Introduction to Project Management

1. Introduction to Project Management Project Selection and Initiation Lecture c This material (Comp 19 Unit 3) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC000013. This material was updated in 2016 by Johns Hopkins University under Award Number 90WT0005. This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/4.0/.

2. Project Selection and Initiation Learning Objectives—Lecture c • Identify the key elements of a project environment and HIT landscape. • Outline the needs for projects, how and why they are selected and initiated. • Construct a project charter. • Identify project stakeholders. • Generate a stakeholder register.

3. What Is the Business Case for the Project? Relationship to project charter: • Can be a separate document referenced by the project charter • Summarized in the project charter as the business need Outline of business case: • Business objective • Background/current environment • Opportunity statement • Evaluation of alternative approaches • Recommended approach • Key assumptions and risk issues anticipated benefits • Estimates of required budget, schedule, and other resources • Approval signatures • Attachments (e.g., financial analyses, results of comparison of alternatives) • References

4. Who Are the Stakeholders? • Customer • User • Performing organization • Vendor and service provider • Champion • Sponsor • Senior manager • Project manager • Project team members • Functional manager • Resource manager • Business owner • Partner organization • Consultant • Others • Organized labor • Competitor • Stockholder • Environmental group • Citizen action group • Financial institution • Government agency • Elected official • Operations and maintenance personnel • Patient • Clinical staff (doctor, nurse, technician) • Administrative staff • Visitors (e.g., to hospital) • Identifying stakeholders and their roles is a key activity during project initiation

5. Activity: Identify the Stakeholders in the ePrescribing Project ePrescribing Project • Providers of an outpatient clinical facility are requesting an upgrade to the current ordering system to include the latest features of ePrescribing. All providers will use this system for witting patient prescriptions and sending the prescriptions to any of 50,000 regional pharmacies. • Features of the system should include, but not be limited to, ability to “write” prescriptions based on the local formulary of medications, print or transfer prescription either by fax or electronically to the pharmacy of patient’s choice, ability to store a medication history for each patient, up-coming needs for prescriptions, workflow allowing ancillary personnel to take a phone request for a new / refill medication for the prescriber to approve before being sent to the pharmacy, upload of 3rd party information about regional pharmacies, and real time insurance verification for allowed medications based on insurance coverage.

6. Stakeholder Register • Key deliverable during project initiation • Record the results of stakeholder identification activity • Use it to prepare for stakeholder management throughout the project

7. Outline of a Stakeholder Register For each project stakeholder, record … Identification Information: • Name • Organization • Role • Contact information • Communication preferences Management Information (Optional): • Level of interest • Influence on project • Expected level of participation in project • Stakeholder-specific success criteria • Background information/ management notes • Management approach

8. Why Have a Stakeholder Management Strategy? Effective management of stakeholders and their expectations is critical to project success Objective of the stakeholder management strategy: • Defines the approach to managing project stakeholders during the project life cycle • Maximizes support from stakeholders and minimizes disruptive effects on the project

9. Develop a Strategy for the Stakeholders • How does the project affect them? • What will they consider to be a successful outcome? • How critical are they to project continuity, such as supplying funding and team members? • Are they decision makers for acceptance of project deliverables? • How best can the project manager communicate with them? • How influential are they with other key stakeholders?

10. Discussion: ePrescribing Stakeholder Management Strategy For the stakeholders you identified in the ePrescribing project, what is your strategy for managing those stakeholders, using the previous questions as a guide?

11. Planning a Project kickoff Meeting Purpose: • Gain support for the project • Engage stakeholders so they can resolve any questions or issues before project planning Follow guidelines for effective meeting management • Arrange for a proper setting • Prepare appropriate visual aids—and back-ups! • Consult your sponsor and customer to develop an effective agenda Plan it carefully ! A successful kickoff meeting can propel your project to an auspicious start !

12. Guidelines for a Successful Project Kickoff Meeting Project sponsor should introduce the project and the business need for it Allow time for stakeholders to introduce themselves • It may be the first time stakeholders have met • Review roles and responsibilities of stakeholders Review elements from project charter: project objectives, business case, projected timeline, funding status, deliverables Discuss project organizational structure Dedicate a staff person to support the meeting: • Record decisions made at the meeting • For issues that arise during the meeting and cannot be resolved, maintain an action item register, indicating person responsible and due date for resolution • Send out notes from the meeting to participants

13. Project Selection and Initiation Summary—Lecture c • Project selection is driven by strategic plan, enterprise environment, and HIT landscape. • Starting a project right can set you on a path to project success. • A project charter authorizes the project and captures key summary information about it. • It is critically important at the start to identify all stakeholders and understand their roles and influences on the project. • A stakeholder register is an excellent support tool for managing stakeholder involvement throughout the project. • Planning and executing a successful kickoff meeting is a valuable element of a project initiation strategy.

14. Project Selection and Initiation References—Lecture c References Agar. Culture: Can You Take It Anywhere? Invited Lecture Presented at the Gevirtz Graduate School of Education,  Houston S, Bove LA. (2010) Project Management for Healthcare Informatics. New York: Springer Science + Business Media, LLC. Kerzner H. (2009) Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 10th ed. Hoboken, NJ:Wiley.   Project Management Institute, A Guide to the Project Management Body of Knowledge. 4thed (2008).Newtown Square, PA: PMI. Scwalbe K. (2009) Information technology project management (with Microsoft Project 2007 CD-ROM). 6th ed.; Boston: Cenage Learning. Stackpole C. (2009). A Project Manager’s Book of Forms: A Companion to the PMBOK Guide. Hoboken, N.J.:Wiley; Whitten N. Neal (2007).Whitten's Let's Talk! More No-nonsense Advice for Project Success. Vienna, VA: Management Concepts Inc. Wysocki, RK (2009). Effective Project Management: Traditional, agile, extreme. 5th Edition. New York: Wiley.

15. Introduction to Project ManagementProject Selection and Initiation Lecture c This material (Comp 19 Unit 3) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC000013. This material was updated in 2016 by Johns Hopkins University under Award Number 90WT0005.