A presentation on applying a small-scale project management practice to the health and human services field. Presented at the 2014 Minnesota Social Services Association conference.

1. SVEN AND OLE
DO PROJECT MANAGEMENT
IN HEALTH AND HUMAN SERVICES
MSSA, March, 2014
David Swenson, PhD LP
Brandon Olson, PhD http://faculty.css.edu/bolson1/presentations/MSSAPM.pdf

2. Objectives
 Reimagine Work in Health and Human Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and Human Services

3. Objectives
 Reimagine Work in Health and Humans Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and Human Services

4. Common Activities in HHS
 Promotional campaign for new
mental health services
 Developing an interactive website
for services
 Constructing a social media crisis
monitoring system
 Revising a hiring protocol for new
staff
 Designing an assessment
procedure for determining
amenability to treatment
 Surveying a rural community for
mental health needs
 Developing a day treatment
handbook for delivery in schools
 Determining feasibility of
expanding MH services to in-
home
 Implementing health information
technology
 Training staff in using the DSM-5
 Other
.

5. Project Characteristics
Kerzner, 2009
Specific Objective with
Defined Specifications
Defined Start
and End Dates
Funding Limitations
Consume Human and
Nonhuman Resources
Multiple Disciplines

6. Objectives
 Reimagine Work in Health and Humans Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and Human Services

7. Definitions of Project
 "...a complex, non-routine, one-time effort limited by time, budget,
resources, and performance specifications designed to meet
customer needs
(Gray & Larson, 2008)
 "...a temporary endeavor undertaken to create a unique product,
service, or result.“ (PMI, 2008)
One-Time

8. Operations vs. Projects
Operations Projects
Taking notes in class Writing a research paper
Recording sales into ledger Setting up sales kiosk for convention
Practicing a musical instrument Writing a new piece of music
Manufacturing the iPhone Designing the new OS
Recording case notes on clients Implementing DSM-5 Dx codes
Adapted from Gray & Larson, 2008

9. Project Team and Stakeholders
Project
Champion
Project
Owner/Sponsor
(client)
Project
Manager
Project Team
(Multidisciplinary
Specialists)
Customers
(Recipients of Outcomes)

10. Project Management Process
Initiate
Plan
Execute
Monitor & Control
Close
Time
PMI (2008)

11. Benefits
 Drive Change
 Goal-Oriented
 Scalable
 Simplifies Complexity
 Proven Best Practices
 Cross-Functional
 Flexible
 Temporary and Informal Structures

12. Objectives
 Reimagine Work in Health and Humans Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and Human Services

13. Project Management Variables
Scope
TimeCost
Project
Manager
25%
100%

14. Project Variables in HHS Work
 Types of projects
 Experience of what happens when these variables are not
managed effectively
 No organization identifiers please
.

15. Objectives
 Reimagine Work in Health and Humans Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and Human Services

16. Project Maturity – Chaos Report
0%
10%
20%
30%
40%
50%
60%
Successful Challenged Failed
1994
1996
1998
2004
2009
2011
Gale
(2011)

17. Sources of Project Failures
1. No project champion
2. Process shortcuts
3. Unable to manage expectations
4. Variable lock-in
5. Poor estimating techniques
6. Over optimism
7. Resource assumptions
8. Inadequate people management
skills
9. Unable to adapt to change
10. Insufficient resources
Adapted from Whitten & Bentley, 2007

18. Objectives
 Reimagine Work in Health and Humans Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and
Human Services

19. Best Practices to Limit Project Failures
 Engage Project Champion
 Develop and Follow Methodology
 Task and Activity Ownership
 Manage Project Variables
 Stakeholder Expectations Management
 Project Team Communications
 External Stakeholders
 Internal Project Team

20. Objectives
 Reimagine Work in Health and Humans Services
 Define Project Management and Project Management Processes
 Appreciate Balancing the Variables in Project Management
 Understand Common Causes of Project Failure
 Identify Solutions to Improve Project Success Rates
 Apply Project Management Practice to Health and
Human Services

21. Reactions to DSM-5 Training
• There’s such a controversy don’t worry, it will be
overturned , you won’t have to use it
(there is controversy, but it will still be used)
• Just cite the ICD-10, that’s for billing anyway
(true for billing but you will need to
communicate with others on the DSM-5)
• Go to a half-day or day long training
(that will develop awareness but not facility in
using it)
• Read the book!
(sure…like reading the Yellow Pages for
pleasure)
• Awareness, navigation, translation, fluency
(these are needed for professional
competency)

22. Case Study
 Problem: Most mental health providers will be required to use DSM-5 diagnostic
codes by October 1, 2014; staff must be skilled in using them by that date
 Project: Develop a training program for 18 mental health providers to competency
level in using the DSM-5
 Considerations:
 Use in-house trainer for ongoing training support for staff (requires trainer to be
proficient in DSM-5)
 All staff need DSM-5 manuals
 Library needs supplementary DSM-5 training materials
 Schedule training and supplementary practice times
 Develop metrics to determine competency and monitor use

23. Project Initiation
Project Charter
 Goals
 Deliverables
 Stakeholders
 Champion
 Scope
 Budget
 Schedule
Initiate
Plan
Execute
Monitor
& Control
Close

24. Stakeholder
Considerations
External
• Clients & families
• Referral sources
• Other Providers
• Insurance
• US Dept. of HHS
• Other recipients
(e.g., Courts)
Internal
• Executive Director &
Board
• Director of Clinical
Services
• Finance Director
• Supervisors
• Treatment Staff
• Clerical Staff

25. Project Planning
 Work Breakdown Structure (WBS)
Initiate
Plan
Execute
Monitor
& Control
Close

26. WBS for DSM-5 Training
DSM-5
Project
Materials
APA
Manuals
Library
Online
links
Training Measure
• order 24 manuals
• assign manuals
• order 20 Dx handbooks
• assign handbooks
• send receipts to finance
• milestone celebration

27. Project Planning
 Project Plan – Gantt Chart Initiate
Plan
Execute
Monitor
& Control
Close

28. Project Execution
 Project Progress Report
 Accomplishments
 Scheduled Work
 Current Issues
 Approved Changes
Initiate
Plan
Execute
Monitor
& Control
Close

29. Project Progress Report – DSM-5 Project
 Accomplishments: Internal trainer available, DSM-5 manuals &
materials purchased, online links established
 Scheduled Work: On schedule– first ½ day training to learn
DSM-5 manual navigation completed (date)
 Current Issues: Heavy case loads and crises sometimes
interfere with staff time for reviewing criteria & codes
 Approved Changes: 1 hour protected time each Friday for DSM-
5 discussion & case reviews

30. Project Monitoring and Controlling
 Issues Log
 ID
 Name
 Issue/Resolution Description
 Assigned To
 Priority
 Status
Initiate
Plan
Execute
Monitor
& Control
Close

31. Issue Log – DSM-5 Project
 ID: A1-T1
 Name: DSM-5 Manual purchase for staff
 Issue/Resolution Description: First printing of DSM-5 had errors
in code for some Dx. Publisher agreed to replace with second
printing. Sent immediately.
 Assigned To: Sven – Project Manager
 Priority: High
 Status: Resolved

32. Project Monitoring and Controlling
 Risk Register
 ID
 Uncertainty Description
 Consequence Description
 Percent Potential
 Percent Schedule Impact
 Percent Budget Impact
 Percent Scope Impact
 Risk Level (Red, Yellow, Green) (1, 2, 3), (A, B, C)
Initiate
Plan
Execute
Monitor
& Control
Close

33. Project Closing
 Stakeholder Project Survey
 Satisfaction with communications
 Quality of project deliverables
 Effectiveness of project processes
 Satisfaction with adoption of deliverables
 Overall satisfaction of project experience
 Describe project successes
 Describe project challenges
 Describe recommended improvements
Initiate
Plan
Execute
Monitor
& Control
Close

34. Questions