Project Management for Public Health Professionals

Project Management

for Public Health Professionals

February 2011

David Sabapathy, MD, MBA, PEng

Department of Community Health Sciences3rd floor TRW buildingFaculty of Medicine

University of CalgaryCalgary, AlbertaCanada T2N 4Z6

[email protected]

Section 3

Project Planning

Learning Objective

Initiation Definition Planning Execution Close-Out

Acquire practical skills to develop a

Project Management Plan to effectively

and efficiently achieve a health objective

Course Map


Initiation Definition Planning Execution Close-out

1. Idea

2. Authority

3. Project Charter

4. Design

5. Schedule

6. Resource Plan

7. Project Outcomes

8. Evaluation

Project Management Plan

Project Planning

With the design complete, we know WHAT we’re doing.

Now we need to decide HOW to do it


Specific Learning Objectives

1. Outline how to complete the following steps in the project life cycle Project Planning

2. 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

3. 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


Topics

Project Life Cycle: Stage 3 – Project Planning Project scheduling

Gantt charts

Budgeting


Learning Method


In-ClassCaseStudy

ActivityModules

x 3

ProjectManagement

Plan

Scheduling


Scheduling Steps

Outcome of Project Definition stage Project Scope

Scheduling of Project Scope has 5 Steps

1. Task Sequencing - Put work packages in correct order

2. Work Package Estimation - Estimate time and resources

3. Schedule creation – Gantt chart

4. Task Constraints – Determine float and critical path

5. Resource Levelling – Re-assign and level resources


Step 1: Task Sequencing

All tasks obey sequence constraints Example: Getting ready for work


Task Minutes

Shower 11

Shave 5

Get out of bed 18

Eat breakfast 13

Get dressed 5

Bicycle to work 22

Read the paper 12


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


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.


Two ways to display task relationships


PredecessorTable

Network Diagram

# Task Minutes Predecessor

Resources

1Get out of

bed18 You

2 Shower 11 1 You

3 Shave 5 1 You

4 Get dressed 5 1, 2 You

5Eat

breakfast13 1, 2, 3, 4 You

6Read the

paper12 1, 2, 3, 4 You

7Bicycle to

work22

1, 2 ,3 ,4 ,5 ,6

You


Concurrent tasks 2, 3 and 5, 6

Resource independence

Start and End milestones


1

2

3

4 5

6

7Start End

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

MIP Case: Task Sequencing


Outcomes

ResourcesTime

Measles Immunization

Project

Project Management

Monitor progress

Communicate status

Strengthen Partnerships

Identify partners

Draft and sign agreement

Enhance Accessibility

Securevaccine supply

Review agreements

Analyze deficiencies

Develop Contracts

Signcontracts

Resolvecold-chain

Performroot-cause analysis

Improve process

Communicate process

Evaluate process

Provide Education

Survey population

Design survey Conduct survey

Develop program

Deliver program

Recruit volunteers

Educate population

Evaluate program


Level 0

Level 1

Level 2

Level 3

Work Packages




Measles Immunization Project - WBS1.1 Project Management

1.1.1 Monitor progress1.1.2 Communicate status

1.2 Strengthen Partnerships1.2.1 Identify partners1.2.2 Draft and sign agreement

1.3 Enhance Accessibility1.3.1 Secure vaccine supply

1.3.1.1 Review agreements1.3.1.2 Analyze deficiencies1.3.1.3 Develop contracts1.3.1.4 Sign contracts

1.3.2 Resolve cold-chain1.3.2.1 Perform root-cause analysis1.3.2.2 Improve process1.3.2.3 Communicate process1.3.2.4 Evaluate process

1.4 Provide Education1.4.1 Survey population

1.4.1.1 Design survey1.4.1.2 Conduct survey

1.4.2 Develop program1.4.3 Deliver program

1.4.3.1 Recruit volunteers1.4.3.2 Educate population

1.4.4 Evaluate program

Level 0

Level 1

Level 2

Level 3

Work Packages



# Task Predecessor Resources

1 1.1.1 Monitor progress

2 1.1.2 Communicate status

3 1.2.1 Identify partners

4 1.2.2 Draft and sign agreement

5 1.3.1.1 Review agreements

6 1.3.1.2 Analyze deficiencies

7 1.3.1.3 Develop contracts

8 1.3.1.4 Sign contracts

9 1.3.2.1 Perform root-cause analysis

10 1.3.2.2 Improve process

11 1.3.2.3 Communicate process

12 1.3.2.4 Evaluate process

13 1.4.1.1 Design survey

14 1.4.1.2 Conduct survey

15 1.4.2 Develop program

16 1.4.3.1 Recruit volunteers

17 1.4.3.2 Provide education

18 1.4.4 Evaluate program


Project

Project Management

Monitor progress

Communicate status


Identify partners

Draft and sign agreement

Enhance Accessibility

Securevaccine supply

Review agreements

Analyze deficiencies

Develop Contracts

Signcontracts

Resolvecold-chain

Performroot-cause analysis

Improve process

Communicate process

Evaluate process

Provide Education

Survey population

Design survey Conduct survey

Develop program

Deliver program

Recruit volunteers

Educate population

Evaluate program


Level 0

Level 1

Level 2

Level 3

Work Packages




# Task Predecessor

1 Identify partners 3, 4

2Draft and sign agreement 1, 3, 4

3 Design survey

4 Conduct survey 3

5 Develop program 1, 2, 3, 4

6 Recruit volunteers 10

7 Educate population 1, 2, 3, 4, 5, 6

8 Evaluate program 1, 2, 3, 4, 5, 6, 7


Project


Identify partners

Draft and sign

agreement

Provide Education

Survey population

Design survey

Conduct survey

Develop program

Deliver program

Recruit volunteers

Educatepopulation

Evaluate program

PredecessorTable

WBS



# Task Predecessor

1 Identify partners 3, 4

2Draft and sign agreement 1, 3, 4

3 Design survey

4 Conduct survey 3

5 Develop program 1, 2, 3, 4

6 Recruit volunteers 1

7 Educate population 1, 2, 3, 4, 5, 6

8 Evaluate program 1, 2, 3, 4, 5, 6, 7

3

1

4

2

6

7

8Start End

Network Diagram

Predecessor Table

5

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:

1. Labour estimates

2. Equipment estimates

3. Material estimates


Step 2: Work Package Estimation

Labour estimates require 3 inputs:

1. Labour hours – time required for 1 FTE to complete

2. Staffing in FTEs* – # FTEs assigned to the work package

3. 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.

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

MIP Case: Work Package Estimation


# Task ALabour /

1 FTE (days)

BStaffing

C% FTE

for each Staff

DTotal FTEs(B x C)

EActive Time

(A / D)

FWait Time

GDuration(E + F)

1 Identify partners 10 1 PTM; 1 CM 0.5; 0.5 1 10 10 20

2Draft and sign agreement 8 1 PTM; 1 CM 0.5; 0.5 1 8 8 16

3 Design survey 5 1 PTM 0.5 0.5 10 0 10

4 Conduct survey 151 PTM, 2 CM,

5 V0.5; 0.5;

0.5 4 4 4 8

5 Develop program 15 1 PTM, 2 CM 0.5; 0.5 1.5 10 5 15

6 Recruit volunteers 10 8 CM 0.5 4 3 20 23

7 Educate population 201 PTM, 2 CM,

5 V0.5; 0.5;

0.5 4 5 10 15

8 Evaluate program 5 2 PTM 0.5 1 5 2 7

PT = Project Team Member; CM = Clinic Manager, V = Volunteers

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


Gantt Chart Creation


Two elements are required to create a Gantt Chart:

Work Package Sequence&

Work Package Duration

MIP Case: Schedule Creation


Gantt Chart

Sequence Duration

MIP Case: Schedule Creation


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


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!


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.

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


Activity Module #3: Project Schedule

Handout Activity Module #3: Project Schedule

Discuss use of project management software

Start activity module…


Resource Plan


Course Map


Initiation Definition Planning Execution Close-out

1. Idea

2. Authority

3. Project Charter

4. Design

5. Schedule

6. Resource Plan

7. Project Outcomes

8. Evaluation

Project Management Plan

Resource Plans


Resource Plan WHAT is required for each task (human resources,

equipment, materials, finances)

WHEN its required

Useful communication tool for Project Stakeholders

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

Human Resource Plan


A Human Resource Plan is a useful

communication tool that identifies when

people are scheduled to work on a project task.

Project Budgeting

Two steps Cost Estimation – What is the cost?

Cost Budgeting – When is the money required?

Manages project risk associated with finances


Cost Estimation

Iterative process More accuracy with time

Accuracy costs money

Recall our first pass: Apportionment


Estimate Accuracy

Project Life Cycle Timeline

Estimation


Project estimation (scope, time, resources)

improves as the project life cycle unfolds.

Improved estimation requires additional cost.

Estimation Techniques

1. Analogous estimates (top-down estimates) Our Apportionment process during the Project Definition stage

Less costly, less accurate

Needs historical reference point

2. Bottom-up estimates Estimate work packages from WBS

More costly, requires expert input, more accurate

3. Parametric modeling Project parameters in mathematical model (e.g. $5 per sqft *

2500 sqft)

Historical data accuracy, parameters quantifiable


Assumptions

All estimates involve assumptions

Document the basis for your cost estimate Without documentation, a cost estimate is

unexplainable


MIP Case: Cost Estimation

Bottom-up Estimation for each work package in the WBS

Check against apportionment


MIP Case: Cost Estimation


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


MIP Case: Cost Budgeting


Budgeting Tips

Use multiple techniques

Revisit estimates at each point along project life cycle

Compare to historical data when available

Use expert estimates where possible

Document estimation methods and assumptions

Recognize that there are variables beyond your control


End of Section 3

Project Planning

Project Management

for Public Health Professionals

February 2011

David Sabapathy, MD, MBA, PEng

Department of Community Health Sciences3rd floor TRW buildingFaculty of Medicine

University of CalgaryCalgary, AlbertaCanada T2N 4Z6

[email protected]

Project Management for Public Health Professionals

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