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P6 EPPM Strengthening the Capacity of
the Leading National Cancer Center
in the US
Prepared by:
Jennifer Koh, City of Hope
Iryna Mykolayenko, Emerald Associates
Effective Implementation of Primavera
P6 in the Health Care Industry
Session ID#: 15451

2. Agenda
■ About City of Hope
■ About Emerald Associates
■ P6 EPPM Implementation in the Health Care Industry
■ Highlights of Our Accomplishments
■ Tools Used
■ Real Benefits
■ Next Steps

3. About
City of Hope and Emerald
Associates

4. About City of Hope (COH)
■ Leading research, treatment and education center for cancer,
diabetes, and other life-threatening diseases
■ Designated as a comprehensive cancer center, the highest
honor bestowed by the National Cancer Institute, and a
founding member of the National Comprehensive Cancer
Network, City of Hope's research and treatment protocols
advance care throughout the nation
■ Located in Duarte, California, just northeast of Los Angeles
■ Ranked as one of "America's Best Hospitals" in cancer by
U.S. News & World Report
■ Founded in 1913, City of Hope is a pioneer in the fields of
bone marrow transplantation and genetics

5. Jennifer Koh, Senior Manager, Program
Management Office, City of Hope
■ Jennifer is the Senior Manager of the Program Management Office for Technology at City of Hope. She has
contributed to establishing robust governance and project operations processes as well as implementing P6 and
Unifier. She continues to work closely with leadership on several current initiatives: Driving deeper adoption of
Primavera, aligning technology projects with the organization’s strategic goals, and establishing a metrics-driven
project/operations technology group.
■ Prior to City of Hope, Jennifer worked as a Technology consultant in the Health Care division of Accenture. At
Accenture, she specialized in complex, large-scale program delivery, managing multi-national and multi-vendor
teams. She mastered skills and demonstrated success working with clients in the following areas: IT delivery,
outsourcing (AO, BPO), metrics-driven project delivery & operations, organization & staff development, testing
service delivery, quality assurance, process & regulatory oversight. Her success at Accenture included working
with several, large health care insurance companies and CMS.
■ Jennifer has a Bachelor’s of Science in Economics from Wharton of University of Pennsylvania and a Bachelor of
Arts in Communications from University of Pennsylvania.
■ In addition, she has participated in several leadership conferences including Women’s Executive Leadership
Development and Action Learning seminar through Accenture.

6. About Emerald Associates
■ Experience
▪ 5th Year - Oracle Platinum Partner
▪ 20th Year - Primavera Solutions Provider
▪ Headquartered in Calgary, Canada, clients worldwide
■ Track Record
▪ Serving Oil & Gas, Engineering, Construction, Utilities, Mining,
Government, Manufacturing, Health Care, and other industries
▪ Add-on, enhancement and integration (60+ tools) specialist
■ Mission
▪ Innovate, integrate, streamline
▪ Lasting solutions= longterm relationships=Happy Clients

7. Iryna Mykolayenko, Oracle Certified
Implementation Specialist, PMP
■ Iryna is the Implementation Specialist at Emerald Associates. Since joining Emerald, Iryna has been
conducting open and on-site Primavera software and project management training courses for a wide
variety of companies representing different industries. Iryna is currently working with several companies on
their P6 setup and usage initiatives, assisting with wide variety of tasks related to the software tools and
methodologies.
■ During 2005-2011 Iryna managed the development and deployment of the first credit information bureau
system for the financial market of Ukraine. As a result, 150 nationwide partners received access to a state
of the art credit bureau system which enabled the exchange of client’s data to effectively manage credit risk.
■ From 1998-2004 Iryna worked at the international technical assistance program funded by the U.S. Agency
for International Development and the U.S. Department of State. In this role, she managed projects
involving the delivery and distribution of over 200 containers worth over $100 million of assistance from
Europe and the U.S. to the WestNIS region, assisting more than 1,800 social service organizations.
■ Iryna holds a Master’s Degree in law from Kyiv National Taras Shevchenko University (Ukraine). She is
PMP-certified and an active member of the Project Management Institute (PMI).

8. P6 EPPM Implementation
in the Health Care Industry

9. Affordable Care Act Implementation &
Project Management
■ The March 2010 enactment of the Affordable Care and Reconciliation Acts (ACA) has set the stage for an
increase in the development of integrated delivery systems that are patient-centered and designed to reward
physicians, hospitals, FQHCs, and other providers to improve care coordination and demonstrate quality
improvement with greater transparency. Much of the implementation of the ACA -- and associated project and
portfolio activity -- is occurring through state governments, particularly in setting up health information exchanges,
the information technology infrastructure to allow for increased care coordination and information sharing as well
as new healthcare facility construction.
■ Many healthcare organization projects take more time and resources than planned and fail to deliver desired
business outcomes. Healthcare IT is a major component of many projects and often undeservedly receives the
blame for failure. Poor results are often not a result of faulty healthcare IT or poor project management or poor
project execution alone. Many projects fail because of poor portfolio management--poor planning and
management of the portfolio of initiatives designed to meet an organization's strategic goals. Because resources
are limited, portfolio management enables healthcare organizations to more strategically allocate and manage
their resources so care delivery, service delivery, and initiatives that advance organizations toward their strategic
goals, including healthcare IT initiatives, can be accomplished at the levels of quality and service desired by an
organization.

10. The Nature of Healthcare Projects
■ There are many types of projects done by many types of healthcare entities. An individual patient can develop a
project, as can an entire company or federal agency. In addition to this vast variety, some unique aspects of
healthcare projects include the following:
▪ Patient quality is a key concern: Most healthcare projects are done to help people prevent, improve, or deal
with a health concern. Some mean the difference between life and death. People in healthcare believe they
are doing the right thing for patients, but new technologies often change patient care. For example, doctors
used to think it was best to knock out women when they gave birth.
▪ Government often plays a big role: The government is often the sponsor or reason for a healthcare project
(such as many electronic health record projects) or it creates laws or standards that must be followed in
private healthcare projects.
▪ Finances are different in many healthcare organizations. Revenues are difficult to estimate. Many
healthcare organizations cannot estimate their revenues because of the complex insurance system in the
U.S. For example, emergency rooms

11. P6 EPPM Supporting COH Key Objectives
■ Governance
▪ Project Prioritization & Selection
▪ Project Portfolio Monitoring
▪ Process Definition
■ Project Management
▪ Project Planning
▪ Project Executing
▪ Project Monitoring & Controlling
■ Resource Management
▪ Resource Allocation
▪ Resource Utilization

12. Working on the Right Stuff
■ Priority Projects
■ Inter-project dependencies
■ Regulatory/Best Benefit
■ Fiscal Year Planning
■ Re-arrange Priorities
■ Break in work
■ Support has a cost too

13. Working with the Right Team
■ Mobilizing Team Efficiently
■ Resource tasks
■ Status effort to date (progress reporter)
■ Communicating targets
■ Staffing for success
■ Reporting busts

14. Working in the Right Way
■ Phases
■ Gates
■ Reviews & Approvals
■ Tests
■ Contingencies
■ Inter-project dependencies

15. What we did in 5 weeks
Highlights of Our
Accomplishments

16. Portfolio Standards - EPS & OBS
■ What we did
▪ EPS rearrange & detail
▪ OBS rearrange & detail
▪ Add details/levels
▪ Reload/rework
■ What we got
▪ Usability
▪ Security & Confidentiality
▪ Business Unit Visibility
▪ Business Unit Consistency

17. Project Standards
■ What we did
▪ Project codes, udfs, metrics
▪ WBS – phases
▪ Tasks – gates, steps, codes,
udfs, responsibility
■ What we Got
▪ Prioritization
▪ Reporting
▪ Usability
▪ Consistency
▪ Quality

18. Team Standards
■ What we did
▪ Resource Dictionary
▪ Standard Roles
▪ Resource & Role Teams
▪ PeopleSoft info
■ What we got
▪ Resource usage profiling
▪ Business unit loading
▪ Role loading
▪ IT Support View
■ Resource Management –
Key issue

19. Additional Controls to Manage User Access
■ User Interface Views

20. Delivery Standards
■ What we did – Template!
▪ Phases
▪ Complex & simple
▪ Timelines, sequence
▪ Roles + effort
▪ Risks
■ What we got
▪ Fast project development
▪ Better team understanding
▪ Consistent measurement
▪ IT Support view

21. Project Delivery Method

22. Templates Matching PM Process

23. Training Standards
■ What we did
▪ User Productivity Kit (UPK)
▪ Admin sessions
▪ Superuser – business unit
▪ User mini workshops
▪ Over the shoulder
■ What we got
▪ Fast kick start
▪ Real projects in
▪ On-demand learning
▪ Buy-in

24. Reporting Standards
■ What we did
▪ CIO Dashboards
▪ Business Unit Management Dashboards
▪ Project Manager Dashboards
■ What we got
▪ Priorities
▪ Workload
▪ Issues
▪ Metrics
▪ Transparency

25. Dashboards - examples

26. 5 Weeks - How we did it

27. Great Core Team
■ Core team
■ Business unit experts
■ Fast input
■ Daily touchpoints
■ Samples – meetings
■ Working sessions/training
■ Homework
■ Emerald tech team
■ COH IT Support

28. Great Tools - Emerald P6-Loader
■ What we did – load & reload & reload .fast
▪ EPS/OBS
▪ User Profiles
▪ Projects
▪ Resources & roles
■ What we got
▪ Fast response to management input
— meet/load/check/reload .
▪ Fast deploy from development to production
— train/agree/tweak/move – Minutes
▪ saved at least 80% of time and cost

29. Emerald P6-Loader

30. Real Benefits

31. Portfolio Reporting

32. Next Steps

33. Next Steps
■ BI reports
■ P6 Analytics
■ Unifier – costs
■ PeopleSoft integration - resources
■ OPPM

34. Please complete the session
evaluation
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