This is an introduction to project management presentation I gave at a university for law students studying healthcare

1. PROJECT MANAGEMENT
HEALTH CARE COMPLIANCE
SUMMER INSTITUTE
David Edgerton Jr.
IT Strategic Business Partner, National Marrow Donor
Program

2. Agenda
Project Management Frameworks
Scope Management
Scheduling/Time Management
Communication Management
Change Management
Exercise

3. What is Project Management?
• What is a project?
– a project consists of a temporary
endeavor undertaken to create a unique
product, service or result.
• What is project management?
– Project management is the discipline of
planning, organizing, securing, and
managing resources to achieve specific
goals.

4. What is Project Management?
• The primary challenge is to
achieve all of the project
goals and objectives while
honoring the preconceived
constraints. Typical
constraints are scope, time,
and cost.
• The secondary—and more
ambitious—challenge is to
optimize the allocation and
integrate the inputs
necessary to meet pre-
defined objectives.

5. Basic Project Management
Process
Goal: What do you want to accomplish?
Scope: What are the boundaries around what you
want to accomplish? What’s in and what’s out?
Estimate: What will it take for you to accomplish
the goal? Do we need to change scope?
Plan: When and how do you do what you
estimated? Who’s going to help?
Execute: Do what you planned and manage any
changes as you go
Review: See if you accomplished your goals

6. Getting a project started
 Business case – this tells you why you should
complete the project. It has a cost/benefit
analysis, pros and cons of completing the
project, and other information you need to get
started. You also have an initial schedule and
key partners outlined in the business case.
 Project Charter – this is a document that sets
up the project based on the business case but
also includes more information like risks,
issues, assumptions, and dependencies.

7. Project Risks
 Risks are things that
could happen that hurt
your project.
 A way to define risk is to
compare the probability
of occurrence to the
impact of risk
 Your job is to define risks
and manage them
through acceptance,
avoidance, or mitigation

8. Project Issues
 Issues are realized risks and/or unexpected things
that cause your project to be late, cost more, or
change what your are delivering
 Issues aren’t mitigated – they are resolved.
 Issues are captured and recorded in an issue log
which allow you to:
 Have a safe and reliable method for the team to raise
issues.
 Track and assign responsibility to specific people for each
issue.
 Analyze and prioritize issues more easily.
 Record issue resolution for future reference and project
learning.
 Monitor overall project health and status.

9. Project Dependencies
 Dependencies are things your project depends
on or has a tie to that must be considered
during the project initiation and through its
execution
 They could be people, processes, other
businesses, policies and/or tools that must be
part of the overall picture of the project
 They must be identified upfront so all risks and
issues with them can be addressed

10. SCOPE MANAGEMENT

11. Scope – What is it?
 Scope - The work that needs to be
accomplished to deliver a product, service,
or result with the specified features and
functions
 Scope is one of the most difficult things to
manage in the project. As the project is being
executed, new and different requirements can
be discovered.
 If requirements are not completely defined and
described and if there is no effective change
control in a project, scope or requirement

12. Work Breakdown Structures
 Scope must be broken
down into executable
chunks of work
 A work breakdown
structure shows what
needs to be done and
helps contain scope
 It will define the work
in organized
groupings and show
you how to organize
your project

13. Requirements analysis
 What are requirements?
A requirement is a singular documented physical
and functional need that a particular product or
service must be or perform.
 Requirements help define the scope of your
project and help support the delivery of the work
breakdown structure
 When analysis is done, documented
requirements are the result of the activity. You will
now have a list of items that must be addressed
to successfully complete the project

14. Example of Requirements Gone
Wrong

15. SCHEDULING/TIME
MANAGEMENT

16. Estimating
 Accurate time estimation is a crucial skill in
project management. Without it, you won't
know how long your project will take, and you
won't be able to get commitment from the
people who need to sign it off.
 Step 1: Understand What's Required
 Step 2: Order These Activities
 Step 3: Decide Who You Need to Involve
 Step 4: Make Your Estimates

17. Schedule development - Inputs
 Personal and project calendars – Understanding
working days, shifts, and resource availability is
critical to completing a project schedule.
 Description of project scope – From this, you can
determine key start and end dates, major
assumptions behind the plan, and key constraints and
restrictions.
 Project risks – You need to understand these to
make sure there's enough extra time to deal with
identified risks.
 Lists of activities and resource requirements –
Understanding the resource capabilities and
experience you have available – as well as company
holidays and staff vacations – will affect the schedule.

18. Scheduling Tools
 Schedule Network
Analysis i.e. Gantt Charts
 Allows you to see tasks vs.
the timeline
 These are created using
software tools like Microsoft
Project, Primavera, and
OpenProj
 Critical Path Analysis
 This method calculates the
earliest and latest possible
start and finish times for
project activities
 It estimates the
dependencies among them
to create a schedule of
critical activities and dates.

19. Critical Path Analysis
 Critical Path Analysis and PERT are powerful
tools that help you to schedule and manage
complex projects
 Critical Path Analysis (CPA) or the Critical Path
Method (CPM) helps you to plan all tasks that
must be completed as part of a project.
 They act as the basis both for preparation of a
schedule, and of resource planning.
 We’ll do an exercise using this method

20. COMMUNICATION

21. Stakeholder Analysis &
Management
 Identify Your
Stakeholders
 Prioritize Your
Stakeholders
 Understand
Your Key
Stakeholders

22. Status reporting
 Nobody reads it, why do it?
 Facilitatescommunications
 Establishes a rhythm for project performance
analysis
 Maintains focus on the project team
 Best Practices
 Format
 Project Metrics
 Timing
 Re-enforce the message

23. Dashboards
 Dashboards are great
tools to summarize
project information
 Dashboards are used to
communicate the health
of the project to
stakeholders
 They require project
teams to enter
information into a
centralized system for
reporting and analytics

24. CHANGE
MANAGEMENT

25. What is change management
 Change management is a structured
approach to shifting/transitioning
individuals, teams, and organizations from
a current state to a desired future state.
 It is an organizational process aimed at
helping employees to accept and embrace
changes in their current business environment.
 In project management, change management
refers to a project management process where
changes to a project are formally introduced
and approved

26. The Change Curve

27. Implementing Changes
 Acknowledge the change is needed
 Do an impact analysis and assess the risks
 Communicate impact analysis and risks to all
stakeholders and decision makers
 Get the approval for the change from the
stakeholders and decision makers
 Implement the change with the project team
 Measure and report the results

28. GROUP EXERCISE –
CRITICAL PATH

29. Group Exercise – Network
Example
It’s Friday evening, and you and your friend are considering
what to do during the weekend to unwind and relax. The
forecast for Saturday is for sunny and mild weather, so you
decide to go on a picnic at a local lake. To make sure you get
the most out of the trip, design a network diagram using the
following activities:
 Load the car
 Get money from the bank
 Make sandwiches
 Drive to the lake
 Decide which lake to go to
 Buy gasoline
 Boil eggs (for the egg sandwiches)

30. Group Exercise – Network
Example
Here are the constraints for the project:
 You and your friend will start all activities at your
house at 8 a.m. Saturday – you can’t do anything
before that time
 You must perform all seven activities to complete
your project.
 You can’t change who must be present during
each activity
 The two lakes you’re considering are in opposite
directions from your house, so you must decide
where you’re going to have your picnic before you
begin your drive

31. Group Exercise – Network
Example
Instructions:
 You will be given pieces of paper to represent
each task
 Write each task on a piece of paper
 You must line the tasks up based on their
dependencies. Some tasks can be done at
the same time or in parallel
 After you do that you will be able to determine
the critical path of tasks that must be done and
when

32. APPENDIX

33. Suggested Reading
• Project Management: A Systems Approach to
Planning, Scheduling, and Controlling by Harold
Kerzner - 10th Ed. ISBN: 978-0470278703
• PM Crash Course, Premier Edition: A Crash
Course in Real-World Project Management by Rita
Mulcahy ISBN: 978-1932735079
• For those pursuing CAPM or PMP certification: The
Guide to the Project Management Body of
Knowledge (PMBOK) 4th Edition by The Project
Management Institute ISBN: 978-1933890517