Series 2: Project Management Understanding and Using 6 Basic Tools 9/2013 From the CIHS Video Series “Ten Minutes at a Time”

Module 3: Project Risk Management Overview Understanding of the key role of Risk Management in Project success Utilizing a framework for Risk Management

Project “Risk” Any factor that threatens project success! Time (project schedule) - Monitoring the timing for activity/tasks completion within the timeframe of the grant, using start and end dates, % complete, tracked to availability of resources as needed Cost (budget) – Realistically estimating and then tracking the cost of resources and materials, both apparent and “hidden” (i.e., loss of revenue from billable staff hours when staff is engaged in implementation) Scope (activities/tasks) – Giving priority to requirements expressed in the Scope Statement management-plan.html

Risk Management Proactive Anticipating and Planning for Probable Risks Manage, Mitigate, Avoid Requires a “realistic” Project Schedule with the basic elements Clearly identified Activities/Tasks With start and end dates Task dependencies identified Linked to identified resources Estimated costs Ability to track % complete

Identification by Category Management Technology Human Resources Project Politics External (outside of realm of influence)

Category - Management Management –Too much in plan (can’t be accomplished in grant timeframe) –Poorly defined scope (vague outcomes, no milestones) –Communication Plan (who needs to get what information when?) –Change management plan (transitioning organization)

Category - Technology Technology includes –Hardware (outdated, insufficient) –Software (reliability, consideration of System Development Life Cycle, IT portfolio compatibility) –Infrastructure (Internet connectivity) –Products, policies and procedures (HIPAA Privacy and Security)

Category - Resources Human resources –Key staff identified (what happens if they leave?) –Necessary skill sets (computer literacy, ability to type) –Availability at critical points in time –EHR business reliability, project manager skills

Category - Organization Politics of the project –Time invested in change management (does everyone know how the project will affect their job?) –Management support (champion at executive level) –Staff support (end user buy-in, power users – is staff included?) –Deliberate or unintentional sabotage (is the staff being asked to over-perform? Can they do that? Will they do that? What are the implications to moral and quality of work in their ‘real’ jobs?)

Category - External Things you can’t control – does not mean you can’t manage the risk! –Identify and develop “What if…?” scenarios, then integrate management into the Project Schedule and Communication Plan –“Showstoppers” (What do you HAVE to accomplish? Is it in the plan? In the contract with the EHR business?)

Prioritizing Risk for Planning Severity (impact on time, cost and scope; quality) Low = “Not Severe,” High = “Severe” Likelihood (how likely is it that the event will happen?) Low = “Not Likely,” High = “Likely”) Evaluate and Prioritize 1 st Priority: “Severe, Likely.” 2 nd Priority: “Severe, Not Likely.” 3 rd Priority: “Not Severe, Likely

Escalating Risk Responses Avoid Confirm understanding of Project Charter and Scope Build into Communication Plan, Project Schedule Mitigate Escalate to Steering Committee for direct action Conduct root-cause analysis Issue clear set of expectations and directions with timelines and identified locus of responsibility (responsibility linked to cause) Manage Recognize when a risk is in the process of being realized Critical to Project? Go/No Go decision gates Options for external risk “worst case scenario”

A risk is any potential threat to project success, which is defined as full implementation of the project Statement of Work on time, as promised and within budget All projects include risks that can be identified in reviewing the Critical Path in the Project Schedule The goal of Risk Management is to proactively identify these risks, and assign them a level of priority based on the potential to impact the project Critical Path and the likelihood that they will occur A set of action steps called the Risk Management Plan are developed for each risk. These are aimed at managing, mitigating or avoiding the risk Summary

We Have Solutions for Integrating Primary and Behavioral Healthcare Contact CIHS for all types of primary and behavioral health care integration technical assistance and training needs 1701 K Street NW, Ste 400 Washington DC Web: Phone: Prepared and presented by Colleen O’Donnell, MSW, PMP, CHTS-IM for the Center for Integrated Health Solutions