1 All you need is an Idea! Christian Milaster, PMP Mayo Clinic Division of Engineering.

11

All you need is an Idea!All you need is an Idea!All you need is an Idea!All you need is an Idea!

Christian Milaster, PMPChristian Milaster, PMPMayo Clinic Division of EngineeringMayo Clinic Division of Engineering

Christian Milaster, PMPChristian Milaster, PMPMayo Clinic Division of EngineeringMayo Clinic Division of Engineering

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The Good NewsThe Good NewsThe Good NewsThe Good News

I won’t solve your problemsI won’t solve your problems(in just an hour)(in just an hour)

The Division of EngineeringThe Division of Engineeringis not perfect (gasp!)is not perfect (gasp!)

(but is doing a lot of things right)(but is doing a lot of things right)(but has established a solid foundation)(but has established a solid foundation)

I won’t solve your problemsI won’t solve your problems(in just an hour)(in just an hour)

The Division of EngineeringThe Division of Engineeringis not perfect (gasp!)is not perfect (gasp!)

(but is doing a lot of things right)(but is doing a lot of things right)(but has established a solid foundation)(but has established a solid foundation)

33

The Bad NewsThe Bad NewsThe Bad NewsThe Bad News

It’s really very simple:It’s really very simple:(1) do good work(1) do good work(2)(2) be confident about your abilitiesbe confident about your abilities(3)(3) learn to say NO learn to say NO (politely but affirmatively)(politely but affirmatively)

It’s It’s notnot the Others’ Fault the Others’ Fault(others: customers, users, management)(others: customers, users, management)

It’s YOUR FaultIt’s YOUR Fault(but that means that you’re in control!)(but that means that you’re in control!)

It’s really very simple:It’s really very simple:(1) do good work(1) do good work(2)(2) be confident about your abilitiesbe confident about your abilities(3)(3) learn to say NO learn to say NO (politely but affirmatively)(politely but affirmatively)

It’s It’s notnot the Others’ Fault the Others’ Fault(others: customers, users, management)(others: customers, users, management)

It’s YOUR FaultIt’s YOUR Fault(but that means that you’re in control!)(but that means that you’re in control!)

oh darnoh darn

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The Main InsightThe Main InsightThe Main InsightThe Main Insight

Every System is Perfectly DesignedEvery System is Perfectly Designedto Get the Results it Gets!to Get the Results it Gets!

Don Berwick, MD, IHIDon Berwick, MD, IHI

Every System is Perfectly DesignedEvery System is Perfectly Designedto Get the Results it Gets!to Get the Results it Gets!

Don Berwick, MD, IHIDon Berwick, MD, IHIIt’s the

economy,

stupid!

process

It’s not the people that fail.

It’s the processes that are setting them up for failure.

55

Should you Stay?Should you Stay?Should you Stay?Should you Stay?

Ate some Breakfast.Ate some Breakfast.

Did some Networking.Did some Networking.

Didn’t like the Jokes.Didn’t like the Jokes.

Got the Core Message.Got the Core Message.(“You need to change.”)(“You need to change.”)

Ate some Breakfast.Ate some Breakfast.

Did some Networking.Did some Networking.

Didn’t like the Jokes.Didn’t like the Jokes.

Got the Core Message.Got the Core Message.(“You need to change.”)(“You need to change.”)

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The Rest is…The Rest is…The Rest is…The Rest is…

High in CaloriesHigh in Caloriessweet and entertainingsweet and entertaining

High in CaloriesHigh in Caloriessweet and entertainingsweet and entertaining

High in FatHigh in Fatdelicious – but heavy to digestdelicious – but heavy to digest

High in FatHigh in Fatdelicious – but heavy to digestdelicious – but heavy to digest

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Here’s what’s to ComeHere’s what’s to ComeHere’s what’s to ComeHere’s what’s to Come

• Division of EngineeringDivision of Engineering• Where We Came From, What We Do, and Who We AreWhere We Came From, What We Do, and Who We Are

• From Idea to SolutionFrom Idea to Solution• Our Stage-Gate ProcessOur Stage-Gate Process

• Pragmatic Project Portfolio ManagementPragmatic Project Portfolio Management• Prioritizing and Managing Multiple ProjectsPrioritizing and Managing Multiple Projects

• Project Management OfficeProject Management Office• Efficient Processes and Tools for ProjectsEfficient Processes and Tools for Projects

• Requirements Development (if time)Requirements Development (if time)• Finding out what’s needed, Deciding what’s importantFinding out what’s needed, Deciding what’s important

• Division of EngineeringDivision of Engineering• Where We Came From, What We Do, and Who We AreWhere We Came From, What We Do, and Who We Are

• From Idea to SolutionFrom Idea to Solution• Our Stage-Gate ProcessOur Stage-Gate Process

• Pragmatic Project Portfolio ManagementPragmatic Project Portfolio Management• Prioritizing and Managing Multiple ProjectsPrioritizing and Managing Multiple Projects

• Project Management OfficeProject Management Office• Efficient Processes and Tools for ProjectsEfficient Processes and Tools for Projects

• Requirements Development (if time)Requirements Development (if time)• Finding out what’s needed, Deciding what’s importantFinding out what’s needed, Deciding what’s important

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The Mayo ClinicThe Mayo ClinicDivision of EngineeringDivision of Engineering

The Mayo ClinicThe Mayo ClinicDivision of EngineeringDivision of Engineering

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1948-2008: A History of Innovation1948-2008: A History of Innovation

1010

Mission StatementMission StatementMission StatementMission Statement

The Division of The Division of Engineering & Technical ServicesEngineering & Technical Services

buildsbuildsunique medical devices and systemsunique medical devices and systems

to enhance patient care and to enhance patient care and advance medical researchadvance medical research

at Mayo Foundation.at Mayo Foundation.

The Division of The Division of Engineering & Technical ServicesEngineering & Technical Services

buildsbuildsunique medical devices and systemsunique medical devices and systems

to enhance patient care and to enhance patient care and advance medical researchadvance medical research

at Mayo Foundation.at Mayo Foundation.

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Non-Mission StatementNon-Mission StatementNon-Mission StatementNon-Mission Statement

We don’t do:We don’t do:

• equipment repairequipment repair

• build or repair elevators, escalators, build or repair elevators, escalators, or the tubing or cart systemsor the tubing or cart systems

• building engineeringbuilding engineering

• civil engineeringcivil engineering

We don’t do:We don’t do:

• equipment repairequipment repair

• build or repair elevators, escalators, build or repair elevators, escalators, or the tubing or cart systemsor the tubing or cart systems

• building engineeringbuilding engineering

• civil engineeringcivil engineering

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We We dodo build build“Gadgets”“Gadgets”

for Mayo Clinic’s for Mayo Clinic’s Physicians, Researchers, and Physicians, Researchers, and

Patients.Patients.

We We dodo build build“Gadgets”“Gadgets”

for Mayo Clinic’s for Mayo Clinic’s Physicians, Researchers, and Physicians, Researchers, and

Patients.Patients.

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Recent “Gadgets”…Recent “Gadgets”…Recent “Gadgets”…Recent “Gadgets”…

• Surgical Instrument for endoscopic Surgical Instrument for endoscopic Mitral-Valve Repair on beating heartMitral-Valve Repair on beating heart

• Translucent Compression Dressing Translucent Compression Dressing for post-amputation Wound Carefor post-amputation Wound Care

• Real-size Pre-Surgery Organ Model Real-size Pre-Surgery Organ Model for Conjoined Twins Separationfor Conjoined Twins Separation

• A baby seat attached to wheelchair A baby seat attached to wheelchair for a quadriplegic motherfor a quadriplegic mother

• Surgical Instrument for endoscopic Surgical Instrument for endoscopic Mitral-Valve Repair on beating heartMitral-Valve Repair on beating heart

• Translucent Compression Dressing Translucent Compression Dressing for post-amputation Wound Carefor post-amputation Wound Care

• Real-size Pre-Surgery Organ Model Real-size Pre-Surgery Organ Model for Conjoined Twins Separationfor Conjoined Twins Separation

• A baby seat attached to wheelchair A baby seat attached to wheelchair for a quadriplegic motherfor a quadriplegic mother

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Recent “Gadgets”…Recent “Gadgets”…Recent “Gadgets”…Recent “Gadgets”…

• A dryer unit for the controlled and A dryer unit for the controlled and safe drying of blood spots in the labssafe drying of blood spots in the labs

• A Vial Archival and Tracking System A Vial Archival and Tracking System to aid research with managing their to aid research with managing their samplessamples

• Patient-specific, custom-made trans-Patient-specific, custom-made trans-mandibular joint (TMJ) implantsmandibular joint (TMJ) implants

• A dryer unit for the controlled and A dryer unit for the controlled and safe drying of blood spots in the labssafe drying of blood spots in the labs

• A Vial Archival and Tracking System A Vial Archival and Tracking System to aid research with managing their to aid research with managing their samplessamples

• Patient-specific, custom-made trans-Patient-specific, custom-made trans-mandibular joint (TMJ) implantsmandibular joint (TMJ) implants

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StatisticsStatisticsStatisticsStatistics

• ~50 Multi-Disciplinary Projects~50 Multi-Disciplinary Projects(“Division Projects”) a year(“Division Projects”) a year

• >1,600 Shop Projects a year>1,600 Shop Projects a year• fully-equipped machine shopfully-equipped machine shop• mostly mechanical projectsmostly mechanical projects• wide range of shop project complexitywide range of shop project complexity

from surgical instrument sharpening to from surgical instrument sharpening to signage to complex replacement partssignage to complex replacement parts

• ~50 Multi-Disciplinary Projects~50 Multi-Disciplinary Projects(“Division Projects”) a year(“Division Projects”) a year

• >1,600 Shop Projects a year>1,600 Shop Projects a year• fully-equipped machine shopfully-equipped machine shop• mostly mechanical projectsmostly mechanical projects• wide range of shop project complexitywide range of shop project complexity

from surgical instrument sharpening to from surgical instrument sharpening to signage to complex replacement partssignage to complex replacement parts

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Who are we?Who are we?Who are we?Who are we?

We are approximately 60We are approximately 60Mechanical Engineers, Electrical Engineers,Mechanical Engineers, Electrical Engineers,Software Developers, Electronics Technicians, Software Developers, Electronics Technicians, Designers, Machinists, & Project ManagersDesigners, Machinists, & Project Managers

In the Disciplines ofIn the Disciplines ofMechanics, Software, Electronics, Process, Mechanics, Software, Electronics, Process, Chemical, Biomedical, Scientific GlassblowingChemical, Biomedical, Scientific Glassblowing

With a wide array of EducationWith a wide array of EducationPhD, MS, BS, AS, TechnicalPhD, MS, BS, AS, Technical

We are approximately 60We are approximately 60Mechanical Engineers, Electrical Engineers,Mechanical Engineers, Electrical Engineers,Software Developers, Electronics Technicians, Software Developers, Electronics Technicians, Designers, Machinists, & Project ManagersDesigners, Machinists, & Project Managers

In the Disciplines ofIn the Disciplines ofMechanics, Software, Electronics, Process, Mechanics, Software, Electronics, Process, Chemical, Biomedical, Scientific GlassblowingChemical, Biomedical, Scientific Glassblowing

With a wide array of EducationWith a wide array of EducationPhD, MS, BS, AS, TechnicalPhD, MS, BS, AS, Technical

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Organizational ChartOrganizational ChartOrganizational ChartOrganizational Chart

Mat

rix

1818

Maintain Mayo’s mission

Maintain Mayo’s mission

Create thetechnology for

tomorrow

Create thetechnology for

tomorrow

Deliverinnovation for today

Deliverinnovation for today

CP1181711-2

What do we do?What do we do?What do we do?What do we do?

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From Idea to SolutionFrom Idea to SolutionFrom Idea to SolutionFrom Idea to Solution

Our Stage-Gate ProcessOur Stage-Gate ProcessOur Stage-Gate ProcessOur Stage-Gate Process

2020

PrioritizationProcess

InitiationProcess

AssignProject No.

InvestigationProcess

AssignInvestigation

Team

Ideaborn

Our Solution Development ProcessOur Solution Development ProcessOur Solution Development ProcessOur Solution Development Process

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Our Solution Development ProcessOur Solution Development ProcessOur Solution Development ProcessOur Solution Development Process

InvestigationProcess

ProjectProposalProcess

PreliminaryApprovals

requestaccepted

FinalApprovals

Feasibility Study ProposalProcess

major technical

uncertainties

Design, Development & Implementation

Process

SolutionDelivered

Feasibility StudyProcess

Feasibility Study Proposal

Approval

next phase

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Stage 1: InitiationStage 1: InitiationStage 1: InitiationStage 1: Initiation

• PurposePurpose• Capture the Proponent’s IdeaCapture the Proponent’s Idea

• ToolsTools• Request for Engineering ServicesRequest for Engineering Services

• PurposePurpose• Capture the Proponent’s IdeaCapture the Proponent’s Idea

• ToolsTools• Request for Engineering ServicesRequest for Engineering Services

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Stage 2: PrioritizationStage 2: PrioritizationStage 2: PrioritizationStage 2: Prioritization

• PurposePurpose• Assess Project’s PriorityAssess Project’s Priority

• ToolsTools• Prioritization Committee: ManagersPrioritization Committee: Managers• Prioritization Matrix: Impact & UrgencyPrioritization Matrix: Impact & Urgency

• PurposePurpose• Assess Project’s PriorityAssess Project’s Priority

• ToolsTools• Prioritization Committee: ManagersPrioritization Committee: Managers• Prioritization Matrix: Impact & UrgencyPrioritization Matrix: Impact & Urgency

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Prioritization MatrixPrioritization MatrixPrioritization MatrixPrioritization Matrix

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Stage 3: InvestigationStage 3: InvestigationStage 3: InvestigationStage 3: Investigation

• PurposePurpose• Understand ProblemUnderstand Problem• Determine FeasibilityDetermine Feasibility

• ToolsTools• Investigation Summary ReportInvestigation Summary Report

• PurposePurpose• Understand ProblemUnderstand Problem• Determine FeasibilityDetermine Feasibility

• ToolsTools• Investigation Summary ReportInvestigation Summary Report

typically 2-6 weeks

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Stage 4: ProposalStage 4: ProposalStage 4: ProposalStage 4: Proposal

• PurposePurpose• Establish Scope, Schedule, Budget:Establish Scope, Schedule, Budget:

• Determine RequirementsDetermine Requirements• Develop Conceptual SolutionDevelop Conceptual Solution



typically 3-6 months

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Stage 5: Design, Development, DeliveryStage 5: Design, Development, DeliveryStage 5: Design, Development, DeliveryStage 5: Design, Development, Delivery





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Stage 6: ClosureStage 6: ClosureStage 6: ClosureStage 6: Closure

• PurposePurpose• Ensure ReproducibilityEnsure Reproducibility• Collect Proponent, User, Collect Proponent, User,

and Team Satisfactionand Team Satisfaction• Document Lessons LearnedDocument Lessons Learned• ““Dot all Dot all IIs and Cross all s and Cross all TTs”s”

• ToolsTools• Closure ChecklistClosure Checklist• Project Managers Peer ReviewProject Managers Peer Review

• PurposePurpose• Ensure ReproducibilityEnsure Reproducibility• Collect Proponent, User, Collect Proponent, User,

and Team Satisfactionand Team Satisfaction• Document Lessons LearnedDocument Lessons Learned• ““Dot all Dot all IIs and Cross all s and Cross all TTs”s”

• ToolsTools• Closure ChecklistClosure Checklist• Project Managers Peer ReviewProject Managers Peer Review

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PragmaticPragmaticProject Portfolio Project Portfolio

ManagementManagement

PragmaticPragmaticProject Portfolio Project Portfolio

ManagementManagement

Prioritizing and Managing Prioritizing and Managing Multiple ProjectsMultiple Projects

Prioritizing and Managing Prioritizing and Managing Multiple ProjectsMultiple Projects

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Portfolio Management Portfolio Management TacticsTactics

Portfolio Management Portfolio Management TacticsTactics

• Manage Project Statuses Manage Project Statuses

• Communicate through Project SheetCommunicate through Project Sheet

• Prioritization CommitteePrioritization Committee

• Manage Project Statuses Manage Project Statuses

• Communicate through Project SheetCommunicate through Project Sheet

• Prioritization CommitteePrioritization Committee

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(1) Project Statuses(1) Project Statuses(1) Project Statuses(1) Project Statuses

Hold: Prior to InvestigationHold: Prior to InvestigationInvestigation PhaseInvestigation Phase

Hold: Prior to ProposalHold: Prior to ProposalProposal PhaseProposal Phase

Approvals or Hold: Prior to ExecutionApprovals or Hold: Prior to ExecutionProject Execution PhaseProject Execution Phase

Closeout Phase (Solution Delivered)Closeout Phase (Solution Delivered)

ClosedClosed

Hold: Prior to InvestigationHold: Prior to InvestigationInvestigation PhaseInvestigation Phase

Hold: Prior to ProposalHold: Prior to ProposalProposal PhaseProposal Phase

Approvals or Hold: Prior to ExecutionApprovals or Hold: Prior to ExecutionProject Execution PhaseProject Execution Phase

Closeout Phase (Solution Delivered)Closeout Phase (Solution Delivered)

ClosedClosed

3333

Other Project StatusesOther Project StatusesOther Project StatusesOther Project Statuses

• Walk-In Work (Less Formal PM)Walk-In Work (Less Formal PM)

• Hold (No Activity)Hold (No Activity)

• Cancelled (by Proponent)Cancelled (by Proponent)

• Reassigned (to other area)Reassigned (to other area)

• Declined (by DOE)Declined (by DOE)

• Walk-In Work (Less Formal PM)Walk-In Work (Less Formal PM)

• Hold (No Activity)Hold (No Activity)

• Cancelled (by Proponent)Cancelled (by Proponent)

• Reassigned (to other area)Reassigned (to other area)

• Declined (by DOE)Declined (by DOE)

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(2) Project Sheet(2) Project Sheet(2) Project Sheet(2) Project Sheet

• Track the status (“stage”) of all Track the status (“stage”) of all projectsprojects

• Track staff allocation to projectsTrack staff allocation to projects

• Track priorities of projectsTrack priorities of projects

• Track the status (“stage”) of all Track the status (“stage”) of all projectsprojects

• Track staff allocation to projectsTrack staff allocation to projects

• Track priorities of projectsTrack priorities of projects

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(3) Prioritization Committee(3) Prioritization Committee(3) Prioritization Committee(3) Prioritization Committee

• All Functional ManagersAll Functional Managers• Meets weekly for two hoursMeets weekly for two hours• Transitions ProjectsTransitions Projects• Typical ActivitiesTypical Activities

• Review & Assess Priority of RequestsReview & Assess Priority of Requests• Review Investigation SummariesReview Investigation Summaries• Review Proposal PresentationsReview Proposal Presentations• Receive Periodic Project UpdatesReceive Periodic Project Updates• Review Project RetrospectivesReview Project Retrospectives

(Staff assignments in separate meeting with Project Managers)(Staff assignments in separate meeting with Project Managers)

• All Functional ManagersAll Functional Managers• Meets weekly for two hoursMeets weekly for two hours• Transitions ProjectsTransitions Projects• Typical ActivitiesTypical Activities

• Review & Assess Priority of RequestsReview & Assess Priority of Requests• Review Investigation SummariesReview Investigation Summaries• Review Proposal PresentationsReview Proposal Presentations• Receive Periodic Project UpdatesReceive Periodic Project Updates• Review Project RetrospectivesReview Project Retrospectives

(Staff assignments in separate meeting with Project Managers)(Staff assignments in separate meeting with Project Managers)

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Project ManagementProject ManagementOfficeOffice

Project ManagementProject ManagementOfficeOffice

Efficient Processes and Tools Efficient Processes and Tools for Projectsfor Projects

Efficient Processes and Tools Efficient Processes and Tools for Projectsfor Projects

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Project ManagersProject ManagersProject ManagersProject Managers

• Full-time Designated PMsFull-time Designated PMs

• Engineering BackgroundEngineering Background• Mechanical, Electrical, Software Engineers; Mechanical, Electrical, Software Engineers;

Electronics TechnicianElectronics Technician

• ExperiencedExperienced• Project Management ExperienceProject Management Experience• PMP Certified (4 of 6)PMP Certified (4 of 6)

• Full-time Designated PMsFull-time Designated PMs

• Engineering BackgroundEngineering Background• Mechanical, Electrical, Software Engineers; Mechanical, Electrical, Software Engineers;

Electronics TechnicianElectronics Technician

• ExperiencedExperienced• Project Management ExperienceProject Management Experience• PMP Certified (4 of 6)PMP Certified (4 of 6)

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Team & Team StructureTeam & Team StructureTeam & Team StructureTeam & Team Structure

• Mission:Mission:

• Dedicated to Continuous ImprovementDedicated to Continuous Improvement(10-15% of PM time)(10-15% of PM time)

• True Matrix OrganizationTrue Matrix Organization

• Mission:Mission:

• Dedicated to Continuous ImprovementDedicated to Continuous Improvement(10-15% of PM time)(10-15% of PM time)

• True Matrix OrganizationTrue Matrix Organization

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True Matrix OrganizationTrue Matrix OrganizationTrue Matrix OrganizationTrue Matrix Organization

• Project ManagersProject Managers• have full control over the management of projectshave full control over the management of projects• handle staff assignments with input from functional handle staff assignments with input from functional

managers (in weekly meetings)managers (in weekly meetings)

• Functional ManagersFunctional Managers• Personnel AdministrationPersonnel Administration• Skill DevelopmentSkill Development• Strategic DecisionsStrategic Decisions• Operational ManagementOperational Management

• Technical LeadsTechnical Leads• Clear, agreed-upon delineation of responsibilitiesClear, agreed-upon delineation of responsibilities• Technical experts, feed information to the PMTechnical experts, feed information to the PM

• Project ManagersProject Managers• have full control over the management of projectshave full control over the management of projects• handle staff assignments with input from functional handle staff assignments with input from functional

managers (in weekly meetings)managers (in weekly meetings)

• Functional ManagersFunctional Managers• Personnel AdministrationPersonnel Administration• Skill DevelopmentSkill Development• Strategic DecisionsStrategic Decisions• Operational ManagementOperational Management

• Technical LeadsTechnical Leads• Clear, agreed-upon delineation of responsibilitiesClear, agreed-upon delineation of responsibilities• Technical experts, feed information to the PMTechnical experts, feed information to the PM

4141

Project Management Project Management ProcessesProcesses


• All team developed with low-tech toolsAll team developed with low-tech tools

• Consistent Status Report TemplatesConsistent Status Report Templates



4242

Hyperlinks to other sheets in workbook.

4343





• Weekly Resource Discussions with ManagementWeekly Resource Discussions with Management

• Numerous Team-Developed TemplatesNumerous Team-Developed Templates• Investigation Summary ReportInvestigation Summary Report• Proposal SummaryProposal Summary

• Plan-the-Plan Project Plan TemplatePlan-the-Plan Project Plan Template• ROI/NPV Calculation SpreadsheetROI/NPV Calculation Spreadsheet• Requirements Documentation TemplateRequirements Documentation Template• Software Design TemplateSoftware Design Template• Safety Process (FMEA/Risk Analysis)Safety Process (FMEA/Risk Analysis)• etc.etc.

• Process for Managing ReviewsProcess for Managing Reviews



• Weekly Resource Discussions with ManagementWeekly Resource Discussions with Management

• Numerous Team-Developed TemplatesNumerous Team-Developed Templates• Investigation Summary ReportInvestigation Summary Report• Proposal SummaryProposal Summary

• Plan-the-Plan Project Plan TemplatePlan-the-Plan Project Plan Template• ROI/NPV Calculation SpreadsheetROI/NPV Calculation Spreadsheet• Requirements Documentation TemplateRequirements Documentation Template• Software Design TemplateSoftware Design Template• Safety Process (FMEA/Risk Analysis)Safety Process (FMEA/Risk Analysis)• etc.etc.

• Process for Managing ReviewsProcess for Managing Reviews

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Room for Improvement:Room for Improvement:• Active Project Risk ManagementActive Project Risk Management• Active Project Quality ManagementActive Project Quality Management• Formal Procurement ManagementFormal Procurement Management• ……

Room for Improvement:Room for Improvement:• Active Project Risk ManagementActive Project Risk Management• Active Project Quality ManagementActive Project Quality Management• Formal Procurement ManagementFormal Procurement Management• ……

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Requirements Requirements DevelopmentDevelopmentRequirements Requirements DevelopmentDevelopment

Finding out What’s Needed,Finding out What’s Needed,Deciding What’s ImportantDeciding What’s Important

Finding out What’s Needed,Finding out What’s Needed,Deciding What’s ImportantDeciding What’s Important

4646

Formal Requirements Formal Requirements Development ProcessDevelopment ProcessFormal Requirements Formal Requirements Development ProcessDevelopment Process

• Shift of FocusShift of Focus• Emphasize what are the Problems/NeedsEmphasize what are the Problems/Needs• NotNot: What are the solutions: What are the solutions

• Helps to Organize Vast Amounts of Helps to Organize Vast Amounts of Information and KnowledgeInformation and Knowledge• Straightforward CategoriesStraightforward Categories

• Emphasizes Systems PerspectiveEmphasizes Systems Perspective• Current & Future Process, Stakeholders: Current & Future Process, Stakeholders:

No solution exists in a vacuumNo solution exists in a vacuum

• Clear PrioritizationClear Prioritization

• Shift of FocusShift of Focus• Emphasize what are the Problems/NeedsEmphasize what are the Problems/Needs• NotNot: What are the solutions: What are the solutions

• Helps to Organize Vast Amounts of Helps to Organize Vast Amounts of Information and KnowledgeInformation and Knowledge• Straightforward CategoriesStraightforward Categories

• Emphasizes Systems PerspectiveEmphasizes Systems Perspective• Current & Future Process, Stakeholders: Current & Future Process, Stakeholders:

No solution exists in a vacuumNo solution exists in a vacuum

• Clear PrioritizationClear Prioritization

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Capture RequirementsCapture RequirementsCapture RequirementsCapture Requirements

Requirements Information CategoriesRequirements Information CategoriesRequirements Information CategoriesRequirements Information Categories

InvestigationInvestigation Vision & Problem StatementsVision & Problem Statements

ProposalProposal StakeholdersStakeholdersCurrent ProcessCurrent ProcessCurrent Strengths & DeficienciesCurrent Strengths & Deficiencies

Future ProcessFuture ProcessNeeds & Quality ConstraintsNeeds & Quality Constraints

DesignDesign Functional RequirementsFunctional RequirementsTechnical RequirementsTechnical Requirements

4848

text

Review Existing Work &

Knowledge

InterviewStakeholders

DefineNeeds

ReviewNeeds

Vision Statements

Problem Statements

Stakeholder Needs

Business Needs

Project G

lossary/Term

Definitions

Functions

Constraints

Specifications

Requirements Development

Process

RequirementsInformation

Current Process Steps

Stakeholder Information

Business Rules

Current Deficiencies

Current Strengths

Gather

Document Analyze

Review

Requirements Identification Pattern

BenefitsBenefits

• Delay Low-level DesignDelay Low-level Design

• Find the best solution Find the best solution once the actual problemonce the actual problemis understoodis understood

• Systems Perspective:Systems Perspective:• Current ProcessCurrent Process• Future ProcessFuture Process• All (affected) StakeholdersAll (affected) Stakeholders

• Know where to “put” stuffKnow where to “put” stuff

• Easy to plan, scheduleEasy to plan, schedule

BenefitsBenefits

• Delay Low-level DesignDelay Low-level Design

• Find the best solution Find the best solution once the actual problemonce the actual problemis understoodis understood

• Systems Perspective:Systems Perspective:• Current ProcessCurrent Process• Future ProcessFuture Process• All (affected) StakeholdersAll (affected) Stakeholders

• Know where to “put” stuffKnow where to “put” stuff

• Easy to plan, scheduleEasy to plan, schedule

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Prioritize RequirementsPrioritize RequirementsPrioritize RequirementsPrioritize Requirements

• Separates the documentation of Separates the documentation of requirement from prioritizationrequirement from prioritization

• No more AmbiguityNo more Ambiguity• must, shall, could, should, ideally, must, shall, could, should, ideally,

preferably, if time allows, would be nice, preferably, if time allows, would be nice, would be really cool if…would be really cool if…

• Even Number of PrioritiesEven Number of Priorities• Must make decision: above or belowMust make decision: above or below• No more: “Medium” ambiguityNo more: “Medium” ambiguity

• Separates the documentation of Separates the documentation of requirement from prioritizationrequirement from prioritization

• No more AmbiguityNo more Ambiguity• must, shall, could, should, ideally, must, shall, could, should, ideally,

preferably, if time allows, would be nice, preferably, if time allows, would be nice, would be really cool if…would be really cool if…

• Even Number of PrioritiesEven Number of Priorities• Must make decision: above or belowMust make decision: above or below• No more: “Medium” ambiguityNo more: “Medium” ambiguity

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Requirements PrioritiesRequirements PrioritiesRequirements PrioritiesRequirements Priorities

1-Critical1-Critical(red)(red)

Must be fully addressed by the solution.Must be fully addressed by the solution.Non-negotiable.Non-negotiable.

2-Essential2-Essential(orange)(orange)

Must be addressed by the solution.Must be addressed by the solution.Negotiable to some extent.Negotiable to some extent.

3-Conditional3-Conditional(green)(green)

Important and should be addressed by the Important and should be addressed by the solution if in any way possible.solution if in any way possible.

4-Optional4-Optional(blue)(blue)

Relevant and might be addressed.Relevant and might be addressed.

5-Out-of-Scope5-Out-of-Scope(purple)(purple)

Relevant and important yet out of scope for Relevant and important yet out of scope for this project.this project.

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SummarySummarySummarySummary

5252

Clinical UrgencyClinical UrgencyClinical UrgencyClinical Urgency

• Anesthesia CallAnesthesia Call• Fetal Heart Rate MonitorFetal Heart Rate Monitor• Cardio-Vascular Audio-Video SurveillanceCardio-Vascular Audio-Video Surveillance• TMJ ImplantsTMJ Implants• Surgical Sponge LocatorSurgical Sponge Locator• Clinical CameraClinical Camera• Multi-spectral ImagingMulti-spectral Imaging• Microtome ReplacementMicrotome Replacement• Neurosurgical ElectrodesNeurosurgical Electrodes• Neurosurgical RobotNeurosurgical Robot

• Anesthesia CallAnesthesia Call• Fetal Heart Rate MonitorFetal Heart Rate Monitor• Cardio-Vascular Audio-Video SurveillanceCardio-Vascular Audio-Video Surveillance• TMJ ImplantsTMJ Implants• Surgical Sponge LocatorSurgical Sponge Locator• Clinical CameraClinical Camera• Multi-spectral ImagingMulti-spectral Imaging• Microtome ReplacementMicrotome Replacement• Neurosurgical ElectrodesNeurosurgical Electrodes• Neurosurgical RobotNeurosurgical Robot

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The Patients are Waiting.The Patients are Waiting.The Patients are Waiting.The Patients are Waiting.

5454

SolutionsSolutionsSolutionsSolutions

• Not First-in-First OutNot First-in-First Out

• Some will be reprioritized Some will be reprioritized

• Some will be reduced in scopeSome will be reduced in scope

• We will outsourceWe will outsource

• We will ask for staffWe will ask for staff

(We will not get new space for some time.)(We will not get new space for some time.)

• Not First-in-First OutNot First-in-First Out

• Some will be reprioritized Some will be reprioritized

• Some will be reduced in scopeSome will be reduced in scope

• We will outsourceWe will outsource

• We will ask for staffWe will ask for staff

(We will not get new space for some time.)(We will not get new space for some time.)

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SummarySummarySummarySummary

• TransparencyTransparency• Master Project Sheet puts all projects on Master Project Sheet puts all projects on

one “page”, out in the openone “page”, out in the open• No “pet” or “personal favor” projectsNo “pet” or “personal favor” projects

• Matrix OrganizationMatrix Organization

• AccountabilityAccountability• Using the transparent informationUsing the transparent information

• ConsistencConsistencyy• Defined, repeatable processesDefined, repeatable processes

• TransparencyTransparency• Master Project Sheet puts all projects on Master Project Sheet puts all projects on

one “page”, out in the openone “page”, out in the open• No “pet” or “personal favor” projectsNo “pet” or “personal favor” projects

• Matrix OrganizationMatrix Organization

• AccountabilityAccountability• Using the transparent informationUsing the transparent information

• ConsistencConsistencyy• Defined, repeatable processesDefined, repeatable processes

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The Bad NewsThe Bad NewsThe Bad NewsThe Bad News

It’s really very simple:It’s really very simple:(1)(1) do good workdo good work(2)(2) be confident about your abilitiesbe confident about your abilities(3)(3) learn to say NO learn to say NO (politely but affirmatively)(politely but affirmatively)

It’s not the Others’ FaultIt’s not the Others’ Fault(others: customers, users, management)(others: customers, users, management)

It’s your It’s your System’s!System’s! Fault Fault(but that means that you’re in control!)(but that means that you’re in control!)

It’s really very simple:It’s really very simple:(1)(1) do good workdo good work(2)(2) be confident about your abilitiesbe confident about your abilities(3)(3) learn to say NO learn to say NO (politely but affirmatively)(politely but affirmatively)

It’s not the Others’ FaultIt’s not the Others’ Fault(others: customers, users, management)(others: customers, users, management)

It’s your It’s your System’s!System’s! Fault Fault(but that means that you’re in control!)(but that means that you’re in control!)

I knowI know

Good!Good!

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What will you Try Today?What will you Try Today?What will you Try Today?What will you Try Today?

Share Share one itemone item from your list from your list that you want to try that you want to try in your organization in your organization

today, tomorrow, this month.today, tomorrow, this month.

Share Share one itemone item from your list from your list that you want to try that you want to try in your organization in your organization

today, tomorrow, this month.today, tomorrow, this month.

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Thank you Very Much!Thank you Very Much!Thank you Very Much!Thank you Very Much!

Time for QuestionsTime for QuestionsTime for QuestionsTime for Questions

1 All you need is an Idea! Christian Milaster, PMP Mayo Clinic Division of Engineering.

Documents

Transcript of 1 All you need is an Idea! Christian Milaster, PMP Mayo Clinic Division of Engineering.