is this a project? do i really have to plan? - wshmma · 2017-04-27 · do i really have to plan?...
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Project WeaversSuccessful Projects Don't Happen by Chance.℠
53rd Annual WSHMMA Conference
Is this a project? Do I really have to plan?
Matthew J. Weaver, PMP, CSM, ITIL
President/CEO
Project Weavers, LLC
April 12, 2017
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 1
PMI, PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc.
The content of this presentation is the opinion of the author and is not necessarily endorsed by Western States Healthcare
Materials Management Association (WSHMMA), an affiliate chapter of the Association for Healthcare Resource & Materials
Management (AHRMM).
What is a project? Does it matter Yes!
• The right approach to the right work is a critical success factor.
1. Just Do It®
2. Agile
3. Predictive
• Successful Projects Don’t Happen By ChanceSM
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 2
Is this a project? Do I really have to plan?
Source: While Nike has trademarked the phrase, it is still a generic statement illustrative of an approach to work.
What is a project? Does it matter Yes!
• A project is a temporary endeavor undertaken to create a
unique product, service, or result.
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 3
Is this a project? Do I really have to plan?
Does Planning Affect Cost, Quality, and
Outcomes? Yes!
• Make a product, service, or result that no one wants,
• Order wrong product, service, or result,
• Deliver wrong product, service, or result,
• Failure to receive, inventory, store, and control product,
service, or result,
• Failure to use correct product service or result, or
• Failure to deliver necessary quality or appreciate the risk.
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 4
Is this a project? Do I really have to plan?
Or, Put Another Way…
• Organizations lose an average of US$109 million for every
US$1 billion spent on projects1
• Only 64% of projects meet their goals2
• High-performing organizations successfully complete 89% of
projects, while low performers only complete 36%
successfully1
• Low performers waste nearly 12 times more resources than
high-performing organizations1
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Is this a project? Do I really have to plan?
Source: 1. Project Management Institute: Pulse of the Profession 2014 – The High Cost of Low Performance; 2. Project
Management Institute: Pulse of the Profession 2015: Capturing the Value of Project Management Through Knowledge Transfer.
Project Management Training and Experience
• Primary key to project success is engaged, experienced key
staff1
• A recent survey indicated that technical skills, leadership of
project managers, and effective soft skills are three of the top
five sources to project success2
• As a result, training and staff development in the field of
project management has grown drastically1
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 6
Is this a project? Do I really have to plan?
Source: 1. Insights and trends: Current Portfolio, Programme and Project Management Practices (3rd Survey);
2. InformationWeek: Enterprise Project Management Survey 2014.
And Project Management Gets Us…Is this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 7
Benefits
Planning• Defines work activities up-front ensuring that the scope of work is properly
understood and agreed to, and
• Ensures common perceptions of what the project is going to deliver.
Scheduling and
Work Break
Down
• Provides clarity into how the work will be completed, who will do the work
and by when it will be completed,
• Enables better estimation of the necessary budget and resources
required, and
• Improves ability to track progress against objectives
Coordination
and
Communication
• Facilitates stakeholder dialog to better manage customer expectations,
• Provides effective progress reporting,
• Mitigates potential issues due to differing perspectives and surprise
reactions as a result of misinformation
Administration• Applies standards to task execution to ensure consistency of work, and
• Clarifies understanding of roles and responsibilities resulting in greater
quality of work and job satisfaction
Risk
Management• Proactively addresses potential problems before they occur,
• Minimizes adverse impact to the project
Cost, Quality, Outcome. Your Language
• Costs. All costs associated with delivering
patient care and supporting the care
environment,
• Quality. Patient-centered care aimed at
achieving the best possible clinical
outcomes), and
• Outcomes. Financial reimbursement
driven by outstanding clinical care at the
appropriate costs.
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Is this a project? Do I really have to plan?
Source: Association for Healthcare Resource & Materials Management (AHRMM) Web site.
• “Triple Constraints” (1966)
– Scope. Agreed upon products,
services, and results,
– Schedule. Linked activities to
accomplish scope, and
– Cost. Budget for all necessary
work and anticipated risks.
• “Project Constraints” (2008)
– Scope, Schedule, Cost,
Quality, Risk, and Resources.
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 9
Scope, Schedule, Cost. My LanguageIs this a project? Do I really have to plan?
Cost
+ Quality + Risks + Resources
Your Language = My Language
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 10
Is this a project? Do I really have to plan?
Our Challenge
• If we are serious about our work, or the work performed on our
behalf by others, we should care to recognize how treating it
as a project is beneficial and directly affects cost, quality, and
outcome.
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Is this a project? Do I really have to plan?
Assignment and Authority
1. What is my assigned scope, schedule, and budget?
2. Who are my users, customers, and sponsors?
3. What is my authority or authorization?
4. Is this something I can accomplish?
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Is this a project? Do I really have to plan?
Is this a project and what is necessaryIs this a project? Do I really have to plan?
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Activity Task Project
ScopeSingle activity is an activity, 2+ activities is a task,
and 2+ tasks is a project.
ScheduleSingle work session is an activity, single work period is a task,
and multiple work periods is a project.
CostActivity is direct, task requires project manager approval,
and project requires sponsor approval.
Quality Non-conformance to conformance.
Risk Life, limb, job, or business.
Resources Single or existing to multiple and or new.
Scope, Schedule, Cost. My Language
• Is it a project?
• Should it be treated as a project?
• What steps are Must Have, Should Have, and Nice to Have?
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Is this a project? Do I really have to plan?
Project Framework By WorkflowIs this a project? Do I really have to plan?
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Pre-
Project
Initiating Planning Executing Closing
Common Processes, Tasks, and Activities
(Executing and Monitoring & Controlling)
Post-
Project
Project Boundaries (Project Manager)Sponsor Sponsor
Project
Charter
Pre-ProjectIs this a project? Do I really have to plan?
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Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Pre-Project
Develop Business Case
Determine Prioritization and Funding
Secure Authorization
Common Processes, Tasks, and ActivitiesIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 17
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Common Processes, Tasks, and Activities
Direct and Manage Project Work
Monitor and Control Project Work
Perform Integrated Change Control
Acquire, Develop, and Manage Project Team
Manage and Control Communications
Validate and Control Scope
Control Schedule
Control Costs
Control Quality and Perform Quality Assurance
Plan, Conduct, and Control Procurement
InitiatingIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 18
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Initiating
Develop Project Charter
Assign Project Manager (And Project Team)
Accept (Or Reject) Project
Initial Kick-Off Meeting With Sponsor
Identify Stakeholders
Develop Initial Project Plan
Planning Kick-Off Meeting
Conduct Initiating Lessons Learned
Initiating Complete
PlanningIs this a project? Do I really have to plan?
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Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Planning (1 of 3)
Begin Develop Project Management Plan
Plan, Manage, and Control Stakeholder Management
Plan, Identify, analyze, and respond to Risks
Plan Scope Management
Collect Requirements
Continue Develop Project Management Plan
Plan Configuration and Change Management
Plan Schedule Management
Plan Cost Management
Plan Quality Management
Plan Human Resource Management
PlanningIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 20
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Planning (2 of 3)
Plan Communications Management
Plan Procurement Management
Finish Develop Project Management Plan
Define Scope
Create WBS
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Estimate Costs
PlanningIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 21
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Planning (3 of 3)
Determine Budget
Conduct Project Kick-Off
Conduct Lessons Learned
Planning Complete
ExecutingIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 22
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Executing
Direct and Manage Project Work
Monitor and Control Project Work
Perform Integrated Change Control
Acquire, Develop, and Manage Project Team
Manage and Control Communications
Validate and Control Scope
Control Schedule
Control Costs
Control Quality and Perform Quality Assurance
Plan, Conduct, and Control Procurement
ClosingIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 23
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Closing
Close Procurements
Close Project or Phase
Post-ProjectIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 24
Pre-Project
Initiating
Planning
Executing
Closing
Common
Processes,
Tasks, and
Activities
Post-Project
Pre-Project What happens after the project is done and complete?
Project Charter, Scope Statement, and PlanIs this a project? Do I really have to plan?
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Project Charter
By Sponsor
• Authorizes the project
o Transitions authority from
the buyer to seller
• Transfers knowledge
o Purpose, scope, and
objectives
o Milestone schedule
o Initial budget
o Known assumptions,
constraints, and risks
o Known stakeholders
o Etc.
Project Scope
StatementBy Project Manager
• Product scope description
• Product acceptance criteria
• Project deliverables
• Project exclusions [and
inclusions]
• Project constraints
• Project assumptions
Project Management
PlanBy Project Manager
• Introduction
• Project Context
• Project Planning
• Project Assessment and
Control
• Project Delivery
• Supporting Process Plans
• Additional Plans,
Appendices, and Index
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 26
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Purpose, Scope, Objectives
Assumptions, Constraints, and Risks
Work Products and Records
Schedule and Budget Summary
References
Glossary
Organization of the Plan
Evolution of the Plan
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 27
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
Project Context
Process Model
Process Improvement Plan
Infrastructure Plan
Methods, Tools, and Techniques
Product Acceptance Plan
Project Organization
Stakeholder Register, Organization Chart,
Responsibility Matrix, Position Descriptions
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 28
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
Project Planning
Project Initiation
[Start-Up Plan], Estimation Plan, Staffing Plan,
Resource Acquisition Plan, Project Staff
Training Plan
Project Work Plans
WBS, WBS Dictionary, Project Schedule,
Project Resources, Project Cost, Procurement
Plan, Basis of Estimate
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 29
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
Project Assessment and Control
Requirements Management Plan
Integrated Change Control Plan
Quality Assurance Plan
Subcontractor Management Plan
Project Closeout Plan
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 30
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
Project Delivery
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 31
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
Supporting Process Plans
Project Supervision and Work Environment
Decision Management
Risk Management
Configuration Management
Information Management
Documentation
Communication and Publicity
Quality Assurance
Measurement
Reviews and Audits
Verification and Validation
A Project Management PlanIs this a project? Do I really have to plan?
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 32
Source: Systems and software engineering - Life cycle processes - Project management (ISO/IEC/IEEE Std. 16326:2009)
Introduction
Project Planning
Project Assessment
and Control
Project Delivery
Supporting Process
Plans
Project Context
Additional Plans,
Appendices, and Index
Additional Plans
Appendices
Index
Professional Development
• U.S. government initiatives,
such as the unanimously
approved Program
Management Improvement and
Accountability Act (2016), and
• Project Management Institute
with over 762,148 active
certificate holders trained and
certified in PMI’s project
management practices1
Next Steps
1. Secure management
buy-in,
2. Align organization practices,
and
3. Train project teams
a) Entry-level project managers
get PMI’s Certified Associate
in Project Management
(CAPM) and
b) Experienced project managers
get PMI’s Project Management
Professional (PMP).
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 33
Source: PMI Today, April 2017, reports 762,148 PMP and 33,276 CAPM.
Professional Development & Next StepsIs this a project? Do I really have to plan?
• Project Weavers, LLC
– Instruction, Coaching, and
Consulting
– We specialize in
• Basic and advanced project
management skills training
• PMP and CAPM certification
exam prep classes
– Our training and classes are
• 100% live and instructor-led
• In-person or online
© 2011-2017, Project Weavers, LLC. All rights reserved. [email protected] | v20170412 34
Thank You!Is this a project? Do I really have to plan?
Project Weavers
Matthew J. WeaverPresident/CEO
Successful Projects Don t Happen By Chance SM
Instruction, Coaching, and Consulting – A Veteran-Owned Small Business
(855) 871-9246 (Voice/Fax)
https://www.ProjectWeavers.com