<ul><ul><li></li></ul></ul>Project Management for  Healthcare and Life Sciences
Using Project Management   <ul><ul><li></li></ul></ul>Worldwide organizations will embrace, value and utilize project mana...
PMI ®  - The Project Management Institute Project Management for Competitive Advantage <ul><li>Established 1969, PMI ®  is...
We Have an Agenda… <ul><ul><li></li></ul></ul><ul><li>Project Management in Life Sciences </li></ul><ul><li>PMI ®  Project...
Life Sciences  <ul><ul><li></li></ul></ul>
Introducing Life Sciences <ul><ul><li></li></ul></ul><ul><li>The Life Science industry is made up of many sectors—pharmace...
Project Management in LS <ul><ul><li></li></ul></ul>According to Pricewaterhouse Coopers… “ The industry is no longer bein...
But That’s How We Ran Them <ul><ul><li></li></ul></ul><ul><li>Traditional methods work when projects are well-defined, unc...
Pharmaceuticals Now Want Strategic Project Management <ul><ul><li></li></ul></ul><ul><li>Looking to the systems approach a...
Industry Trend  on Management  in Life Sciences <ul><ul><li></li></ul></ul>Developing a drug and bringing it to market can...
Drug Development Process <ul><ul><li></li></ul></ul><ul><li>Pharmaceuticals forced to rethink strategy for long-term susta...
FDA Responsibility <ul><li>The core of business operations is FDA regulatory compliance, to protect public health.  </li><...
Seeing Opportunity in the High Cost of Non-Compliance <ul><li>Compliance —Implementation and support very high initially, ...
Hearing the Customer <ul><li>Must produce value-added drugs that are safe and effective, commercial and FDA-compliant </li...
Advancing Science <ul><li>Pharmaceuticals are  innovation-based, focusing  on new discoveries in science  and advances in ...
Key Skills for  Project Managers  in Life Sciences <ul><ul><li></li></ul></ul>Personal Leadership:  Big Picture & Attentio...
Key Skills in Life Sciences <ul><li>Technical skills alone are not enough.  Key skills internally are the soft skills and ...
Boosting Core Competencies <ul><ul><li></li></ul></ul><ul><li>Domain knowledge, global perspective, leading virtual enviro...
PMI ® Project Management  for Competitive Advantage <ul><ul><li></li></ul></ul>
PMBOK ®  Initiative <ul><ul><li></li></ul></ul><ul><li>To align strategy and results, PMI ®  has published the PMBOK ®  Gu...
Project Team Must: <ul><ul><li></li></ul></ul><ul><li>Select  appropriate processes  required to meet the project objectiv...
PMBOK ®  5 Process Groups <ul><ul><li></li></ul></ul><ul><li>Processes and % of Total Project Time (est.) </li></ul><ul><l...
How Process Groups Interact
Project Phases <ul><ul><li></li></ul></ul><ul><li>All projects are divided into phases, forming the Project Life Cycle </l...
Parallel or Overlapping Phases
Process Groups Mapped to  9 Knowledge Areas <ul><ul><li></li></ul></ul><ul><li>Project   Integration  Management </li></ul...
Balancing  Cost-Scope-Time-Quality
PMP ®  Project Management Professional Certification Process <ul><li>See  http://www.pmi.org/ CareerDevelopment/Pages/ Abo...
Best Practices in Life Sciences <ul><ul><li></li></ul></ul><ul><li>Establish a  PMO—Project  Management Office </li></ul><...
Alignment to  PMI ®  Methodologies <ul><ul><li></li></ul></ul>Let’s turn to the handout to see how we align  this  project...
A Project Manager’s Book of Forms <ul><ul><li></li></ul></ul>
Sample Work Breakdown Structure (WBS) <ul><ul><li></li></ul></ul>
10 Minute Break… <ul><ul><li></li></ul></ul>
Welcome Back <ul><ul><li></li></ul></ul>
Pharmaceutical Case  Study in Project Management <ul><ul><li></li></ul></ul>In a regulated environment, the increasing dem...
Project Management Challenges <ul><ul><li></li></ul></ul>Collaboration heavily influenced by regulatory and compliance req...
Implementing ELN:  Electronic Lab Notebook <ul><ul><li></li></ul></ul><ul><li>Business Need—R&D is the foundation leading ...
Paper Notes vs. ELN <ul><ul><li></li></ul></ul>Continued… Paper Workflow ELN Workflow Lack of easy access to data for coll...
Paper Notes vs. ELN,  Continued <ul><ul><li></li></ul></ul>Paper Workflow ELN Workflow No standardized method to capture d...
Migrating from Paper to ELN <ul><ul><li></li></ul></ul><ul><li>The project is to implement an ELN for scientists in R&D th...
Project Initiation <ul><ul><li></li></ul></ul><ul><li>Globalization and dynamic changes in industry have forced firms to r...
Time, Budget, Authorization <ul><ul><li></li></ul></ul><ul><li>ELN project may take nine months to one year.  </li></ul><u...
Risk and Assumptions <ul><ul><li></li></ul></ul><ul><li>Risk —Project requires moving from traditional methods to electron...
Mitigating Risk <ul><ul><li></li></ul></ul>A major challenge in influencing stakeholders:  Convincing them to support the ...
Identifying Stakeholders <ul><ul><li></li></ul></ul><ul><li>R&D operations reach out across the business. Integrate result...
Project Planning <ul><ul><li></li></ul></ul>Planning for ELN implementation requires long-term strategy with internal orga...
Deploying the Who and What <ul><ul><li></li></ul></ul><ul><li>Right solution  will match project to evolving infrastructur...
Monitoring & Control <ul><ul><li></li></ul></ul><ul><li>Periodic monitoring, feedback, progress reports and issue logs dur...
Project Closure <ul><ul><li></li></ul></ul><ul><li>A post-implementation review with the project team, key stakeholders, v...
Key Learnings and Findings for Life Sciences <ul><ul><li></li></ul></ul>Change the mindset from a silo method of operation...
Key Learnings and Findings <ul><ul><li></li></ul></ul><ul><li>Committee  to leverage influential stakeholders </li></ul><u...
Project Recommendations <ul><ul><li></li></ul></ul><ul><li>Establish a PMO </li></ul><ul><li>Create steering committee of ...
Healthcare <ul><ul><li></li></ul></ul>
Project Management in the Healthcare Industry <ul><ul><li></li></ul></ul>Wall Street Journal October 6, 2009: “ Hospitals ...
Introducing the Industry of Direct Care <ul><ul><li></li></ul></ul><ul><li>Hospitals </li></ul><ul><li>Nursing homes and r...
Patient Care at the Crux <ul><ul><li></li></ul></ul><ul><li>Due to risk of failure,  projects must be managed successfully...
Project Management Challenges in Healthcare <ul><ul><li></li></ul></ul><ul><li>Specialized nature </li></ul><ul><li>Comple...
Stakeholder Challenges <ul><ul><li></li></ul></ul><ul><li>Multiple stakeholders with political influence, substantial powe...
Industry Trend on Management in Healthcare <ul><ul><li></li></ul></ul><ul><li>Both globalization and  advances in IT (coll...
Key Skills for Project Managers in Healthcare <ul><ul><li></li></ul></ul><ul><li>Project managers must have industry exper...
Storage Resource Management (SRM) Project <ul><ul><li></li></ul></ul><ul><li>Business Need— Eager to replace an old system...
Project Objective <ul><ul><li></li></ul></ul>Compared to the existing system, a new SRM system would have many benefits:  ...
Project Objective,  Continued <ul><ul><li></li></ul></ul><ul><li>… the following benefits: </li></ul><ul><ul><li>Ready to ...
Key Milestones for the Project Implementation <ul><ul><li></li></ul></ul><ul><li>Acquire the new hardware </li></ul><ul><l...
Sponsor, Time,   Vendor,   Budget <ul><ul><li></li></ul></ul><ul><li>Initiated by business need, sponsored by VP of IT </l...
Major Constraints and Risks <ul><ul><li></li></ul></ul><ul><li>Timeframe for completion—expiring lease—resource constraint...
Key Stakeholders for Project Implementation <ul><ul><li></li></ul></ul><ul><li>Engineering responsible for the network, sy...
How Can PMI ®  Help? <ul><ul><li></li></ul></ul><ul><li>See  PMI® Project Management for Competitive Advantage </li></ul><...
Hospital Case Study in Project Management <ul><ul><li></li></ul></ul><ul><li>Phase 1 – Initiation </li></ul><ul><li>Phase ...
How Did Project Conclude? <ul><ul><li></li></ul></ul><ul><li>Very successful in terms of scope and schedule </li></ul><ul>...
Project Lessons Learned <ul><ul><li></li></ul></ul>Factors that could have been addressed more efficiently  during plannin...
5 Factors Facilitated Success <ul><ul><li></li></ul></ul><ul><li>Vendor provided top team and service.  </li></ul><ul><li>...
7 Factors Hindered Success <ul><ul><li></li></ul></ul><ul><li>Which equipment was leased?  Bought? </li></ul><ul><li>Multi...
Best Practices in Healthcare <ul><ul><li></li></ul></ul><ul><li>Healthcare needs to embrace a strategic business model bas...
How to Achieve the Objectives <ul><ul><li></li></ul></ul><ul><li>Establish Project Management Office, or PMO—Standardizati...
<ul><ul><li></li></ul></ul>This program was developed by NJIT, is supported by North Jersey Partners and funded by the US ...
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PowerPoint Presentation Healthcare and Life Sciences

  1. 1. <ul><ul><li></li></ul></ul>Project Management for Healthcare and Life Sciences
  2. 2. Using Project Management <ul><ul><li></li></ul></ul>Worldwide organizations will embrace, value and utilize project management and will attribute their success to it. Project Management Institute Vision Statement
  3. 3. PMI ® - The Project Management Institute Project Management for Competitive Advantage <ul><li>Established 1969, PMI ® is the leading global association for the project management profession. </li></ul><ul><li>At the forefront of working with business to create standards that work in the real world. </li></ul><ul><li>A not-for-profit with members from all industrial sectors including engineering, IT and telecom. </li></ul>
  4. 4. We Have an Agenda… <ul><ul><li></li></ul></ul><ul><li>Project Management in Life Sciences </li></ul><ul><li>PMI ® Project Management </li></ul><ul><li>Pharmaceutical Case Study </li></ul><ul><li>10-minute break </li></ul><ul><li>Project Management in Healthcare </li></ul><ul><li>Hospital Case Study </li></ul><ul><li>Key Learnings and Findings </li></ul>
  5. 5. Life Sciences <ul><ul><li></li></ul></ul>
  6. 6. Introducing Life Sciences <ul><ul><li></li></ul></ul><ul><li>The Life Science industry is made up of many sectors—pharmaceuticals, medical devices, biotechnology and diagnostics </li></ul><ul><li>Pharmaceutical sector is regulatory- and compliance-controlled </li></ul><ul><li>IND to NDA = 10 to 15 years </li></ul>New Drug Application Investigation of a New Drug
  7. 7. Project Management in LS <ul><ul><li></li></ul></ul>According to Pricewaterhouse Coopers… “ The industry is no longer being rewarded for incremental innovation, me-too products and selling the most pills. Companies need to add value …”
  8. 8. But That’s How We Ran Them <ul><ul><li></li></ul></ul><ul><li>Traditional methods work when projects are well-defined, unchanged, no cross-functional collaboration… </li></ul><ul><li>In today’s global market- place, competition, regulatory requirements, advances in technology, demands for efficiency in time and costs have all changed the practice in many other industries, too. </li></ul>
  9. 9. Pharmaceuticals Now Want Strategic Project Management <ul><ul><li></li></ul></ul><ul><li>Looking to the systems approach as a strategic business asset. Reasons —Slower growth, outsourcing, evolving compliance management. </li></ul><ul><li>Looking at effective project management strategies for process improvement, sustainability and profitability. Challenge —Ensuring the right level and timing in a complex, interdependent and validated environment. </li></ul>
  10. 10. Industry Trend on Management in Life Sciences <ul><ul><li></li></ul></ul>Developing a drug and bringing it to market can cost over $900 million and take 10-15 years.
  11. 11. Drug Development Process <ul><ul><li></li></ul></ul><ul><li>Pharmaceuticals forced to rethink strategy for long-term sustainability: </li></ul><ul><ul><li>Urgency in response to global needs </li></ul></ul><ul><ul><li>Rising cost of drug development </li></ul></ul><ul><ul><li>Demand for lower cost drugs, with competition from generic drug makers </li></ul></ul>
  12. 12. FDA Responsibility <ul><li>The core of business operations is FDA regulatory compliance, to protect public health. </li></ul><ul><li>FDA assures the safety, efficacy and security of human and animal drugs, biological products, medical devices, food, cosmetics and goods that emit radiation. </li></ul><ul><li>FDA governs innovations that make products more effective, affordable and safe; helping the public get information to improve health. </li></ul><ul><ul><li></li></ul></ul>
  13. 13. Seeing Opportunity in the High Cost of Non-Compliance <ul><li>Compliance —Implementation and support very high initially, but benefits outweigh non-compliance </li></ul><ul><li>Opportunity —Best to view FDA rules as opportunity, not hurdle </li></ul><ul><li>Non-Compliance —Warnings, fines, lost revenues and recalls up to shutdowns and even imprisonment for executives and shareholders </li></ul><ul><ul><li></li></ul></ul>
  14. 14. Hearing the Customer <ul><li>Must produce value-added drugs that are safe and effective, commercial and FDA-compliant </li></ul><ul><li>Focus on engaging consumers and stakeholders, data compilation to expedite clinical trials , lower costs, reduce failure, enable market acceptance </li></ul><ul><li>How? Managing resources, collaborating, integrating data </li></ul><ul><ul><li></li></ul></ul>
  15. 15. Advancing Science <ul><li>Pharmaceuticals are innovation-based, focusing on new discoveries in science and advances in technology. </li></ul><ul><li>Shifting innovations from chemistry-based to biology-based advance data management or bioinformatics . </li></ul><ul><li>Effective management values specialists handling scientific data, massive databases of clinical drug and discovery data. </li></ul><ul><ul><li></li></ul></ul>
  16. 16. Key Skills for Project Managers in Life Sciences <ul><ul><li></li></ul></ul>Personal Leadership: Big Picture & Attention to Detail Collaboration Results-driven Sense of urgency
  17. 17. Key Skills in Life Sciences <ul><li>Technical skills alone are not enough. Key skills internally are the soft skills and externally, the regulated environment . </li></ul><ul><li>Must apply best management practices to align with corporate strategy </li></ul><ul><ul><li></li></ul></ul>
  18. 18. Boosting Core Competencies <ul><ul><li></li></ul></ul><ul><li>Domain knowledge, global perspective, leading virtual environments </li></ul><ul><li>Grasp of program management, project and product life cycles </li></ul><ul><li>Knowledge of regulatory compliance </li></ul><ul><li>Technical competency </li></ul><ul><li>Strategic vision </li></ul><ul><li>Innovative thinking </li></ul><ul><li>Ability to prioritize and take calculated risks </li></ul><ul><li>Leadership, negotiating, problem solving skills </li></ul><ul><li>Ability to work in a cross-functional environment </li></ul><ul><li>High-performance team development skills </li></ul><ul><li>Resiliency to setbacks </li></ul>
  19. 19. PMI ® Project Management for Competitive Advantage <ul><ul><li></li></ul></ul>
  20. 20. PMBOK ® Initiative <ul><ul><li></li></ul></ul><ul><li>To align strategy and results, PMI ® has published the PMBOK ® Guide (Project Management Body of Knowledge) as a global standard for all industries. </li></ul><ul><li>Guide is process oriented, a framework for understanding project management. </li></ul><ul><li>Project management is the application of knowledge, skills, tools and techniques to meet project requirements. </li></ul><ul><li>Effective management of appropriate processes. </li></ul>
  21. 21. Project Team Must: <ul><ul><li></li></ul></ul><ul><li>Select appropriate processes required to meet the project objectives </li></ul><ul><li>Use a defined approach that can be adopted to meet requirements </li></ul><ul><li>Comply with requirement s to meet stakeholder needs and expectations </li></ul><ul><li>Balance competing demands of scope, time, cost, quality, resources and risk to produce specified result </li></ul>
  22. 22. PMBOK ® 5 Process Groups <ul><ul><li></li></ul></ul><ul><li>Processes and % of Total Project Time (est.) </li></ul><ul><li>Initiating—15% </li></ul><ul><li>Planning—40% </li></ul><ul><li>Executing—20% </li></ul><ul><li>Monitoring & Controlling—15% </li></ul><ul><li>Closing—10% </li></ul><ul><li>Each process is described by … </li></ul><ul><li>Inputs </li></ul><ul><li>Tools & Techniques </li></ul><ul><li>Outputs </li></ul>
  23. 23. How Process Groups Interact
  24. 24. Project Phases <ul><ul><li></li></ul></ul><ul><li>All projects are divided into phases, forming the Project Life Cycle </li></ul><ul><li>Each phase is comprised of many processes </li></ul><ul><li>Every phase is marked by completion of Deliverables </li></ul>
  25. 25. Parallel or Overlapping Phases
  26. 26. Process Groups Mapped to 9 Knowledge Areas <ul><ul><li></li></ul></ul><ul><li>Project Integration Management </li></ul><ul><li>Project Scope Management </li></ul><ul><li>Project Time Management </li></ul><ul><li>Project Cost Management </li></ul><ul><li>Project Quality Management </li></ul><ul><li>Project Human Resource Management </li></ul><ul><li>Project Communications Management </li></ul><ul><li>Project Risk Management </li></ul><ul><li>Project Procurement Management </li></ul>
  27. 27. Balancing Cost-Scope-Time-Quality
  28. 28. PMP ® Project Management Professional Certification Process <ul><li>See http://www.pmi.org/ CareerDevelopment/Pages/ AboutCredentialsPMP.aspx y </li></ul>
  29. 29. Best Practices in Life Sciences <ul><ul><li></li></ul></ul><ul><li>Establish a PMO—Project Management Office </li></ul><ul><li>Create a knowledge base in a centralized repository </li></ul><ul><li>Give visibility to executives </li></ul><ul><li>Establish strategy to gain consumer confidence </li></ul><ul><li>Internal training programs </li></ul>Recommendations based on discussions with Life Sciences project managers:
  30. 30. Alignment to PMI ® Methodologies <ul><ul><li></li></ul></ul>Let’s turn to the handout to see how we align this project to PMI ® Methodologies.
  31. 31. A Project Manager’s Book of Forms <ul><ul><li></li></ul></ul>
  32. 32. Sample Work Breakdown Structure (WBS) <ul><ul><li></li></ul></ul>
  33. 33. 10 Minute Break… <ul><ul><li></li></ul></ul>
  34. 34. Welcome Back <ul><ul><li></li></ul></ul>
  35. 35. Pharmaceutical Case Study in Project Management <ul><ul><li></li></ul></ul>In a regulated environment, the increasing demand to do more in less time and reduced cost calls for streamlining the business process for efficiency and productivity.
  36. 36. Project Management Challenges <ul><ul><li></li></ul></ul>Collaboration heavily influenced by regulatory and compliance requirements to be followed across projects such as … <ul><li>Managing the clinical trial and drug development process </li></ul><ul><li>Managing the development of drug marketing programs </li></ul><ul><li>Managing business process improvement </li></ul><ul><li>Managing the implementation of a product or system </li></ul>
  37. 37. Implementing ELN: Electronic Lab Notebook <ul><ul><li></li></ul></ul><ul><li>Business Need—R&D is the foundation leading to new drug or improvement. </li></ul><ul><li>For years, scientist used paper to record, process, analyze discoveries—Not optimized to collaborate and integrate data. </li></ul><ul><li>DNA lab studies make shared format even more critical for sharing bioinformatics. </li></ul><ul><li>Implementing ELN adds efficiency to R&D, reduces lab time and cost, enables enterprise integration of data. </li></ul>
  38. 38. Paper Notes vs. ELN <ul><ul><li></li></ul></ul>Continued… Paper Workflow ELN Workflow Lack of easy access to data for collaboration and integration Centralized repository for data access and better security for intellectual property Lack of access to centralized data by global R&D partners Sharing information facilitated among global partners Lack of knowledge base and knowledge management Extensive knowledge base with historical information for the future
  39. 39. Paper Notes vs. ELN, Continued <ul><ul><li></li></ul></ul>Paper Workflow ELN Workflow No standardized method to capture data Eco-friendly as a result of a paperless system How to search on captured data? Real time access to data and data available in searchable format Takes long time to analyze experiments and data Decreases time spent on data recording, increasing productivity Knowledge silos are a hurdle in regulated environment More control and compliant in a regulated environment
  40. 40. Migrating from Paper to ELN <ul><ul><li></li></ul></ul><ul><li>The project is to implement an ELN for scientists in R&D that moves the routine process of recording and analyzing data from paper to an electronic system. </li></ul><ul><li>Move will foster collaboration and integration of data from discovery, to optimize workflow. </li></ul><ul><li>Implementation in stages , running a pilot to test the success of the project before product deployment. </li></ul>
  41. 41. Project Initiation <ul><ul><li></li></ul></ul><ul><li>Globalization and dynamic changes in industry have forced firms to rethink their current business model towards standardizing processes at the enterprise level. </li></ul><ul><li>Time and money spent on R&D and the need to accelerate discovery have initiated ELN strategy. </li></ul>
  42. 42. Time, Budget, Authorization <ul><ul><li></li></ul></ul><ul><li>ELN project may take nine months to one year. </li></ul><ul><li>Cost depends on the number of users and scale of deployment. </li></ul><ul><li>Project to be implemented by IT supporting R&D operations. </li></ul>
  43. 43. Risk and Assumptions <ul><ul><li></li></ul></ul><ul><li>Risk —Project requires moving from traditional methods to electronic system, a dramatic change for those used to low-tech systems : </li></ul><ul><ul><li>Resistance to change </li></ul></ul><ul><ul><li>Skepticism over project success </li></ul></ul><ul><ul><li>Security of intellectual property </li></ul></ul><ul><ul><li>Long-term storage of data </li></ul></ul><ul><li>Assumptions —Transition done in stages to soften blow to skeptics. Key stakeholders will be enablers. </li></ul>
  44. 44. Mitigating Risk <ul><ul><li></li></ul></ul>A major challenge in influencing stakeholders: Convincing them to support the transition from traditional to paperless. <ul><ul><li>Mitigate the buy-in risk by benchmarking with other companies who succeeded in this type of project. </li></ul></ul><ul><ul><li>Show the overall gain in terms of risks associated with infrastructure, security of data and schedule. </li></ul></ul>
  45. 45. Identifying Stakeholders <ul><ul><li></li></ul></ul><ul><li>R&D operations reach out across the business. Integrate results into the enterprise business process. </li></ul><ul><li>ELN success requires buy-in from all groups who impact project outcome: R&D scientists, lab personnel, global partners, senior management, legal, IT, regulatory depts., records management. </li></ul><ul><li>Major challenge: Gaining key support of stakeholders for the transition from old methods. </li></ul>
  46. 46. Project Planning <ul><ul><li></li></ul></ul>Planning for ELN implementation requires long-term strategy with internal organizations and business processes. Process must include project plans for… <ul><li>Cost </li></ul><ul><li>Risks </li></ul><ul><li>Workflow </li></ul><ul><li>Project Control </li></ul><ul><li>Stakeholder Issues </li></ul><ul><li>Vendor Management </li></ul><ul><li>Coordinating Activities </li></ul><ul><li>Regulatory Control </li></ul>
  47. 47. Deploying the Who and What <ul><ul><li></li></ul></ul><ul><li>Right solution will match project to evolving infrastructure. </li></ul><ul><li>Right vendor will have the expertise, strategies and excellent support. </li></ul><ul><li>Pilot for vendor, IT and FDA to configure systems, test environment and product validation for integration. </li></ul><ul><li>Key is managing stakeholder expectations, engaging power users and product advocates in transition demos. </li></ul>
  48. 48. Monitoring & Control <ul><ul><li></li></ul></ul><ul><li>Periodic monitoring, feedback, progress reports and issue logs during pilot and full deployment will ensure plan & schedule are on track. </li></ul><ul><li>Periodic inspection of vendor performance will ensure meeting contractual obligations. </li></ul><ul><li>Avoid customization to stay aligned across departments, increase consistency, reduce future IT costs. </li></ul>
  49. 49. Project Closure <ul><ul><li></li></ul></ul><ul><li>A post-implementation review with the project team, key stakeholders, vendor and management: What went well, hurdles, what to do differently next time . </li></ul><ul><li>Documenting the recommendations from vendor and IT for scalability on upgrades to newer versions. </li></ul><ul><li>Activities needed for ending contractual obligations and shifting support to operations will ensure effective closure. </li></ul>
  50. 50. Key Learnings and Findings for Life Sciences <ul><ul><li></li></ul></ul>Change the mindset from a silo method of operation to an integrated model
  51. 51. Key Learnings and Findings <ul><ul><li></li></ul></ul><ul><li>Committee to leverage influential stakeholders </li></ul><ul><li>Visibility for executives </li></ul><ul><li>Process to manage virtual teams , aware and adaptable to honor cultural differences </li></ul>
  52. 52. Project Recommendations <ul><ul><li></li></ul></ul><ul><li>Establish a PMO </li></ul><ul><li>Create steering committee of stakeholders </li></ul><ul><li>Use a dynamic model </li></ul><ul><li>Mentor newer managers </li></ul><ul><li>Create a readiness program </li></ul><ul><li>Educate in business schools </li></ul><ul><li>Attract private industries </li></ul>
  53. 53. Healthcare <ul><ul><li></li></ul></ul>
  54. 54. Project Management in the Healthcare Industry <ul><ul><li></li></ul></ul>Wall Street Journal October 6, 2009: “ Hospitals Find Way to Make Care Cheaper—Make It Better Good medical treatment is often less expensive than bad care …due to shorter hospital stays.”
  55. 55. Introducing the Industry of Direct Care <ul><ul><li></li></ul></ul><ul><li>Hospitals </li></ul><ul><li>Nursing homes and residential care </li></ul><ul><li>Physicians, dentists, other health practitioners </li></ul><ul><li>Ambulatory healthcare </li></ul><ul><li>Outpatient centers </li></ul><ul><li>Home healthcare </li></ul><ul><li>Medical & diagnostic labs </li></ul>
  56. 56. Patient Care at the Crux <ul><ul><li></li></ul></ul><ul><li>Due to risk of failure, projects must be managed successfully, on time and within budget—all in a demanding, sensitive, regulatory environment. </li></ul><ul><li>Reforms and advances require systematic monitoring to manage change, mitigate risk and ensure continuous process improvement. </li></ul>
  57. 57. Project Management Challenges in Healthcare <ul><ul><li></li></ul></ul><ul><li>Specialized nature </li></ul><ul><li>Complexity and number of projects to be managed </li></ul>Long-term risks and the consequence of failure are very high
  58. 58. Stakeholder Challenges <ul><ul><li></li></ul></ul><ul><li>Multiple stakeholders with political influence, substantial powers, personal agenda </li></ul><ul><li>Can influence any effort to change a system, process or strategic thinking </li></ul><ul><li>Only a systematic and structured approach can ensure channeling conflicting agendas towards a business objective with singular strategic vision . </li></ul>
  59. 59. Industry Trend on Management in Healthcare <ul><ul><li></li></ul></ul><ul><li>Both globalization and advances in IT (collecting and storing data) is increasing the need for effective data management in healthcare, too. </li></ul><ul><li>Technology in healthcare—from diagnostics, medications and referrals to gathering and processing information for effective patient care—has mushroomed. Electronic data needs to be securely and effectively managed. </li></ul>
  60. 60. Key Skills for Project Managers in Healthcare <ul><ul><li></li></ul></ul><ul><li>Project managers must have industry experience in a regulated environment —But also key technical and soft skills for negotiating and problem solving. </li></ul><ul><li>Project management in this regulated environment could involve… </li></ul><ul><ul><li>Facilities Management </li></ul></ul><ul><ul><li>Administrative Management </li></ul></ul><ul><ul><li>IT Management </li></ul></ul>
  61. 61. Storage Resource Management (SRM) Project <ul><ul><li></li></ul></ul><ul><li>Business Need— Eager to replace an old system reaching lease end, a major hospital group needed to implement SRM: </li></ul><ul><ul><ul><ul><li>Old system was outdated, used overly complex technology and did not provide flexibility for expansion and archiving. </li></ul></ul></ul></ul><ul><li>Failure to implement a new system would increase maintenance costs and soon render the system obsolete. </li></ul>
  62. 62. Project Objective <ul><ul><li></li></ul></ul>Compared to the existing system, a new SRM system would have many benefits: <ul><li>Reduce long-term costs, administrative complexity </li></ul><ul><li>Improve manageability of performance, capacity, healthcare, reporting </li></ul><ul><li>Provide for ... </li></ul>
  63. 63. Project Objective, Continued <ul><ul><li></li></ul></ul><ul><li>… the following benefits: </li></ul><ul><ul><li>Ready to cater to more business units </li></ul></ul><ul><ul><li>Business-friendly access to effective data storage, archival and retrieval </li></ul></ul><ul><ul><li>Application-friendly replication </li></ul></ul><ul><ul><li>More scalable capacity </li></ul></ul><ul><ul><li>Centralized monitoring & reporting for all platforms </li></ul></ul><ul><ul><li>Disaster recovery solution </li></ul></ul>
  64. 64. Key Milestones for the Project Implementation <ul><ul><li></li></ul></ul><ul><li>Acquire the new hardware </li></ul><ul><li>Implement hardware and software solutions </li></ul><ul><li>Migrate the existing data to the new hardware </li></ul><ul><li>Update the backup solution </li></ul><ul><li>Decommission the old system and send it home </li></ul>
  65. 65. Sponsor, Time, Vendor, Budget <ul><ul><li></li></ul></ul><ul><li>Initiated by business need, sponsored by VP of IT </li></ul><ul><li>Duration = Est.7 months to 1 year </li></ul><ul><li>Use external vendor with a 1-year resident for support & training </li></ul><ul><li>Budget with applied discounts = Est. $5 million for hard & software and 4-year maintenance </li></ul>
  66. 66. Major Constraints and Risks <ul><ul><li></li></ul></ul><ul><li>Timeframe for completion—expiring lease—resource constraints. Factors could lead to cost overruns, watched during monitoring & control. </li></ul><ul><li>A communications plan to ensure that the project would proceed as planned and to help mitigate risks. </li></ul><ul><li>Major challenge: instilling responsibility & tolerance, tempered with urgency. </li></ul>
  67. 67. Key Stakeholders for Project Implementation <ul><ul><li></li></ul></ul><ul><li>Engineering responsible for the network, system, storage requirements </li></ul><ul><li>Vendor team implementing the solution </li></ul><ul><li>Project manager and sponsors </li></ul><ul><li>Other functional area personnel impacted by implementation </li></ul>
  68. 68. How Can PMI ® Help? <ul><ul><li></li></ul></ul><ul><li>See PMI® Project Management for Competitive Advantage </li></ul><ul><li>See PMI® and PMBOK® Initiative </li></ul><ul><li>See PMI® Process Groups and Knowledge Areas </li></ul>
  69. 69. Hospital Case Study in Project Management <ul><ul><li></li></ul></ul><ul><li>Phase 1 – Initiation </li></ul><ul><li>Phase 2 – Discovery/Analysis </li></ul><ul><li>Phase 3 – Planning/Design </li></ul><ul><li>Phase 4 – Implementation </li></ul><ul><li>Phase 5 – Administrative Close </li></ul>SRM implementation was divided into phases and executed as follows:
  70. 70. How Did Project Conclude? <ul><ul><li></li></ul></ul><ul><li>Very successful in terms of scope and schedule </li></ul><ul><li>Cost overrun due to poor communication from hardware issues and inputs from clients—business units </li></ul><ul><li>20 Business Units  Not one complaint </li></ul>
  71. 71. Project Lessons Learned <ul><ul><li></li></ul></ul>Factors that could have been addressed more efficiently during planning all affected project success and caused cost overruns.
  72. 72. 5 Factors Facilitated Success <ul><ul><li></li></ul></ul><ul><li>Vendor provided top team and service. </li></ul><ul><li>Architecture mitigated risk of data loss. </li></ul><ul><li>Risk register—early warnings facilitated effective risk management. </li></ul><ul><li>Weekly status meeting helped set expectations with teams and users. </li></ul><ul><li>Meeting earned mgt. support. Teams held accountable for their area of work. Result—Big time and resource savings. </li></ul>
  73. 73. 7 Factors Hindered Success <ul><ul><li></li></ul></ul><ul><li>Which equipment was leased? Bought? </li></ul><ul><li>Multiple configurations caused network issues. Network caveats not disclosed. </li></ul><ul><li>Technical team unaware of cost. Better mentorship should prevent overruns. </li></ul><ul><li>Changes to budget not escalated to quickly. Approve unbudgeted costs? </li></ul><ul><li>There was a recurring shortfall in QA. </li></ul><ul><li>Resources needed better tracking. </li></ul><ul><li>Weak monitoring caused missteps. </li></ul>
  74. 74. Best Practices in Healthcare <ul><ul><li></li></ul></ul><ul><li>Healthcare needs to embrace a strategic business model based on process and performance improvement that will decrease costs and still provide safe, effective and value-added quality care. </li></ul><ul><li>Adopting best practice guidelines such as PMI ® will help Healthcare decrease costs, strategically plan for long-term sustainability that will stabilize and foster growth & profitability. </li></ul>
  75. 75. How to Achieve the Objectives <ul><ul><li></li></ul></ul><ul><li>Establish Project Management Office, or PMO—Standardization of practices provides a framework. </li></ul><ul><li>Form committee of key stakeholders, project & functional managers </li></ul><ul><li>Establish a centralized repository for collaboration </li></ul>
  76. 76. <ul><ul><li></li></ul></ul>This program was developed by NJIT, is supported by North Jersey Partners and funded by the US Department of Labor Education and Training Administration through the WIRED grant . Thank You for Joining Us!
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