right-size project management tools and techniques for ......vincent d’itri, manager, the chartis...
TRANSCRIPT
Right-Size Project Management Tools and Techniques for Your Project
Wednesday, March 2, 2016
Vincent D’Itri, Manager, The Chartis Group
Conflict of Interest
Vince D’Itri
Is employed by The Chartis Group, which provides services that are
discussed as a part of this presentation.
Realizing Benefits for the Value of Health IT
http://www.himss.org/ValueSuite
Agenda
• About Me
• Learning Objectives
• Project Management Skills in Practice
• Three Steps to Right Size
• Case Studies
• Summary / Questions
Learning Objectives
• Discuss the variability of project management methodologies
• Explain the characteristics of a good project manager
• Describe the true lynchpin to project management success
• Reveal why a one-size approach to project management isn’t always best.
About Me
• Reside in Pittsburgh, PA…
• …but have lived in Chicago, St. Louis, Minneapolis, Boston…
• BS, Business, Bucknell University ‘03
• “Employee #9”
• PMP, WPA-HIMSS
• Consulting Magazine’s 2015 “35 Under 35”
• Critical Success Factors:
– Regardless of industry, I love to solve problems!
– Variety is the spice
– Live to travel, travel to live
– Stability, longevity and loyalty
What Makes A Good Project Manager?
Skills In Practice
Have you seen this?What “skill” appears in each picture?
COMMUNICATION!
Spotlight on Communication
• “90% of a project manager’s time is spent communicating” – PMI PMBOK
• In today’s world, some suggest it’s even higher.
• Strong project manager communication skills affect every detail of a project from the beginning to the end.
• People experience your communicationbefore they ever get to any real project output!
Spotlight on Communication
• As defined by PMI:
– “Specific behaviors and methods used to lead, delegate and advise stakeholders engaged on the project.”
• Foundation of strong leadership
• Communication performance progress
• Bi-Directional and collaborative
• Information that matters
Three Steps to “Right Sizing”
Identify
Your
Needs
Identify
Your
Audience
Design
& Select
Your
Tools
1
23
What story are you trying to
tell?
Why is it so important?
What is the needed/desired
frequency?
What level of the
organization are you
addressing?
Will you be engaging
virtually? In person?
Does your tool support
the process, or create a
new one?
How long will it take to
implement?
Case Study: Example #1
• Consortium of academic research institutes.
• Program to create a national research network that leverages EHR data for high priority clinical trials.
• To translate plan into action, a program and governance structure with appropriate tools and controls that reinforced project and program accountability was needed.
• However, large-scale program and project management was considered “unnecessary overhead.”
Case Study: Example #1
What worked?
• Online knowledge management and milestone tracking
• Published communication plan and calendar
• Meetings with clear agendas and action items
• Graphical, high level executive dashboard
• Quarterly reporting for stakeholder groups
• Quarterly face-to-face meetings
• Bi-weekly executive committee and work group meetings
• Assigned email distribution lists
What did not work?
• Detailed project charters and scope documentation
• Narrative status reports
• Shared project plan
• Weekly virtual meetings
• Issue/Risk management process
Case Study Example #2
• In 2014, New York State announced approval to use $8 billion in federal savings generated by the Medicaid Redesign Team (MRT).
• Goal: Reduce avoidable hospital readmissions and emergency department use by 25% over the next 5 years.
• An organization was created to identify strategies consistent with needs, develop and implement a project plan incorporatingDSRIP strategies.
• A PMO was built needed to monitor milestonesand metrics to ensure savings, achieveincentivized payments, and manage reportingdefined and required by state.
Case Study: Example #2
What worked?
• Project team acquisitioning
• Implementation of a scaled functionality PPM tool
• Online, shared risk and issue management
• Meeting series with specific objectives:
– Project review meetings
– Portfolio review meetings
– Stand-up status reporting
• Project communications guide
• Structured reporting templates
• Stakeholder management strategy
What did not work?
• Project scope documentation
• Staff workload management
• Highly defined change management process
Case Study #3
• Research organization that develops custom software applications to assist with engaging people in their own health.
• Small IT department with three developers and a project manager, where the PM was less tenured and less experienced than the developers.
• Executive sponsorship/customers often received software development that did not meet original expectations.
Case Study: Example #3
What worked?
• Refined requirements gathering process
• Detailed business requirements and charter and scope documentation
• Change control and quality management plan
• Development of a service level agreement
• Graphical status reporting
• Executive dashboard
• Resource calendar
What did not work?
• Narrative status reports
• Virtual meetings
• Verbal status updates
• Team performance assessments
Summary
• Remember “90%”
• Lean on your communication skills to define project needs.
• Project tools can be a good fit in one instance and not in another.
• Prevent unnecessary overhead… do not administer project management tools for the sake of project management.
Realizing Benefits for the Value of Health IT
http://www.himss.org/ValueSuite
