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HealthcareProject Management
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Melanie Connell, PMP
September 2007
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Agenda Introduction
What is Project Management? Scope
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Other Knowledge Areas
Wrap-Up & Whats Next
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Instructor Melanie Connell, PMP
Over 25 years of Project Management Experience Including 15 years in Healthcare Hospital
Health Insurance
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Research Compliance
Consulting
Currently Project Manager for innovative healthcare
Customer Relationship Management at UPMC Vice President of Communications for the PMI
Pittsburgh Chapter
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PMI Project Management Institute
Founded in 1969 World-wide project management organization
Over 230,000 members in over 160 countries
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o a ea er n e eve opmen o s an ar s orproject management
PMP Certification Program
Over 200,000 PMPs
Only ANSI and IEEE standard for PM
Received ISO 17024 certification
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Why Project Management?
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How the customerexplained it
How the ProjectManager understood it
How the analystdesigned it
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Why Project Management?
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How the programmerwrote it
How the businessconsultant described it
What the beta testersreceived
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Why Project Management?
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How the project wasdocumented
What operationsinstalled
How the customerwas billed
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Why Project Management?
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How it was supportedWhat Marketingadvertised
When it was delivered
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Why Project Management?
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What the customer wanted
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Why Project Management? Your project is going to face issues. Do you want to
proactively resolve them or figure them out as you go?
Your project will face potential risks. Do you want to tryto resolve them before they happen or wait until theproblems arise?
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conflict and uncertainty caused by a lack of projectinformation?
Are you going to manage scope or deal with cost anddeadline overruns caused by doing more work than yourbudget covers?
Are you going to build quality into your process or fixproblems later when they will be more costly to resolve?
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Projects andPro ect Mana ement
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What is a Project? A Project is a temporary endeavor
undertaken to create a unique product,service or result.1
Temporarymeans having a defined beginning
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and end.Uniquemeans that the product or service is
different in some distinguishing way from all
other products or services
1 PMBOK, p. 5
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Is it a Project? Susan is a product manager for a
pharmaceutical company and is creating amarketing campaign to sell a new drug.
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Jill is asked to oversee an overflow clinicalunit in a hospital for a week. This week
the overflow unit is for children with viralmeningitis.
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Is it a Project? In 1997, UPMC opened a transplant center in
Palermo, Italy. To do this they created an entirenew division, ISMETT (Mediterranean Institutefor Transplantation and Specialized Therapies).
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Family Links has purchased a run-downapartment building which it plans to renovate
and operate as a Halfway House to treat adultswith substance abuse problems.
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Project Management So, what is project management?
Project Management (PM) is the
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, , ,and techniques to project activities tomeet the project requirements.
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1 PMBOK, p. 8
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PMBOK Project Management Body of Knowledge
Sum of knowledge within the profession of Project
Management Includes proven traditional practices that are widely applied,
as well as innovative practices that are emerging in the
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,
PMBOK A Guide to theProject Management Body ofKnowledge1
Standards for project management using areas of the body ofknowledge
Developed and published by PMI
1 PMBOK, p. 3
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Top 10 Project ManagementChallenges
Unrealistic deadlines
Communicationdeficits
Scope changes
Failure to manage
risk Insufficient team skills
Lack of accountability
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Resource competition Uncertain
dependencies
Vision & goals notwell defined
Customers & end-
users are notengaged during theproject
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Factors Leading to Project Success
Communications
Team relations
Management support
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Quantifiable success criteria Time / budget realities
Market changes Well defined scope
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Factors Leading to Project Failure
No clearly defined objectives
No clearly defined & accepted scope
Poor management support
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Failure to match project objectives withthose of the organization.
Poor communications
Poor time and/or budget planning
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Value of PM Completing projects more quickly and
cheaply Saving effort and cost with proactivescope management.
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Better solution fit the first time throughbetter planning
Resolving problems more quickly
Resolving future risk before the problemsoccur
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Value of PM Communicating and managing
expectations with clients, team membersand stakeholders more effectively
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time
Improved financial management
Stopping bad projects more quickly
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Value of PM More focus on metrics and fact-based
decision making Improved work environment
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2005 Global Thought
Leadership Survey
Companies around the world spent
$177,000 on average to enhance PMpractices
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r - ,
Executives top benefits of PM
Efficiency (60%)
Budget (30%) Timing (24%)
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2003-2004 Project Management
World StudyVery little/None5.1%
Somewhat
26.3%
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A lot68.7%
Has project management become moreimportant to your organization in recent years?
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The Project Life Cycle Defines
What resources will be involved in eachphase
What work is to be done in each phase
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A project life cycle is different from a productlife cycle because it does not includeoperational issues.
Includes an Initial Phase, one or moreIntermediate Phases, and a Final Phase
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Project Life Cycle
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Life Cycle Characteristics Cost and staffing requirements are lowest at the
beginning of the project and ramp up.
The probability of successfully completing theproject is lowest at the beginning of the projectand highest at the end.
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The risks to the organization are lowest at thebeginning of the project and highest at the end.
The ability of stakeholders to influence the final
project outcome (features, cost, schedule) ishighest at the beginning of the project and getsprogressively lower.
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Project Roles Stakeholders
Any individuals or organizations whose interests may bepositively or negatively impacted by the project.
Stakeholders must be identified by the project team for everyproject.
Key stakeholders include:
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us omer e person, peop e or organ za on w o w use e
project product Project Sponsor the individual or organization that has financial
signing authority, or provides the financial resources for theproject
Project Team Members the people or organizations who willperform the project work
Project Manager The person or organization responsible
for managing the project
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What Makes Healthcare SoS ecial?
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Challenges in Healthcare Increased complexity
Rapid pace of medical advances outstripsthe ability of caregivers and the systemsthat support them
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Increased accountability for quality Chronic diseases in the aging population
causing tremendous growth in the patient
population Increased costs due to growing
expectations from consumers
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Challenges in Healthcare
Healthcare costs make up one fifth
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needs to find a way to containthese escalating costs!
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Challenges in Healthcare Heavy regulation
Cumbersome payment/reimbursementsystem
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Use of clinical data vs physician intuition todetermine care paths
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Challenges in Healthcare
In healthcare, our only constant
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Challenges in Healthcare Absence of necessary patient information
and medical reference knowledge in thehands of medial decision makers at thepoint of clinical decision making
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Inherent limitations in capturing everypatient's full medical backgroundinformation and making available tomedical professionals
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Project Management is
one weapon inhealthcares armory to
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succeed in light of allthese challenges.
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Project Management Processesand Knowled e Areas
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PMBOK - 5 Major Project Management
(PM) Process Groups1
INITIATING PLANNING
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CONTROLLING EXECUTING
CLOSING
1 PMBOK, p. 41
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Project Initiation Processes that facilitate the formal
authorization to start a new project or phase
Purpose of initiation To commit the organization to a project or phase
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To define top-level project objectives
To secure the necessary approvals and resources
To validate alignment with overall business
objectives To assign a project manager
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Project Planning Defining and refining objectives and selecting
the best of the alternative courses of action to
attain the objectives that the project wasundertaken to address
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Project Execution Coordinating people and other resources to
carry out the project management plan The focus of this phase is:
Pro ect plan execution
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Quality assurance Team development
Information distribution
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Project Control The process of ensuring that the project objectives are
met by monitoring and measuring progress to identifyproblems and take corrective action when needed.
The focus of this phase is to:
Measure project performance against the plan to identify
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var ances ev a ons an a e correc ve ac on as necessary.
It includes Overall change control
Scope change control
Schedule control
Cost control Quality control
Performance reporting
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Project Closing Formalizing acceptance of the project or phase
and bringing it to an orderly end
Project Closing Elements:
Administrative Close Out Generating, gathering,
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project completion, including evaluating the project,compiling lessons learned for use in planning futurephases or projects
Contract Close Out Completion and settlement ofthe contact including resolution of any open items
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The Nine (9) Knowledge Areas1
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
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Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management1 PMBOK, p. 11
The Nine Knowledge Areas1
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Scope Time
Quality
The Nine Knowledge Areas1
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Cost- HR Management- Communications Mgt
- Procurement and Contract Mgt- Risk Management
Integration Management
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Scope Management
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Project Charter Document that formally authorizes a project.
Document includes:
Business need that the project was undertaken toaddress
Project title and description
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Project manager assigned and authority level Product description and deliverables
Approving signature
Charter should be issued by a managerexternal to the project.
Project Charter
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Project Charter
Case StudyProject Title: Instructors Garage project
Project Description (Objective): To build a 2 car, non-
attached garage that architecturally and astheticallymatches the home.
Project Mangers Authority level: The project manager
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may approve budget and schedule requirements as longas they stay within the known constraints for this project.
Project Team: Your project sponsor and stakeholders willbe the instructor of the course.
Approval: The InstructorsThe InstructorsThe InstructorsThe Instructors
This project will serve as a case study throughout the course.
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Project Scope ManagementWhat is Project Scope Management?
It includes the processes required toensure that the project includes all the work
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required, and only the work required tocomplete the project successfully. It isprimarily concerned with what is and what isnot in the project.
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Scope Management Processes Scope Planning The process of developing a written interpretation of what the project
team is expected to accomplish.
Scope Definition developing a detailed project scope statement. It is the basis for allfuture project decisions, including the criteria used to determine if theproject or phase has been completed successfully.
Create WBS
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Subdividing the major project deliverables and work into smaller,
more manageable components. Scope Verification
Involves the process of formalizing acceptance of the projectdeliverables by the stakeholders (e.g. sponsor, client, customer,etc.).
Scope Control Controlling changes to the project scope
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Scope Statement Provides a documented basis for making
future project decisions and confirming ordeveloping common understanding ofproject scope among stakeholders. This
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may need to be revised as the projectprogresses to reflect changes.
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Scope Statement Typical Content Project objectives
Product scope description
Project requirements Acceptance criteria
Boundaries
Initial project organization,defined risks
Schedule milestones Fund limitation or cost
constraints Confi uration mana ement
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Deliverables Constraints
Assumptions
requirements
Project specifications Approval requirements
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# 1 - Scope Planning Exercise Ask the instructors questions that will help you
define a good scope statement
Develop an interview script before askingquestions
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Each team is an individual construction companythat will be building the garage for your clients
Take 5 minutes, to develop interview scripts withyour teams (At least 5 questions)
#2 Develop a Scope Statement
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#2 - Develop a Scope Statement
Case Study Exercise Create a scope statement for your garage. The
scope statement should be clear on what youare going to do, and not going to do within yourproject.
Include assumptions, constraints, and any
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major concerns that you feel should beaddressed during project planning and laterphases.
Use the flip charts to write your scope statementto present to the class
5 minutes to find questions (use the flip chart)10 minutes to finalize the scope statement.
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Scope Management Plan Provides guidance on how project scope will be
defined, documented, verified, managed, andcontrolled
A com onent of the ro ect mana ement lan
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Scope Management Plan
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Scope Management Plan
Typical Content Process to prepare a complete project scope
statement Process to create the WBS Process to obtain formal verification and
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Process to control how change requests willbe processed
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Work Breakdown StructureWhat is it?
A structured method for defining the work of the
project
Purpose
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o e ne a o e e vera es requ re y e
scope of the project To identify additional deliverables that may have been
missed
To create the framework for the project schedule To provide a forum for information sharing for the
project team and stakeholders
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Work Breakdown StructureGoal
Deliverable DeliverableDeliverable
1 2 3 What?
Project Goal
Deliverablesand/or Objectives
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Deliverable Deliverable
Deliverable Deliverable
Activity
Activity
Activity
Activity
ActivityActivityActivity
ActivityActivityActivity
ActivityActivityActivity
1.1 1.2
1.2.1 1.2.2
How?
Activities { WBS = Scope
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How much detail is needed in the WBS?
Answer three key questions:
Can you accurately estimate the resourcesrequired?
Can you accurately estimate the length of time it will
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take to produce the Work Package (lowest level inthe WBS)?
Can you assign the Work Package to someoneelse, and they will understand exactly what to do?
#3 - Work Breakdown Exercise
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#3 Work Breakdown Exercise
Build a WBS
Break into your project teams and
create a WBS for building a garage Start with the project goal and work
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15 minutes
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Benefits of a WBS Prevents omitted tasks
Helps obtain commitment from project staff Helps develop the basic plan for the entire
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Increases the visibility for the project team Helps identify potential sources of risk
Helps in change management
The Triple Constraint
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Scope Time
p
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Cost
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Time Management
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Project Time ManagementWhat is Project Time Management?
Project Time Management Includes the processesre uired to ensure timel com letion of the ro ect
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*Source: PMBOK Third Edition p.123
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Time Management Processes Project SchedulePlanned dates for performing
activities and the planned dates for meeting
milestones.1
Activity An element of work with an expected
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What are the activities for the project?
How long will each one take?
Who is going to do this activity?
MilestoneA significant event in the project,usually completion of a major deliverable
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Schedule Purpose
To determine WHEN work will be performed To identify WHO will do the work
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To evaluate resource requirements, availability andutilization
To Identify Milestones
#4 -Schedule Development Exercise
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p
Define Activities and Estimate
Work in project teams
Choose several deliverables from theWBS we created in the last Exercise.
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Estimate those activities as best you can.
10 minutes
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Schedule Sequencing diagram
Also known as a Network Diagram
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Start
B
F End
#5 -Schedule Development Exercise
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p
Activity Sequencing
Sequence some of the activities
identified in the last exercise
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5 minutes
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Schedule What canscheduling software do?
Planning:
Creates a record of the WBS Automatically calculates duration, and start/finish dates
Allows analysis of resource availability and allocation
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Calculates critical path
Calculates duration based on resources and calendar
Execution
Tracks work performance against the plan
Provides activity status information Helps you to identify when/where resources are constrained
NOTE: SOFTWARE CANT MANAGE YOUR PROJECT!!
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Schedule
Setup Project Information (Calendar, Start date, etc).
Enter Deliverables & Activities (Records WBS)
Enter Estimates
Recommended sequence to build a schedulewhen using scheduling tools:
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nter re ecessors
Enter Resource definitions (Calendar, working time, etc.) Assign Resources to activities
Analyze the critical path
Make adjustments based on risk responses Compress the schedule
Baseline the schedule
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ScheduleSchedule Example Using MS ProjectSchedule Example Using MS Project
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Milestones What is a milestone?
Identifiable point that represents a requirement orcompletion of an important set of activities in theproject.
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Typically zero duration
Resource assigned
Why use milestones? Helps to indicate progress
Helps to define dependencies Provides visibility for major deliverable dates
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Recap Time Management The project schedule is NOT the project
PLAN.
What ever you do, keep your project
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Conclusion
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Suggested Reading and
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Acknowledgements
1 A Guide to the Project Management Body of Knowledge,Third Edition,2004, Project Management Institute
2 Fundamentals of Project Management: Developing CoreCompetencies to Help Outperform the Competition,2002, James P. Lewis
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3 Streetwise Project Management: How to Manage
People, Processes, and Time to Achieve the ResultsYou Need, Michael S. Dobson
4 Getting Started in Project Management, Paula Martin, KarenTate
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PM Links Project Management Institute (PMI)
www.pmi.org
PMI Healthcare Special Interest Group (SIG)www.pmihealthcare.org
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www.pmipittsburgh.org Online PM Information & Tools websites:
www.gantthead.com
www.projectconnections.comwww.allPM.com
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Thank you!Thank you!
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