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Establishing & Maintaining Partnerships

Establishing & Maintaining Partnerships. Michael Webb IT Project Manager Utah Department of Health. Presentation Approach. Partnership Defined Examples From Utah’s Child Health Advanced Records Management (CHARM) Program Program/Project Management Perspective. Partnership Defined.

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Establishing & Maintaining Partnerships

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  1. Establishing & Maintaining Partnerships Michael Webb IT Project Manager Utah Department of Health

  2. Presentation Approach • Partnership Defined • Examples From Utah’s Child Health Advanced Records Management (CHARM) Program • Program/Project Management Perspective

  3. Partnership Defined • Stakeholder = A person having an interest/share in a project. • Partnership = A relationship between a stakeholder (individual or group) and project management characterized by mutual cooperation and responsibility. Project leaders managestakeholderexpectations and nurture partnerships for success.

  4. UDOH CHARM Program

  5. Initiating Planning Executing Controlling Closing Project Management Phases Project Management Phases CHARM project Partnerships have been established and nurtured inall phases

  6. Establishing Partnerships • Internal Partners • Focus Groups • Program Charter • Interdepartmental Agreements • Approved Plans/Schedules • External Partners • Funding Grants • Focus Groups • Contracts • Memorandums of Understanding

  7. CHARM Program Internal Partners • Executive Management Team • Participating Program Teams • UDOH Grant Managers • Work ‘Thread’ Chairmen • Governing Board • CHARM Core Council

  8. CHARM Program External Partners • Utah ‘Birthing’ Hospitals • Data Quality ‘Pilot’ Project • MTW Corporation • Needs Assessment • Utah State University • Grant Assistance • Technical Consulting • Program Management Assistance • System Development

  9. CHARM Program External Partners • Grantors • CDC > EHDI Cooperative Agreement • HRSA > GSDI Planning Grant • HRSA > SSDI Grant • HRSA > Block Grant • All Kids Count/Connections > Robert Wood Johnson Foundation Grant

  10. Nurturing Partnerships Nurturing partnershipsrequires theapplication of appropriate communications & marketing tools

  11. Initiating Phase Tool Needs Assessment • Identified stakeholders • Employed focus groups • Summarized key findings • Described integrated environment options • Specified integration requirements • Provided ‘next step’ recommendations

  12. Planning Phase Tool Data Integration Plan • Defined vision & mission • Established program organization & governance • Defined ‘work threads’ & goals • Identified risks, assumptions, & constraints • Identified funding sources

  13. Executing Phase Tools Project Schedule

  14. (Summary Statement on the overall status of the ‘Work Thread’; e.g. Technical Development, Data Quality, etc.) Accomplishments • (Major accomplishments during the current reporting period) Current Challenges • (Summary of those tasks which have ‘issues’ that need to be resolved or have completion dates that have slipped) Corrective Actions • (Planned actions to resolve issues or address task slippage) Completed On Target Planned Issues Slippage Executing Phase Tools Status Report

  15. Executing Phase Tools

  16. Executing Phase Tools • System Demonstrations • CHARM Communications Plan • CHARM User Group (CHUG) Meetings • Newsletter • Governing Board Meetings & Minutes • CHARM Core Council Meetings &Minutes • Grant Progress Reports

  17. Controlling Phase Tools Change Management Plan • Describes control & implementation of changes to the CHARM baseline including: • Organizational roles • Issue capture & tracking • Software configuration management • Release control • Change process flow

  18. Controlling Phase Tools

  19. Controlling Phase Tools • CHARM Issue Log • Budget Report

  20. Closing Phase Tools Outcome Measurement Plan • Provides a ‘road map’ to Determine if CHARM goals have been met • Establishes CHARM outcome measurement work group • Describes multi-step outcome evaluation model

  21. Closing Phase Tools • Lessons Learned • Grant Progress Reports

  22. Presentation Take Away • Partnerships are vital to the success of data integration projects • Partnerships have a multiplier effect - together you can accomplish more • Partnerships are not for the faint of heart - it takes commitment to make them work

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