project management for public health professionals
DESCRIPTION
Project Management for Public Health Professionals. February 2011 David Sabapathy , MD, MBA, PEng Department of Community Health Sciences 3 rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 [email protected]. - PowerPoint PPT PresentationTRANSCRIPT
Project Management
for Public Health Professionals
February 2011
David Sabapathy, MD, MBA, PEng
Department of Community Health Sciences3rd floor TRW buildingFaculty of Medicine
University of CalgaryCalgary, AlbertaCanada T2N 4Z6
Section 2
Project Definition
Learning Objective
Initiation Definition Planning Execution Close-Out
Acquire practical skills to develop a
Project Management Plan to effectively
and efficiently achieve a health objective
Course Map
Initiation Definition Planning Execution Close-Out
Initiation Definition Planning Execution Close-out
1. Idea
2. Authority
3. Project Charter
4. Design
5. Schedule
6. Resource Plan
7. Project Outcomes
8. Evaluation
Project Management Plan
Project Definition
Great idea! Now what? We need to: Define WHAT we want to achieve
– Obtain stakeholder agreement to begin the project
Decide HOW we want to achieve it– What solutions could make it happen?
– What solutions work best within our constraints?
Initiation Definition Planning Execution Close-Out
Steps in Project Definition
1. Project charter
2. Project design
1. Preliminary design
2. Detailed design
Initiation Definition Planning Execution Close-Out
Specific Learning Objectives
1. Outline how to complete the following steps in the project life cycle Project Definition
2. Use the project life cycle to address a health priority for a developing country Project Definition
– Develop a project charter– Complete a preliminary project design by selecting a solution– Complete a detailed project design with work breakdown schedule and
apportionment
3. Develop a strategy to implement project management for a health priority in a developing country in a way that is culturally-suitable and enables uptake
Initiation Definition Planning Execution Close-Out
Topics
Project Life Cycle: Stage 2 – Project Definition Project charter
Project design – Preliminary– Design options– Design evaluation
Project design – Detailed– Work breakdown structure– Apportionment
Initiation Definition Planning Execution Close-Out
Learning Method
Initiation Definition Planning Execution Close-Out
CaseStudy
ActivityModules
x 3
Project Management
Plan
Project Charter
Initiation Definition Planning Execution Close-Out
Project Charter
Project charter “a written instrument or contract”
High-level look at the project
Formal recognition by Sponsor that the project will proceed
Initiation Definition Planning Execution Close-Out
Project Charter
Initiation Definition Planning Execution Close-Out
The project charter serves two purposes:
1. Organizes our thoughts (e.g. project overview)
2. Formal approval from Sponsor to begin
Project Charter Components
Component Description
Project Name Formal name including acronyms
Stakeholders Stakeholder roles: Sponsor, Project Manager, Project Team, Clients, Owners, Other Stakeholders
Background Relevant details about how project came to be
Purpose Explain the idea. What is not working? Why is it needed?
Objective High-level goal Operational definition of all terms
Deliverables The tangible outcomes of the project
Out-of-Scope What will project not accomplish?
Constraints Time, Resources (budget, staff), other
Approvals Sponsor, Project Manager, Clients and Owner
Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter
Let’s build a project charter for our Measles Immunization Project
http://www.measlesinitiative.orgInitiation Definition Planning Execution Close-Out
MIP Case: Project Charter
Project Name Measles Immunization Project (MIP)
Stakeholders Sponsor - Chief Medical Officer
Project Manager
Project Team – Designer, Client/owner representative, Implementer
Clients - One year-old children and their mothers
Owners - Clinic managers
Other Stakeholders– Leads of other programs i.e. National Malaria Control Program– Others?
Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter
Background Measles virus
Global, national, local burden of disease
Effectiveness of vaccine
Millennium Development Goals and Measles Initiative
Concerns regarding local immunization coverage (2010 65%!)
Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter
Purpose Good relationships with local network of immunization
providers; bottom-up ideas of how to improve
Top-down strategies to be identified through literature search
Opportunity to apply both bottom-up and top-down strategies to improve coverage rates
UNICEF and Office of the Chief Medical Officer supportive
“The purpose of this project is to identify and implement strategies to increase measles vaccine coverage for children in the community”
Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter
Objective “To minimize the risk of measles for children under five
years of age by increasing immunization rates for one-year old children using bottom-up and top-down principles applied to clinical operations of local immunization providers”
Initiation Definition Planning Execution Close-Out
Descriptive Term Operational Definition
Risk of measlesIncidence of measles (# new cases / individuals at risk / year)
Increasing immun. rates
From 2010 coverage rate to date (65%). Target is 2008 rate of 88%.
One-year old children < 13 months of age
Bottom-up and top-down strategic principles
Bottom-up clinic-driven and top-down evidence based strategies
Clinical operations One-on-one patient contact
Local immun. providers
8 existing clinics providing measles vaccine with a clinic manager
MIP Case: Project Charter
Deliverables
1. Identification of key opportunities to improve measles immunization coverage in children
2. Policies and practices to enhance immunization coverage
3. Strengthened partnerships between public health, immunization providers and the community
Initiation Definition Planning Execution Close-Out
Deliverables
Initiation Definition Planning Execution Close-Out
In the Project Charter don’t over-commit to
project deliverables. Project Deliverables will be
defined later during the Project Design.
MIP Case: Project Charter
Out-of-Scope Improving measles immunization coverage for children
> 12 months
Developing ways to improve reporting of measles immunization
Addressing measles immunization coverage for providers external to the 8 identified clinics
Evaluation of ways to reduce complications of measles (tertiary prevention)
Initiation Definition Planning Execution Close-Out
‘Scope Creep’
Initiation Definition Planning Execution Close-Out
Projects must protect against ‘Scope Creep’.
All scope changes must be carefully evaluated
and approved by all Project Stakeholders in
accordance with the Triple Constraint.
MIP Case: Project Charter
Constraints Time = 6 months
Resources– Budget = 46,000,000 TZS (50,000 USD)
– Staffing – Project team, clinic managers
Initiation Definition Planning Execution Close-Out
Outcomes
ResourcesTime
The ‘Triple Constraint’:
Outcomes = Time + Resources
MIP Case: Project Charter
Approvals Sponsor
Project Manager
Client(s)
Owner(s)
Initiation Definition Planning Execution Close-Out
Activity Module #1: Project Charter
Handout Activity Module #1: Develop a Project Charter
Clarify Project Team roles
Start activity module…
Initiation Definition Planning Execution Close-Out
Project Design
Initiation Definition Planning Execution Close-Out
Course Map
Initiation Definition Planning Execution Close-Out
Initiation Definition Planning Execution Close-out
1. Idea
2. Authority
3. Project Charter
4. Design
5. Schedule
6. Resource Plan
7. Project Outcomes
8. Evaluation
Project Management Plan
Project Design
Two steps Preliminary Design
– Selection of best way to achieve objective
– Iterative process
– Produces the deliverables for the project
Detailed Design– Scope, time and resources for best method
– Produce detailed work breakdown for the deliverables
Initiation Definition Planning Execution Close-Out
Project Design
Initiation Definition Planning Execution Close-Out
One of the most common reasons for
Public Health projects to fail is poor
attention to the Project Design
Preliminary Design
Iterative process: Determine best way to achieve idea
Initiation Definition Planning Execution Close-Out
Design Options
Evaluation
Generating Design Options
Many methods Referencing previous solutions used in similar
projects
Review of literature
Structured analysis of best methods to achieve idea
Benchmarking how other organizations implemented the idea
Expert advice
Survey
Brainstorming
Others…Initiation Definition Planning Execution Close-Out
MIP Case: Preliminary Design
Objective: “To minimize the risk of measles for children under five years of age by increasing immunization rates for one-year old children using bottom-up and top-down strategic principles applied to clinical operations of local immunization providers”
Generate design options: Enhance accessibility
Improve enabling technology
Provide parental education and counselling
Strengthen partnerships
Strengthen provider training and education
Strengthen public education and awareness
Strengthen research and evaluationInitiation Definition Planning Execution Close-Out
MIP Case: Preliminary Design
Evaluate options Enhance accessibility
Improve enabling technology
Provide parental education and counselling
Strengthen partnerships
Strengthen provider training and education
Strengthen public education and awareness
Strengthen research and evaluation
Initiation Definition Planning Execution Close-Out
Outcomes
ResourcesTime
MIP Case: Preliminary Design
Outcome of Preliminary Design = Three Strategies
Enhance accessibility
Provide parental education and counselling
Strengthen partnerships
These 3 strategies are now the 3 Deliverables of the project which, when completed, will achieve the project objective
Initiation Definition Planning Execution Close-Out
Preliminary Design
Initiation Definition Planning Execution Close-Out
The Preliminary Design produces a list of
the Project Deliverables
Detailed Design
Work Breakdown Structure (WBS) Defines scope of the project (if not in WBS, doesn’t get
done)
Breaks project work into discrete, manageable tasks
Organizes project work in a logical hierarchy
Benefits Detailed illustration of scope
Clear assignments to project team and workers
Accurate cost, resource and schedule estimates
Monitor project progressInitiation Definition Planning Execution Close-Out
Work Breakdown Structure
Graphical format
Outline format1.0 Name of Project
1.1 Task 11.1.1 Task 1a1.1.2 Task 1b
1.2 Task 21.2.1 Task 2a1.2.2 Task 2b1.2.3 Task 2c
Initiation Definition Planning Execution Close-Out
Level 2
Level 1
Level 0 Name of Project
Task 1
Task 1a Task 1b
Task 2
Task 2a Task 2b Task 2c
Building a Work Breakdown Structure
1. Begin at the top Level 0 – Project Name
Level 1 – Deliverables from Preliminary Design
2. Break tasks down in a hierarchy to a manageable size Break each Level into smaller tasks, each with a verb and
noun (e.g. Conduct Survey, Educate Parents, etc.)
3. Organize the WBS Create summary tasks as necessary
If needed reorganize entire WBS by project tasks or process
Initiation Definition Planning Execution Close-Out
Work Package Size
Stop breaking down work packages when: Task time = Smallest amount of time you want to schedule
i.e. if scheduling in days then smallest task = 1 day
Other rules of thumb: 8/80 rule: Work packages should be >8 and <80 hrs
No task longer than the distance between two status points
“If it’s useful” rule:– The task is easier to estimate– The task is easier to assign– The task is easier to track
Initiation Definition Planning Execution Close-Out
MIP Case: Detailed Design
Initiation Definition Planning Execution Close-Out
Measles Immunization
Project
Project Management
Monitor progress
Communicate status
Strengthen Partnerships
Identify partners
Draft and sign agreement
Enhance Accessibility
Securevaccine supply
Review agreements
Analyze deficiencies
Develop Contracts
Signcontracts
Resolvecold-chain
Performroot-cause analysis
Improve process
Communicate process
Evaluate process
Provide Education
Survey population
Design survey Conduct survey
Develop program
Deliver program
Recruit volunteers
Provide education
Evaluate program
Level 0
Level 1
Level 2
Level 3
Work Packages
Measles Immunization Project - WBS1.1 Project Management
1.1.1 Monitor progress1.1.2 Communicate status
1.2 Strengthen Partnerships1.2.1 Identify partners1.2.2 Draft and sign agreement
1.3 Enhance Accessibility1.3.1 Secure vaccine supply
1.3.1.1 Review agreements1.3.1.2 Analyze deficiencies1.3.1.3 Develop contracts1.3.1.4 Sign contracts
1.3.2 Resolve cold-chain1.3.2.1 Perform root-cause analysis1.3.2.2 Improve process1.3.2.3 Communicate process1.3.2.4 Evaluate process
1.4 Provide Education1.4.1 Survey population
1.4.1.1 Design survey1.4.1.2 Conduct survey
1.4.2 Develop program1.4.3 Deliver program
1.4.3.1 Recruit volunteers1.4.3.2 Provide education
1.4.4 Evaluate program
MIP Case: Detailed Design
Initiation Definition Planning Execution Close-Out
Level 0
Level 1
Level 2
Level 3
Work Packages
Estimation of Time and Resources
Before Stakeholder signoff on Design…
Recall the triple constraint WBS defines your scope!
Now check if this work can be completed within our schedule and resource constraints
Initiation Definition Planning Execution Close-Out
Outcomes
ResourcesTime
Apportionment
Apportionment = Top-Down Estimation Start with total project estimate for time and
resources
Moving top-down through WBS, assign time and resources to each summary task / work package
Each level of WBS must add up to the level above
If clear indication triple constraint unbalanced, go back to Preliminary Design!
Initiation Definition Planning Execution Close-Out
Apportionment
Initiation Definition Planning Execution Close-Out
If the project’s time and resources cannot be
reasonably apportioned across the WBS,
repeat the Preliminary Design and develop a
new list of Project Deliverables
Measles Immunization
Project
Project Management
Monitor progress
Communicate status
Strengthen Partnerships
Identify partners
Draft and sign agreement
Enhance Accessibility
Securevaccine supply
Review agreements
Analyze deficiencies
Develop Contracts
Signcontracts
Resolvecold-chain
Performroot-cause analysis
Improve process
Communicate process
Evaluate process
Provide Education
Survey population
Design survey Conduct survey
Develop program
Deliver program
Recruit volunteers
Provide education
Evaluate program
MIP Case: Detailed Design
Initiation Definition Planning Execution Close-Out
Apportionment6 months, 46M TZS, 6 FTEs
Level 2
Level 3
-,-,- Level 0
Level 1
1,6,1 3,10,3 2,30,2
-,-,- -,-,- 0.5,1,0.5 0.5,5,0.5
2,0,1 1,10,2
0.5,0,1 0.5,0,1 0.25,0,1 0.75,0,1 0.25,0,2 0.25,10,2 0.25,0,2 0.25,0,2
0.5,10,2 0.5,10,2 0.75,8,2 0.25,2,2
0.25,0,2 0.25,10,2 0.50,4,2 0.25,4,2
Completion of Project Design
When is the design complete?
TROUBLE: “The only way to tell is by executing
the plan”
BETTER: “If you come to a point in the planning
process where you don’t know how you to proceed because some key design decision hasn’t been made, your design is incomplete”
Initiation Definition Planning Execution Close-Out
Activity Module #2: Project Design
Handout Activity Module #2: Project Design
Time to gather the Project Team
Be prepared in your design to respond to “news” from the Sponsor / Stakeholders…
Initiation Definition Planning Execution Close-Out
Project Life Cycle
Initiation Definition Planning Execution Close-Out
Initiation Definition Planning Execution Close-out
1. Idea
2. Authority
3. Project Charter
4. Design
5. Schedule
6. Resource Plan
7. Project Outcomes
8. Evaluation
Project Management Plan
End of Section 2
Project Definition
Project Management
for Public Health Professionals
February 2011
David Sabapathy, MD, MBA, PEng
Department of Community Health Sciences3rd floor TRW buildingFaculty of Medicine
University of CalgaryCalgary, AlbertaCanada T2N 4Z6