Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Capello Pw 2011


Published on

2011 Project World

  • Be the first to comment

  • Be the first to like this

Capello Pw 2011

  1. 1. Managing the Increase in ARRA-Focused Projects “ A Real Success Story with the Bayfront PMO Workbook” November 2011
  2. 2. Introductions <ul><li>Paul A. Capello, PMP </li></ul><ul><li>Manager of Project, Program and Portfolio Office </li></ul><ul><li>Bayfront Health Systems, St. Petersburg, Florida </li></ul>
  3. 3. Session Objectives <ul><li>How using a PMO Workbook will make a difference in the Meaningful Use-ARRA projects focused future. </li></ul><ul><li>Documentation, Documentation, Documentation! </li></ul><ul><ul><li>Project Scope. </li></ul></ul><ul><ul><li>Project Change. </li></ul></ul><ul><ul><li>Project Risk. </li></ul></ul><ul><ul><li>Project Issues. </li></ul></ul><ul><ul><li>Etc……. </li></ul></ul><ul><li>Bayfront Project Portfolio Success Metrics. </li></ul><ul><li>“ You can’t argue with Success” </li></ul>
  4. 4. <ul><li>Bayfront Health Systems founded in 1968, consists of the facilities listed below: </li></ul><ul><ul><li>Bayfront Medical Center (BMC) St. Petersburg - CPOE </li></ul></ul><ul><ul><li>Bayfront Medical Plaza St. Petersburg – Live EHR </li></ul></ul><ul><ul><li>Bayfront Convenient Care Clinics –Throughout </li></ul></ul><ul><ul><li>Pinellas County(7 Locations) – Live EHR </li></ul></ul><ul><ul><li>Bayfront Family Health Center St. Petersburg – Live EHR </li></ul></ul><ul><ul><li>BayFlite- Largest Helicopter Fleet in the Southeast US. </li></ul></ul>
  5. 5. What is a Project At Bayfront Technology Services? <ul><li>A Bayfront Project is a “temporary” endeavor (consisting of greater than 40 hours of work ) undertaken to create a unique product, service or result, i.e., install new technology, upgrade or change existing technology. </li></ul><ul><li>Projects are quantified by more than 15K in Capital Costs and need approval from the Bayfront Technology Steering Committee. </li></ul>
  6. 6. BHS Project Process
  7. 7. New Project Work Breakdown Structure <ul><ul><ul><li>P.P.P.D. Approval Process </li></ul></ul></ul><ul><ul><ul><li>Project Kickoff </li></ul></ul></ul><ul><ul><ul><li>Define Software Resources </li></ul></ul></ul><ul><ul><ul><li>Define Hardware Requirements </li></ul></ul></ul><ul><ul><ul><li>Define Network Configuration(If applicable) </li></ul></ul></ul><ul><ul><ul><li>Review Domain(Environments) Strategy </li></ul></ul></ul><ul><ul><ul><li>Update System Documentation </li></ul></ul></ul><ul><ul><ul><li>Testing, Testing and More Testing </li></ul></ul></ul><ul><ul><ul><li>On Going Training </li></ul></ul></ul><ul><ul><ul><li>Production Implementation </li></ul></ul></ul><ul><ul><ul><li>CLOSE-DOWN PROCESS BEGINS </li></ul></ul></ul>
  8. 9. PMO WORKBOOK HISTORY?? <ul><li>In February 2004, Bayfront went Live with Cerner from 7.8 to 2004.1(Phase 2 – 12 Nets including ProFit!). </li></ul><ul><li>Subsequently, a formal PMO Methodology was introduced which included the first rendition of the PMO Workbook.(In its 4 iteration.) </li></ul><ul><li>Cerner subsequent upgrades include: </li></ul><ul><ul><li>2005.02.46 </li></ul></ul><ul><ul><li>2005.02.54 </li></ul></ul><ul><ul><li>2007.12 </li></ul></ul><ul><ul><li>2007.19.03 </li></ul></ul><ul><ul><li>2007-19.15 </li></ul></ul><ul><ul><li>2012 – April 2012 </li></ul></ul>
  9. 10. ORGANIZATIONAL COMMITTMENT <ul><li>One of the key foundations of Bayfront’s Methodology was establishing an effective Project Structure. Success requires the Bayfront's Leadership’s commitment to thorough planning and regular review and approval of Projects. </li></ul><ul><li>An experienced, knowledgeable and committed Project organization must be assembled and certain members designated as leaders. </li></ul>
  10. 11. <ul><li>Steering Committee /Governance Council </li></ul><ul><ul><li>The purpose of the Steering Committee is the following: </li></ul></ul><ul><ul><li>Provide Executive Direction to the Project Team. </li></ul></ul><ul><ul><li>Verify Projects are meeting Bayfront's Strategic Business objectives. </li></ul></ul><ul><ul><li>Resolve Issues that are beyond the authority of the Project Team. </li></ul></ul><ul><ul><li>Additionally, The Steering Committee will verify the project deliverables meet the business requirements of Bayfront. These meetings are conducted at key project milestone dates with the results communicated to the Project Team . </li></ul></ul>
  11. 12. PROJECT ADMINISTRATION <ul><li>Project monitoring and control procedures document the process and mechanisms for tracking the project. Proper monitoring of the project is dependent upon excellent communication throughout the project organization. This communication is the responsibility of the entire team , but </li></ul><ul><li>The Project Manager or Project Lead is the #1 </li></ul><ul><li>“ Go To Resource” on Communication. </li></ul>
  12. 13. <ul><li>Project Manager or Project Lead </li></ul><ul><li>Both BMC and Vendor project managers will be responsible for the following: </li></ul><ul><ul><li>Provide full-time project management as detailed in the contract. </li></ul></ul><ul><ul><li>Monitoring project plans and implementation schedules to ensure upcoming tasks are identified and communicated to team members. </li></ul></ul><ul><ul><li>Making task assignments and ensure task completion. </li></ul></ul><ul><ul><li>Identifying and documenting potential problems or issues and ensuring these are communicated to the Project Director and Project Management Team. </li></ul></ul><ul><ul><li>Reporting progress to the Project Director and other Team Leaders in status report meetings. </li></ul></ul><ul><ul><li>Maintain the official project documentation. </li></ul></ul>
  13. 14. Status Report for Week Status Report Customer: Project: For period: Starting : Ending: Achievements This Period: Planned Next Period: Scope Status: Budget Status: Original budgeted costs: Expected final costs: Schedule Status: Planned completion: Expected completion: Major Issues:
  14. 15. PROJECT DELIVERABLES <ul><li>The key deliverables for the project are as follows: </li></ul><ul><li>Visualize the final product Build a visual of the implemented application by posing the following questions to the team: </li></ul><ul><ul><li>When the system is in place, what will it look like to you? </li></ul></ul><ul><ul><li>What does the application have to do to meet your critical business requirements? </li></ul></ul><ul><ul><li>How will information get into the system? </li></ul></ul><ul><ul><li>How will that information be updated, used, modified and distributed? </li></ul></ul><ul><ul><li>What technical capabilities are essential for your environment? </li></ul></ul><ul><ul><li>Will the system have to interact and/or integrate with other systems? If so, how will that occur? </li></ul></ul><ul><li>Milestones </li></ul><ul><ul><li>*Key deliverables </li></ul></ul>
  15. 16. PROJECT WORK PLAN <ul><li>The project work plan is used to control the progress of the project on a day-to-day basis. </li></ul><ul><li>The project work plan contains the detailed activities and tasks required to develop the project deliverables, to monitor progress compared to plan, and to assign tasks to project team members. </li></ul><ul><li>The overall project work plan is updated weekly based on the accomplishments communicated at the project status review meetings, documented in project status reports, and discussion with project team members. </li></ul>
  16. 17. <ul><li>Meetings </li></ul><ul><ul><li>Project status review meetings serve to convey status, identify issues, and detect scope changes to the overall project. Additionally, these meetings serve as a tool to record and measure team progress and performance and ensure project objectives are being met. These meetings are conducted on a weekly or bi-weekly basis and typically include the Project Team. </li></ul></ul>
  17. 19. <ul><li>Meetings </li></ul><ul><ul><li>The following agenda will be used: </li></ul></ul><ul><ul><ul><li>Brief summary of project to date </li></ul></ul></ul><ul><ul><ul><li>Review of open issues </li></ul></ul></ul><ul><ul><ul><li>Discussion of previous week’s tasks and accomplishments </li></ul></ul></ul><ul><ul><ul><li>Review status and update project work plan </li></ul></ul></ul><ul><ul><ul><li>Identify new issues, provide resolutions, or record on the project issue and project log forms and assign as appropriate </li></ul></ul></ul><ul><ul><ul><li>Assign new tasks and action items for the next week </li></ul></ul></ul><ul><ul><ul><li>The results of the meeting are summarized, activities recorded and minutes distributed to the Project Management Team. Team Leaders are responsible for communicating the results of these meetings to their sub-teams </li></ul></ul></ul>
  18. 20. Bayfront Technology Services Meeting Minutes Example MEETING: Bayfront Change Management Meeting DATE/PLACE/TIME: Monday March 22, 2011 Mangrove Conference room 1:00 pm ATTENDEES: Paul Capello, Jennifer Greenman, Tony Curtis, Herman Gilyard, Denise Murphy, Mike Musallam, Denise Rafferty, Marge Slater, Melanie McKee, Heather Morrison, Jason Barth, Helen Bruns, Dave Leclaire Agenda Item Discussion Action Items Owner Scheduled End Date Deactivate &quot;beginning of year&quot; hard code in programs: CUG100EX, CUG110EX, CUG140EX. Some temporary code exists in these programs that need to be activated for the first run of the year, and then deactivated. Deactivate &quot;beginning of year&quot; hard code in programs: CUG100EX, CUG110EX, CUG140EX. Melanie McKee 3/12/2011 Personnel transaction custom programs needed to be modified to submit the self-service file update after the HR file updates so that self-service would pick up the group associated with the new position. Programs to change are: CUGTRTR, CUGTRDM, CUGTRHI, CUGTRPR, CUGTRRH, CUGTRTR Not a critical item, but one that should be cleaned up... I have noticed several people in the HR group of self service that are not and never have been in HR. Additionally, that HR group has traditionally been limited to a very small group of people. Not sure why it has been expanded to include people from Bearly Sick etc. Personnel transaction custom programs needed to be modified to submit the self-service file update after the HR file updates so that self-service would pick up the group associated with the new position. Programs to change are: CUGTRTR, CUGTRDM, CUGTRHI, CUGTRPR, CUGTRRH, CUGTRTR Melanie McKee 2/26/2011
  19. 21. Project Documentation <ul><ul><li>Project Documentation is any material related to the project that provides an audit of the project. This includes the following: </li></ul></ul><ul><ul><li>Formal Deliverables identified in the Project Work Plan </li></ul></ul><ul><ul><li>Project Status reports </li></ul></ul><ul><ul><li>Project and Steering Committee reports </li></ul></ul><ul><ul><li>Supporting Notes and Memos </li></ul></ul><ul><ul><li>Key Decisions forms </li></ul></ul><ul><ul><li>Meeting Minutes </li></ul></ul><ul><ul><li>Other informal documentation kept by Project Team members to support their work and deliverables. </li></ul></ul>
  20. 22. Project Documentation <ul><ul><li>Project Documentation may be maintained in electronic form in designated project file directories, with those project documents requiring approval printed for distribution and signature. Project Leads will maintain team documentation, such as meeting minutes, in electronic and/or paper form and supply key deliverables to the Project Director when completed. </li></ul></ul>
  21. 23. RISK MANAGEMENT <ul><li>Risk Management is the process of identifying areas of risk that could negatively impact the success of the project and proactively managing those areas. Risk is analyzed during the initial stages of the project to lay the foundation for success and on an ongoing basis during the project. </li></ul><ul><li>Risk assessments are the means used to analyze risk. They highlight common areas of risk with the intent of identifying and controlling the risk. After high-risk areas are identified, risk control processes are selected and implemented. </li></ul><ul><li>The following risk assessment describes potential high-risk areas of the project and documents the mechanisms established to control these areas. </li></ul>
  22. 24. Risk Target Control Procedures Business Vendor involvement not at a level to insure success Vendor involvement at a level to insure success <ul><li>Vendor involvement not at a level to insure success: </li></ul><ul><li>Implement regular status reporting </li></ul><ul><li>Detailed project management </li></ul><ul><li>Try to expand vendor involvement </li></ul><ul><li>Develop a very detailed project plan </li></ul><ul><li>Include frequent quality reviews </li></ul>Project Environment New system hardware required No new system hardware required <ul><li>New system hardware required: </li></ul><ul><li>Gain access to technical specialists </li></ul><ul><li>Integrate delivery and installation into project schedule </li></ul><ul><li>Purchase proven hardware </li></ul>
  23. 25. SECURITY / CONFIDENTIALITY <ul><li>Data in all its forms (electronic, paper, or other), and throughout its life cycle (creation, entry, storage, processing and disposal) will be protected from unauthorized access, modification, destruction and disclosure, whether accidental or intentional, at Bayfront Health System. </li></ul><ul><li>User Access Controls </li></ul><ul><ul><li>One of the key ingredients of information protection is user access controls over who can access the information and how they can access it. To ensure appropriate levels of access, security measures will be instituted for this project. </li></ul></ul><ul><li>Security will be controlled by menu design as well as security levels attached to individual items. </li></ul><ul><ul><li>A complete analysis of existing application access and security will be done and adjustments made to ensure all existing users have access specific to their job requirements. </li></ul></ul><ul><li>Password Management </li></ul><ul><ul><li>Passwords are not displayed when entered. </li></ul></ul><ul><li>Employee Awareness Programs </li></ul><ul><li>Monitoring/Reporting </li></ul>
  24. 26. Change Management <ul><li>Change Management is the process of managing changes to previously agreed-upon areas of the project. </li></ul><ul><ul><li>Changes can affect many areas: the project resources, the project deliverables, the cost and time frame in which objectives must be achieved and even the project priority. </li></ul></ul><ul><ul><li>Change will be viewed positively as long as its purpose is to ensure Bayfront's business needs are met. </li></ul></ul><ul><ul><li>Change Management documentation preserves the integrity of the project definition document, provides a mechanism for handling change requests, and provides a means for retaining historical change/issue information to enhance future project management efforts. </li></ul></ul>
  25. 27. Change Management <ul><li>The following process is followed when a change to the schedule, budget, or scope of the project is required. </li></ul><ul><li>Identify the Change: Determine if the change is within or outside the scope of the project. </li></ul><ul><li>Record the Request: Complete the Change Request Form and submit to the Project Manager. </li></ul><ul><li>Evaluate the Request: The Project Team will review the proposed change and make a decision to approve, disapprove, or alter the change request. The Steering Committee will be contacted if a decision requires approval at a higher level. </li></ul><ul><li>Implement the Change: If it is determined the change should be incorporated into the project, the Project Work Plan will be updated to reflect the change in tasks, resource requirements, deliverables and/or timeframes. </li></ul>
  26. 28. Scope Change Request Form Customer: Project: Requested by: Description of the Change: Justification for the Change: Project Impacts (Project Manager Use Only) Budget and Schedule Impacts: (Project Manager Use Only) New Project Completion Date: Additional Project Costs: Date: Resolution Required by: Signed (Project Manager): Resolution: (Customer Use Only) Approved  Rejected  Date: Signed: Name and Title:
  27. 29. Issue Management <ul><li>An Issue is anything that arises which, if left unresolved, could delay or have an impact on the success of the project. </li></ul><ul><li>All Issues are documented on the Project Issue Form. Each issue is prioritized, assigned an owner, and documented on the Project Issue Log. Issues the Project Team is unable to resolve are escalated to the Project Team Management for resolution or submission to the Steering Committee for resolution. Outstanding issues are reviewed at the project status review meeting. </li></ul><ul><li>Any Issues that result in an increase in the project budget, time estimates, or scope must be documented on the Project Issue Form. </li></ul>
  28. 30. Issue Escalation Guidelines: <ul><ul><li>Level I - Issues are resolved and documented by the Project Team and/or Work Team. Decision deadline: up to one (1) week. </li></ul></ul><ul><ul><li>Level II - Issues which cannot be resolved at the Project Team Management level are submitted to the Project Director for review with the Project Team Management. Decision deadline: up to one (1) week. </li></ul></ul><ul><ul><li>Level III - Issues which cannot be resolved at the Project Team Management level, or which are so sensitive as to require Executive approval, will be submitted to the Steering Committee, for resolution. Decision deadline: up to fourteen (14) days. </li></ul></ul><ul><ul><li>Level IV - Issues which cannot be resolved at the Steering Committee level are submitted to the Project Sponsor for review with senior management. In addition, an issue can be escalated directly to Level IV based on issue criticality. </li></ul></ul>
  29. 31.         BAYFRONT MEDICAL CENTER 2007.19.03 TESTING ISSUES   SR# CWX or SWX? DATE APP 2007.19.03 TESTING ISSUES- MOCK HPUX Reported by Daily Update   CWX     UPTIME (package installation)   March 22nd to March 26th         STEPS BEFORE GO-LIVE       CWX- Mo, Tony   Fat clients Update nasp5102 with new code warehouse.   On your NAS share if you have no Space issues then, rename your current P5102 to P5102_VMS. Re-sync the DBMIG (copy from RRD02 to NAS) once done synching, create a new copy of DBMIG folder and rename it to P5102.  Use that one for Prod Fat client setup.    CWX- Mo   Fat clients Send new batch file for fat clients including setup.ini and group files   3-24 Mo copied to RRD02 DBMIG   BMC   Fat clients David and Leonard will test upgrading fat clients before upgrade       Mo and Tony     BMCCitrix03- CPDI needs setup?       Desktop   PACS Upgrade PACS Viewing Stations for Citrix version 11.0   Almost done
  30. 32. PROJECT PROFILE DOCUMENT <ul><li>PART I—PROFILE IDENTIFICATION AND REGISTRATION </li></ul><ul><ul><li>Profile/Project Title </li></ul></ul><ul><ul><li>Profile Control Number </li></ul></ul><ul><li>The PMO will register the PPP in the project control system. </li></ul><ul><ul><li>Profile Preparation Team </li></ul></ul><ul><ul><li>Profile Completion Date </li></ul></ul><ul><ul><li>Business/Clinical Case </li></ul></ul><ul><ul><ul><li>Refer to an early stage SOC </li></ul></ul></ul><ul><ul><ul><li>Strategic Direction or Action Steps </li></ul></ul></ul><ul><ul><ul><li>Budgeted for Capital Year (Yes or No) </li></ul></ul></ul>Name Specialty Position
  31. 33. PART II—PROPOSED PROJECT DESCRIPTION AND OUTLINE <ul><ul><li>Project Scope </li></ul></ul><ul><ul><li>Project Objectives </li></ul></ul><ul><ul><li>Project Background/Linkage </li></ul></ul><ul><ul><li>Project Assumptions </li></ul></ul><ul><ul><li>Project Classification </li></ul></ul><ul><ul><li>Recommended Project Start and Completion Dates </li></ul></ul>
  32. 34. PART III—PROPOSED PROJECT MANAGEMENT PLAN Project Manager Project Management Team <ul><li>Project Phasing </li></ul><ul><li>Project Phase-Workload Estimate Table </li></ul>Name Specialty Position Phase Work Package/Activity Recommended Schedule Recommended Resource Estimated Cost
  33. 35. PART IV—PROJECT EVALUATION AND VALIDATION <ul><li>4.1 Project Objectives </li></ul><ul><li>4.2 Project Risks </li></ul><ul><li>4.3 Project Structure </li></ul><ul><li>4.4 Hardware Requirements (If applicable) </li></ul>
  34. 36. PROJECT TEAM REVIEW AND APPROVAL FORM <ul><li>Document/Deliverable: Project Workbook </li></ul><ul><li>Date Presented: </li></ul><ul><li>Paul Capello, PMO Date_____________ </li></ul><ul><li>Jennifer Greenman , CIO Date_____________ </li></ul>
  35. 37. Project Success Statistics <ul><li>In 2011, the Standish Group reported the following Project Statistics: </li></ul><ul><ul><li>In 2010, 37% of projects completed on-time and on-budget. (Bayfront Success Rate is 95% since 2004) </li></ul></ul><ul><ul><li>In 2008, 32% of projects completed on-time and on-budget. </li></ul></ul><ul><ul><li>In 2004, 28% of projects completed on-time and on-budget. </li></ul></ul>
  36. 38. Bayfront Project Portfolio 2011 Project Name Bayfront Technology Services and Clinical Transformation Projects Bayfront Technology Services Message Center Medication By History(Meaningful Use) Power Chart Enhanced View(Meaningful Use) Cerner Upgrade to 2007.19.15 Ansos Staffing(Phase 1) Vocera Nursing Communication CPDI Lab(Micro and AP) INFOR(Materials Mgt, Accounts Payable and Purchasing) Sodexo/Health Touch Dietary Office Software CPOE -Tracking List(Meaningful Use) - ED -Phase 1 NextGen Ambulatory EMR for FHC(Meaningful Use) Philips XPER (CPOE) -eMAR/Provider Order Entry(Meaningful Use) - ED -Phase 2 Athena Athena Practice Management - Cardio - Phase 1 Athena Practice Management - Ortho - Phase 2 Athena Practice Management - Cardio - Phase 2 BayScript Pharmacy - Retail RX CPOE - ED Doc(Meaningful Use) - ED -Phase 3 MetaHealth Clinical Document Generator-CDG-CCD(Meaningful Use) Rehab Evaluation and Treatment Form Development(Meaningful Use) Health Sentry Clinical Reporting XR-MRP(Meaningful Use) Conversion to 5010 837 project Clinical Transformation Care Focus/ Mercury MD(Rx-Phase 1) DVT( Deep Vein Thrombosis)(Meaningful Use) PACU Nursing Documentation(BMDI) ED Documentation(Meaningful Use) Depart Process(Meaningful Use) Problem List (Meaningful Use) Smart Pumps
  37. 39. PMO Value <ul><li>According to PM Solutions®, companies that implemented a PMO achieved the following Performance Improvements: </li></ul><ul><li>31% Decrease in Failed Projects </li></ul><ul><li>30% Projects Delivered Under Budget </li></ul><ul><li>19% Projects Delivered ahead of schedule </li></ul><ul><li>$ 567K is the average Cost Savings per Project that a PMO Provides . </li></ul><ul><li>Bayfront’s successful PMO is in its 8 th year of existence. </li></ul>
  38. 40. Questions & Answers
  39. 41. Contact Information <ul><li>Name: Paul Capello </li></ul><ul><li>Email: </li></ul><ul><li>Phone: 727-893-6038(O) </li></ul><ul><li>727-902-1426(M) </li></ul>