1.
Project
Management
in Public
Health
Spring 2023

2.
Foundations of Project Management
• Types of Organizational Structures
• Influences of Organizational Structure
• Understanding Project Processes
• Project Constraints
2
Agenda

3.
Influences of Organizational
Structure
3

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.
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.
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.
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.
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.
Understanding Project Processes
9
Initiating Planning Executing
Monitoring
and
Controlling
Closing

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.
• 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.
• Work of the project begins.
Puts project into action.
• Primary output is deliverables and status reports.
12
Project
Processes –
Executing
12

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.
• 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.
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.
Constraints
• Anything that restricts or dictates the actions of
the project team
• Key: determine the constraint that’s the primary
driver
16
16

17.
Triple
Constraint
or
The Iron
Triangle
17
Schedule
Scope Cost

18.
Competing
Constraints
Scope
Quality
Schedule
Budget
Resources
Risks
… and others
18

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.
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.
Announcements
• Read for next week: Chapter 2
• Due Jan. 29: Community & Need Choice s
21