Untitled Quiz

Course Information

• Course Title: Project Management
• Course Code: PHHA 422
• Department of Health Management
• College of Public Health and Health Informatics
• University of Hail

Course Outline

• Chapter 1: Introduction to Project Management
• Chapter 2: Project Definition and Scope
• Chapter 3: Understanding the Project Context and Healthcare
• Chapter 4: Needs Analysis
• Chapter 5: Project Planning and Design
• Chapter 6: Project Implementation and Control
• Chapter 7: Evaluating the Project Performance
• Chapter 8: Project Completion

Learning Objectives

• Understand the basic concepts of Project Management (Initiating, Planning, Executing, Controlling, Monitoring, and Closing projects).
• Understand project management in the context of healthcare.
• Understand and learn Project Management Tools and Techniques.

Schedule of Assessment

• Extracurricular Activities: 1-10 weeks, 5%
• Quizzes: Weeks 3 & 8, 10%
• Midterm Exam: Week 6, 30%
• Assignments: Week 8, 5%
• Final Exam: Week 1, 50%

Introduction

• Many organizations (including healthcare organizations) have renewed interest in project management.
• The US spends $2.3 trillion annually on projects, representing a quarter of its GDP. Globally, projected spending on projects exceeds $10 trillion.
• The Project Management Institute (PMI) formalizes project management knowledge within the Project Management Body of Knowledge (PMBOK).

What is a Project?

• A project is a temporary endeavor to create a unique product, service, or result.
• Projects have a defined beginning and end, can be large or small, and take a short or long time to complete.
• Projects typically start with a broad definition but become more specific as time passes.
• Projects need resources, often from multiple areas, and have multiple interested parties, but one primary sponsor/customer.
• Projects often involve uncertainty in terms of goals, duration, and cost.
• Projects can be the creation of a product, a service, an improvement, or a result.

Project Attributes

• Unique purpose, with a defined objective
• Temporary, with a definite start and end
• Progressive elaboration and iterative development
• Resources from various areas
• A primary customer or sponsor
• Involves uncertainty

What are the Projects?

• Developing a new product, service, or result
• Effecting an organizational change in structure, processes, staffing, etc
• Developing/acquiring new or modified information systems (hardware or software)
• Conducting a research effort
• Constructing buildings, industrial plants, or infrastructure
• Implementing, improving, or enhancing business processes and procedures

What is Project Management?

• Application of knowledge, skills, tools, and techniques to project activities to meet project requirements

Project Management Framework

• 9 knowledge areas (Scope Management, Time Management, Cost Management, Quality Management, Project Integration Management, Risk Management, Procurement Management, Communication Management, Stakeholder Management, and HR/Comm/Risk /Proc).
• Tools and techniques for each area
• Facilitating Functions (e.g., HR, Communications, Risk Management)
• Project Portfolio

Relationships Between Project, Program, & Portfolio

• Projects: Have defined objectives that may change
• Programs: Have a larger and more significant scope and benefits.
• Portfolio: Organizational scope that changes with strategic objectives.

Projects and Strategic Planning

• Many projects are undertaken to achieve organizational objectives.
• A project management office (PMO) standardizes project processes, tools, and resources.
• Projects can range from supporting functions to directly managing projects.

The Role of the Project Manager

• The project manager's role is enabling the project team.
• This includes facilitating planning, running interference for their team, procuring resources as required, and preventing outside forces from impacting the team.
• The primary responsibility is completing the project on time and within scope and budget.
• Effective managers need a balance of technical, interpersonal, and conceptual skills.

Interpersonal Skills

• Leading
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation
• Trust building
• Conflict management
• Coaching

Project Management as a Profession

• Professional societies like PMI have expanded considerably.
• Project management research/certification programs continue growing.
• PMI offers PMP certification for professionals.

Ethics in Project Management

• Ethics are vital for project managers, especially in healthcare.
• Project managers face ethical decisions regularly.
• PMP applicants must agree to the PMP ethics code.

Exercise 1: Healthcare Projects in KSA

• Hospital Construction Projects
• Hospital Expansion/Renovation Projects
• Healthcare IT Projects
• Healthcare Research Projects
• International, National & State Health Projects

Chapter 2: Project Definition & Scope

• PMI definition of a project.
• Alternative definitions of a project from various sources.

The Scope of a Project

• Project scope remains constant.
• Unforeseen problems often lead to scope changes.
• Scope changes may result in budget or schedule issues, becoming a cause of failure.

The Four Project Objectives

• Performance: Quality of work.
• Scope: Magnitude of work.
• Cost: Resources applied to the project.
• Time: Project schedule.

Cost as a Function of Performance, Time, and Scope

• Project costs increase with scope and performance.

Project Managers & Scope

• Project managers inform stakeholders of scope changes.

The Triple Constraint

• Every project is constrained by scope, time, and cost simultaneously.
• Project managers balance these often-competing goals.

The Project Life Cycle

• The sequence through which a project evolves.
• A project life cycle is defined by its phases

Project Life Cycle Phases

• Initiating
• Planning
• Executing
• Monitoring & Controlling
• Closing

Risk During the Life Cycle

• Uncertainty exists at the beginning of a project.
• Uncertainty decreases as projects progress toward completion.

Project Stakeholders

• Individuals and groups with a vested interest in a project.
• Stakeholders encompass project sponsors, managers, team members, support staff, customers, users, and potential opponents.

Stakeholder Engagement Process

• Identify stakeholders
• Assess needs
• Define actions
• Establish communication channels
• Gather feedback
• Monitor and review

The Context of Healthcare Project Management

• Clinical and administrative staff in healthcare often lead projects without formal training
• Project management knowledge can improve healthcare quality and costs

Nature of Healthcare Projects

• Patient quality is a key concern in healthcare projects.
• Governments frequently play a major role in healthcare projects.
• Financial considerations and revenue estimation are different.
• Cost containment & external review are important in healthcare projects

Project Management Challenges in Healthcare

• Rivalry between clinical and financial professionals, lack of shared incentives.
• Difficulty in working together.
• Poor morale/lack of enthusiasm, and poor communications due to diversity of disciplines

Examples of Healthcare Projects

• Patient/Health Consumer
• Sole Providers and Physician Groups
• Hospitals/Hospital Departments
• Health Research
• Payers
• Government and Public Health
• Healthcare Vendor/Auditing

Exercise 2 : Stakeholders

• Sponsor, Funding Body, Customer, Suppliers, End User, Environmental Agency, Maintenance Team, Neighbours, Community

Chapter 4 : Needs Analysis

• Feasibility Analysis
• Technical Analysis
• Market and Demand Analysis
• Economic Analysis (Social Cost- Benefit Analysis)
• Financial Analysis

Feasibility Analysis

• Preliminary evaluation of a project idea to determine if worth pursuing.
• Consider three alternatives whenever possible.
• Feasibility analysis involves product/service, industry/market, organizational, and financial aspects.

Technical Analysis

• Evaluating the project technical feasibility
• Considering prerequisites for successful completion
• Considering Location, size, process
• Multiple technologies can create a particular good/service.
• Planning for Manpower necessary
• Considering Environmental impact assessment

Market and Demand Analysis

• Understanding the consumer, market size, and market needs/demand.
• Understanding market share
• Calculating the total demand of projected product/service

Economic Analysis (Social Cost-Benefit Analysis)

• Evaluation of projects from the perspective of society or economy.
• Estimating the money equivalents of cost/benefits for the community.
• Understanding the objectives of SCBA (e.g., contribution to GDP, benefits to poorer sections, utilization of scarce resources, protection/improvement of environment)
• Recognizing the rationales for SCBA (e.g., market imperfections, externalities, taxes and substitutes, concern for savings, concern for distribution, and merit wants)

SCBA Approaches

• UNIDO approach
• Little-Mirrlees approach

Project Selection

• The selection of appropriate projects is vital for company future.
• Project selection process should consider scope management, project life cycle, and feasibility studies.

Project Selection Models

• Numeric models (payback period, ROI, NPV, IRR)
• Non-numeric models (factor model, cost break-even analysis, project life-cycle cash flow)

Return on Investment (ROI)

• Measures profit/loss relative to the invested cost
• Useful to express project success in comparative terms

Cost Break-Even Analysis

• Explains how costs change.
• Used to calculate when costs equal income.

Organization Structures

• Three main types: -Functional organization -Product organization -Matrix organization -Pure project organization -Work breakup structures

The Project Implementation Plan (PIP)

• Representation of project activities in a structured format.
• Created during the project design phase, often incorporated into the project documentation, and can be completed during project activation.
• Contains the project implementation schedule (activities, sequences, timelines, responsibilities)

Project Implementation

• Called project execution, it's the actual activity of carrying out the proposed project.
• Critical stages in implementation encompass authorizations/approvals from organizations and/or government, negotiations, contracting, construction/preparation, training, and project commissioning.

Project Control

• Project control is about maintaining a project on track.
• It involves reviewing the technical accomplishment against the plan, verifying the need for project continuation, ensuring alignment with operational requirements, overseeing resource expenditures, comparing anticipated value to realized costs
• Information Monitoring
  • Requires systematic tracking & observation, composed of data collection and info reporting
  • Uses internal & external control systems; internal to monitor work and take action and external to impose standards (e.g client contacts, government)

Project Control Process

• The process includes setting performance standards, comparing actual performance to these standards, and taking necessary corrective action
• Three major aspects: work authorization, collecting cost, schedule, and work progress data, scope, quality, schedule, and cost control.

Steps in Conducting a Financial Analysis

• Identify costs
• Identify benefits
• Calculate costs and benefits (using financial formulas)
• Assess financial indicators

Chapter 7: Evaluating the Project Performance

• Project audit is a thorough examination of a project's management
• The project evaluation must have credibility for both management and the project team

Project Audit Life-cycle

• Initiation, baseline definition, database establishment, preliminary analysis, report preparation, termination

The Project Audit

• Depth of the Audit
• Timing of the Audit

PMIS Definition

• Project Management Information System (PMIS) is part of the enterprise environmental factors

Characteristics of PMIS Software

• Integration, Scope, Time Cost, Quality, Human Resources, Communication, Risk, Procurement, Stakeholders.

Computer-Based Project Management

• Web based PM Systems with central monitoring of multiple project summaries.

Project Life-Cycle & Cost

• Life Cycle Cost (LCC) is a systemic analysis, accumulating all associated costs with the life-cycle of the system

Chapter 8: Project Completion

• Project Termination: Extinction, Addition, Integration, Starvation
• Critical success factors in project completion: mission, top management, schedule, consultation, personnel.

Project Report

• Detailed written document of project activities.
• Contains scope in economic, technical, financial, production, and management aspects.
• Structure: Abstract, Introduction, Literature Review, Method, Results, Discussion, Conclusions, References, and Appendices.

Sustainable Project Management

• Addressing social/economic/environmental impact.