1. A Discussion, Do Your PM Tools Frustrate You?
PM SIG
A Discussion, Do Your PM Tools Frustrate You?
Marc Newman FHIMSS Pawan Goyal MD FHIMSS
Co-Chairman
August 17, 2017

2. PM SIG Agenda Welcome Credits – PMI and CPHIMSS Thanks
SIG Reach Out – in progress
SIG Home Page - Updated
Credits – PMI and CPHIMSS
Thanks
Presentations and Discussion
Tools 101 – today
Dashboards and Reporting - September
Tools 102 – October
Tools 103– December
Value 101, future
Next Meeting – September 2:00PM (EST)
Wrap up

3. Disclaimer
This document is not formal research but an outline to be used for general discussion. It attempts to gather ideas and concepts from many sources (including the authors) and to present these ideas in a coherent manner to the project Management SIG.
Some references are provided where they may be interesting and useful. Materials have been extracted and in some cases presented as published. In other cases, original materials were edited, as the author sees fit, to make a point or to better explain a concept.
The document, in the end, is designed as a learning tool to provide useful guidance, provide the basis for discussion, and may be get members excited about the topic.
Last, we sometimes focus on what we like to explore….

4. And others who took the time to add ideas and content.
Thanks to….
Daniel Renier MHA, MCTS
Partner, Milestone Consulting Group
&
SIG Review Group
Jan Lugibihl
HIMSS
And others who took the time to add ideas and content.

5. A Discussion - Do Your PM Tools Frustrate You? (PM101)
PM SIG
A Discussion - Do Your PM Tools Frustrate You? (PM101)
Marc Newman MBA FHIMSS
August 17, 2017

6. Education Goals Session one Overview of PM Problem(s) Definition
Project Initiation and Tools
Team Role and Challenges
Session two
PM Tool Requirements
Tool Selection Factors To Consider
Road Test & Deployment
Session three
PMT Best Practices

7. Project Management Challenges
There are always a range of challenges that PMs and projects must deal with:
Misalignment of projects and business objectives
Late or delayed products or deliverables
Dependency conflicts (resources, budget, people, skills, equipment, etc)
Task execution
Multiple project conflicts (conflicting or overlapping)
Resource conflicts
Unrealized or under achieved business value
Defuse, conflicting, or poorly defined decision making processes
Lack of appropriate accountability (many levels)
Poor or lack of planning

8. Project Management Challenges
Appropriate planning utilizing good PM methods and is supported by an appropriate project management tool (PMT) can significantly mitigate many of these challenges.
Conflicts
Task execution
Perfect Tool
Accountability
Resource management
More Conflicts
Strategic
Misalignment
Decision making

9. Project Management Challenges
Key Point:
PMT IS AN APPLICATION
Treat it like one!!!!

10. Project Management Challenges
PMT development and deployment challenges, environment, and PM context
101
Requirements
Team
Features
Security
102
Mechanics, Methods, and Processes
Context
102
Functions
Work flow
Environment
Project Management

11. What is a project management tool?
Definition 101
What is a project management tool?
It is an application or a tool that allows a project team to enter the detail about tasks of a project and then control, track, schedule, and report on progress. The PM tool’s role is to “assist” the PM and project team.

12. Definition 101 What does a PMT do?
A PM tool does not manage the project, it helps to capture, communicate, visualize and control the effort. To use a tool effectively, the following base information should be captured:
Project start date
Tasks with named resource to perform task, % time available, total effort required for each task
Activity sequencing (dependencies)
Critical date constraints
Tool should be able to calculate task and project completion dates

13. Definition 101 What does a PMT do?
During execution, the following should be captured by the tool:
Actual work accomplished
Resources consumed
Changes to project’s parameters
Tool allows:
Reporting
Tracking
Exception Identification
Tool allows monitoring and control of effort

14. Full Project Life Cycle
Problem Statement
A PM can engage with a project effort along its continuum resulting in different views, problems, methods, and changes tools choices.
Full Project Life Cycle
Early Planning
Deployment to
Shut down
Acceptance
Initiation
Execution

15. Early Planning Phase Early Planning and Initiation:
What are possible tools and methods to get started?
Manual Methods
A list of tasks with deliverables
Post-it notes on a white board
Automated Methods
Excel
PowerPoint
Project Management Software –simple
Project Management Software - complex

16. Early Planning & Initiation
During project planning or initiation, few of the project’s characteristics may be known such as size, scope, complexity, etc. A number of basic planning techniques can be used at this time to gain an understanding of the effort.
List of tasks
Work break down structure
Pert Chart
Can be supported by techniques:
Lists
Post it notes on a white board
More

17. Initiation Into Execution
Work Break Down methodology is often an appropriate place to begin drilling into the details of a project

18. Initiation Into Execution
A typical follow on step can be the creation of a plan that is time and dependency based. A Gantt Chart is a tool where tasks are identified with their dependencies defined.

19. Initiation Into Execution
Another option is to develop a network diagram. This is a graphic approach that supports more complex projects with powerful planning methods.
Forward planning
Reverse Planning

20. Execution & Deployment
It is important to understand the pattern of the project(s). This will help determine which tool to use and how to use it. There are many possible patterns that must be understood by the PM to pick and utilize the most appropriate tool(s
Linear sequence
Pilot
Top down and bottom up
Stair case overlap
Multiple project dependencies
Multiple organization dependencies
Spikes
Gold Rush
Deployment:
Sequential
Phased
Concurrent

21. Execution & Deployment
Example: Large and co-dependant projects can create complex and unique task sequence patterns .
Entity A
Shared Service
Shut Down
Entity B
Planning
Execution
Deployment

22. Execution & Deployment
Example: linear pattern: core standard milestone structure. However, measures can almost behave like a parallel linked project.
Start up &
planning
Assessment &
Gap Analysis
Build & change
Testing
Integration &
Testing
Sequential
Deployment plan

23. Execution & Deployment
Example: Multi-level enterprise planning pattern
Enterprise Program Office
Facility A
Facility B
Facility C
Enterprise level plan defines the complex relationships between the Enterprise Program Office, local management and the local project efforts.

24. Tool Search Considerations
Initial questions to begin your exploration of tool’s choice:
Does your IT shop have one standard PM tool or several?
How committed is the organization to the current tool of choice?
Does the tool support your project and PM methodology?
Is it appropriate for the level of maturity of the team?
Is it appropriate for the level of maturity of the organization?
Who and how will administer and support the tool?

25. Tool Search Considerations
The first key step or action here is determine what is the current tools environment in your organization? 1
No Products
Standard Selection
yes
Understand ? no no
One Standard Product
Initial Functional Assessment OK
yes
Use Product
Multiple Standard Product
Initial Functional Assessment
One is OK 1 no

26. Tool Operating Environment Considerations
When developing initial PMT requirements, consider the relationship among these four key elements:
Process Maturity
PM Role
Team Characteristics
Project Characteristics

27. Our Team Considerations objective focused self disciplined
Possible project risks and team discord
multi-task
adaptive
likes to and wants to communicate
location(s)
work well together
experience

28. Considerations What is your level of process maturity
Where are you in the continuum?

29. Considerations In session #2, will continue our exploration with:
Critical role of the PM
PMT Functional Requirements

30. Summary Session # 1
Planning and initiation are critical the steps where a software tool’s execution environment and initial project requirements are understood
Care must be given in identifying the characteristics of the project: your team, project type, methodology, pattern, and technical environment
Involve key members of the project and management team to learn, develop, and utilize selected tool

31. Questions and Discussion
Why?
PM SIG

32. Contact and follow-up
Marc Newman FHIMSS MBA