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 3
Project Planning
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 Planning
With the design complete, we know WHAT we’re doing.
Now we need to decide HOW to do it
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Specific Learning Objectives
1.
Outline how to complete the following steps in the project life
cycle
Project Planning
2.
Use the project life cycle to address a health priority for a
developing country
Project Planning
–
Develop a project schedule and Gantt chart
–
Understand the basics of developing a project budget
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 3 – Project Planning
Project scheduling
Gantt charts
Budgeting
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Learning Method
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In-Class
Case
Study
Activity
Modules
x 3
Project
Management
Plan
Scheduling
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Scheduling Steps
Outcome of Project Definition stage
Project Scope
Scheduling of Project Scope has 5 Steps
1.
Task Sequencing - Put work packages in correct order
2.
Work Package Estimation - Estimate time and resources
3.
Schedule creation – Gantt chart
4.
Task Constraints – Determine float and critical path
5.
Resource Levelling – Re-assign and level resources
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Step 1: Task Sequencing
All tasks obey sequence constraints
Example: Getting ready for work
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Step 1: Task Sequencing
Define relationships
between work packages
Do not be concerned with resource constraints
E.g. Even if there’s not enough FTEs to complete a work
package early in the project, this should not affect the
sequencing of this work package
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Work Package Sequencing
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Step 1: Task Sequencing
Two ways to display task relationships
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Predecessor
Table
Network
Diagram
Step 1: Task Sequencing
Concurrent tasks
2, 3 and 5, 6
Resource independence
Start and End milestones
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1
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Triple Constraint
Scope – defined by WBS
Time – 6 months
Resources
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46,000,000 TZS (50,000 USD)
–
6 FTEs - 4 project team members and 8 clinic managers @ 0.5 FTE
MIP Case: Task Sequencing
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MIP Case: Task Sequencing
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MIP Case: Task Sequencing
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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 Educate population
1.4.4 Evaluate program
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MIP Case: Task Sequencing
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MIP Case: Task Sequencing
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MIP Case: Task Sequencing
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Predecessor
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WBS
MIP Case: Task Sequencing
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Network
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Predecessor
Table
5
Step 2: Work Package Estimation
Recall the top-down process of Apportionment
Now time for more detailed bottom-up estimation
Each work package has 3 time and resource estimates:
1.
Labour estimates
2.
Equipment estimates
3.
Material estimates
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Step 2: Work Package Estimation
Labour estimates require 3 inputs:
1.
Labour hours – time required for 1 FTE to complete
2.
Staffing in FTEs* – # FTEs assigned to the work package
3.
Wait time – necessary delay in completing work package
Equipment and material estimates important but not
covered in this course
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*
FTE = Full-time
equivalent
. An FTE of 1.0 means that
the person is equivalent to a full-time worker, while an
FTE of 0.5 signals that the worker is only half-time.
Work Package Estimation
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MIP Case: Work Package Estimation
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PT = Project Team Member; CM = Clinic Manager, V = Volunteers
Step 3: Schedule Creation
Work package sequencing and durations complete
Can now create a Gantt chart
Graphical method for displaying a project schedule
WBS on vertical axis, timeline on horizontal axis
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Gantt Chart Creation
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Two elements are required to create a Gantt Chart:
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MIP Case: Schedule Creation
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Gantt Chart
Sequence
Duration
MIP Case: Schedule Creation
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Step 4: Task Constraints
Every task has four dates
Early start – earliest a task can begin given the tasks preceding it
Early finish – earliest task can finish given the tasks preceding it
Late start – latest a task can start given the tasks preceding it
Late finish - latest a task can finish given the tasks preceding it
Two steps to defining dates
Early start/finish - Forward pass through network diagram
Late start/finish - Backward pass through network diagram
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Step 4: Task Constraints
Float or “slack”
The difference between Early start/finish and Late
start/finish is schedule flexibility!
Float = Early start – Late Start
Critical path = Path through all tasks with zero float
Tasks with zero float must be completed by their early finish
date or the project will be delayed!
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Critical Path
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Step 5: Resource Levelling
Task duration estimates implied a certain resource allocation
Examine schedule: Resources under or over-allocated at any time?
Adjust schedule to have consistent, continuous use of fewest
resources
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Activity Module #3: Project Schedule
Handout Activity Module #3: Project Schedule
Discuss use of project management software
Start activity module…
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Resource Plan
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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
Resource Plans
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Resource Plan
WHAT is required for each task (human resources,
equipment, materials, finances)
WHEN its required
Useful
communication tool for Project Stakeholders
Human Resources
Human Resource plan already done during project scheduling!
We determined WHAT people we need and WHEN we need them
Now communicate in a Gantt chart format to stakeholders
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What People
When Needed
Human Resource Plan
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Project Budgeting
Two steps
Cost Estimation – What is the cost?
Cost Budgeting – When is the money required?
Manages project risk associated with finances
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Cost Estimation
Iterative process
More accuracy with time
Accuracy costs money
Recall our first pass:
Apportionment
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Estimation
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Estimation Techniques
1.
Analogous estimates (top-down estimates)
Our Apportionment process during the Project Definition stage
Less costly, less accurate
Needs historical reference point
2.
Bottom-up estimates
Estimate work packages from WBS
More costly, requires expert input, more accurate
3.
Parametric modeling
Project parameters in mathematical model (e.g. $5 per sqft * 2500 sqft)
Historical data accuracy, parameters quantifiable
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Assumptions
All estimates involve assumptions
Document the basis for your cost estimate
Without documentation, a cost estimate is unexplainable
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MIP Case: Cost Estimation
Bottom-up Estimation for each
work package in the WBS
Check against apportionment
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MIP Case: Cost Estimation
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MIP Case: Cost Estimation
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Cost Budgeting
Work package cost estimates spread over time
Enables timely recognition of cost deviations from plan
Two inputs
Work package cost estimates
Project schedule
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MIP Case: Cost Budgeting
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Budgeting Tips
Use multiple techniques
Revisit estimates at each point along project life cycle
Compare to historical data when available
Use expert estimates where possible
Document estimation methods and assumptions
Recognize that there are variables beyond your control
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End of Section 3
Project Planning
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
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Presentation Transcript
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 3 Project Planning
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 Planning With the design complete, we know WHAT we re doing. Now we need to decide HOW to do it Initiation Definition Planning Execution Close-Out
Specific Learning Objectives 1. Outline how to complete the following steps in the project life cycle Project Planning 2. Use the project life cycle to address a health priority for a developing country Project Planning Develop a project schedule and Gantt chart Understand the basics of developing a project budget 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 3 Project Planning Project scheduling Gantt charts Budgeting Initiation Definition Planning Execution Close-Out
Learning Method In-Class Case Study Activity Modules x 3 Project Management Plan Initiation Definition Planning Execution Close-Out
Scheduling Initiation Definition Planning Execution Close-Out
Scheduling Steps Outcome of Project Definition stage Project Scope Scheduling of Project Scope has 5 Steps 1. Task Sequencing - Put work packages in correct order 2. Work Package Estimation - Estimate time and resources 3. Schedule creation Gantt chart 4. Task Constraints Determine float and critical path 5. Resource Levelling Re-assign and level resources Initiation Definition Planning Execution Close-Out
Step 1: Task Sequencing All tasks obey sequence constraints Example: Getting ready for work Task Minutes Shower 11 Shave 5 Get out of bed 18 Eat breakfast 13 Get dressed 5 Bicycle to work 22 Read the paper 12 Initiation Definition Planning Execution Close-Out
Step 1: Task Sequencing Define relationships between work packages Do not be concerned with resource constraints E.g. Even if there s not enough FTEs to complete a work package early in the project, this should not affect the sequencing of this work package Initiation Definition Planning Execution Close-Out
Work Package Sequencing 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. Initiation Definition Planning Execution Close-Out
Step 1: Task Sequencing Two ways to display task relationships # Task Minutes Predecessor Resources 1 Get out of bed 18 You 2 Shower 11 1 You Predecessor Table 3 Shave 5 1 You 4 Get dressed 5 1, 2 You 5 Eat breakfast 13 1, 2, 3, 4 You 6 Read the paper 12 1, 2, 3, 4 You 7 Bicycle to work 22 1, 2 ,3 ,4 ,5 ,6 You Network Diagram Initiation Definition Planning Execution Close-Out
Step 1: Task Sequencing Concurrent tasks 2, 3 and 5, 6 Resource independence Start and End milestones 2 4 5 7 End 1 Start 3 6 Initiation Definition Planning Execution Close-Out
MIP Case: Task Sequencing Triple Constraint Scope defined by WBS Time 6 months Resources 46,000,000 TZS (50,000 USD) 6 FTEs - 4 project team members and 8 clinic managers @ 0.5 FTE Outcomes Time Resources Initiation Definition Planning Execution Close-Out
MIP Case: Task Sequencing 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 Educate population 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: Task Sequencing 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 Educate population Initiation Definition Planning Execution Close-Out
MIP Case: Task Sequencing # Task Predecessor Resources 1 1.1.1 Monitor progress 2 1.1.2 Communicate status 3 1.2.1 Identify partners 4 1.2.2 Draft and sign agreement 5 1.3.1.1 Review agreements 6 1.3.1.2 Analyze deficiencies 7 1.3.1.3 Develop contracts 8 1.3.1.4 Sign contracts 9 1.3.2.1 Perform root-cause analysis 10 1.3.2.2 Improve process 11 1.3.2.3 Communicate process 12 1.3.2.4 Evaluate process 13 1.4.1.1 Design survey 14 1.4.1.2 Conduct survey 15 1.4.2 Develop program 16 1.4.3.1 Recruit volunteers 17 1.4.3.2 Provide education 18 1.4.4 Evaluate program Initiation Definition Planning Execution Close-Out
MIP Case: Task Sequencing 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 Educate population 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: Task Sequencing Measles Immunization Project WBS Strengthen Partnerships Provide Education Identify partners Draft and sign agreement Survey population Develop program Deliver program Evaluate program Educate population Recruit volunteers Design survey Conduct survey # Task Predecessor 1 Identify partners 3, 4 2 Draft and sign agreement 1, 3, 4 Predecessor Table 3 Design survey 4 Conduct survey 3 5 Develop program 1, 2, 3, 4 6 Recruit volunteers 10 7 Educate population 1, 2, 3, 4, 5, 6 8 Evaluate program 1, 2, 3, 4, 5, 6, 7 Initiation Definition Planning Execution Close-Out
MIP Case: Task Sequencing # Task Predecessor 1 Identify partners 3, 4 2 Draft and sign agreement 1, 3, 4 Predecessor Table 3 Design survey 4 Conduct survey 3 5 Develop program 1, 2, 3, 4 6 Recruit volunteers 1 7 Educate population 1, 2, 3, 4, 5, 6 8 Evaluate program 1, 2, 3, 4, 5, 6, 7 Network Diagram 1 6 8 End 3 2 Start 4 5 7 Initiation Definition Planning Execution Close-Out
Step 2: Work Package Estimation Recall the top-down process of Apportionment Now time for more detailed bottom-up estimation Each work package has 3 time and resource estimates: 1. Labour estimates 2. Equipment estimates 3. Material estimates Initiation Definition Planning Execution Close-Out
Step 2: Work Package Estimation Labour estimates require 3 inputs: 1. Labour hours time required for 1 FTE to complete 2. Staffing in FTEs* # FTEs assigned to the work package 3. Wait time necessary delay in completing work package Equipment and material estimates important but not covered in this course * FTE = Full-time equivalent. An FTE of 1.0 means that the person is equivalent to a full-time worker, while an FTE of 0.5 signals that the worker is only half-time. Initiation Definition Planning Execution Close-Out
Work Package Estimation The estimated duration of a Work Package is the sum of the Active Time and Wait Time. Active Time is an estimate of people s time spent on the task. Wait Time is an estimate of the necessary delay to complete the task Initiation Definition Planning Execution Close-Out
MIP Case: Work Package Estimation # Task A B C D E F G Labour / 1 FTE (days) Staffing % FTE for each Staff Total FTEs (B x C) Active Time (A / D) Wait Time Duration (E + F) 1 Identify partners 10 1 PTM; 1 CM 0.5; 0.5 1 10 10 20 2 Draft and sign agreement 8 1 PTM; 1 CM 0.5; 0.5 1 8 8 16 3 Design survey 5 1 PTM 0.5 0.5 10 0 10 4 Conduct survey 15 1 PTM, 2 CM, 5 V 0.5; 0.5; 0.5 4 4 4 8 5 Develop program 15 1 PTM, 2 CM 0.5; 0.5 1.5 10 5 15 6 Recruit volunteers 10 8 CM 0.5 4 3 20 23 7 Educate population 20 1 PTM, 2 CM, 5 V 0.5; 0.5; 0.5 4 5 10 15 8 Evaluate program 5 2 PTM 0.5 1 5 2 7 PT = Project Team Member; CM = Clinic Manager, V = Volunteers Initiation Definition Planning Execution Close-Out
Step 3: Schedule Creation Work package sequencing and durations complete Can now create a Gantt chart Graphical method for displaying a project schedule WBS on vertical axis, timeline on horizontal axis Initiation Definition Planning Execution Close-Out
Gantt Chart Creation Two elements are required to create a Gantt Chart: Work Package Sequence & Work Package Duration Initiation Definition Planning Execution Close-Out
MIP Case: Schedule Creation Sequence Duration Gantt Chart Initiation Definition Planning Execution Close-Out
MIP Case: Schedule Creation Initiation Definition Planning Execution Close-Out
Step 4: Task Constraints Every task has four dates Early start earliest a task can begin given the tasks preceding it Early finish earliest task can finish given the tasks preceding it Late start latest a task can start given the tasks preceding it Late finish - latest a task can finish given the tasks preceding it Two steps to defining dates Early start/finish - Forward pass through network diagram Late start/finish - Backward pass through network diagram Initiation Definition Planning Execution Close-Out
Step 4: Task Constraints Float or slack The difference between Early start/finish and Late start/finish is schedule flexibility! Float = Early start Late Start Critical path = Path through all tasks with zero float Tasks with zero float must be completed by their early finish date or the project will be delayed! Initiation Definition Planning Execution Close-Out
Critical Path 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. Initiation Definition Planning Execution Close-Out
Step 5: Resource Levelling Task duration estimates implied a certain resource allocation Examine schedule: Resources under or over-allocated at any time? Adjust schedule to have consistent, continuous use of fewest resources Initiation Definition Planning Execution Close-Out
Activity Module #3: Project Schedule Handout Activity Module #3: Project Schedule Discuss use of project management software Start activity module Initiation Definition Planning Execution Close-Out
Resource Plan Initiation Definition Planning Execution Close-Out
Course Map Initiation Definition Planning Execution Close-out 7. Project Outcomes 1. Idea 2. Authority 3. Project Charter 4. Design 5. Schedule 6. Resource Plan 8. Evaluatio n Project Management Plan Initiation Definition Planning Execution Close-Out
Resource Plans Resource Plan WHAT is required for each task (human resources, equipment, materials, finances) WHEN its required Useful communication tool for Project Stakeholders Initiation Definition Planning Execution Close-Out
Human Resources What People When Needed Human Resource plan already done during project scheduling! We determined WHAT people we need and WHEN we need them Now communicate in a Gantt chart format to stakeholders Initiation Definition Planning Execution Close-Out
Human Resource Plan A Human Resource Plan is a useful communication tool that identifies when people are scheduled to work on a project task. Initiation Definition Planning Execution Close-Out
Project Budgeting Two steps Cost Estimation What is the cost? Cost Budgeting When is the money required? Manages project risk associated with finances Initiation Definition Planning Execution Close-Out
Cost Estimation Iterative process More accuracy with time Accuracy costs money Recall our first pass: Apportionment Estimate Accuracy Project Life Cycle Timeline Initiation Definition Planning Execution Close-Out
Estimation Project estimation (scope, time, resources) improves as the project life cycle unfolds. Improved estimation requires additional cost. Initiation Definition Planning Execution Close-Out
Estimation Techniques 1. Analogous estimates (top-down estimates) Our Apportionment process during the Project Definition stage Less costly, less accurate Needs historical reference point 2. Bottom-up estimates Estimate work packages from WBS More costly, requires expert input, more accurate 3. Parametric modeling Project parameters in mathematical model (e.g. $5 per sqft * 2500 sqft) Historical data accuracy, parameters quantifiable Initiation Definition Planning Execution Close-Out
Assumptions All estimates involve assumptions Document the basis for your cost estimate Without documentation, a cost estimate is unexplainable Initiation Definition Planning Execution Close-Out
MIP Case: Cost Estimation Bottom-up Estimation for each work package in the WBS Check against apportionment Initiation Definition Planning Execution Close-Out
MIP Case: Cost Estimation Initiation Definition Planning Execution Close-Out
MIP Case: Cost Estimation Initiation Definition Planning Execution Close-Out
Cost Budgeting Work package cost estimates spread over time Enables timely recognition of cost deviations from plan Two inputs Work package cost estimates Project schedule Initiation Definition Planning Execution Close-Out
MIP Case: Cost Budgeting Initiation Definition Planning Execution Close-Out
