Introduction to Project Management Project Selection and Initiation

Introduction to Project Management Project Selection and Initiation Lecture b This material (Comp 19 Unit 3) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU 24 OC 000013. This material was updated in 2016 by Johns Hopkins University under Award Number 90 WT 0005. This work is licensed under the Creative Commons Attribution-Non. Commercial-Share. Alike 4. 0 International License. To view a copy of this license, visit http: //creativecommons. org/licenses/by-nc-sa/4. 0/.

Project Selection and Initiation Learning Objectives—Lecture b • Identify the key elements of a project environment and HIT landscape. • Outline the needs for projects, how and why they are selected and initiated. • Construct a project charter. • Identify project stakeholders. • Generate a stakeholder register. 2

Where Does Project Initiation Fit with PM? • Project Life Cycle: • Beginning of a project • Early project life cycle phases • Process Groups: • “Initiating” is one of the five process groups • Use processes from initiating—and other— process groups • Knowledge Areas: • Use all nine knowledge areas 3

Exercise As a PM, you want to get the project off to a strong start. The purpose of this exercise is to make the connection between effective project initiation and ultimate project success —to learn why getting a strong start is important. Exercise: – Consider your own example of a project from everyday life—from home or work – Construct a two-column table: o o In the left column, write down actions and decisions you will make at the start of the project Next to each action or decision, write down how they may affect project success 4

What Would You Like to Know When Starting a Project? Basic questions: – Who … wants this project? – What … will be produced by the project? – Where … will the work be done? – When … will the project start? – Why … is the project being undertaken? 5

Health IT Project When starting a project, focus first on these two questions: Who? What? 6

Why Are Projects Initiated? Business need • Keep up with competition • Gain strategic advantage • Respond to market demand • Address a problem • Improve operations • Respond to customer requests • Pursue an opportunity – e. g. , new technology External requirement • Conform to laws • Maintain regulatory compliance Organizational initiative Social good 7

Examples of Reasons for Health IT Projects Operational Improvement: – In a hospital emergency room, the average waiting time for a patient is too long and unsatisfactory – Process changes have been made, but the situation has not improved – A major change, involving new IT-enabled workflow, is needed Organizational Initiative: – Two large physician practices are merging – Senior management directs the IT function to merge the electronic health record systems of both practices into a single system 8

Project Characteristics Affect Initiation Activities • • Who is the project champion or sponsor? How clear are the project objectives? How many different stakeholders exist? What is the urgency to complete the project by a specific date? • What are the sources of funds for the project? • How many different organizations are involved? 9

What Are Key Roles in Project Initiation? Stakeholder—an individual or organization actively involved in a project and whose interests may be positively or negatively affected by the project. Examples of stakeholders include: Champion—principal advocate committed to the project and its success Sponsor—provides the funding for the project Customer—determines if the project is successful or not User—uses the products of the project 10

Stakeholders Roles Stakeholders • Champion • Sponsor • Customer • User Role Players in Health IT • Hospital administrators • Doctors • Nurses • Patients • Administrative staff • Clinical staff • Federal/state funding agencies 11

What Is a Project Charter? • Purpose: Gain approval and formally authorize the existence and start of the project • Issued by project initiator or sponsor • Documents the business need or justification of the project • Provides the PM with authority to apply organizational resources to project activities • Includes name and authority of sponsor • Reviewed & distributed at the project kickoff meeting • Input to several planning documents (i. e. Project Management Plan, Project Scope Statement, etc. ) 12

Outline of Project Charter 1. Header information • Date of charter • Project title • Expected project start date • Expected project finish date 2. Project summary information • Brief project description • Project objectives and success Criteria • Project deliverables • Acceptance criteria 3. Project resources summary • Budget information • Staff resources • Other resources 4. Project strategy • Approach • Summary milestones • Key assumptions • Overview of risk issues • Communication and reporting 5. Reference documents • Authorizing documents • Contracts • Standards • Business case 6. Organizational roles and responsibilities • Customer • Performing organizations and relationships 7. Approval signatures 13

Sources of Information For Preparing the Project Charter People: • Project sponsor/champion • Customer • Subject matter experts • Consultants External Environment: • Laws and regulations • Standards • Business environment • Economic and social conditions Organizational Assets: • Standard processes, methodologies, policies, procedures • Lessons learned databases • Reusable artifacts (designs, documents, templates, code, test plans) • Project Management Office (PMO) 14

Project Selection and Initiation Summary—Lecture b Overview of Project Selection and Initiation Why are projects needed? How are they selected? – Developing a project charter – Identifying project stakeholders – 15

Project Selection and Initiation References—Lecture b References • Houston S, Bove LA. (2010) Project Management for Healthcare Informatics. New York: Springer Science + Business Media, LLC. • Kerzner H. (2009) Project Management: a Systems Approach to Planning, Scheduling, and Controlling. 10 th ed. Hoboken, NJ. : Wiley. • Project Management Institute, A Guide to the Project Management Body of Knowledge. 4 th ed (2008). Newtown Square, PA: PMI. • Scwalbe K. (2009) Information technology project management (with Microsoft Project 2007 CD-ROM). 6 th ed. ; Boston: Cenage Learning. • Stackpole C. (2009). A Project Manager’s Book of Forms: A Companion to the PMBOK Guide. Hoboken, N. J. : Wiley; • Whitten N. Neal (2007). Whitten's Let's Talk! More No-nonsense Advice for Project Success. Vienna, VA. : Management Concepts Inc. • Wysocki, RK. (2009). Effective Project Management: traditional, agile, extreme. 5 th Edition. New York: Wiley. Images • Slide 12: View of the Future of healthcare. Image courtesy of the US Department of Health and Human Services. • Slide 15: SWOT Analysis. Creative Commons: Wikipedia. Available from: 16 http: //en. wikipedia. org/wiki/SWOT_analysis

Introduction to Project Management Project Selection and Initiation Lecture b This material (Comp 19 Unit b) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU 24 OC 000013. This material was updated in 2016 by Johns Hopkins University under Award Number 90 WT 0005. 17