Which project management methodology I should choose?

6. The 7-S of Project Management Element Description Strategy The high-level requirements of the project and he means to achieve man Structure The organizational arrangement that will be used to carry out the project Systems The methods for work to be designed, monitored and controlled Staff The selection, recruitment, management and leadership of those working on the project Skill The managerial and technical tools available to the project manager and staff Style/Culture The underlying way of thinking and inter-relating within the work team or organization Stakeholder Individuals and groups who have an interest in the project process or outcome

9. PM Process Groups / Knowledge Area Processes Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Management Integration Develop Project Charter Develop Prelim Project Scope Statement Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project Project Scope Management Scope Planning Scope Definition Create WBS Scope Verification Scope Control Project Time Management Activity Definition & Sequencing Resource Estimating Duration Estimating Schedule Development Schedule Control Project Cost Management Cost Estimating Cost Budgeting Cost Control Project Quality Management Quality Planning Perform Quality Assurance Perform Quality Control Project HR Management Human Resources Planning Acquire Project Team Develop Project Team Manage Project Team Project Communications Management Communications Planning Information Distribution Performance Reporting Manage Stakeholders Project Risk Management Risk Management Planning Risk Identification Qualitative / Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Project Procurement Management Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure

21. Work Breakdown Structure (“WBS”) 1.3 Needs Analysis 1.3.1 Review Corporate Guidelines 1.3.2 Present Corporate Guidelines to Technology Steering Committee 1.3.3 Departmental Assessments .1 Patient Safety .2 Business workflow .3 Nursing .4 Physicians .5 Lab .8 Pharmacy .9 Radiology .10 Emergency & LifeFlight .11 Facilities .12 IT .16 Disaster Recovery .13 Security .6 Admitting .14 Outpatient .7 Medical Records .15 Privacy 1.3.4 Prioritize Needs/Opportunities 1.3.5 Develop Report: “Needs Analysis and Recommendations” 1.3.6 Review by Technology Steering Committee 1.3.7 Review by Physician’s Advisory Group 1.3.8 PM Review and Sponsor Sign Off Items in Gray are Work Packages

23. Typical Project Life Cycle

24. Representative Software development Life Cycle

25. PRINCE2 method Approach

27. PRINCE2 Principles Business Justification A PRINCE2 project has continued business justification Learn from experience PRINCE2 project teams learn from previous experience (lessons are sought, recorded and acted upon throughout the life of the project) Roles & Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests Manage by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis Manage by Exception A PRINCE2 project has defined tolerances for each project objective to establish limits of delegated authority Product Focus A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements Tailor PRINCE2 is tailored to suit the project’s size, environment, complexity, importance, capability and risk

28. PRINCE2 Themes Business Case Establish mechanisms to judge whether the project is (and remains) desirable, viable and achievable as a means to support decision-making in its continued investment. Why? Organisation Define and establish the project’s structure of accountability and responsibilities. Who? Quality Define and implement the means by which the project will create and verify products that are fit-for-purpose. What? Plans Facilitate communication and control by defining the means of delivering the products Where and how by whom, and estimating the when and how much? Risk Identify, assess and control uncertainty, and as a result improve the ability of the project to succeed. What if? Change Identify, assess and control any potential and approved changes to baselined objectives. Only if? Progress Establish mechanisms to monitor and evaluate actual achievements with planned in order to provide a forecast for the project objectives, including its continued viability. Where are we now? Where are we going? Should we carry on?

29. PRINCE2 Processes Starting Up a Project Directing a Project Managing a Stage Boundary Managing a Stage Boundary Closing a Project Initiating a Project Controlling a Stage Controlling a Stage Managing Product Delivery Managing Product Delivery Corporate or Programme Management Directing Managing Delivering Pre-project Initiation stage Subsequent delivery stage(s) Final delivery stage

30. PRINCE2 Processes = process applies = process optional Pre-project Initiation Stage Stage 2, 3, etc Final Stage Stage Process Starting Up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project

32. Tolerances Tolerance Areas Project level Tolerances Stage level Tolerances Work Package level Tolerances Product level Tolerances Time +/- amounts of time on target completion dates Project Plan Stage Plan Work Package NA Cost +/- amounts of planned budget Project Plan Stage Plan Work Package NA Scope Permitted variation of the scope of a project solution, e.g. MoSCoW prioritisation of requirements (‘ M ust have, S hould have, C ould have, W on’t have now’). Project Plan Stage Plan Work Package NA Risk Limit on the aggregated value of threats (e.g. expected monetary value to remain less than 10% of the plan’s budget); and Limit on any individual threat (e.g. any threat to operational service) Risk Management Strategy Stage Plan Work Package NA Quality Defining quality targets in terms of ranges, e.g. a product that weighs 300g +/- 10g Project Product Description NA NA Product Description Benefits Defining target benefits in terms of ranges, e.g. to achieve minimum cost savings of 5% per Branch, with an average of 7% across all branches Business Case NA NA NA

33. PRINCE2 Processes, Themes and Techniques Product Based Planning Technique Change Control Technique Quality Review Technique Business Case Change Control Quality Management of Risk Controls Plans Organisation Managing Product Delivery Planning Corporate or Programme Management Directing a Project Starting Up a Project Initiating a Project Controlling a Stage Managing Stage Boundaries Closing a Project

34. Best Practices Approach

35. We want a system or a solution that enables us to provide the best quality of care to our patients and assist us in making decisions. We want a system or a solution modeled on how we work that provides access to comprehensive, real-time information from anywhere. We want a system or a solution that will help us reduce our costs and be easy to maintain and update.

38. What are the constraints? How do we get there? Where are we? Where do we want to be? How do we get started? What are the impacts? Strategic Planning Framework

39. What is Project Success? Project success occurs when we have: and Objectives Time Cost Project Success     A delighted client (expectations met) Delivered the agreed objectives Met an agreed budget - $, resources etc. Within an agreed time frame  Done it all professionally & without killing the team

41. Six Sigma is a structured problem solving tool which deploys Brainstorming & Statistical tools to identify the vital root causes and finding a solution so as to optimize the Output. It follows DMAIC approach for problem solving. Why Six Sigma? Define the project ( Assignment ) goals and customer (internal and external) deliverables. Measure the process to determine current performance. Analyze and determine the root causes of the defects. Improve the process by working on the validated root causes Control the improved process performance to ensure sustainable results. Define Measure Analyze Improve Control

47. Mandatory Recommended Conditional Mandatory data collection & document preparation: Document Description Project Charter Revised final Project Charter (Plan) Project Master Plan Business Case Risk assessment Issue Tracker Bi-Weekly Report status Project Budget/Cost Internal Project Kick off External Project Kick off Customer Acceptance Document Change Request Project Phase Plan / Time Table / Minutes of meeting

48. Document Description Site Readiness Checklist Installation checklist Acceptance Test Protocol Project Acceptance RFP Equipments specs Change Management Training Plan

50. Plan the work , then work the plan

51. It’s not just what you connect Or how you connect it People positions from the change

52. The Relation Between Change Management and the Project Management

53. CAP Model: Change Acceleration Process (six sigma based approach) CURRENT STATE TRANSITION STATE IMPROVED STATE Leading Change Systems and Structures Monitoring Progress Mobilizing Commitment Shaping a Vision Creating a Shared Need Making Change Last

54. Change Acceleration Process (six sigma based approach) Leading Change’ Having a sponsor/champion who sponsors the change; who has visible, active public commitment and support of change. Creating A Shared Need The reason to change , whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance . Shaping A Vision The desired outcome of change is clear , legitimate, widely understood and shared ; the vision is shaped in behavioral terms. Mobilizing Commitment There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Making Change Last Once change is started, it endures , and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Monitoring Progress Progress is real; benchmarks set and realized ; indicators established to guarantee accountability. Changing Systems And Structures Making sure that the management practices (Staffing, Development, Rewards, Measures, Communication, Organizational Design and Information Technology Systems) are used to complement and reinforce change