality Definitions Quality Materials

Quality Events

Importance of Quality Management

Discuss the importance of qualitymanagement and assurance. How maythey vary from project to project?

Tools and Techniques for Quality Control



138

Control

Pareto Analysis Steps to identify the important causes using

Pareto analysis Step 1: Form a table listing the causes and their

frequency as a percentage .

Step 2 : Arrange the rows in the decreasing order of importance of the causes i.e. the most important cause first

Step 3: Add a cumulative percentage column tothe table

Step 4: Plot with causes on x- and cumulative percentage on y-axis

Step 5 : Join the above points to form a curve

Step 6 : Draw line at 80% on y-axis parallel to x-axis. Then drop the line at the point of

intersection with the curve on x-axis This point

Pareto Analysis Sample



139

Pareto Analysis Sample

Six Sigma



140

Six Sigma

It requires an organization-widecommitment

Six Sigma organizations have the abilityand willingness to adopt contraryobjectives, like reducing errors andgetting things done faster

It is an operating philosophy that is

customer-focused and strives to drive outwaste, raise levels of quality, and improvefinancial performance at breakthrough levels

Six Sigma



141

Six Sigma

Quality Control Chart



142

Quality Control Chart

Testing



143

Test g

Unit test Integration testing

System testing

A test plan is simply a high-level summaryof the areas (functionality, elements,regions, etc.)

Quality Control Plan



144

Q y

What sort of tools would you use and whatwill you be looking for when assessingquality in a project?

Module 8: Project Human Resource

Management



145

g

Objectives Discuss the importance of good human resource

management on projects Summarize key concepts for managing people by

understanding the theories of Abraham Maslow, FrederickHerzberg, David McClelland, and Douglas McGregor onmotivation, H. J. Thamhain and D. L. Wilemon oninfluencing workers, and Stephen Covey on how people andteams can become more effective

Discuss organizational planning and be able to create aproject organizational chart, responsibility assignmentmatrix, and resource histogram

Understand important issues involved in project staff acquisition and explain the concepts of resourceassignments, resource loading, and resource leveling

Assist in team development with training, team-buildingactivities, and reward systems

Project Human Resources



146

j

Human resource planning: Identifyingand documenting project roles,responsibilities, and reportingrelationships.

Acquiring the project team: Getting theneeded personnel assigned to and workingon the project.

Developing the project team: Building

individual and group skills to enhanceproject performance.

Managing the project team: Trackingteam member performance, motivating

team members rovidin timel

Keys to Managing People



147

y g g p

Psychologists and management theoristshave devoted much research and thoughtto the field of managing people at work

Important areas related to projectmanagement include

motivation (intrinsic and extrinsic)

influence and power

effectiveness

Abraham Maslow on Motivation



148

Herzberg’s Motivational and Hygiene

Factors



149

McClelland’s Acquired-Needs



150

q

Achievement: People with a high needfor achievement seek to excel and thustend to avoid both low-risk and high-risksituations .

Affiliation: Those with a high need foraffiliation need harmonious relationshipswith other people and need to feel

accepted by other people.

Power: A person's need for power can beone of two types - personal andinstitutional .

McGregor’s Theory X and Theory Y



151

g y y

Thamhain and Wilemon’s Ways to Have

Influence on Projects



152

j

1. Authority: the legitimate hierarchical right toissue orders2. Assignment: the project manager's perceived

ability to influence a worker's later workassignments

3. Budget: the project manager's perceived abilityto authorize others' use of discretionary funds4. Promotion: the ability to improve a worker's

position5. Money: the ability to increase a worker's pay and

benefits6. Penalty: the project manager's ability to causepunishment

7. Work challenge: the ability to assign work thatcapitalizes on a worker's enjoyment of doing a

particular task

Improving Effectiveness - Covey’s 7Habits



153

Project managers can apply Covey’s 7habits to improve effectiveness onprojects

Be proactive

Begin with the end in mind

Put first things first

Think win/win

Seek first to understand, then to beunderstood

Synergize

Sharpen the saw

Creating a Motivating Environment



154

g g

Discuss various instances where you havebeen motivated and where you havemotivated others. Try to associate it toone or more of the principles discussed in

this module.

Organizational Planning



155

g g

Organizational planning involvesidentifying, documenting, andassigning project roles,

responsibilities, and reportingrelationships

Outputs and processes include

project organizational chartswork definition and assignment

process

responsibility assignment matrixes

Project Organizational Charts



156

j g

Work Definition and AssignmentProcess



157

Responsibility Assignment Matrix



158

p y g

Resource Histogram



159

g

Project Staff Acquisition



160

Staffing plans and good hiring proceduresare important in staff acquisition, as areincentives for recruiting and retention

Research shows that people leave their jobs because they don’t make adifference, don’t get proper recognition,

aren’t learning anything new, don’t liketheir coworkers, and want to earn moremoney

Resource Loading and Leveling



161

Resource loading refers to the amount of individual resources an existing projectschedule requires during specific timeperiods

Resource leveling is a technique forresolving resource conflicts by delaying

tasks. The main purpose of resourceleveling is to create a smootherdistribution of resource usage and reduceoverallocation

Team Development Activities



162

Different types of people



163

Meyers-Briggs Type Indicator (MBTI) Extrovert/Introvert (E/I)

Sensation/Intuition (S/N)

Thinking/Feeling (T/F)

Judgment/Perception (J/P) Social Styles Profile

Drivers

Expressives

Analyticals Amiables

General Advice on Teams



164

Be patient and kind with your team. Fix the problem instead of blaming people.

Establish regular, effective meetings.

Allow time for teams to go through the basicteam-building stages.

Limit the size of work teams to three to sevenmembers.

Plan some social activities to help project teammembers and other stakeholders get to know

each other better. Stress team identity.

Nurture team members and encourage them tohelp each other.

Take additional actions to work with virtual team

Module 9: Project

Communications Mgmt



165

g

Objectives Understand the importance of goodcommunication on projects and describe themajor components of a communicationsmanagement plan

Discuss the elements of project communicationsplanning, including information distribution,performance reporting, and administrativeclosure

Discuss various methods for project informationdistribution and the advantages anddisadvantages of each

List various methods for improving projectcommunications, such as managing conflicts,running effective meetings, using e-maileffectively, and using templates

Communications Management Plan



166

A description of a collection and filingstructure for gathering and storing varioustypes of information

A distribution structure describing what

information goes to whom, when, and how A format for communicating key project

information

A project schedule for producing the

information Access methods for obtaining the

information

A method for updating the

Project Communications ManagementProcesses



167

Communications planning: determiningthe information and communicationsneeds of the stakeholders

Information distribution: making needed

information available in a timely manner Performance reporting: collecting and

disseminating performance information

Administrative closure: generating,

gathering, and disseminating informationto formalize phase or project completion

Communications Planning



168

Information Distribution



169

Getting the right information to the rightpeople at the right time and in a usefulformat is just as important as developingthe information in the first place

Important considerations include using technology to enhance information

distribution

formal and informal methods for distributinginformation

Information Distribution



170

Discuss various methods for projectinformation distribution and theadvantages and disadvantages of each.

Media Choice Table



171

Performance Reporting



172

Performance reporting keeps stakeholdersinformed about how resources are beingused to achieve project objectives

Status reports describe where the project

stands at a specific point in time Progress reports describe what the project

team has accomplished during a certain periodof time

Project forecasting predicts future projectstatus and progress based on past informationand trends

Status review meetings often include

erformance re ortin

Administrative Closure



173

A project or phase of a project requiresclosure

Administrative closure produces

project archives

formal acceptance

lessons learned

Suggestions for Improving ProjectCommunications



174

Manage conflicts effectively Develop better communication skills

Run effective meetings

Use e-mail effectively Use templates for project communications

Conflict Handling Modes, in Preference

Order



175

Confrontation or problem-solving: directlyface a conflict

Compromise: use a give-and-takeapproach

Smoothing: de-emphasize areas of differences and emphasize areas of agreement

Forcing: the win-lose approach Withdrawal: retreat or withdraw from an

actual or potential disagreement

Running Effective Meetings



176

Determine if a meeting can be avoided Define the purpose and intended outcome

of the meeting

Determine who should attend the meeting

Provide an agenda to participants beforethe meeting

Prepare handouts, visual aids, and makelogistical arrangements ahead of time

Run the meeting professionally

Build relationships

Using E-Mail Effectively Tips



177

Ensure it is an appropriate medium forwhat you want to communicate Be sure to send the e-mail to the right

people Use meaningful subjects Limit the content to one main subject, and

be as clear and concise as possible Limit the number and size of attachments Delete e-mail you don’t need, and don’t

open it if you question the source Make sure your virus software is up to

date Respond to and file e-mails quickly

Using Templates for ProjectCommunications



178

Many people are afraid to ask for help Providing examples and templates for

project communications saves time andmoney

Organizations can develop their owntemplates, use some provided by outsideorganizations, or use samples from

textbooks Recall that research shows that companies

that excel in project management makeeffective use of templates

Communication Channels



179

Discuss various individual communicationneeds and how to determine the numberof communications channels.

Module 10: Project Risk Management



180

Objectives Understand what risk is and the importance of

good project risk management Discuss the elements involved in risk

management planning

Describe the risk identification process and toolsand techniques to help identify project risks Discuss the qualitative risk analysis process and

explain how to calculate risk factors, useprobability/impact matrixes, the Top Ten RiskItem Tracking technique, and expert judgment torank risks

Explain the quantify risk analysis process andhow to use decision trees and simulation toquantitative risks

Discuss what is involved in risk monitoring and

The Importance of Project Risk Management



181

Project risk management is the art andscience of identifying, assigning, andresponding to risk throughout the life of aproject and in the best interests of

meeting project objectives Risk management is often overlooked on

projects, but it can help improve projectsuccess by helping select good projects,determining project scope, and developingrealistic estimates

Risk Management Planning



182

The main output of risk managementplanning is a risk management plan

The project team should review projectdocuments and understand the

organization’s and the sponsor’s approachto risk

The level of detail will vary with the needs

of the project

Risk Management Planning



183

Risk Identification



184

Risk identification is the process of understanding what potentialunsatisfactory outcomes are associatedwith a particular project

Several risk identification tools andtechniques include Brainstorming

The Delphi technique

Interviewing SWOT analysis

Risk Identification



185

Activity – Identify Risks



186

Identify the risks using the project youhave been working on for each area of project management covered thus far.

Qualitative Risk Analysis



187

A risk analysis assesses the likelihood andimpact of identified risks to determinetheir magnitude and priority. Riskquantification tools and techniques

include: Probability/Impact matrixes

The Top 10 Risk Item Tracking technique

Expert judgment

Probability/Impact Matrices



188

Top 10 Risk Item Tracking



189

Quantitative Risk Analysis



190

Often follows qualitative risk analysis, butboth can be done together or separately

Large, complex projects involving leadingedge technologies often require extensive

quantitative risk analysis

Main techniques include

Simulation

Decision tree analysis



Decision Trees and Expected Monetary Value (EMV)



192

Risk Response Planning



193

Risk avoidance: eliminating a specificthreat or risk, usually by eliminating itscauses

Risk acceptance: accepting the

consequences should a risk occur Risk transference: shifting the

consequence of a risk and responsibilityfor its management to a third party

Risk mitigation: reducing the impact of arisk event by reducing the probability of its occurrence

Risk Monitoring and Control



194

Monitoring risks involves knowing theirstatus

Controlling risks involves carrying out therisk management plans as risks occur

Workarounds are unplanned responses torisk events that must be done when thereare no contingency plans

The main outputs of risk monitoring andcontrol are corrective action, projectchange requests, and updates to otherplans

Good Project Risk Management



195

Unlike crisis management, good projectrisk management often goes unnoticed

Well-run projects appear to be almosteffortless, but a lot of work goes into

running a project well Project managers should strive to make

their jobs look easy to reflect the results

of well-run projects

Module 11: Project ProcurementManagement

Obj ti



196

Objectives Understand the importance of project

procurement management and the increasing useof outsourcing for information technologyprojects

Describe the procurement planning process,procurement planning tools and techniques,types of contracts, and statements of work

Discuss what is involved in solicitation planningand the difference between a request for proposaland a request for quote

Explain what occurs during the solicitationprocess

Describe the source selection process anddifferent approaches for evaluating proposals orselecting suppliers

Procurement Management



197

Procurement means acquiring goodsand/or services from an outside source.

We outsource for the following reasons:

To reduce both fixed and recurrent costs

To allow the client organization to focus on itscore business

To access skills and technologies

To provide flexibility

To increase accountability

Project Procurement ManagementProcesses

P t l i d t i i h t



198

Procurement planning: determining whatto procure and when

Solicitation planning: documentingproduct requirements and identifyingpotential sources

Solicitation: obtaining quotations, bids,offers, or proposals as appropriate

Source selection: choosing from amongpotential vendors

Contract administration: managing therelationship with the vendor

Contract close-out: completion andsettlement of the contract

Project Procurement ManagementProcesses



199

Procurement Planning



200

Procurement planning involves identifyingwhich project needs can be best met byusing products or services outside theorganization. It includes deciding

whether to procure how to procure

what to procure

how much to procure

when to procure

Make-or-buy analysisMake or Buy Example: Assume you can lease an item you



201

Make or Buy Example: Assume you can lease an item you

need for a project for $150/day. To purchase the item, theinvestment cost is $1,000, and the daily cost would beanother $50/day. How long will it take for the lease cost tobe the same as the purchase cost? If you need the item for12 days, should you lease it or purchase it?

Set up an equation so the “make” is equal to the “buy.” In thisexample, use the following equation. Let d be the numberof days to use the item.

$150d = $1,000 + $50dSolve for d as follows:

Subtract $50d from the right side of the equation to

get$100d = $1,000

Divide both sides of the equation by $100d = 10 days

Th l t i th th h t t 10 d If

Types of Contracts



202

Fixed-price or lump-sum: involve afixed total price for a well-defined productor service

Cost-reimbursable: involve payment to

the seller for direct and indirect costs Time and material contracts: hybrid of

both fixed-price and cost-reimbursable,

often used by consultants Unit price contracts: require the buyer

to pay the seller a predetermined amountper unit of service

Cost Reimbursable Contracts



203

Cost plus incentive fee (CPIF): thebuyer pays the seller for allowableperformance costs plus a predeterminedfee and an incentive bonus

Cost plus fixed fee (CPFF): the buyerpays the seller for allowable performancecosts plus a fixed fee payment usuallybased on a percentage of estimated costs

Cost plus percentage of costs (CPPC): the buyer pays the seller for allowableperformance costs plus a predetermined

Contract Types Versus Risk



204

Statement of Work



205

A statement of work is a description of thework required for the procurement

Many contracts, or mutually bindingagreements, include SOWs

A good SOW gives bidders a betterunderstanding of the buyer’s expectations

Statement of Work



206

Solicitation planning



207

Solicitation planning involves preparingseveral documents:

Request for Proposals: used to solicitproposals from prospective sellers

Requests for Quotes: used to solicitquotes for well-defined procurements

Invitations for bid or negotiation and initial

contractor responses are also part of solicitation planning

Solicitation planning Outline for a Request for Proposal:



208

Outline for a Request for Proposal:

I. Purpose of RFPII. Organization’s Background III. Basic RequirementsIV. Hardware and Software Environment

V. Description of RFP ProcessVI. Statement of Work and Schedule InformationVII. Possible Appendices

A. Current System OverviewB. System RequirementsC. Volume and Size DataD. Required Contents of Vendor’s

Response to RFPE. Sample Contract

Solicitation



209

Solicitation involves obtaining proposals orbids from prospective sellers

Organizations can advertise to procuregoods and services in several ways

approaching the preferred vendor

approaching several potential vendors

advertising to anyone interested

A bidders’ conference can help clarify thebuyer’s expectations

Source selection



210

Source selection involves: evaluating bidders’ proposals

choosing the best one

negotiating the contract

awarding the contract

It is helpful to prepare formal evaluation

procedures for selecting vendors. Buyersoften create a “short list.”

Sample Proposal Evaluation Sheet



211

Detailed Criteria for Selecting Suppliers



212

Contract Administration



213

Contract administration ensures that theseller’s performance meets contractualrequirements

Contracts are legal relationships, so it is

important that legal and contractingprofessionals be involved in writing andadministering contracts

Many project managers ignore contractualissues, which can result in seriousproblems

Suggestions on Change Control forContracts

Changes to any part of the project need to



214

Changes to any part of the project need tobe reviewed, approved, and documentedby the same people in the same way thatthe original part of the plan was approved

Evaluation of any change should includean impact analysis. How will the changeaffect the scope, time, cost, and quality of the goods or services being provided?

Changes must be documented in writing.Project team members should alsodocument all important meetings andtelephone calls

Contract Close-out



215

Contract close-out includes product verification to determine if all work

was completed correctly and satisfactorily

administrative activities to update records to

reflect final results archiving information for future use

Procurement audits identify lessonslearned in the procurement process

Review / Summary