PowerPoint Presentation

Series 2: Project ManagementUnderstanding and Using 6 Basic Tools9/2013From the CIHS Video Series Ten Minutes at a Time

Welcome to the SAMHSA-HRSA Center for Integrated Health Solutions video series Ten Minutes at a Time. This is Series 2 on Project Management. Modules 1 through 5 in this series can be used as a primer by PBHCI grantees on how to use Project Management Tools to support the success of the PBHCI initiative. It can also be used by any Behavioral Health Provider who is interested in integrated primary and behavioral health care, meeting the standards for Meaningful Use, and/or implementing or upgrading an Electronic Health Record System. 1Module 1: The Project Management Toolkit OverviewKey TermsProject Management ToolkitInitiationProject CharterStatement of Work

Planning and ImplementationProject Schedule (Module 2)Risk Management Plan (Module 3)Communication Plan (Module 4)Change Management (Module 5)

This is Module 1: The Project Management Toolkit Overview. We will explain some key terms and then identify and summarize each of the tools essential to building the Project Plan, along with online resources where templates for these tools can be found. The goal of this Module is to provide foundational understanding of what these tools are and how they can be applied2Key TermsProject ConstraintsTime planned duration of the entire projectCost project budgetScope project goals and objectives as stated in the documents that serve to initiate the project

Project Roles Project Sponsor authorizes project, responsible for project funding and successProgram Manager Oversees the project at the organizational level, usually as part of a portfolioProject Manager Responsible for day-to-day activities concerning the execution of the projectProject Stakeholders Anyone affected by the project

Every project has inherent limitations, or constraints. These are Time, Cost and Scope.

Most project implementations require specific roles to get the job done. The Project Sponsor is the entity or entities supplying the resources for the project. The Program Manager is responsible for a portfolio of various projects within the grantee organization, including the PBHCI project. The Project Manager ensures that the PBHCI project is implemented as planned. Project stakeholders include anyone directly impacted by the projects success or failure. 3Project Charter

A formal document that authorizes the project and guides all project decisionsIdentifies the project scope - reason for the project and what it is intended to accomplish Identifies the project sponsorsAssigns implementation responsibility and spending authorityIdentifies milestones and gives special directions and constraintsContains high-level risk management and communication plans

The first tool is the Project Charter. This is a formal document that authorizes the project and guides project decisions. It is very important for the reasons listed here, but also because it operationalizes the project and represents the organizations commitment to see it through. Executive level staff and board members may come and go, but the Project Charter ensures the necessary continuity even in the face of these high-level changes. Information for the Project Charter can be drawn from the SAMHSA Request for Applications, from the organizations response, and from the grant award letter. 4

A template for the Project Charter can be retrieved here: http://www.projectmanagementdocs.com/project-initiation-templates/project-charter-long.html

There are plenty of templates available on the Web for developing the Project Charter. Many of them explain each section and what it should contain. These sections help to identify what the organization needs to accomplish in the project. It also formally commits the organizational resources to the endeavor. A link is provided here to a resource that is open to the public for this and other templates used to create the full Project Plan.

http://www.projectmanagementdocs.com/project-initiation-templates/project-charter-long.html 5Project Statement of WorkA formal document that defines, guides the workProvides a project Executive SummaryDetails the business need for the projectDefines the product requirements Provides a summary schedule around project milestones with any necessary terms and conditions Provides an area of signing approval

The Statement of Work or Scope Statement builds on the Project Charter, explaining why the organization decided to make this particular business decision and detailing each of the project requirements. For example, the PBHCI project enrollees must meet specific eligibility criteria, and this would be spelled out here. It also offers a timeline with specific milestones that inform the Project Schedule. Information can be drawn from the grantees response, and the grantee should carefully review the original RFA to make certain that the grant expectations are thoroughly understood and represented here. The grantee award letter may contain additional conditions which should also be included. 6

A template for the Statement of Work can be retrieved here: http://www.projectmanagementdocs.com/project-initiation-templates/project-statement-of-work.html

Again, templates that support the development of the Statement of Work are available on the Internet. In this example, the contents of each section are explained in detail. When a project is in danger of going off track in terms of schedule or budget, it is often because the Statement of Work has been changed without going through channels. Changes should be anticipated and discussed with your SAMHSA Government Project Officer to ensure that they are allowed under the grant terms and conditions. Keep in mind that most changes will mean a revised project budget. When stakeholders want to add activities not in the Project Statement of Work, the Project Manager can set up a system of documenting these requests for consideration after the project goals have been met. 7Project ScheduleGuides Day-to-Day Project Execution and ControlLists Activities that are in scope (linked to milestones and deliverables)

Steps to completing the Activities are broken out into Tasks with estimated start / finish dates, individual task contingencies and a way to show progress towards completion

Each Task has an identified owner responsible for ensuring the task is completed

Tied to budget and personnel resources with work breakdown structure

The Project Schedule should be the most-used tool in the box. This instrument is vital to tracking progress and staying within the project constraints. It is the only tool that can be effectively applied to monitoring and controlling the project implementation. We will examine this tool in greater detail in Module 2, but for now, lets look at the basic components.8

The essential ingredients are the set of Activities that need to be conducted; the Tasks necessary to complete each of the Activities; the Start and End dates for each Task and the overall duration of each Activity. There should also be a column to indicate Task Dependencies (for example, in this schedule Activity 1, Task 2 cannot be initiated until Task 1 on line 4 is completed. This means that the start of Task 2 is dependent on the finish of Task 1). A column for identifying an Activity Owner ensures that the work is tracked to the person responsible for getting it done. Resources are assigned and related costs are anticipated and planned using a component not show here, the Work Breakdown Structure. Module 2 explains in detail how to set up and use the Project Schedule. 9Risk Management PlanIdentifies the factors that may interfere with project success in time, cost and scopeDetails the actual nature of the riskSpecific strategy for how to address that riskMitigateManageAvoidCentral to communicating around issues that may impede or are actually impeding progress

Perhaps the most valuable exercise that the project management team can engage in is the development of the Risk Management Plan. This considers the entire Project Schedule, identifies potential events that would have a negative impact on the project Time, Cost and Scope. Once risks are identified, the project team is able to estimate how severe the impact of the event would be if it occurred and how likely it is the event will happen. Risks can then be prioritized and the project team can develop an escalating response to each risk that focuses on avoiding, mitigating or managing the risk. 10

A Risk Management Plan Template can be found here:http://www.projectmanagementdocs.com/project-planning-templates/risk-management-plan.html

A Risk Management Plan should acknowledge the Critical Path in the Project Schedule. Identifying the Critical Path is discussed in Module 2. Briefly, this is the path along the Project Schedule that identifies the shortest possible duration of the project. If any of the tasks on that path are delayed, the entire project timeline is at risk. Techniques for managing the Project Schedule need to be applied to the Critical Path and monitoring this should be part of the overall Risk Management Plan. The Risk Management Plan is explored in more detail in Module 3.11Communication PlanDefines the communication requirements for the project and how information will be distributed. Role-basedWhat information will be communicatedHow the information will be communicatedWhen will information be distributedWho does the communicationWho receives the communicationHow communications are archived for reference

There are many different entities to communicate with over the life of the project, including potential and current project enrollees, organizational staff and management, members of the project team, your Government Project Officer and the Center for Integrated Health Solutions. Communication around the project itself is implemented by the Project Manager, who ensures a level of quality in scheduling, conducting, and documenting communications, then archiving communication artifacts. But the Communication Plan must go beyond the project itself. It is important to develop and apply a communication strategy that engages stakeholders who are not directly involved with implementation, and that uses multiple strategies. Newsletters, regular emails, and the use of social media can all be part of this plan. 12

A Communications Management Plan Template can be found here:http://www.projectmanagementdocs.com/project-planning-templates/risk-management-plan.html

Many of the common problems that occur in project implementation stem from a failure to effectively manage communication, especially the communication that happens at meetings. When you check on the Internet for a template and guidance for the Communication Plan, dont overlook the directions that indicate meetings should have an agenda, there should be someone to take notes, and minutes for the meeting should follow the conclusion in a timely way. These simple practices are invaluable to project continuity and overall clarity, and therefore success. The Communication Plan is reviewed in more detail in Module 4. 13Change ManagementHow the project aligns with the organizations mission and the strategic plan goals and objectivesDevelops a vision in partnership with project stakeholdersEnsures clear understanding of how the project will impact individual responsibilitiesIdentifies project champions who keep project momentum when things get difficult

Change management is integrated into all components of the Project Plan. For example, change management means that the project must be aligned with the organizations mission. This is part of the Project Charter and Statement of Work. It also means effective stakeholder engagement which is essential to project success, so it is part of the Risk Management Plan. Project champions can help keep the project moving forward during the rough spots. This topic area is discussed in Module 5.14SummaryThe Keys to Project SuccessProject CharterStatement of WorkProject Schedule (Module 2) Risk Management Plan (Module 3)Communication Plan (Module 4)Change Management (Module 5)

Implementing a project demands a high level of organization. Module 2 provides some detail on using the Project Schedule, and Modules 3 and 4 offer guidance on developing the Risk Management and Communication Plans. Change management is integrated into every aspect of the project and is covered in Module 5. 15We Have Solutions for Integrating Primary and Behavioral Healthcare

Contact CIHS for all types of primary and behavioral health care integration technical assistance and training needs

1701 K Street NW, Ste 400 Washington DC 20006

Web: www.integration.samhsa.govEmail:integration@thenationalcouncil.orgPhone:202-684-7457

Prepared and presented by Colleen ODonnell, MSW, PMP, CHTS-IM for the Center for Integrated Health Solutions

Our thanks go to SAMHSA and to HRSA for providing support to the Center for Integrated Health Solutions (CIHS) for this and many other forms of training and technical assistance related to the integration of primary and behavioral health care. Please visit our web site at www.integration.samhsa.gov, email us at integration@thenationalcouncil.org, or just pick up the phone and give us a call at 202-684-7457.

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