TSE001-HC Project Planning and Control for Healthcare Projects

The Foundations of Project Management for Healthcare Projects

Course Description

WE ALL DO PROJECTS!  Managing a project carries complex concerns not always found in traditional management. This workshop enables participants to learn and practice the tools and techniques needed for projects in a Healthcare environment.  Best Practices for communications (No surprises!); managing risk; change management; and coordination between the Project and Management, Cinical, Clients/Users, Team Members and Support Groups are covered in great detail.  The course enables participants to identify and execute appropriate planning, organizing and controlling steps for projects, while ensuring Quality Outcomes, the first time.

This program is for anyone in the Healthcare world who is on a project team, or managing a portion or entire project in an organization (hierarchy, matrix or global task force), with shared or part-time resources, all with shifting prioritiesIncluded are references to related CMS, Centers for Medicare and Medicaid Services, XLC - eXpedited Life Cycle, templates and processes.  Along with Healthcare case studies, this workshop includes tips and techniques for making your projects ‘greener’ and ‘leaner’. 

Participants involved with PMI and the Project Management Institute’s Project Management Professional, PMP or CAPM, programs, are awarded 24 PDUs or Contact Hours and 2.4 CEUs. These also are accepted as Continuing Education, CE Hours by HIMSS.   Other Healthcare certification agencies also accept these units.

Upon completion of this workshop, each participant will be able to:

Instructional methods for this course are lecture, discussion, detailed case study workshops that fit the environment and presentations.  Upon request, demonstration and use of Microsoft Project™ is included in the program.  We also like to include logical references to the PMI® PMBOK, Project Management Body of Knowledge, Lean, AGILE and Waterfall project methodologies and Lean Six Sigma.  If taught in-house, we ask our client to allow us to include internal Standards and Policies.

Course Outline

  1. Introduction and Course Objectives
  2. Project Management Concepts
    1. Process vs. Project Management
    2. Project Characteristics
    3. Blueprint for Effective Project Management
    4. Project Management Lifecycles
      1. Waterfall
      2. Agile
      3. CMS – XLC – The eXpedited Life Cycle
    5. The Project Manager's Responsibilities
      1. Establishing Outcomes and Success Factors
      2. Objectives / CBA
      3. Critical Communications / Negotiations / Stakeholders
        1. management
        2. team members
        3. users / sponsors / government
        4. support groups / interfacing projects
      4. Managing the Total Systems Pentagon (People, Time, Budget, Technology, Scope and Risk)
    6. Proactive Project Management (and the Rules we live by!)
    7. The Role and Impact of PMI® the Project Management Institute
  3. Project Planning
    1. Planning Responsibilities
      1. The Work Plan
      2. The Organization and Staffing Plans
      3. The Execution, Control and Tracking Plans
      4. The Scope Management -- Change Control Plan
    2. Establishing the Work Plan
      1. Product Definition (Deliverables)
      2. Work Breakdown (WBS) / Task Definition
      3. Project Risk Management
        1. The CMS Risk Management Framework
        2. The CMS Risk Assessment Procedure
      4. Selecting Product Development Tools (Quality Management)
      5. Dependency Diagramming (Network, PERT & CPM) Mechanics
      6. Gantt Charts (Schedule) and Software Tools
    3. Schedule Estimating (Base Work Effort) -- Project Time Management
      1. Estimating Methods (Good and Bad!)
        1. bulk, SWAG and Delphi (Wideband)
        2. consensus
        3. PERT formula / ratios
        4. historical comparative
      2. Potential Software Aids
      3. Real World, Estimate Loading Factors and Justification
        1. environmental
        2. staffing
    4. Now we have a plan, What do we do with it?
    5. Packaging the formal Project Plan - CMS XLC Project Management Plan
    6. Making a Management/Client Presentation and Gaining Approval
  4. Scope Management -- Project Change Control
    1. Planning for Change - Staying Proactive
    2. Objectives of a Change Control Plan
    3. Establishing the Change Request Policy
      1. Initiation of the Request and Determining its priority
      2. Evaluating the Request (and by Whom)
      3. Recommendations and Decisions
      4. Allowing Appeals
    4. Change Control Metrics
      1. As a Productivity Measure
      2. As a Quality Measure
      3. As Input to a Redevelopment Effort
  5. Project Organizing and Managing the Team – Schedule and Resource Management
    1. The Project Manager as a Manager - The Responsibilities
    2. Steps in Assigning and Scheduling the Team
      1. Creating a Skill/Knowledge Matrix
      2. Activity and Personnel Assignments
      3. Career Path Planning
    3. Using the Critical Path Method (CPM)
      1. Very Important Dates
      2. Who is/should be, assigned to the Critical Path?
      3. Using the Critical Path as a Motivator
    4. Additional Project Stakeholder Roles and Responsibilities
    5. Load Leveling the Team Assignments
    6. Developing “Plan B” and Developing “Outside the Box” Solutions
    7. Establishing Project Team Procedures and Communications
      1. Internal / External / Clients
      2. Management
      3. Support Groups
    8. Project Team Structures and Issues - The Options
      1. Hierarchy
      2. Matrix
      3. Cross Functional -- Task Force
    9. Managing and/or Working in a Matrix or a Cross Functional Task Force
    10. Multiple Projects and Shared and Borrowed Staff (The Real fun begins!)
    11. Used Properly, Software Tools will help
    12. Communications Management -- The Status Reporting Plan
      1. Selecting the proper format (Meeting and/or Reports)
      2. Frequency
      3. Responsibility
      4. Doing it the Right Way (‘No Surprises!’)
  6. Project Execution, Monitoring and Control
    1. Control Objectives
    2. Identifying and Using the Progress Control Tools
    3. Developing a Progress Reporting Plan (What you should Track, and shouldn't!)
      1. Completions, Starts and Work Effort
      2. Estimates TO Complete
      3. The True Meaning of Percent Complete (and the 90% Complete Syndrome!)
      4. Budget Tracking and Control
      5. The Myth of the "Man-Month"
      6. What YOU Need to know ASAP, and HOW
    4. Controlling your Support Groups and Extended Team
      1. Status Meetings that Control
        1. planning and running the meeting
        2. gaining support and commitment
        3. reporting to management
      2. Control and the "Task Force Project"
    5. Product Quality, Six Sigma™ and Lean (Building and Measuring)
      1. Development tools for Quality and Success
      2. Error prevention, detection and correction techniques
      3. The Importance of Metrics
    6. Productivity Tools and Measurements
    7. Software to Help Monitor and Control the Project (Increasing the Project Manager's Productivity, Control and Reporting Capabilities)
    8. Replanning - When to Change, Who to Tell, and How
      1. What are the options / alternatives?
      2. Making the right decisions
    9. Escalating Issues to Management (How to avoid - "Shoot the Messenger!")
  7. Conclusion
    1. Project Closure and the Post Project Review “Lessons Learned”
    2. Implementation Plan for Projects
      1. New Projects (Big and Small)
      2. Maintenance Efforts
      3. Joining a Project "already in progress"
    3. Optional Exercise: “Identify Internal Issues which may Impede Project Success” Process: “What Participants can do to Resolve the Issues”
    4. Review Major Topic/Objectives
    5. The Global Benefits of PMI®, your Local PMI Chapter and Credentials (Certifications)
      1. PMP/CAPM
      2. ACP (Agile Certified Practitioner)
      3. PBA (Professional in Business Analysis)
      4. Heathcare Credentials
    6. Participants Critique Class
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