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How to do more with less in Emergency Management:

How to do more with less in Emergency Management:. Institute Fundamental Project Management. Robert E. Jones , MBA, PMP, CEM, MEP Exercise & Training Program Manager Office of Emergency Management & Homeland Security 1300 Quince Orchard Blvd. Gaithersburg, Maryland 240-777-2398 (w)

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How to do more with less in Emergency Management:

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  1. How to do more with less in Emergency Management: Institute Fundamental Project Management Robert E. Jones, MBA, PMP, CEM, MEP Exercise & Training Program Manager Office of Emergency Management & Homeland Security 1300 Quince Orchard Blvd. Gaithersburg, Maryland 240-777-2398 (w) 301-996-4834 (c) Project Management

  2. PM Acronyms GERT XP FS PMBOK AC BCWP UB TQM MS CPM RFP DD VE NDA EV WBS OBS IFB SOW LOE QC

  3. EM Acronyms JSERA GFIRST FCMSSR UICDS KDP DOG SENTINEL NDMSOSC ARIES ICPACC YCC QRC WAWAS BORSTAR PMTL OMNCS CMT TIPS VACIS ERT-N-NCR XEDO ZECP MSLO HLS-CAM ROWPU LEMDP

  4. Useful Acronyms • ASTRO - Always Stating The Really Obvious • BDU - Brain Dead User • BOHICA -Bend Over, Here It Comes Again

  5. Useful Acronyms • CHAOS – Chief Has Arrived On Scene • DIMWIT – Don’t Interrupt Me While I’m Talking • DRT – Dead Right There

  6. Useful Acronyms • DRTTT - Dead Right There, There, and There • DRTAGTSTW - Dead Right There And Going To Stay That Way • ESO - Equipment Superior to Operator

  7. Useful Acronym • FLOFTUS - First Lady OF The United States • FOBIO - Frequently Outwitted By Inanimate Objects • HIVI - Husband Is Village Idiot

  8. Useful Acronyms • LAMP - Lower Academically-Minded Person • MUPPIE - Middle-aged Urban Professional • PIGINIMBY - Phew I'm Glad It's Not In My Back-Yard

  9. Useful Acronyms • SNERT - Snot-Nosed Egotistical Rude Teenager • UBI - Unexplained Beer Injury • VIOT - Village Idiot On Tour

  10. Presentation Objectives • Discuss the basics of emergency management • Demonstrate how project management enhances emergency management • Review simple, easy-to-use, project management tools

  11. Basic Models • What did you learn when growing up that serves as a basic model for project management?

  12. Project Management Basic Models On Your Mark Get Set How did we do? Go!

  13. Decision Making Cycle Deming Wheel – decision making

  14. Project Management Cycle

  15. Emergency Management Cycle

  16. EM Business Continuity Cycle BCM / COOP CYCLE

  17. EM Exercise Cycle

  18. Emergency Management Planning “P” Meetings, Meetings, and more Meetings

  19. Here’s another model

  20. Who is an ideal project manager? • What are the core competencies that you all believe are important?

  21. Who is an ideal project manager? • A leader who possesses managerial authority • A matrix manager with absolute “Bottom Line” accountability • A collaborative communicator • An expert in implementation • A Professional (or trained) Project Manager

  22. February 2011, Project Management Journal, PMP Certification as a Core Competency: Necessary but not Sufficient by Jo Ann Starkweather and Deborah H. Stevenson, page 37.

  23. Project Initiation Activity • Hazard Mitigation Plan • What do you think are the high risk hazards in Montgomery County?

  24. Project Initiation Activity • Hazard Mitigation Plan • High risk hazards in Montgomery County • Hurricane / tropical Storms • Windstorms / thunderstorms • Tornado • Blizzard / ice storms • Drought • Water supply disruption • Haz-Mat Fire • Haz-Mat Spills • Terrorism • Metrorail Emergency Based on history in the county over the past 10 years, what is missing?

  25. Project Initiation • Project Charter • vision and objectives • scope of the project • critical project deliverables • customers and stakeholders • key roles and responsibilities • organizational structure • implementation plan • risks, issues and assumptions Don’t go overboard on the charter. Sometimes a one page charter will do just fine!

  26. Project Planning Activity • Puzzle Exercise

  27. 7Ps • Proper prior planning prevents piss poor performance. • Your Task: How many Ps can you make?

  28. 40Ps Procedural Practices and Protocols Permitting, Perspicuous Persistent Painstaking Proper Prior Planning and Purposeful Patient Preparation Potentially Promotes and Predicates Perfect Pristine Perspective, Principally Presenting Positive and Precise Performance, Perhaps Preventing, Primarily, Problematic, Pernicious Piss Poor Perfunctory Projects and Production Processes, and Perennially Plummeting Pre-tax Profits, Period.

  29. Project Planning • Emergency Operations Plan • What is in an Emergency Operations Plan? • Basic Plan • Emergency Support Function Annexes • Incident Specific Annexes • Functional Annexes EOP

  30. Project Planning • Project is broken into components • Create Project Plan • Project Information • Executive Summary • Additional Project Requirements • Budget Overview • Project Team Members / contact information • Technical Project Deliverables • Project Plan Documents Summary • Kick-Off Meeting held to review and finalize the Project Plan

  31. Project Execution Activity • Continuity of Operations (COOP) • What do we need to consider in maintaining business continuity?

  32. Project Execution Activity • What do we need to consider in maintaining business continuity? • Essential Functions • Interoperable communications • Delegations of authority • Alternate facilities • Vital records • Human capital • Computer disruptions

  33. Project Execution • Each component broken into single task level issues (Open Action Items) • Control • OAI list published daily/weekly to an internal and external audience OAI 01) Issue:(States a definitive action) Owner: (Only one owner assigned) Critical Resolution Date: (Date Item Due) Status: (Open, Closed, Deleted, Hold, Late) Update: (Any notes on issue status)

  34. Project Execution Activity Do we really need management intervention when things go wrong on our projects?

  35. Project Execution • Monitoring • Periodic Summary or Status report published to stakeholders • Periodic Report: • Project Information (name, PM, report period, phone) • Project Status Summary (Green, Yellow, Red) • Key Accomplishments last period (concise and in priority order) • Upcoming tasks for this period (concise and in priority order) • Issues (List major open issues)

  36. Project Closure Activity • After Action Report • So how did we do? • What went well? • What can we improve on?

  37. Project Closure • Ensure all deliverables are complete • Develop project closure documentation • Conduct a project closure meeting much like an After Action Review (AAR) • Deliver customer survey (Hotwash) • Project Closure Report: • Identifies the project completion criteria • Lists any outstanding activities or deliverables • Creates a plan for passing deliverables • Plans the handover of project documentation • Closes supplier contracts and agreements • Releases project resources • Communicates the closure of the project

  38. Project Tools Review • Project Charter • Project Plan • Open Action Items • Status Report • Closure Report

  39. EM + PM = Real Success Leadership & Communications An Emergency Manager is or should be: • A leader who possesses Managerial Authority • A matrix manager with Absolute “Bottom Line” Accountability • A collaborative communicator • An expert in implementation • A Professional (or trained) Project Manager

  40. Emergency Management at Home • Is your family prepared for an emergency?

  41. What can you do? • Learn About Hazards that Impact Montgomery County Residents • Plan for Emergencies • Stay Informed When an Emergency Happens • Make a Kit • Get Involved Brochures: Are you emergency ready? Every business should have a plan Alert Montgomery: an electronic notification system Plan 9 pen

  42. Questions

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