A Guide to Project Management for the Reluctant

1. A Guide toProject Management for the Reluctant Mike Stockton March 2011

2. Learning Outcomes • To identify that your leading a project • To understand the steps of the process • Identify the pitfalls and risks • Understand important generic competencies • To bring a project to completion

3. Real Worldism • Most doctors are not trained in project management • Many doctors didn’t anticipate this role • It is usually done after the day job has been completed.....inadequate time. • Lots of PM courses and qualifications.....but we just need the practical basics and essentials

4. Real Worldism • Most will be doing it without knowing or training....and very good at it • You may be a project leader/director.....responsible for high level decision making, and motivating/leading......someone else will do the project management

5. Project Management • The positives..... • Projects succeed, on time, on budget • Limits risks • Improves communication, motivation and change management • Can reduce the stress on you and colleagues • Can give you understanding and leverage in management meetings

6. Basic Qualities • Belief in the end product • Logical and sequential thought processes • Time management....GTD • Performance management • Prioritisation combined with flexibility • Common sense • Regular communication • Spoken, written • Effective working relationships....getting along with others.....social and emotional intelligence

7. Drivers of Change? • Regulatory demands (quality and risk) • CQC • Information governance • Technological and systems change • NHS changes...GP commissioning, private competition • New and available technology....systmone, hand held devices, telemedicine, drugs • Gaps in the market • Efficiency improvements

8. Professorial Development: Steps on the Way • The concept of a Professor of Palliative Medicine: • Why? Now, Leeds? • The national map • The business case • Guiding Coalition: • People who really believed in the end product • The Steering Committee • Significant stakeholders from the beginning • University, senior clinicians, board members, big hitters

9. Professorial Development: Steps on the Way • The Academic Proposal • Why? • What research and benefits? • What structure? Where best located? • This involved academics and clinicians • The Financial Proposal • The total cost over a period of time • How will it be funded? Who will fund? • What is the financial model? • What are the financial risks and who will take them? • This involved finance directors and funders • The Fundraising Proposal • How will we raise the money • Involved the a fundraising group • Employed a fundraiser: major donors and national trusts

10. Professorial Development: Steps on the Way • The University: • Which institute? • Who will champion? • Who do you talk to? • Understanding University processes and timescales • Final Agreement: • University and the Board of St Gemma’s • Highly detailed: HR and legal scrutiny

11. Smaller Projects • Ultrasound equipment and training • Mobile working in the community

12. Mandatory Projects • Information Governance: • Connecting for health • IG Statement of compliance • Data Management/Personal Identifiable Data (written, electronic, spoken) • Clinical • Staff • Donors • Project Manager: new resource

13. Definitions and Taxonomy • Programme: • Collection of linked projects • Project: • Temporary endeavour • Defined beginning and end • To bring about beneficial change • Multiple steps • Task: • An actionable step

14. Definitions and Taxonomy • Strategy: • Bigger picture route map for an organisation • Business Plan: • The year ahead plan to deliver the strategy • Will contain projects and tasks • Quarterly milestones and markers of success

15. 6 Dimensions of a Project • Scope • What is the aim and what it encompasses? • Quality • The quality of the deliverable • Complex, measurable • Can alter the project significantly (cost, time, risk) • Quantity • Timescale • Cost • Risk

16. Project Life Cycle • Project purpose and defined goals • Scoping • Planning • Implementing • Evaluating

17. Scoping: define the outcome • SMART objectives • Specific • Measureable • Achievable • Rewarding • Time-framed

18. Scoping: Gathering Information • SWOT analysis • Strengths • Weaknesses (actual and internal factors) • Opportunities • Threats (potential and external) • Defines / clarifies the current situation

19. PESTLE Analysis • Political • Economic • Social • Technological • Legislative • Environmental

20. Scoping: The Stakeholders; people or organisations that may be affected by the project.

21. Belbin Team Style • Plant: • Creative and unorthodox • Not great at implementing • Shaper: • Challenges and drives through change • May be impatient with others • Co-ordinator: • Clarifies goals and participation

22. Belbin Team Style • Resource Investigator: • How have others made it work? • Loses motivation when planning is over • Implementer • Turn ideas into practical actions • Less flexible with others ideas • Team Worker • Diplomatically encourage and support • Tend to avoid conflict

23. Belbin Team Style • Monitor Evaluator: • See options and milestones • Not very inspiring • Completer Finisher • Deliver the change on time • Individual worker and worrier • Who are you? What’s your preference?

24. Planning the Project • The hardest task can be recording the plan • Who? What? Why? Where? When? and How? • The tasks to be done • The people required to do them • The way in which tasks will be done • The time they will take to complete

26. Project: Development of Professor in Palliative Medicine/Care Document: Project Plan Date: 06.05.08. Version: 2.0 Updated for: Steering Group

27. Project Management Tools • Gantt Charts: • Visual description of project • Make a realistic assessment of the end-time of the project. • Align the effort (or phases) – in sequential order, as well as in parallel. • Think in terms of task dependencies – which task is dependent on what. • Concentrate on the necessary resources, both when and where, throughout the run of the project.

28. Gantt Chart

29. Gantt Chart

30. Implementing the Plan • Applying the plan • Monitoring milestones • Resolving problems • Progress reporting • Action plan review • Regular communication • Training and support

31. Change Management • Facilitating change in people • Change can cause: • Personal upheaval and cost • Anxiety • Uncertainty • Change produces patterns of response

32. Change Management • Denial: • The change is not really happening • This group will need careful work • Resistance: • Vocal rebellion and subtle sabotage • Important to let this happen in a controlled way • Exploration • Adjustment • Acceptance and commitment

33. Change Management

34. Evaluation • Review of: • SMART outcomes/goals • SWOT analysis • Gantt • Test • Completeness • Functionality • Quality • Operational

35. 7 Deadly Sins • Scope Creep • Poor organisation of resources • Poorly defined roles • Over-dependency on one person • Lack of agreed objectives • Poor documentation and communication • Overspending

36. Final Words • Keep it as simple as the project allows • Spend time scoping and planning....it pays off later • Clear, consistent, regular and transparent communication • Expect change, uncertainty and failures.....therefore develop a capacity for flexibility, resilience and optimism.