A Guide toProject Management for the

Reluctant

Mike StocktonMarch 2011

Learning Outcomes

• To identify that your leading a project• To understand the steps of the process• Identify the pitfalls and risks• Understand important generic competencies• To bring a project to completion

Real Worldism

• Most doctors are not trained in project management

• Many doctors didn’t anticipate this role• It is usually done after the day job has been

completed.....inadequate time.• Lots of PM courses and qualifications.....but

we just need the practical basics and essentials

Real Worldism

• Most will be doing it without knowing or training....and very good at it

• You may be a project leader/director.....responsible for high level decision making, and motivating/leading......someone else will do the project management

Project Management

• The positives.....

– Projects succeed, on time, on budget– Limits risks– Improves communication, motivation and change

management– Can reduce the stress on you and colleagues– Can give you understanding and leverage in

management meetings

Basic Qualities

• Belief in the end product• Logical and sequential thought processes• Time management....GTD• Performance management• Prioritisation combined with flexibility• Common sense• Regular communication

– Spoken, written• Effective working relationships....getting along with

others.....social and emotional intelligence

Drivers of Change?

• Regulatory demands (quality and risk)– CQC– Information governance

• Technological and systems change– NHS changes...GP commissioning, private competition– New and available technology....systmone, hand held

devices, telemedicine, drugs• Gaps in the market• Efficiency improvements

Professorial Development: Steps on the Way

• The concept of a Professor of Palliative Medicine:– Why? Now, Leeds? – The national map– The business case

• Guiding Coalition:– People who really believed in the end product

• The Steering Committee– Significant stakeholders from the beginning– University, senior clinicians, board members, big hitters

Professorial Development: Steps on the Way

• The Academic Proposal– Why?– What research and benefits?– What structure? Where best located?– This involved academics and clinicians

• The Financial Proposal– The total cost over a period of time– How will it be funded? Who will fund?– What is the financial model?– What are the financial risks and who will take them?– This involved finance directors and funders

• The Fundraising Proposal– How will we raise the money– Involved the a fundraising group– Employed a fundraiser: major donors and national trusts

Professorial Development: Steps on the Way

• The University:– Which institute?– Who will champion?– Who do you talk to?– Understanding University processes and

timescales• Final Agreement:

– University and the Board of St Gemma’s– Highly detailed: HR and legal scrutiny

Smaller Projects

• Ultrasound equipment and training• Mobile working in the community

Mandatory Projects

• Information Governance:– Connecting for health– IG Statement of compliance– Data Management/Personal Identifiable Data

(written, electronic, spoken)• Clinical• Staff• Donors

– Project Manager: new resource

Definitions and Taxonomy

• Programme:– Collection of linked projects

• Project:– Temporary endeavour– Defined beginning and end– To bring about beneficial change– Multiple steps

• Task:– An actionable step

Definitions and Taxonomy

• Strategy:– Bigger picture route map for an organisation

• Business Plan:– The year ahead plan to deliver the strategy– Will contain projects and tasks– Quarterly milestones and markers of success

6 Dimensions of a Project

• Scope– What is the aim and what it encompasses?

• Quality– The quality of the deliverable– Complex, measurable– Can alter the project significantly (cost, time, risk)

• Quantity• Timescale• Cost• Risk

Project Life Cycle

• Project purpose and defined goals• Scoping• Planning• Implementing• Evaluating

Scoping: define the outcome

• SMART objectives

• Specific• Measureable• Achievable• Rewarding• Time-framed

Scoping: Gathering Information

• SWOT analysis– Strengths– Weaknesses (actual and internal factors)– Opportunities– Threats (potential and external)

• Defines / clarifies the current situation

PESTLE Analysis

• Political• Economic• Social• Technological• Legislative• Environmental

Scoping: The Stakeholders; people or organisations that may be affected by the project.

SCOPING THE PROJECT

STAKEHOLDER ANALYSIS

Low

Level of In

fluence

Hig

h

Low Interest Level High

Potential Change Agents

Identify how your project may impact on them

Key PlayersKeep them satisfied

IndifferentMinimal effort needed

Back-YardersKeep them informed

Belbin Team Style

• Plant:– Creative and unorthodox– Not great at implementing

• Shaper:– Challenges and drives through change– May be impatient with others

• Co-ordinator:– Clarifies goals and participation

Belbin Team Style

• Resource Investigator:– How have others made it work?– Loses motivation when planning is over

• Implementer– Turn ideas into practical actions– Less flexible with others ideas

• Team Worker– Diplomatically encourage and support– Tend to avoid conflict

Belbin Team Style

• Monitor Evaluator:– See options and milestones– Not very inspiring

• Completer Finisher– Deliver the change on time– Individual worker and worrier

• Who are you? What’s your preference?

Planning the Project

• The hardest task can be recording the plan

• Who? What? Why? Where? When? and How?• The tasks to be done• The people required to do them• The way in which tasks will be done• The time they will take to complete

Level Action Curent RAG StatusMarch 11 RAG

Status Lead Timescale Comments

Policy & procedures ensure that mobile computing and teleworking are secure1 R G Pwi

The IAO ensures there is a documented policy for approvals and authorisation for mobile working and teleworking arrangements. The procedure is supported by documented guidelines for staff on expected NHS IG information security and confidentiality practice.

1 R G MW/Pwi

There are documented procedures for mobile working or teleworking that provide guidelines for staff on expected behaviours - Documented mobile or teleworking procedures.

1 R G MW/Pwi Need evidence of

There is a documented policy for approvals and authorisation for mobile working and teleworking arrangements - Documented policy for approvals and authorisation for mobile and teleworking.

1 R G MW/Pwi Need evidence of

The documented approvals policy and procedures have been agreed by an appropriate senior manager or group - Minutes of meetings, in a document or e-mail or a personal endorsement in writing of the approvals policy and procedures from an appropriately senior manager or group.

1 R G MW/Pwi Need evidence of

All mobile or teleworkers are appropriately approved, authorised and made aware of procedures/guidelines. Robust remote access solutions and adequate information security functionality for mobile devices and removable media has been provided.

2 R G MW/Pwi Need evidence of

All mobile or teleworkers are appropriately approved and authorised, and records are maintained of all authorisations - Records of approval, signatures/electronic evidence of authorisations, the removal of authorisation for unused accounts.

2 R MW/Pwi Need evidence of

Mobile or teleworkers are provided with procedures/guidelines - In staff handbook, publication of procedures on the intranet, hard copy procedures provided to relevant staff, briefing materials, or awareness session materials.

2 R MW/Pwi Need evidence of

Robust remote access solutions have been provided - Technical specification documentation relating to the solution itself and system reports detailing number of users and the equipment allocated to them.

2 R MW/Pwi Need evidence of

Issue Action Other Comments Lead By When Progress

1: Finance:

1.1

Proposed departmental costs to be calculated.MS to liaise with Claire Skinner, Faculty Research Office.

Info from CS

MS,Clare Skinner

1.2 Determine the financial model. Info from CS MS, PS,Clare Skinner

1.3 Determine the target sum from donors. Info from CS MS, PS,Clare Skinner

1.4 Develop a strategy for identifying, approaching and influencing potential donors.

Once other areas finalised MS to arrange a meeting between Michelle Calvert, Tracy Dick and MS.

MS,PS,BK

1.5 Donor approach. To be confirmed once 2.3 and 1.4 agreed upon.

PS,BK

1.6 Macmillan – to explore their current strategy in donations.

Macmillan or not planning any major investment at the moment

FH

1.7 To identify and confirm funding for clinical sessions.

BK confirmed that St Gemma’s would fund 3 clinical sessions per week.

MS,SK

Project: Development of Professor in Palliative Medicine/Care Document: Project PlanDate: 06.05.08.Version: 2.0Updated for: Steering Group

Project Management Tools

• Gantt Charts:– Visual description of project– Make a realistic assessment of the end-time of the

project.– Align the effort (or phases) – in sequential order, as

well as in parallel.– Think in terms of task dependencies – which task is

dependent on what.– Concentrate on the necessary resources, both when

and where, throughout the run of the project.

Gantt Chart

Gantt Chart

Implementing the Plan

• Applying the plan• Monitoring milestones• Resolving problems

• Progress reporting• Action plan review• Regular communication• Training and support

Change Management

• Facilitating change in people• Change can cause:

– Personal upheaval and cost– Anxiety– Uncertainty

• Change produces patterns of response

Change Management

• Denial:– The change is not really happening– This group will need careful work

• Resistance:– Vocal rebellion and subtle sabotage– Important to let this happen in a controlled way

• Exploration– Adjustment

• Acceptance and commitment

Change Management

Evaluation

• Review of:– SMART outcomes/goals– SWOT analysis– Gantt

• Test– Completeness– Functionality– Quality– Operational

7 Deadly Sins

1. Scope Creep2. Poor organisation of resources3. Poorly defined roles4. Over-dependency on one person5. Lack of agreed objectives6. Poor documentation and communication7. Overspending

Final Words

• Keep it as simple as the project allows• Spend time scoping and planning....it pays off

later• Clear, consistent, regular and transparent

communication• Expect change, uncertainty and

failures.....therefore develop a capacity for flexibility, resilience and optimism.