Project Management for Public Health Professionals

1. Project Managementfor Public Health Professionals • February 2011 • David Sabapathy, MD, MBA, PEng • Department of Community Health Sciences • 3rd floor TRW building • Faculty of Medicine • University of Calgary • Calgary, Alberta • Canada T2N 4Z6 • david.sabapathy@albertahealthservices.ca

2. Section 3Project Planning

3. Learning Objective • Acquire practical skills to develop a Project Management Plan to effectively and efficiently achieve a health objective Initiation  Definition  Planning  Execution  Close-Out

4. Course Map Idea Authority Project Charter Design Schedule Resource Plan Project Outcomes Evaluation   Project Management Plan Initiation  Definition  Planning  Execution  Close-Out

5. Project Planning With the design complete, we know WHAT we’re doing. Now we need to decide HOW to do it Initiation  Definition  Planning  Execution  Close-Out

6. Specific Learning Objectives • Outline how to complete the following steps in the project life cycle • Project Planning • Use the project life cycle to address a health priority for a developing country • Project Planning • Develop a project schedule and Gantt chart • Understand the basics of developing a project budget • Develop a strategy to implement project management for a health priority in a developing country in a way that is culturally-suitable and enables uptake Initiation  Definition  Planning  Execution  Close-Out

7. Topics • Project Life Cycle: Stage 3 – Project Planning • Project scheduling • Gantt charts • Budgeting Initiation  Definition  Planning  Execution  Close-Out

8. Learning Method In-Class Case Study Activity Modules x 3 Project Management Plan Initiation  Definition  Planning  Execution  Close-Out

9. Scheduling Initiation  Definition  Planning  Execution  Close-Out

10. Scheduling Steps • Outcome of Project Definition stage  Project Scope • Scheduling of Project Scope has 5 Steps • Task Sequencing - Put work packages in correct order • Work Package Estimation - Estimate time and resources • Schedule creation – Gantt chart • Task Constraints – Determine float and critical path • Resource Levelling – Re-assign and level resources Initiation  Definition  Planning  Execution  Close-Out

11. Step 1: Task Sequencing • All tasks obey sequence constraints • Example: Getting ready for work Initiation  Definition  Planning  Execution  Close-Out

12. Step 1: Task Sequencing • Define relationships between work packages • Do not be concerned with resource constraints • E.g. Even if there’s not enough FTEs to complete a work package early in the project, this should not affect the sequencing of this work package Initiation  Definition  Planning  Execution  Close-Out

13. Work Package Sequencing • Work Packages are the only tasks in the project that will be completed (not summary tasks). Only sequence Work Packages and do not let Resource Constraints affect sequencing. Initiation  Definition  Planning  Execution  Close-Out

14. Step 1: Task Sequencing Two ways to display task relationships Predecessor Table Network Diagram Initiation  Definition  Planning  Execution  Close-Out

15. Step 1: Task Sequencing • Concurrent tasks • 2, 3 and 5, 6 • Resource independence • Start and End milestones Start End 2 4 5 7 1 3 6 Initiation  Definition  Planning  Execution  Close-Out

16. MIP Case: Task Sequencing • Triple Constraint • Scope – defined by WBS • Time – 6 months • Resources • 46,000,000 TZS (50,000 USD) • 6 FTEs - 4 project team members and 8 clinic managers @ 0.5 FTE Initiation  Definition  Planning  Execution  Close-Out

17. MIP Case: Task Sequencing Level 0 Level 1 Level 2 Work Packages Level 3 Initiation  Definition  Planning  Execution  Close-Out

18. MIP Case: Task Sequencing Level 0 Measles Immunization Project - WBS 1.1 Project Management 1.1.1 Monitor progress 1.1.2 Communicate status 1.2 Strengthen Partnerships 1.2.1 Identify partners 1.2.2 Draft and sign agreement 1.3 Enhance Accessibility 1.3.1 Secure vaccine supply 1.3.1.1 Review agreements 1.3.1.2 Analyze deficiencies 1.3.1.3 Develop contracts 1.3.1.4 Sign contracts 1.3.2 Resolve cold-chain 1.3.2.1 Perform root-cause analysis 1.3.2.2 Improve process 1.3.2.3 Communicate process 1.3.2.4 Evaluate process 1.4 Provide Education 1.4.1 Survey population 1.4.1.1 Design survey 1.4.1.2 Conduct survey 1.4.2 Develop program 1.4.3 Deliver program 1.4.3.1 Recruit volunteers 1.4.3.2 Educate population 1.4.4 Evaluate program Level 1 Work Packages Level 2 Level 3 Initiation  Definition  Planning  Execution  Close-Out

19. MIP Case: Task Sequencing Initiation  Definition  Planning  Execution  Close-Out

20. MIP Case: Task Sequencing Level 0 Level 1 Level 2 Work Packages Level 3 Initiation  Definition  Planning  Execution  Close-Out

21. MIP Case: Task Sequencing WBS Predecessor Table Initiation  Definition  Planning  Execution  Close-Out

22. MIP Case: Task Sequencing Predecessor Table Network Diagram 1 6 Start End 8 3 2 4 5 7 Initiation  Definition  Planning  Execution  Close-Out

23. Step 2: Work Package Estimation • Recall the top-down process of Apportionment • Now time for more detailed bottom-up estimation • Each work package has 3 time and resource estimates: • Labour estimates • Equipment estimates • Material estimates Initiation  Definition  Planning  Execution  Close-Out

24. Step 2: Work Package Estimation • Labour estimates require 3 inputs: • Labour hours – time required for 1 FTE to complete • Staffing in FTEs* – # FTEs assigned to the work package • Wait time – necessary delay in completing work package • Equipment and material estimates important but not covered in this course • * FTE = Full-time equivalent. An FTE of 1.0 means that the person is equivalent to a full-time worker, while an FTE of 0.5 signals that the worker is only half-time. Initiation  Definition  Planning  Execution  Close-Out

25. Work Package Estimation • The estimated duration of a Work Package is the sum of the Active Time and Wait Time. • Active Time is an estimate of people’s time spent on the task. Wait Time is an estimate of the necessary delay to complete the task Initiation  Definition  Planning  Execution  Close-Out

26. MIP Case: Work Package Estimation PT = Project Team Member; CM = Clinic Manager, V = Volunteers Initiation  Definition  Planning  Execution  Close-Out

27. Step 3: Schedule Creation • Work package sequencing and durations complete • Can now create a Gantt chart • Graphical method for displaying a project schedule • WBS on vertical axis, timeline on horizontal axis Initiation  Definition  Planning  Execution  Close-Out

28. Gantt Chart Creation • Two elements are required to create a Gantt Chart: • Work Package Sequence • & • Work Package Duration Initiation  Definition  Planning  Execution  Close-Out

29. MIP Case: Schedule Creation Sequence Duration Gantt Chart Initiation  Definition  Planning  Execution  Close-Out

30. MIP Case: Schedule Creation Initiation  Definition  Planning  Execution  Close-Out

31. Step 4: Task Constraints • Every task has four dates • Early start – earliest a task can begin given the tasks preceding it • Early finish – earliest task can finish given the tasks preceding it • Late start – latest a task can start given the tasks preceding it • Late finish - latest a task can finish given the tasks preceding it • Two steps to defining dates • Early start/finish - Forward pass through network diagram • Late start/finish - Backward pass through network diagram Initiation  Definition  Planning  Execution  Close-Out

32. Step 4: Task Constraints • Float or “slack” • The difference between Early start/finish and Late start/finish is schedule flexibility! • Float = Early start – Late Start • Critical path = Path through all tasks with zero float • Tasks with zero float must be completed by their early finish date or the project will be delayed! Initiation  Definition  Planning  Execution  Close-Out

33. Critical Path • The Critical Path is the sequence of tasks that must be completed on schedule if the project is to be on schedule. Any delay in a task along the Critical Path will result in a project delay. • Attention must always be paid to the Critical Path. Initiation  Definition  Planning  Execution  Close-Out

34. Step 5: Resource Levelling Task duration estimates implied a certain resource allocation Examine schedule: Resources under or over-allocated at any time? Adjust schedule to have consistent, continuous use of fewest resources Initiation  Definition  Planning  Execution  Close-Out

35. Activity Module #3: Project Schedule Handout Activity Module #3: Project Schedule Discuss use of project management software Start activity module… Initiation  Definition  Planning  Execution  Close-Out

36. Resource Plan Initiation  Definition  Planning  Execution  Close-Out

37. Course Map Idea Authority Project Charter Design Schedule Resource Plan Project Outcomes Evaluation    Project Management Plan Initiation  Definition  Planning  Execution  Close-Out

38. Resource Plans • Resource Plan • WHAT is required for each task (human resources, equipment, materials, finances) • WHEN its required • Useful communication tool for Project Stakeholders Initiation  Definition  Planning  Execution  Close-Out

39. Human Resources Human Resource plan already done during project scheduling! We determined WHAT people we need and WHEN we need them Now communicate in a Gantt chart format to stakeholders What People When Needed Initiation  Definition  Planning  Execution  Close-Out

40. Human Resource Plan • A Human Resource Plan is a useful communication tool that identifies when people are scheduled to work on a project task. Initiation  Definition  Planning  Execution  Close-Out

41. Project Budgeting • Two steps • Cost Estimation – What is the cost? • Cost Budgeting – When is the money required? • Manages project risk associated with finances Initiation  Definition  Planning  Execution  Close-Out

42. Cost Estimation • Iterative process • More accuracy with time • Accuracy costs money • Recall our first pass: • Apportionment Estimate Accuracy Project Life Cycle Timeline Initiation  Definition  Planning  Execution  Close-Out

43. Estimation • Project estimation (scope, time, resources) improves as the project life cycle unfolds. • Improved estimation requires additional cost. Initiation  Definition  Planning  Execution  Close-Out

44. Estimation Techniques • Analogous estimates (top-down estimates) • Our Apportionment process during the Project Definition stage • Less costly, less accurate • Needs historical reference point • Bottom-up estimates • Estimate work packages from WBS • More costly, requires expert input, more accurate • Parametric modeling • Project parameters in mathematical model (e.g. $5 per sqft * 2500 sqft) • Historical data accuracy, parameters quantifiable Initiation  Definition  Planning  Execution  Close-Out

45. Assumptions • All estimates involve assumptions • Document the basis for your cost estimate • Without documentation, a cost estimate is unexplainable Initiation  Definition  Planning  Execution  Close-Out

46. MIP Case: Cost Estimation • Bottom-up Estimation for each work package in the WBS • Check against apportionment Initiation  Definition  Planning  Execution  Close-Out

47. MIP Case: Cost Estimation Initiation  Definition  Planning  Execution  Close-Out

48. MIP Case: Cost Estimation Initiation  Definition  Planning  Execution  Close-Out

49. Cost Budgeting • Work package cost estimates spread over time • Enables timely recognition of cost deviations from plan • Two inputs • Work package cost estimates • Project schedule Initiation  Definition  Planning  Execution  Close-Out

50. MIP Case: Cost Budgeting Initiation  Definition  Planning  Execution  Close-Out