Introduction to Project Management

1. Introduction to Project Management Project Planning Overview Lecture b This material (Comp 19 Unit 4) 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 Planning OverviewLearning Objectives—Lecture b • Identify the importance and purpose of effective planning. • Identify and describe each component of the project management plan. • Define and prepare project planning documents.

3. Work Breakdown Structure (WBS)

4. Work Breakdown Structure (WBS)

5. Time Management Planning Processes • Define activities • Sequence activities • Estimate activity resources • Estimate activity duration • Develop a schedule

6. Activity Sequencing

7. Scheduling Terminology—1 • Schedule management plan • Duration • Effort • Project schedule network diagrams • Activity relationships

8. Scheduling Terminology—2 • Schedule • Critical path • Gantt chart • Milestone • Float or slack • Scheduling tools

9. Activity Duration Estimation Techniques Estimating Techniques: • Analogous • Expert judgment • Parametric • Three-point estimate • Program Evaluation & Review Technique (PERT)

10. Types of Activity Dependencies Mandatory:Initial activity precedes the following activity Discretionary: Either activity can go first External: Something from “outside” is required that may impact sequence of activities

11. Duration Compression Techniques Crashing: adding more resources to activity; may result in increased cost Fast-Tracking: overlapping activities that are normally performed in sequence; may increase risk and result in rework

12. Cost Management Planning Processes • Estimate costs • Determine budget

13. Cost Management Plan May include: • Level of accuracy of activity cost estimates • Units of measure for the resources • Control thresholds for cost variation • Performance measurement rules • Reporting formats

14. Planning for Project Quality Management During project planning the project team identifies and documents quality requirements, standards, and metrics to measure quality performance for the project and product and develops a quality management plan. Project Quality Planning Process: Plan Quality

15. Plan Quality The quality management plan is a document within the project management plan. The document addresses project quality control (QC), quality assurance (QA), and continuous quality improvement.

16. Planning for Human Resource Management After the project team has identified all activities that must be performed they determine the project resource requirements used to develop a human resource plan. Human Resource Planning Process: Develop Human Resource Plan

17. Human Resource Plan A human resource plan contains the following information: • Assigned team member roles & responsibilities • Approach for managing team members and staffing policies • Describes how project resources will be acquired and released • Describes how team members will be managed

18. A Human Resource Management Plan • Describes how training requirements of team members will be accomplished • Defines criteria for rewards and recognition • Provides project organizational charts and position descriptions

19. Responsibility Assignment Matrix (RAM)

20. Planning for Project Communications Management During project planning, the project team develops a communications management plan that contains a description of the identified project stakeholder information needs and defines the approach for communicating during the project. Project Communications Planning Process: Plan Communications

21. Communications Management Plan • Describes the communication needs of the project stakeholders • Describes how communication will be managed on the project, and the type and format in which the information will be communicated • Describes when and how communications will be shared • Identifies who is responsible for providing information • Describes escalation processes

22. Communication Requirements Analysis During project planning the project team conducts a communication requirements analysis to: • Determine the type and format of information needed to develop the communications management plan • Identify the stakeholder information needs

23. Communication Methods • Interactive communication: meetings, phone calls, and so on • Push communication: memos, reports, faxes, and so on • Pull communication: intranet sites, knowledge repositories, and so on

24. Kickoff Meeting • First major meeting in project planning with the key project stakeholders • Focus on building relationships, reviewing the project objectives & understanding project goals • High level discussion of project scope, risks, schedule and milestones, communications, constraints, and assumptions • Review team member roles & responsibilities • Describe how the project fits in the organizations’ business strategy and the benefit in funding the project • Opportunity for stakeholders to ask questions • Project management plan is shared at the meeting

25. Planning for Project Risk Management Project Risk Planning Processes: • Plan risk management • Identify risks • Perform qualitative risk analysis • Perform quantitative risk analysis • Plan risk responses

26. Risk Management—1 • The project team determines risks that may affect meeting the project objectives. The goal in risk management is to increase the probability and impact of positive events and decrease the probability and impact of negative events in the project. • The project team should be proactive and consistent in addressing project risk issues during the entire project life cycle.

27. Risk Management—2 • Risk management policies of a company will help determine how the project team will plan to manage project risk. • Project manager needs to understand the risk tolerance levels of the stakeholders (i.e., risk averse, risk seeker, risk neutral).

28. Risk Management Plan Document describes how project risk management will be structured and performed on the project. A risk management plan component includes: • Approach to managing project risks • Roles & responsibilities in managing risks • Budgeting for managing risks • Risk categories (RBS) • Definition of risk probability & impact • Risk probability & impact matrix • Stakeholders’ risk tolerances • Tracking risks

29. Risk Management Terminology Dimensions of Risk: • Probability of event is the chance of a risk event occurrence; odds of something occurring generally is measured in percentages, real numbers, or nonnumerical • Impact of event may be good or bad

30. Risk Register—1 Risk register is a document that is developed early in project planning and progressively elaborated in the risk management planning process. At a minimum, the risk register contains identified risks, description of risks, results of the qualitative and quantitative risk analysis, risk triggers, risk owners, and planned risk response strategies.

31. Risk Register—2

32. Planning for Project Procurement Management During project planning the project team develops a procurement management plan. The plan documents the goods and services that will be procured from outside the project organization and the procurement approach.

33. Project Planning Overview Summary—Lecture b • A major reason for project failure is the lack of, or inadequate, project planning. • Planning is recognized as a very crucial step in project management to ensure project success. • The project team should be involved in developing the plans that define how the project will be accomplished. The plans will be used by the project team to perform the work and control the project. • The amount of time and effort dedicated in planning the project should be appropriate to the project requirements. • Every project should have a WBS because virtually all planning stems from it!

34. Project Planning Overview References—Lecture b—1 References  Health Information and Management System Society. Chicago, IL. 2010. Available from: http://www.himss.org Highsmith JA. (2009). Agile Project Management: Creating Innovative Products. 2nd ed.; Boston: Addison-Wesley. HITECH Answers. 2010. Available from: http://hitechanswers.net/ 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.  mHealth Initiative. Boston, MA. 2009. 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;

35. Project Planning Overview References—Lecture b—2 Tables, Charts,Figures Table 4.4. Responsibility Matrix. Courtesy of Theron Feist. Table 4.5 Risk Register. Courtesy of Theron Feist. Images Slide 4: Work Breakdown Structure. Courtesy of Theron Feist. Slide 6: Activity Sequencing. Courtesy of Theron Feist. Whitten N. Neal (2007).Whitten's Let's Talk! More No-nonsense Advice for Project Success. Vienna, VA.:Management Concepts Inc. Wiefling K. (2007) Scrappy Project Management: The 12 Predictable and Avoidable Pitfalls Every Project Faces 1st ed. Happy About; Wysocki, RK .(2009).Effective Project Management: traditional, agile, extreme. 5th Edition. New York: Wiley.

36. Introduction to Project ManagementProject Planning OverviewLecture b This material (Comp 19 Unit 4) 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.