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PHLT411_2_Project Processes & Constraints_SP23.pdf

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PHLT411_2_Project Processes & Constraints_SP23.pdf

  1. 1. Project Management in Public Health Spring 2023
  2. 2. Foundations of Project Management • Types of Organizational Structures • Influences of Organizational Structure • Understanding Project Processes • Project Constraints 2 Agenda
  3. 3. Influences of Organizational Structure 3
  4. 4. Strategic Direction Setting • Projects must align with its organization’s strategic direction • Whether an organization’s strategic direction helps or hinders a project depends on: 1. How well the project aligns with the strategic direction 2. The strength of the strategic direction impacts the organization’s ability to support the project • Internal politics can affect the strength of the strategic direction Including whether everyone follows it 4
  5. 5. Organizational Culture and Climate • Organizations with a culture that supports project success have: An ability to handle change An ability to incorporate new knowledge An awareness among staff of the project method and how to use it • Idealism can hinder projects Inability to choose between projects Inability to accept ambiguity and complexity • Good leadership helps create a good climate 5
  6. 6. Organizational Structure: Other Lessons Learned 1. Preference of organizational structure is informed by your role within organization and personal outlook. 2. Function matters. Some organizations are better suited than others to execute projects. 3. Context matters. Some organizations are better suited than others under varying scenarios. 6
  7. 7. Government Regulation of the Health Care Sector • Government regulation and funding High regulation → restricted strategic choices Financial incentives/penalties for following policies • Leaders are pressured to adapt to policy changes Constraint in project choices Performance-based funding • Organizational attention, energy, resources on government regulations Taken away from projects 7
  8. 8. Which organizational form is best? 1. Suppose you’re a local health department inspecting restaurants for a food-borne illness. Which organizational form is best? 2. Suppose you’re a local health department fighting a contagious airborne disease that makes people sick. Which organizational form is best? 3. Suppose that disease mutates and now kills people at an alarming rate. Which organizational form is best? The Big Boss, The Project Manager, and The Talent 8 Optional Work
  9. 9. Understanding Project Processes 9 Initiating Planning Executing Monitoring and Controlling Closing
  10. 10. • Determines WHICH projects should be undertaken. • Examines WHETHER the project is worthwhile. • ACKNOWLEDGES that the project should begin. • COMMITS resources. • Primary output is the project charter. 10 Project Processes – Initiating 10
  11. 11. • Create the project plan (communication plan, schedule, budget, resource plan, quality plan and more). Details where the project is going and how it will get there. • Primary output is the project planning documents. 11 Project Processes – Planning 11
  12. 12. • Work of the project begins. Puts project into action. • Primary output is deliverables and status reports. 12 Project Processes – Executing 12
  13. 13. • Work results are monitored, changes requested, and problems corrected. • Performance measures taken to determine whether the project and objectives being met. • Primary output is change requests and corrective actions. 13 Project Processes – Monitoring and Controlling 13
  14. 14. • Project is completed and project documents closed out. Make sure customer is satisfied. Close the books. Release the resources. • Primary output is signed-off project documents and lessons learned. 14 Project Processes – Closing 14
  15. 15. 21st Century Project Management • Project management is likely the same today as it was hundreds of years ago. • Definition of a successful project: The project results meet or exceed stakeholder expectations. 15
  16. 16. Constraints • Anything that restricts or dictates the actions of the project team • Key: determine the constraint that’s the primary driver 16 16
  17. 17. Triple Constraint or The Iron Triangle 17 Schedule Scope Cost
  18. 18. Competing Constraints Scope Quality Schedule Budget Resources Risks … and others 18
  19. 19. Dealing with Constraints • Projects should stay within their constraints • Analyze the impact of changes on the project constraints before you take action Compare the impacts on each constraint Confer with the customer on what is most important to them • Choose between constraints 19
  20. 20. Community and Need Choice Assignment 1.Select a county/community that has issued a Community Health Needs Assessment (CHNA) in the past 5 years. 1. What community did your group choose? 2.Using the CHNA, select one of the interventions identified to address a health need of the community. 1. What is the intervention your group selected and what need does it address? 2. Why did you choose this intervention? Due Sunday, January 29th at 11:59 pm 20
  21. 21. Announcements • Read for next week: Chapter 2 • Due Jan. 29: Community & Need Choice s 21

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