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“Introduction to PPM with Microsoft Project, Plus Deep Dive into a Working Healthcare PPM” - Larry Mead, PMP, MCP
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AGENDA
• Introduction
• Review Today’s Project Evolution
• Project for Demand Management
• Healthcare Deepdive
– Background
– Project Scope
– Critical Success Factors
– Challenges
• Process & Governance Overview
• Driver Mapping & Measurement
• Q & A
Company Profile 3/ © Campana & Schott 7
… USA, Australia, Austria, Brazil, Denmark, France, Germany, Saudi Arabia, Sweden, Spain,
Switzerland, United Kingdom, The Netherlands …
Customers around the globe
A successful and dynamic project
management company
Campana & Schott – Company Profile
Founded in 1992
10 global offices
200+ Consultants
Strong alliances,
global partner network
Fast facts Alliances
Integrated Executional Environment
4
• Aligns discretionary investment, compliance mandates, and must-do initiatives with capacity with strategy
• Enables organizations to identify and select the portfolio mix that will maximize value to the organization
• Drives successful delivery of selected programs and projects
• Manages the realization of value to the organization
Program & Project Management
Portfolio & Program Management Office
Portfolio Management
Ideation & Pipeline Management
Portfolio Governance
Portfolio Optimization & Selection
Portfolio Performance Management
Benefits Management
Program Management
Project Management
Resource Management
Financial Management
Project Controls
Communications & Collaboration
• Resource Management
• Visibility & Control
• Portfolio Reporting
• Program/Project Reporting Enabling PPM Technology
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Microsoft Project Evolution
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From desktop scheduling to project and portfolio management
1987 • Scheduling
• Simple reporting
• Task management
• Resource tracking
2010
Gartner gives highest ranking to Microsoft
• Gartner MarketScope for Project and Portfolio Management Applications
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•
Source: MarketScope for Project and Portfolio Management Applications, Gartner Research June 2011 The MarketScope is copyrighted 2011 by Gartner, Inc. and is reused with permission. The MarketScope report is available upon request from Microsoft.
“ It is good to have an end
to journey towards,
But it is the journey that matters, in the end ”
Ursula Le Guin
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Solution Architecture - EPM
Line-of-Business
Applications
Platform Architecture
Office Client
Enhanced Desktop Experience
En
ha
nce
d S
yste
ms
Ma
na
ge
me
nt
Te
am
Fo
un
da
tio
n S
erv
er
Work
Ite
m S
yn
c
Ou
tlo
ok T
ask
Syn
c v
ia E
xch
an
ge
• Integrated PPM Features • Demand Management • Portfolio Analytics and Selection • Resource Management • Schedule Management • Financial Management • Time Reporting • Program Management • Project Team Sites
Serv
er
and
To
ols
Off
ice
Se
rve
r St
ack
• Excel Services Including Charting • Forms Server • Team Collaboration • Business Intelligence and Reporting • Business Performance Workflows • Task List Sync • Site Infrastructure
Pro
ject S
erv
er
Inte
rfa
ce
(P
SI)
Inte
gra
tio
n O
pp
ort
un
itie
s
Be
st-
in-C
lass In
teg
ratio
n
Insta
nt M
essa
gin
g, V
OIP
,
Deskto
p S
ha
rin
g, W
eb
Conf’g
Unified Project and Portfolio Management
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Demand Management
A unified view of all work in a central location
Demand Management
Challenges
Establishing
framework and set of
guidelines for work Accountability
and traceability Request
capturing
Compliance
with regulatory
requirements Data
collection
Categorize Project Inventory
Mandatory legal, safety, tax or other Regulatory requirements
The minimum amount of spend to maintain current operations
Adding or improving capability that generates long term competitive advantage
Risk Based Asset Life-Cycle Management investment
Non-Discretionary Discretionary
REDUCE COST & OPERATE
EFFICIENTLY
REDUCE RISK & ENHANCE
ASSETS
COMPLY WITH LAW &
CORPORATE POLICY
INCREASE COMPETITIVE ADVANTAGE
Clearly defined spend categories enable optimized allocation of funding and resources across the portfolio and allow external benchmarking.
Background
Novant Health - 3 State Footprint (NC, SC, VA)
13 Hospital Systems
360 Clinical locations
1117 Physicians
Received the President's Award in 2006 and again in 2011 for commitment to service excellence for patients, physicians and employees.
Novant Health named to Modern Healthcare's list of the top 100 integrated health networks in the nation,
ranking 14th in 2011.
PROJECT SCOPE – NOVANT HEALTH
“To enhance their portfolio management practice to enable
prioritization, selection & governance of its portfolio of projects and programs. This includes the development of a portfolio
management process and governance framework that is based on best practices and is aligned with the Strategic Plan.
(Currently over 150 case studies, not aligned and in Excel)”
Why Portfolio Governance?
Continuous project intake
Lack of prioritization
Lack of benefits realization
Scarce resources (people, time, money)
Setting the Stage – “Why is this Needed”
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A small number of projects that are critical to the organization: High visibility Strong business case data High strategic value alignment
Major Investments with high implementation costs (new technology, facilities, etc.)
Many small & midsize projects: Less visible No consistent prioritization approach Value unknown Limited funding available for new/key
capability projects
Limited visibility and varied value measures of small &
midsize projects potentially diverts focus, capital & resources from areas of
highest value
Numerous Active projects and requests No understanding of financial value No understanding of alignment No feel for resource achievability
Portfolio Governance Framework Definition
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•
•
•
•
How Many Have Seen Shed
Snake Skin? 19
Do You Know Why Snakes Shed their Skins?
Mindset Change for Portfolio Thinking!
“In today’s context, knowledge is
no longer just about learning new
things, it is the ability to learn,
unlearn, and to re-learn”
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Business Driver Definition & Prioritization
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Business Driver Impact Assessment
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Leveraging Subject Matter Expertise Across Business
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•
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Executives took ownership
and were aware of the
message and conscious of
who was getting the message.
However Some Will Do This.......
Some executives prefer not to know how their initiatives / investments are going.
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Portfolio Optimization & Approval
•
•
Mandatory legal, safety, environmental or other regulatory requirements. May include compliance with internal policies.
The minimum amount of spend to maintain current operations
No Capital Projects
Adding or improving capability that generates long term competitive advantage
Risk Mitigation
Non-Discretionary
CLEARLY DEFINED PORTFOLIO SPEND CATEGORIES
Discretionary
REDUCE COST & OPERATE
EFFICIENTLY
REDUCE RISK & ENHANCE
ASSETS
COMPLY WITH LAW &
CORPORATE POLICY
INCREASE COMPETITIVE ADVANTAGE
Clearly defined spend categories enable optimized allocation of funding and resources across the portfolio and allow external benchmarking.
OPTIMIZATION OBJECTIVES
List of Submittals Optimized Portfolio
Base Case: Constrained Portfolio
Forced-in Regulatory,
Compliance & Safety
Forced-in Sustain
Optimal set of Improvement
projects
Objectives
Achieve Governance Board Portfolio Constraints
Maximize Strategic Value
Ensure the right set of projects to mitigate risk are in the portfolio
Ensure the right set of projects to comply with Regulatory & Policy requirements and meet safety standards are in the portfolio
Maximize spend available for Improvement projects
Competing IT Investment Prioritization Challenges
Selecting and Prioritizing IT Investments
Electronic Health Records
Regulatory Compliance
Quality Safety
Sustaining the Business
Replacing systems – reducing risk to the business.
New Capabilities Introducing new ways to
drive the business
Responding to a Safety event Maintaining/Improving Quality Standards
Optimized portfolio – the first step
–
–
–
–
Optimized portfolio and delivery plan Budget and IT resource constraints
balanced to achieve the most value to the organization
Outcomes
IDENTIFYING STRATEGIC BUSINESS DRIVERS
Business Drivers are actionable strategic objectives – in project intensive industries business drivers define how strategic objectives can be made operational through investment.
Drivers should be:
Actionable
Measurable
Discrete (no overlap)
Organizations should have between 5 and 10 business drivers – more or less probably means some of the drivers overlap or are not relevant
Drivers should focus on strategy rather than on financial return (NPV, Net Margin) – drivers that are relevant will be strategic in any pricing scenario and should not change much over time. NPV and DPI will vary greatly over the lifetime of the project depending on pricing model assumptions
BUSINESS DRIVER DEFINITION Driver Definition Sample IT
Initiatives Sample
Business Initiatives
Quality Provide Health Care Services that deliver Superior Outcomes as measured by the patient and family experiences and against national, state, and regional benchmarks, peer databases, and internal standards.
Diabetes Tracking
Strategic Growth Continue to expand growth within our existing communities and service areas as well as new markets within the four state footprint.
New Ambulatory surgical centers
Revenue Source and Mix
Retain/grow current commercial base and pursue alternative businesses and revenue models .
EPIC
Affordability Become more efficient in order to reduce medical costs and achieve pricing that payers accept as value.
ITSM
RRMC Program (Rowan Regional Medical Center)
Value Proposition Outperform the competition by creating a value proposition of a total Remarkable Patient Experience (RPE) that surpasses anyone else in the marketplace.
CRM, On-line bill pay
Novant Strategy
Affordability
Value Proposition
Drivers:
Quality
Revenue Source & Mix
Strategic Growth
An
aly
sis
of Novant’s
Str
ate
gic
Pla
n
An
aly
sis
of
ITS
Str
ate
gic
Pla
n
Imp
licat
ion
s o
f A
nal
ysis
Weights
Pair
wis
e C
om
paris
on
s
%
%
%
%
%
Id
en
tify
Str
ate
gic
Driv
ers
Strong Extreme
Project 1 Project 2
Y X
Strategic Alignment Score
TSC INPUT
Right Size Capital Investments
Engage Talent
Improve Revenue Quality & Mix
Capture Alternative Revenue Sources
Grow Strategically
Optimize Quality & Safety
Create Affordability
Differentiate with Compelling Value Proposition
Imperatives
Voice & Choice
Authentic Personalized Relationships
Safety
Easy for Me
Quality
Vision Elements
Affordability
A
B
C
D
E
F
G
H
1
2
3
4
5
6
A,2
E
F,G
C,6
B,3,4,5
A,1) Safety is handled by governing process D) Engaging Talent Is handled as an enabler to the strategy H) Capital Investments are handled by governing process
Process Elements & Enablers
Low None
None None
None Moderate
None Strong
Governance Framework - Peter
•
•
•
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Right Data Right People
Right Decisions
Words of Wisdom
“If you want to do something new, you have to stop doing something old.’’
- Peter Drucker
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From Excel …to Project
Portfolio Management Process - Strategic Driver Rankings
Individual and collective pairwise comparisons developed
Collective Consensus established
Direction set for evaluating and prioritizing projects
THE THREE PORTFOLIO SELECTION “SWIM LANES”
Defined process with built in checks and balances ensures the best portfolio
Discretionary Projects Impact on
Weighted Strategic Drivers:
Selected Portfolio
Portfolio
Optimization
Review
Strategic Value
Financial Value
Regulatory, Compliance &
Safety
Sustain (Replacement)
New Capabilities
Yes
“Force in” to portfolio
“Force in” to portfolio
Driver 1
Driver 2
Driver 3 Low Impact
Extreme
Impact
Sco
re
Strong Impact
Yes
No
Risk Score Indicates High Impact, High Probability?
Regulatory & Compliance: Specific Regulation? Not Deferrable?
Safety:
Meets specific criteria?
e.g., CMS
e.g.,
C
Loca
l Go
vern
ance
& A
pp
rova
ls
Inve
stm
en
t St
rate
gy R
oad
Map
s
No
Co
nst
rain
ts &
Str
ate
gy
e.g. EPIC
TSC INPUT
150 Business Cases at FY Start
Optimizing Resources Enhancing Control of Resources
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Portfolio Visibility
Holistic look at organizational resources by generic role Resource Visibility (Deficit & Surplus)
Project Requirements Generic role demand at the project level
Realizing immediate tangible benefits
Portfolio Optimization Outcomes
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Embedding Portfolio Practices
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•
o
o
Embedding Portfolio Practices
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Going Forward – the Work is Not DoneWe’ve taken a big step, but it’s just the beginning
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QUESTIONS, COMMENTS, CONCERNS
Appendix