EHM-522 E-Health Project Management PDF

EHM-522: E-HEALTH PROJECT MANAGEMENT WEEKS 2-3 Prof. Bakheet Aldosari Founding Chair & Professor Today Session # Topic WEEKS 2-3 Introduction to Project Management Reading Due in Class Kathy Schwalbe Ch. 1 2 Learning Objectives • • • • • • Understand the growing need for better project m...

EHM-522: E-HEALTH PROJECT MANAGEMENT WEEKS 2-3 Prof. Bakheet Aldosari Founding Chair & Professor Today Session # Topic WEEKS 2-3 Introduction to Project Management Reading Due in Class Kathy Schwalbe Ch. 1 2 Learning Objectives • • • • • • Understand the growing need for better project management, especially for information technology (IT) projects Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success Discuss the relationship between project, program, and portfolio management and the contributions each makes to enterprise success Understand the role of project managers by describing what they do, what skills they need, and career opportunities for IT project managers Describe the project management profession, including its history, the role of professional organizations like the Project Management Institute (PMI), the importance of certification and ethics, and the advancement of project management software 3 Introduction • Many organizations today have a new or renewed interest in project management • Computer hardware, software, networks, and the use of interdisciplinary and global work teams have radically changed the work environment • The world as a whole spends nearly $10 trillion of its $40.7 trillion gross product on projects of all kinds • More than 16 million people regard project management as their profession 4 Advantages of Using Formal Project Management • Better control of financial, physical, and human resources • Improved customer relations • Shorter development times • Lower costs • Higher quality and increased reliability • Higher profit margins • Improved productivity • Better internal coordination • Higher worker morale 5 What Is a Project? • A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide, Fifth Edition, 2012) • Operations is work done to sustain the business • Projects end when their objectives have been reached or the project has been terminated • Projects can be large or small and take a short or long time to complete 6 Examples of IT Projects • A team of students creates a smartphone application and sells it online • A company develops a driverless car • A small software development team adds a new feature to an internal software application for the finance department • A college upgrades its technology infrastructure to provide wireless Internet access across the whole campus 7 Top Strategic Technologies for 2012 (Gartner) • Media tablets and beyond • Mobile-centric applications and interfaces • Contextual and social user experience • Internet of things • Cloud computing 8 Project Attributes • A project – – – – – has a unique purpose is temporary is developed using progressive elaboration requires resources, often from various areas should have a primary customer or sponsor • The project sponsor usually provides the direction and funding for the project – involves uncertainty 9 Project and Program Managers • Project managers work with project sponsors, project team, and other people involved in a project to meet project goals • Program: group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually (PMBOK® Guide, Fifth Edition, 2012) • Program managers oversee programs; often act as bosses for project managers 10 Figure 1-1 The Triple Constraint of Project Management 11 What is Project Management? • Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK® Guide, Fourth Edition, 2012) • Project managers strive to meet the triple constraint (project scope, time, and cost goals) and also facilitate the entire process to meet the needs and expectations of project stakeholders 12 Figure 1-2 Project Management Framework 13 Project Stakeholders • Stakeholders are the people involved in or affected by project activities • Stakeholders include – – – – – – – – the project sponsor the project manager the project team support staff customers users suppliers opponents to the project 14 10 Project Management Knowledge Areas • Knowledge areas describe the key competencies that project managers must develop • Project managers must have knowledge and skills in all 10 knowledge areas (project integration, scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management) • This text includes an entire chapter on each knowledge area 15 Project Management Tools and Techniques • Project management tools and techniques assist project managers and their teams in various aspects of project management • Some specific ones include – Project charter, scope statement, and WBS (scope) – Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) – Cost estimates and earned value management (cost) – See Table 1-1 for many more 16 Super Tools • “Super tools” are those tools that have high use and high potential for improving project success, such as: – Software for task scheduling (such as project management software) – Scope statements – Requirements analyses – Lessons-learned reports • Tools already extensively used that have been found to improve project importance include: – – – – Progress reports Kick-off meetings Gantt charts Change requests 17 What Went Right? Improved Project Performance The Standish Group’s CHAOS studies show improvements in IT projects in the past decade:    The number of successful IT projects has more than doubled, from 16 percent in 1994 to 37 percent in 2010 The number of failed projects decreased from 31 percent in 1994 to 21 percent in 2010 Success rates were the highest ever in the most recent CHAOS study 18 Why the Improvements? "The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.”* *Standish Group, "CHAOS 2001: A Recipe for Success" (2001). 19 Project Success • There are several ways to define project success: – The project met scope, time, and cost goals – The project satisfied the customer/sponsor – The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy 20 Table 1-2: What Helps Projects Succeed?* 1. User involvement 2. Executive support 3. Clear business objectives 4. Emotional maturity 5. Optimizing scope 6. Agile process 7. Project management expertise 8. Skilled resources 9. Execution 10. Tools and infrastructure *The Standish Group, “CHAOS Activity News” (August 2011). 21 Top Three Reasons Why Federal Technology Project Succeed • Adequate funding • Staff expertise • Engagement from all stakeholders 22 Program and Project Portfolio Management • A program is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually” (PMBOK® Guide, Fifth Edition, 2012) • A program manager provides leadership and direction for the project managers heading the projects within the program • Examples of common programs in the IT field include infrastructure, applications development, and user support 23 Project Portfolio Management • As part of project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprise’s success • Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective 24 Figure 1-3. Project Management Compared to Project Portfolio Management 25 Figure 1-4. Sample Project Portfolio Approach 26 Figure 1-5. Sample Project Portfolio Management Screen Showing Portfolio Optimization 27 The Role of the Project Manager • Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals • Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factors 28 Suggested Skills for Project Managers • The Project Management Body of Knowledge • Application area knowledge, standards, and regulations • Project environment knowledge • General management knowledge and skills • Soft skills or human relations skills 29 Table 1-3 Ten Most Important Skills and Competencies for Project Managers 1. People skills 2. Leadership 3. Listening 4. Integrity, ethical behavior, consistent 5. Strong at building trust 6. Verbal communication 7. Strong at building teams 8. Conflict resolution, conflict management 9. Critical thinking, problem solving 10. Understands, balances priorities 30 Different Skills Needed in Different Situations • Large projects: Leadership, relevant prior experience, planning, people skills, verbal communication, and team-building skills were most important • High uncertainty projects: Risk management, expectation management, leadership, people skills, and planning skills were most important • Very novel projects: Leadership, people skills, having vision and goals, self confidence, expectations management, and listening skills were most important 31 Importance of Leadership Skills • Effective project managers provide leadership by example • A leader focuses on long-term goals and bigpicture objectives while inspiring people to reach those goals • A manager deals with the day-to-day details of meeting specific goals • Project managers often take on the role of both leader and manager 32 Careers for IT Project Managers • In a 2011 survey, IT executives listed the “nine hottest skills” they planned to hire for in 2012 • Project management was second only to programming and application development 33 Table 1-4. Nine Hottest Skills* Skill Percentage of Respondents Programming and application development 60% Project management 44% Help desk/technical support 35% Networking 35% Business intelligence 23% Data center 18% Web 2.0 18% Security 17% Telecommunications 9% *Source: Rick Saia, “9 Hot IT Skills for 2012,” Computerworld, September 26, 2011. 34 The Project Management Profession • The profession of project management is growing at a very rapid pace • It is helpful to understand the history of the field, the role of professional societies like the Project Management Institute, and the growth in project management software 35 Figure 1-6. Sample Gantt Chart Created with Project 2010 36 Figure 1-7. Sample Network Diagram Created with Project 2010 37 Project Management Offices • In the 100s, many companies began creating PMOs to help them handle the increasing number and complexity of projects • A Project Management Office (PMO) is an organizational group responsible for coordinating the project management function throughout an organization 38 Figure 1-8. Growth in the Number of Project Management Offices 39 Global Issues • Several global dynamics are forcing organizations to rethink their practices: – Talent development for project and program managers is a top concern – Good project portfolio management is crucial in tight economic conditions – Basic project management techniques are core competencies – Organizations want to use more agile approaches to project management – Benefits realization of projects is a key metric 40 The Project Management Institute • The Project Management Institute (PMI) is an international professional society for project managers founded in 1969 • PMI has continued to attract and retain members, reporting more than 380,000 members worldwide by 2012 • There are communities of practices in many areas, like information systems, financial services, and health care • Project management research and certification programs continue to grow • Students can join PMI at a reduced fee and earn the Certified Associate in Project Management (CAPM) certification(see www.pmi.org for details) 41 Project Management Certification • PMI provides certification as a Project Management Professional (PMP) • A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam • The number of people earning PMP certification is increasing quickly • PMI and other organizations offer additional certification programs (see Appendix B) 42 Figure 1-9 Growth in PMP Certification, 19932011 43 Ethics in Project Management • Ethics, loosely defined, is a set of principles that guide our decision making based on personal values of what is “right” and “wrong” • Project managers often face ethical dilemmas • In order to earn PMP certification, applicants must agree to PMI’s Code of Ethics and Professional Conduct • Several questions on the PMP exam are related to professional responsibility, including ethics 44 Project Management Software • There are hundreds of different products to assist in performing project management • Three main categories of tools: – Low-end tools: Handle single or smaller projects well, cost under $200 per user – Midrange tools: Handle multiple projects and users, cost $200-$1,000 per user, Project 2010 most popular – High-end tools: Also called enterprise project management software, often licensed on a peruser basis, like Microsoft Enterprise Project Management solution 45 Chapter Summary • A project is a temporary endeavor undertaken to create a unique product, service, or result • Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements • A program is a group of related projects managed in a coordinated way • Project portfolio management involves organizing and managing projects and programs as a portfolio of investments • Project managers play a key role in helping projects and organizations succeed • The project management profession continues to grow and mature 46 For Next Session # Topic WEEKS 4-5 The Project Management and Information Technology Context Reading Due in Class Kathy Schwalbe Ch. 2 47 12/15/2022 48