Project Management Project Management Application in Health ITApplication in Health IT

Farrokh Alemi, Ph.D.Farrokh Alemi, Ph.D.

Geff Garnhart, PMP Geff Garnhart, PMP

Course on Project Management

AgendaAgenda Key Concept ReviewKey Concept Review Project Life CyclesProject Life Cycles ScheduleSchedule Scope Management PlanScope Management Plan Communication PlanCommunication Plan Risk & Issue ManagementRisk & Issue Management ReportingReporting

Course on Project Management

Key Concepts ReviewKey Concepts Review

Project DefinitionProject Definition Project ManagementProject Management PM’s role: Manage the triple PM’s role: Manage the triple

constraintconstraint

Quality

Course on Project Management

Life Cycle OptionsLife Cycle Options

Waterfall

Iterative

Other life cycles: http://en.wikipedia.org/wiki/Software_development_process

• Steps are followed in order• Completion of one step before

proceeding to the next• Typically used for maintenance

efforts

• Feature based, graduating prototypes

• Early identification of risks and issues

• Used for larger development efforts

• Accelerated time to production

Course on Project Management

Creating the Project ScheduleCreating the Project Schedule Covering the Triple ConstraintCovering the Triple Constraint Decomposing the workDecomposing the work Sequencing activitiesSequencing activities Resource allocation Resource allocation

considerationsconsiderations Determining the critical pathDetermining the critical path Establishing a schedule Establishing a schedule

baselinebaseline Managing to the project’s Managing to the project’s

baselines (not just schedule)baselines (not just schedule)

Course on Project Management

Schedule: Activity PlanningSchedule: Activity Planning

WBSWBS

Gantt Chart Gantt Chart (showing critical path)(showing critical path)

Course on Project Management

Schedule ExampleSchedule Example

• WBS Example• Mapping to contract task order statement of work items

Course on Project Management

Schedule Example Schedule Example (cont.)(cont.)

• LOE vs. Activity driven vs. Resource driven• Types of organizations:

http://www.maxwideman.com/issacons3/iac1357/sld001.htm

Course on Project Management

Schedule Example Schedule Example (cont.)(cont.)

• Resource histogram

• Planned, actual, remaining hours

• Crashing / Fast Tracking a schedule

Course on Project Management

Schedule control techniquesSchedule control techniques

Baseline variancesBaseline variances Crashing – adding resources to Crashing – adding resources to

critical activitiescritical activities Fast Tracking – moving sequential Fast Tracking – moving sequential

activities to simultaneous executionactivities to simultaneous execution Earned Value ManagementEarned Value Management

Good reference sites:Good reference sites: http://www.earnedvaluemanagement.com/inhttp://www.earnedvaluemanagement.com/in

dex.htmdex.htm http://www.hyperthot.com/pm_cscs.htmhttp://www.hyperthot.com/pm_cscs.htm Books at PMI: Books at PMI: http://http://

www.pmi.org/Search/AdvancedResults.aspxwww.pmi.org/Search/AdvancedResults.aspx?k?k=earned%20value&s=Everywhere=earned%20value&s=Everywhere

Course on Project Management

Scope Management PlanScope Management Plan What you are doingWhat you are doing Why you are doing it Why you are doing it Who you are doing it forWho you are doing it for How changes will be managedHow changes will be managed How changes will be How changes will be

communicatedcommunicated ApprovalApproval

Course on Project Management

Communication Management PlanCommunication Management Plan

Who?Who? Why?Why? When? When? Where?Where? How often?How often? Through what methods?Through what methods? Communication matrixCommunication matrix Roles and responsibilitiesRoles and responsibilities

Course on Project Management

Risk / Issue ManagementRisk / Issue Management What’s an issue?What’s an issue? What’s a risk?What’s a risk? CategorizationCategorization ImpactingImpacting PrioritizationPrioritization Issue resolution strategiesIssue resolution strategies Risk response techniquesRisk response techniques Risk trigger datesRisk trigger dates

Course on Project Management

ReportingReporting Progress reportingProgress reporting

AccomplishmentsAccomplishments Issues and resolutions plansIssues and resolutions plans Risks and responsesRisks and responses Management assistance requestsManagement assistance requests Collaboration requestsCollaboration requests

Interim Progress Review (IPR)Interim Progress Review (IPR) Triple constraint reviewTriple constraint review Client / stakeholder satisfactionClient / stakeholder satisfaction Team performanceTeam performance