Project Management Application in Health IT Farrokh Alemi, Ph.D. Geff Garnhart, PMP.
Transcript of Project Management Application in Health IT Farrokh Alemi, Ph.D. Geff Garnhart, PMP.
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