1. Project Management for Public Health Professionals February 2011 David Sabapathy, MD, MBA, PEng Department of Community Health Sciences 3 rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 david.sabapathy@albertahealthservices.ca

2. Section 4 Project Execution and Close-Out

3. Learning Objective Acquire practical skills to develop a Project Management Plan to effectively and efficiently achieve a health objective Initiation  Definition  Planning  Execution  Close-Out

4. Course Map Initiation  Definition  Planning  Execution  Close-Out InitiationDefinitionPlanningExecutionClose-out 1.Idea 2.Authority 3.Project Charter 4.Design 5.Schedule 6.Resource Plan 7.Project Outcomes 8.Evaluation Project Management Plan

5. Project Execution and Close-out  Outside the scope of this course  Good references provided at the end of this section  If you’ve gotten this far you’re headed for success  Execution  Implementation, monitoring and control of the project plan  Close-out  Evaluation of project challenges and successes Initiation  Definition  Planning  Execution  Close-Out

6. Specific Learning Objectives 1.Understand the project life cycle stages of Project Execution and Close-out Initiation  Definition  Planning  Execution  Close-Out

7. Topics  Project Life Cycle: Stages 4,5 – Project Execution and Close-out  Execution principles  Evaluation framework Initiation  Definition  Planning  Execution  Close-Out

8. Learning Method Initiation  Definition  Planning  Execution  Close-Out In-Class Case Study Activity Modules x 3 Project Management Plan

9. Execution Initiation  Definition  Planning  Execution  Close-Out

10. Project Execution  Time to put the Project Management Plan into action!  Role of Project Manager: Initiation  Definition  Planning  Execution  Close-Out Measure Progress Assess Risk Corrective Action Communicate with Stakeholders OutcomesResourcesTime

11. Organizational Risk vs. Project Risk  What if it doesn’t work?  Project management = Risk management  Two types of risk  Organizational risk - The world outside the project  Project risk - Everything we have been trying to manage  Can have a successful project that fails! Initiation  Definition  Planning  Execution  Close-Out

12. Project Management = Risk Management Initiation  Definition  Planning  Execution  Close-Out Project Management is actually a process of Risk Management with respect to the Triple Constraint

13. Five Rules for a Successful Project Stakeholder agreement on goals of project Effective communication among stakeholders Controlled scope Plan with clear schedule and responsibilities Management support Initiation  Definition  Planning  Execution  Close-Out

14. A Project is Deemed Successful If… Initiation  Definition  Planning  Execution  Close-Out Accepted by Stakeholders (Expectations) Within Resources On Time Outcomes Achieved

15. Close-out Initiation  Definition  Planning  Execution  Close-Out

16. Evaluation  Why? Many reasons to review the project  Confidence in project management approach  Celebrate successes  Learn from challenges  Closure and sense of completion  Document for auditing and future reference  Team building –Project team –Stakeholder  … Initiation  Definition  Planning  Execution  Close-Out

17. Evaluation  Project evaluation has four steps Initiation  Definition  Planning  Execution  Close-Out Acceptance of Deliverables Assessment of Project Management Evaluation of Original Concept Review of Stakeholder Relationships

18. End of Section 4 Project Execution and Close-out

19. Triple Constraint ScopeTime Resources Team

20. News from Project Sponsor  Announcement for each project team  Describe in your presentation how you will compensate

21. Learning Objective Acquire practical skills to develop a Project Management Plan to effectively and efficiently achieve a health objective

22. Key Lessons – Intro to Project Management 1. Innovation is important in Public Health 2. Innovation starts with an Idea 3. Project Management achieves that Idea A project is a time-limited method to complete a series of activities leading to a specific outcome given a fixed timescale and resources Two unique characteristics of projects: 1. Defined start and end (i.e. temporary, one-time) 2. Creates a unique product or service

23. Key Lessons – Intro to Project Management The Project Life Cycle is a process for managing projects from Idea to Outcome The Project Management Plan is a final product of the Initiation, Definition and Planning stages and is used as a roadmap for Project Execution

24. Key Lessons – Project Definition The project charter serves two purposes: 1. Organizes our thoughts (e.g. project overview) 2. Formal approval from Sponsor to begin In the Project Charter don’t over-commit to project deliverables. Project Deliverables will be defined later during the Project Design. Projects must protect against ‘Scope Creep’. All scope changes must be carefully evaluated and approved by all Project Stakeholders in accordance with the Triple Constraint.

25. Key Lessons – Project Definition One of the most common reasons for Public Health projects to fail is poor attention to the Project Design The Preliminary Design produces a list of the Project Deliverables If the project’s time and resources cannot be reasonably apportioned across the WBS, repeat the Preliminary Design and develop a new list of Project Deliverables

26. Key Lessons – Project Planning Work Packages are the only tasks in the project that will be completed (not summary tasks). Only sequence Work Packages and do not let Resource Constraints affect sequencing. Two elements are required to create a Gantt Chart: Work Package Sequence & Work Package Duration

27. Key Lessons – Project Planning The Critical Path is the sequence of tasks that must be completed on schedule if the project is to be on schedule. Any delay in a task along the Critical Path will result in a project delay. Attention must always be paid to the Critical Path. A Human Resource Plan is a useful communication tool that identifies when people are scheduled to work on a project task. Project estimation (scope, time, resources) improves as the project life cycle unfolds. Improved estimation requires additional cost.

28. Key Lessons – Evaluation & Close-Out Project Management is actually a process of Risk Management with respect to the Triple Constraint

29. Thank You

30. End of Course David Sabapathy, MD, MBA, PEng Department of Community Health Sciences 3 rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 david.sabapathy@albertahealthservices.ca

31. References 1. Campbell, C.A. “The One-Page Project Manager: Communicate and Manage Any Project with a Single Sheet of Paper”, John Wiley & Sons, Inc., 2007. 2. Dwyer, J., Stanton, P., Thiessen, V. “Project Management in Health and Community Services: Getting good ideas to work”, Routledge, 2004. 3. Kyle, M. “Making it Happen: A Non-Technical Guide to Project Management”, John Wiley & Sons Canada, Ltd., 1998. 4. Schwalbe, K. “Introduction to Project Management”, Thomson - Course Technology, 2006. 5. Verzuh, E. “The Fast Forward MBA in Project Management”, 3rd Edition, John Wiley & Sons, Inc., 2008. 6. “Project Management Breakthroughs”, Learning Guide, Priority Management International, 2003.

32. Project Management for Public Health Professionals February 2011 David Sabapathy, MD, MBA, PEng Department of Community Health Sciences 3 rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 david.sabapathy@albertahealthservices.ca