Project Management for Public Health Professionals
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
Section 2
Project Definition
Learning Objective
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Course Map
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1.
Idea
2.
Authority
3.
Project
Charter
4.
Design
5.
Schedule
6.
Resource
Plan
7.
Project
Outcomes
8.
Evaluatio
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Project Management Plan
Project Definition
Great idea! Now what? We need to:
Define WHAT we want to achieve
–
Obtain stakeholder agreement to begin the project
Decide HOW we want to achieve it
–
What solutions could make it happen?
–
What solutions work best within our constraints?
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Steps in Project Definition
1.
Project charter
2.
Project design
1.
Preliminary design
2.
Detailed design
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Specific Learning Objectives
1.
Outline how to complete the following steps in the project life
cycle
Project Definition
2.
Use the project life cycle to address a health priority for a
developing country
Project Definition
–
Develop a project charter
–
Complete a preliminary project design by selecting a solution
–
Complete a detailed project design with work breakdown schedule and
apportionment
3.
Develop a strategy to implement project management for a
health priority in a developing country in a way that is
culturally-suitable and enables uptake
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Topics
Project Life Cycle: Stage 2 – Project Definition
Project charter
Project design – Preliminary
–
Design options
–
Design evaluation
Project design – Detailed
–
Work breakdown structure
–
Apportionment
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Learning Method
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Case
Study
Activity
Modules
x 3
Project
Management
Plan
Project Charter
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Project Charter
Project charter
“a written instrument or contract”
High-level look at the project
Formal recognition by Sponsor that the project will proceed
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Project Charter
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Project Charter Components
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MIP Case: Project Charter
Let’s build a project charter for our Measles
Immunization Project
http://www.measlesinitiative.org
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MIP Case: Project Charter
Project Name
Measles Immunization Project (MIP)
Stakeholders
Sponsor - Chief Medical Officer
Project Manager
Project Team – Designer, Client/owner representative, Implementer
Clients - One year-old children and their mothers
Owners - Clinic managers
Other Stakeholders
–
Leads of other programs i.e. National Malaria Control Program
–
Others?
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MIP Case: Project Charter
Background
Measles virus
Global, national, local burden of disease
Effectiveness of vaccine
Millennium Development Goals and Measles Initiative
Concerns regarding local immunization coverage (2010 65%!)
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MIP Case: Project Charter
Purpose
Good relationships with local network of immunization
providers; bottom-up ideas of how to improve
Top-down strategies to be identified through literature search
Opportunity to apply both bottom-up and top-down strategies
to improve coverage rates
UNICEF and Office of the Chief Medical Officer supportive
“
The purpose of this project is
to identify and implement
strategies to increase measles vaccine coverage for children in
the community”
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MIP Case: Project Charter
Objective
“To minimize the
risk of measles
for children under five years of
age by
increasing immunization rates
for
one-year old children
using
bottom-up and top-down principles
applied to
clinical
operations
of
local immunization providers
”
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MIP Case: Project Charter
Deliverables
1.
Identification of key opportunities to improve measles
immunization coverage in children
2.
Policies and practices to enhance immunization coverage
3.
Strengthened partnerships between public health,
immunization providers and the community
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Deliverables
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MIP Case: Project Charter
Out-of-Scope
Improving measles immunization coverage for children > 12
months
Developing ways to improve reporting of measles immunization
Addressing measles immunization coverage for providers
external to the 8 identified clinics
Evaluation of ways to reduce complications of measles (tertiary
prevention)
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‘Scope Creep’
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MIP Case: Project Charter
Constraints
Time = 6 months
Resources
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Budget = 46,000,000 TZS (50,000 USD)
–
Staffing – Project team, clinic managers
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MIP Case: Project Charter
Approvals
Sponsor
Project Manager
Client(s)
Owner(s)
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Activity Module #1: Project Charter
Handout Activity Module #1: Develop a Project Charter
Clarify Project Team roles
Start activity module…
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Project Design
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Course Map
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1.
Idea
2.
Authority
3.
Project
Charter
4.
Design
5.
Schedule
6.
Resource
Plan
7.
Project
Outcomes
8.
Evaluatio
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Project Management Plan
Project Design
Two steps
Preliminary Design
–
Selection of best way to achieve objective
–
Iterative process
–
Produces the deliverables for the project
Detailed Design
–
Scope, time and resources for best method
–
Produce detailed work breakdown for the
deliverables
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Project Design
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Preliminary Design
Iterative process: Determine best way to achieve idea
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Generating Design Options
Many methods
Referencing previous solutions used in similar projects
Review of literature
Structured analysis of best methods to achieve idea
Benchmarking how other organizations implemented the idea
Expert advice
Survey
Brainstorming
Others…
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MIP Case: Preliminary Design
Objective: “To minimize the risk of measles for children under five
years of age by increasing immunization rates for one-year old
children using bottom-up and top-down strategic principles applied
to clinical operations of local immunization providers”
Generate design options:
Enhance accessibility
Improve enabling technology
Provide parental education and counselling
Strengthen partnerships
Strengthen provider training and education
Strengthen public education and awareness
Strengthen research and evaluation
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MIP Case: Preliminary Design
Evaluate options
Enhance accessibility
Improve enabling technology
Provide parental education and counselling
Strengthen partnerships
Strengthen provider training and education
Strengthen public education and awareness
Strengthen research and evaluation
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MIP Case: Preliminary Design
Outcome of Preliminary Design = Three Strategies
Enhance accessibility
Provide parental education and counselling
Strengthen partnerships
These 3 strategies are now the 3 Deliverables of the
project which, when completed, will achieve the project
objective
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Preliminary Design
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Detailed Design
Work Breakdown Structure (WBS)
Defines scope of the project (if not in WBS, doesn’t get done)
Breaks project work into discrete, manageable tasks
Organizes project work in a logical hierarchy
Benefits
Detailed illustration of scope
Clear assignments to project team and workers
Accurate cost, resource and schedule estimates
Monitor project progress
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Work Breakdown Structure
Graphical format
Outline format
1.0 Name of Project
1.1 Task 1
1.1.1 Task 1a
1.1.2 Task 1b
1.2 Task 2
1.2.1 Task 2a
1.2.2 Task 2b
1.2.3 Task 2c
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Building a Work Breakdown Structure
1.
Begin at the top
Level 0 – Project Name
Level 1 – Deliverables from Preliminary Design
2.
Break tasks down in a hierarchy to a manageable size
Break each Level into smaller tasks,
each with a verb and
noun
(e.g. Conduct Survey, Educate Parents, etc.)
3.
Organize the WBS
Create summary tasks as necessary
If needed reorganize entire WBS by project tasks or process
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Work Package Size
Stop breaking down work packages when:
Task time = Smallest amount of time you want to schedule
i.e. if scheduling in days then smallest task = 1 day
Other rules of thumb:
8/80 rule: Work packages should be >8 and <80 hrs
No task longer than the distance between two status points
“If it’s useful” rule:
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The task is easier to estimate
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The task is easier to assign
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The task is easier to track
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MIP Case: Detailed Design
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Measles Immunization Project - WBS
1.1 Project Management
1.1.1 Monitor progress
1.1.2 Communicate status
1.2 Strengthen Partnerships
1.2.1 Identify partners
1.2.2 Draft and sign agreement
1.3 Enhance Accessibility
1.3.1 Secure vaccine supply
1.3.1.1 Review agreements
1.3.1.2 Analyze deficiencies
1.3.1.3 Develop contracts
1.3.1.4 Sign contracts
1.3.2 Resolve cold-chain
1.3.2.1 Perform root-cause analysis
1.3.2.2 Improve process
1.3.2.3 Communicate process
1.3.2.4 Evaluate process
1.4 Provide Education
1.4.1 Survey population
1.4.1.1 Design survey
1.4.1.2 Conduct survey
1.4.2 Develop program
1.4.3 Deliver program
1.4.3.1 Recruit volunteers
1.4.3.2 Provide education
1.4.4 Evaluate program
MIP Case: Detailed Design
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Estimation of Time and Resources
Before Stakeholder signoff on Design…
Recall the triple constraint
WBS defines your scope!
Now check if this work can be completed
within our schedule and resource constraints
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Apportionment
Apportionment = Top-Down Estimation
Start with total project estimate for time and resources
Moving top-down through WBS, assign time and resources to
each summary task / work package
Each level of WBS must add up to the level above
If clear indication triple constraint unbalanced, go back
to Preliminary Design!
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MIP Case: Detailed Design
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Completion of Project Design
When is the design complete?
TROUBLE:
“The only way to tell is by executing the plan”
BETTER:
“If you come to a point in the planning
process where you don’t know how you to
proceed because some key design decision
hasn’t been made, your design is incomplete”
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Activity Module #2: Project Design
Handout Activity Module #2: Project Design
Time to gather the Project Team
Be prepared in your design to respond to “news” from
the Sponsor / Stakeholders…
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Project Life Cycle
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Outcomes
8.
Evaluatio
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Project Management Plan
End of Section 2
Project Definition
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
Course prep:
Name plates or names written down
Student introductions
Survey the learners
Introduce Parking Lot
This course provides practical skills to develop a Project Management Plan efficiently to achieve health objectives. Topics include project definition, initiation, planning, execution, and close-out. Specific learning objectives cover steps in the project life cycle and addressing health priorities in developing countries.
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Project Management for Public Health Professionals February 2011 David Sabapathy, MD, MBA, PEng Department of Community Health Sciences 3rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 david.sabapathy@albertahealthservices.ca
Section 2 Project Definition
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
Course Map Initiation Definition Planning Execution Close-out 1. Idea 2. Authority 3. Project Charter 4. Design 5. Schedule 6. Resource Plan 7. Project Outcomes 8. Evaluatio n Project Management Plan Initiation Definition Planning Execution Close-Out
Project Definition Great idea! Now what? We need to: Define WHAT we want to achieve Obtain stakeholder agreement to begin the project Decide HOW we want to achieve it What solutions could make it happen? What solutions work best within our constraints? Initiation Definition Planning Execution Close-Out
Steps in Project Definition 1. Project charter 2. Project design 1. Preliminary design 2. Detailed design Initiation Definition Planning Execution Close-Out
Specific Learning Objectives 1. Outline how to complete the following steps in the project life cycle Project Definition 2. Use the project life cycle to address a health priority for a developing country Project Definition Develop a project charter Complete a preliminary project design by selecting a solution Complete a detailed project design with work breakdown schedule and apportionment Develop a strategy to implement project management for a health priority in a developing country in a way that is culturally-suitable and enables uptake 3. Initiation Definition Planning Execution Close-Out
Topics Project Life Cycle: Stage 2 Project Definition Project charter Project design Preliminary Design options Design evaluation Project design Detailed Work breakdown structure Apportionment Initiation Definition Planning Execution Close-Out
Learning Method Activity Modules x 3 Project Management Plan Case Study Initiation Definition Planning Execution Close-Out
Project Charter Initiation Definition Planning Execution Close-Out
Project Charter Project charter a written instrument or contract High-level look at the project Formal recognition by Sponsor that the project will proceed Initiation Definition Planning Execution Close-Out
Project Charter The project charter serves two purposes: 1. Organizes our thoughts (e.g. project overview) 2. Formal approval from Sponsor to begin Initiation Definition Planning Execution Close-Out
Project Charter Components Component Description Project Name Formal name including acronyms Stakeholder roles: Sponsor, Project Manager, Project Team, Clients, Owners, Other Stakeholders Stakeholders Background Relevant details about how project came to be Purpose Explain the idea. What is not working? Why is it needed? Objective High-level goal Operational definition of all terms Deliverables The tangible outcomes of the project Out-of-Scope What will project not accomplish? Constraints Time, Resources (budget, staff), other Approvals Sponsor, Project Manager, Clients and Owner Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Let s build a project charter for our Measles Immunization Project http://www.measlesinitiative.org Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Project Name Measles Immunization Project (MIP) Stakeholders Sponsor - Chief Medical Officer Project Manager Project Team Designer, Client/owner representative, Implementer Clients - One year-old children and their mothers Owners - Clinic managers Other Stakeholders Leads of other programs i.e. National Malaria Control Program Others? Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Background Measles virus Global, national, local burden of disease Effectiveness of vaccine Millennium Development Goals and Measles Initiative Concerns regarding local immunization coverage (2010 65%!) Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Purpose Good relationships with local network of immunization providers; bottom-up ideas of how to improve Top-down strategies to be identified through literature search Opportunity to apply both bottom-up and top-down strategies to improve coverage rates UNICEF and Office of the Chief Medical Officer supportive The purpose of this project is to identify and implement strategies to increase measles vaccine coverage for children in the community Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Objective To minimize the risk of measles for children under five years of age by increasing immunization rates for one-year old children using bottom-up and top-down principles applied to clinical operations of local immunization providers Descriptive Term Operational Definition Risk of measles Incidence of measles (# new cases / individuals at risk / year) Increasing immun. rates From 2010 coverage rate to date (65%). Target is 2008 rate of 88%. One-year old children < 13 months of age Bottom-up and top- down strategic principles Bottom-up clinic-driven and top-down evidence based strategies Clinical operations One-on-one patient contact Local immun. providers 8 existing clinics providing measles vaccine with a clinic manager Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Deliverables 1. Identification of key opportunities to improve measles immunization coverage in children 2. Policies and practices to enhance immunization coverage 3. Strengthened partnerships between public health, immunization providers and the community Initiation Definition Planning Execution Close-Out
Deliverables In the Project Charter don t over-commit to project deliverables. Project Deliverables will be defined later during the Project Design. Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Out-of-Scope Improving measles immunization coverage for children > 12 months Developing ways to improve reporting of measles immunization Addressing measles immunization coverage for providers external to the 8 identified clinics Evaluation of ways to reduce complications of measles (tertiary prevention) Initiation Definition Planning Execution Close-Out
Scope Creep 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. Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Constraints Time = 6 months Resources Budget = 46,000,000 TZS (50,000 USD) Staffing Project team, clinic managers The Triple Constraint : Outcomes = Time + Resources Outcomes Time Resources Initiation Definition Planning Execution Close-Out
MIP Case: Project Charter Approvals Sponsor Project Manager Client(s) Owner(s) Initiation Definition Planning Execution Close-Out
Activity Module #1: Project Charter Handout Activity Module #1: Develop a Project Charter Clarify Project Team roles Start activity module Initiation Definition Planning Execution Close-Out
Project Design Initiation Definition Planning Execution Close-Out
Course Map Initiation Definition Planning Execution Close-out 1. Idea 2. Authority 3. Project Charter 4. Design 5. Schedule 6. Resource Plan 7. Project Outcomes 8. Evaluatio n Project Management Plan Initiation Definition Planning Execution Close-Out
Project Design Two steps Preliminary Design Selection of best way to achieve objective Iterative process Produces the deliverables for the project Detailed Design Scope, time and resources for best method Produce detailed work breakdown for the deliverables Initiation Definition Planning Execution Close-Out
Project Design One of the most common reasons for Public Health projects to fail is poor attention to the Project Design Initiation Definition Planning Execution Close-Out
Preliminary Design Iterative process: Determine best way to achieve idea Design Options Evaluation Initiation Definition Planning Execution Close-Out
Generating Design Options Many methods Referencing previous solutions used in similar projects Review of literature Structured analysis of best methods to achieve idea Benchmarking how other organizations implemented the idea Expert advice Survey Brainstorming Others Initiation Definition Planning Execution Close-Out
MIP Case: Preliminary Design Objective: To minimize the risk of measles for children under five years of age by increasing immunization rates for one-year old children using bottom-up and top-down strategic principles applied to clinical operations of local immunization providers Generate design options: Enhance accessibility Improve enabling technology Provide parental education and counselling Strengthen partnerships Strengthen provider training and education Strengthen public education and awareness Strengthen research and evaluation Initiation Definition Planning Execution Close-Out
MIP Case: Preliminary Design Evaluate options Enhance accessibility Improve enabling technology Provide parental education and counselling Strengthen partnerships Strengthen provider training and education Outcomes Strengthen public education and awareness Strengthen research and evaluation Time Resources Initiation Definition Planning Execution Close-Out
MIP Case: Preliminary Design Outcome of Preliminary Design = Three Strategies Enhance accessibility Provide parental education and counselling Strengthen partnerships These 3 strategies are now the 3 Deliverables of the project which, when completed, will achieve the project objective Initiation Definition Planning Execution Close-Out
Preliminary Design The Preliminary Design produces a list of the Project Deliverables Initiation Definition Planning Execution Close-Out
Detailed Design Work Breakdown Structure (WBS) Defines scope of the project (if not in WBS, doesn t get done) Breaks project work into discrete, manageable tasks Organizes project work in a logical hierarchy Benefits Detailed illustration of scope Clear assignments to project team and workers Accurate cost, resource and schedule estimates Monitor project progress Initiation Definition Planning Execution Close-Out
Work Breakdown Structure Graphical format Name of Project Level 0 Level 1 Task 1 Task 2 Level 2 Task 1a Task 1b Task 2a Task 2b Task 2c Outline format 1.0 Name of Project 1.1 Task 1 1.2 Task 2 1.1.1 Task 1a 1.1.2 Task 1b 1.2.1 Task 2a 1.2.2 Task 2b 1.2.3 Task 2c Initiation Definition Planning Execution Close-Out
Building a Work Breakdown Structure 1. Begin at the top Level 0 Project Name Level 1 Deliverables from Preliminary Design 2. Break tasks down in a hierarchy to a manageable size Break each Level into smaller tasks, each with a verb and noun (e.g. Conduct Survey, Educate Parents, etc.) 3. Organize the WBS Create summary tasks as necessary If needed reorganize entire WBS by project tasks or process Initiation Definition Planning Execution Close-Out
Work Package Size Stop breaking down work packages when: Task time = Smallest amount of time you want to schedule i.e. if scheduling in days then smallest task = 1 day Other rules of thumb: 8/80 rule: Work packages should be >8 and <80 hrs No task longer than the distance between two status points If it s useful rule: The task is easier to estimate The task is easier to assign The task is easier to track Initiation Definition Planning Execution Close-Out
MIP Case: Detailed Design Measles Immunization Project Level 0 Level 1 Project Management Strengthen Partnerships Enhance Accessibility Provide Education Communicate status Draft and sign agreement Survey population Evaluate program Monitor progress Identify partners Develop program Deliver program Level 2 Work Packages Resolve cold-chain Secure vaccine supply Recruit volunteers Provide education Design survey Conduct survey Perform root-cause analysis Sign Communicate process Review agreements Analyze deficiencies Develop Contracts Improve process Evaluate process Level 3 contracts Initiation Definition Planning Execution Close-Out
MIP Case: Detailed Design Level 0 Measles Immunization Project - WBS 1.1 Project Management 1.1.1 Monitor progress 1.1.2 Communicate status 1.2 Strengthen Partnerships 1.2.1 Identify partners 1.2.2 Draft and sign agreement 1.3 Enhance Accessibility 1.3.1 Secure vaccine supply 1.3.2 Resolve cold-chain 1.4 Provide Education 1.4.1 Survey population 1.4.2 Develop program 1.4.3 Deliver program 1.4.4 Evaluate program Level 1 Work Packages 1.3.1.1 Review agreements 1.3.1.2 Analyze deficiencies 1.3.1.3 Develop contracts 1.3.1.4 Sign contracts Level 2 1.3.2.1 Perform root-cause analysis 1.3.2.2 Improve process 1.3.2.3 Communicate process 1.3.2.4 Evaluate process Level 3 1.4.1.1 Design survey 1.4.1.2 Conduct survey 1.4.3.1 Recruit volunteers 1.4.3.2 Provide education Initiation Definition Planning Execution Close-Out
Estimation of Time and Resources Before Stakeholder signoff on Design Recall the triple constraint WBS defines your scope! Now check if this work can be completed within our schedule and resource constraints Outcomes Time Resources Initiation Definition Planning Execution Close-Out
Apportionment Apportionment = Top-Down Estimation Start with total project estimate for time and resources Moving top-down through WBS, assign time and resources to each summary task / work package Each level of WBS must add up to the level above If clear indication triple constraint unbalanced, go back to Preliminary Design! Initiation Definition Planning Execution Close-Out
Apportionment If the project s time and resources cannot be reasonably apportioned across the WBS, repeat the Preliminary Design and develop a newlist of Project Deliverables Initiation Definition Planning Execution Close-Out
MIP Case: Detailed Design Apportionment Measles Immunization Project 6 months, 46M TZS, 6 FTEs Level 0 -,-,- 1,6,1 3,10,3 2,30,2 Level 1 Project Management Strengthen Partnerships Enhance Accessibility Provide Education Communicate status Draft and sign agreement Survey population Evaluate program Monitor progress Identify partners Develop program Deliver program -,-,- -,-,- 0.5,1,0.5 0.5,5,0.5 0.5,10,2 0.5,10,2 0.75,8,2 0.25,2,2 Level 2 Resolve cold-chain Secure vaccine supply 1,10,2 2,0,1 Recruit volunteers Provide education Design survey Conduct survey 0.25,0,2 0.25,10,2 0.25,4,2 0.50,4,2 Perform root-cause analysis Sign Communicate process Review agreements Analyze deficiencies Develop Contracts Improve process Evaluate process Level 3 contracts 0.5,0,1 0.5,0,1 0.75,0,1 0.25,0,1 0.25,0,2 0.25,10,2 0.25,0,2 0.25,0,2 Initiation Definition Planning Execution Close-Out
Completion of Project Design When is the design complete? TROUBLE: The only way to tell is by executing the plan BETTER: If you come to a point in the planning process where you don t know how you to proceed because some key design decision hasn t been made, your design is incomplete Initiation Definition Planning Execution Close-Out
Activity Module #2: Project Design Handout Activity Module #2: Project Design Time to gather the Project Team Be prepared in your design to respond to news from the Sponsor / Stakeholders Initiation Definition Planning Execution Close-Out
Project Life Cycle Initiation Definition Planning Execution Close-out 1. Idea 2. Authority 3. Project Charter 4. Design 5. Schedule 6. Resource Plan 7. Project Outcomes 8. Evaluatio n Project Management Plan Initiation Definition Planning Execution Close-Out
End of Section 2 Project Definition
Project Management for Public Health Professionals February 2011 David Sabapathy, MD, MBA, PEng Department of Community Health Sciences 3rd floor TRW building Faculty of Medicine University of Calgary Calgary, Alberta Canada T2N 4Z6 david.sabapathy@albertahealthservices.ca
