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Project Management and Quality Improvement
Transcript of Project Management and Quality Improvement
When and how should I use it when I'm doing a quality improvement project. Project Management is a framework for running a project. This framework is based on the generally accepted practices of project managers refered to as the Project Management Body of Knowledge (PMBOK). These practices are laid out in "A Guide to the Project Management Body of Knowledge" (PMBOK Guide). Project Management sometimes gets a bit of a bad rap in the Quality Improvement world. "It's too rigid..." "You can't plan everything..." "That's so old fashioned..." "I don't have time to do that paperwork!" "I need to be flexible..." And I would even go so far as to say that it would not be the right framework to follow in many cases... BUT It has a great array of tools and methods that can and should be employed regardless of the model you follow. QI projects are often loosely managed - a factor that can delay project progress or even cause the initiative to be unsuccessful. The major strength of the Project Management methodology is in the tools and methods it provides for managing logistics and details in everything from communications to budget. This is particularly true of larger projects... the bigger the scope, the more rigour and attention to the details is required. Project Management Framework Were does it fit? Project Management Tools Project Management Disclaimer!!! I am not going to cover all of Project Management Project Management is the application of knowledge , skills, tools, and techniques to project activities to meet project requirements. Cost Time Scope Project Management Knowledge Areas Time Management Scope Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management Integration Management Initiation Planning Execution Control Close-out The processes required to ensure that the project includes all of the work required, and only the work required to complete the project successfully. The processes required to ensure timely completion of the project The processes required to ensure that the project is completed within the approved budget (resources and dollars) The processes required to ensure that the project will satisfy the needs for which it was undertaken. The processes required to make the most effective use of the people involved with the project. The processes required to ensure that timely and appropriate generation, collection, dissemination, storage, and unltimate disposition of project information. The processes concerned with identifying, analyzing and responding to project risk. The processes required to acquire goods and services from outside the performing organizations. The processes required to ensure the project is properly coordinated - includes project plan development, project plan execution and overall change control. www.pmi.org This phase describes the "What" of the project. Activities include:
Define the project needs
Develop a business case
Determine priority of the project
Aquire a project manager
Prepare a project initiation document
Obtain approval of the project definition. This phase describes the "How" of the project. This phase is the "doing" of the project. This phase "manages" the doing of the project. This phase formally "ends" the project. Activities include:
Setting up for the planning process
Holding a planning meeting
Develop a work breakdown structure
Develop a project charter
Develop a communications plan
Develop a quality management plan
Develop a workplan
Develop a resource management plan
Develop a risk management plan
Develop a budget
Develop a master project plan
Get approval of project Activities include:
Acquire a project team
Develop the project team
Procure physical resources
Quality assurance Activities include:
Manage project team
Contract administration Activities include:
Complete project documentation
Conduct project evaluation
Address outstanding issues
Release staff and physical resources
Determine next steps
Schedule post-implementation review We've already discussed this a little bit but... Six sigma This morning we already talked a bit about the strengths and weakness of various frameworks... I wanted to highlight one characteristic of Project Management that should be a key consideration in deciding if it is the right framework to follow. Strength: Defined specifications Weakness: Defined specifications To learn more about the theory and tools of Project Management, the PMBOK guide is an ideal first stop. Project management tools are particularly powerful in organizing the details of a project and ensuring that the logistics are appropriately planned and executed.
They add a level of rigour and formality that is often overlooked in quality projects. Three tools we will look at:
Risk register Stakeholder Analysis A person or group that will be affected or interested in your project in some way. To start off, make a list of stakeholders that will have an interest in your project or will be touched by it in some way.
At this point, it may be best to focus on stakeholder groups rather than individuals. For each stakeholder, decide on the level of power of the group and the degree to which they will be impacted. For some of the stakeholders in the top right-hand corner, assess their willingness to change. Communication Matrix Risk Register What could possibly go wrong?
What are some of the difficulties that could occur?
What is the worst possible thing that could occur?
What negative effect could this project or change have on another team's work? For each of the risks identified, what are some strategies to prevent them from occuring?
What are some strategies to minimize the consequence of them occurring? Add the stakeholders here. Add the topics to be communicated here.