2. Introduction
• Path to innovative project that will add value
from micro level and globally centers around
six elements identified by WHO:
– Addressing the service to be delivered
– Financing
– Governance
– Workforce
– Information systems
– Supply management
3. Projects, Project Plans, and
Project Management Defined
• What is a Project?
– All projects have a beginning, a duration, and an
end
• Constitute the product’s life cycle
– Project Management Institute (2013)
• A project is a temporary endeavor focused on
producing a unique operational entity.
– Project based on accomplishing a goal for systems,
stakeholders, customers
4. Projects, Project Plans, and
Project Management Defined
• When Does the Project Begin?
– Series of activities and actions precedes initiation
of a project
– Identify and validate need for the project, develop
plan, and obtain system buy-in and/or approval
from stakeholders
– Project plan
• Budget, work and activity breakdown and schedule,
overall project schedule, supporting documents
5. Projects, Project Plans, and
Project Management Defined
• What is Project Management?
– Project Management Book of Knowledge (PMBOK)
Guide:
• “Application of knowledge, skills, tools, and techniques
to project activities to meet project requirements
• Accomplished through application and integration of
the project management processes of initiating,
planning, executing, monitoring and controlling, and
closing”
6. Projects, Project Plans, and
Project Management Defined
• What is Project Management?
– Combination of tools, people, and systems
– Tools
• Computers, software packages, and daily planners
– People
• Organizations and project teams who engage in
processes geared toward goal accomplishment within
systems
7. Projects, Project Plans, and
Project Management Defined
• Project Life Cycle
– Initiating the project (identifying customer-driven
factors and obtaining leadership approval and
support)
– Planning (human and physical resources)
– Executive (monitors, control, and cycle of effort(s)
– Project closure (training, operations, and support)
8. Prioritizing Needs That Support
Project Plans and Programs
• Assessing the Environment
– Assessment of strengths, weaknesses,
opportunities
– Threats (SWOT analysis) and gap analysis
– SWOT analysis
• All levels (micro, meso, and macro) must be examined
– Gap analysis
• Individuals seek to establish root problem and collect
evidence that supports need for engaging in the project
9. Prioritizing Needs That Support
Project Plans and Programs
• Strategy Development
– Strategy
• Overall approach to a problem
– Selected strategy should address levels of need
(micro, meso, macro system needs) depending on
scope of project
– Good communication at all levels is a cornerstone
of successful projects
10. Prioritizing Needs That Support
Project Plans and Programs
• Project Budget
– Based on objectives and a detailed estimate of all
costs required from inception to completion
– Should be flexible, have standards, and use
available sources first to avoid unnecessary costs
– Four sequential steps to a well-planned project
budget
11. Value-Based Project Attributes
for Project Sustainment and Management
• Institute of Medicine (IOM) industry services
characteristics:
– Safe
– Effective
– Patient-centered
– Timely
– Efficient
– Equitable
12. Value-Based Project Attributes
for Project Sustainment and Management
• Key Markers of Value and Success
– Innovation
– Inclusiveness
– Evidence-based foundation
– Transparency
13. Skills and Tools as Contributors to
Meaningful Projects
• Skills and Tools
– Lead, engage, inspire others toward greatness
– Apply human factors engineering
– Link to goals and measurable, sustainable outcomes
– Activities focused on customers
– A designated leader
– Planning and organizational skills
– Ability, awareness, and sensitivity to address cultural
differences
14. Managing Projects and Teams in a
Virtual Environment
• Personal Assets
– Individual competence
– Interpersonal skills
– Flexibility
– Accommodation
– Creativity
– Strong work ethic
– Outcomes focus
15. Managing Projects and Teams in a
Virtual Environment
• Managing a Virtual Team
– Perform a project evaluation
– Determine skill sets needed by team members
– Identify and anticipate obstacles
– Constantly engage members and encourage
bidirectional communication
– Establish timeline and milestones
16. Managing Projects and Teams in a
Virtual Environment
• Managing a Virtual Team
– Ensure individual team member accountability
– Be cognizant of cultural differences
– Manage conflict and difficult team members
– Provide education and training
17. Summary
• Planning successful projects requires a series
of deliberate and purposeful activities that
result in an attainable goal.
• Projects may be limited to micro system or
may extend to meso and macro system
level(s) within an organization or industry.
18. Summary
• Projects are finite in scope.
• Program management extends across a
system or industry.
• Leadership is central to successful projects
and their sustainability.
• Projects that include Triple and Quadruple
Aim goals will benefit both systems and
stakeholders.
19. Summary
• Envisioning a futuristic state opens up avenues
for changes in behavior and value-based
project outcomes.
• Technology affords opportunities for global
project team membership where talents are
leveraged toward an achievable goal.
