Project Management for the RIM Professional by Martha W. Chase, RHIA, PMP, CDER Consolidated Nuclear Security, LLC (CNS) Pantex Amarillo, TX
Project Management for the RIM Professional
by Martha W. Chase, RHIA, PMP, CDERConsolidated Nuclear Security, LLC (CNS) Pantex
Amarillo, TX
Objectives
• “Project Management” Defined
• When Project Management is / is NOT Appropriate
• Project Management Terms/Concepts
• FIVE Project Process Steps
• From “Project” to “Production”
• Project File Content, Structure, Retention
Project Management Overview
• Defined Start & Finish
• Separate from Daily/Routine Operations
• Ultimate Goal
– Process Integration
– HAPPY CUSTOMER & Sponsors
Project Management Overview, continued…
• Project Basis
– Scope – what’s in & what’s out
– Schedule – how long for segments & total
– Cost – ALL resources (money, “stuff”, & people)
– Quality – Product meets Goal as Scoped
• Assigned Resources (money, people, time)
• Measureable Milestones
Project Conceptual Map
Output Quality
Scope
Cost
Schedule
The Agile Project Exception• Mostly IT
• Scope defined in terms of OUTCOME, period
• Defined Cost, Deadline, Outcome Outline
• Definite Start & Money
• End-point Develops Clarity with Progress
• Measureable ITERATIVE Milestones
• Daily/Weekly Status/Decision meetings
When is Project Management Appropriate – or NOT
• Appropriate – Special / 1-Time Events– New Systems
– System Conversions and Migrations
– Major Upgrades that AFFECT DATA
– Building/Renovating Facilities or Facility Moves
– Corporate Mergers
• NOT Appropriate– Revisions to Existing Work Practices
– Ongoing Anything
Project Management Terms• Business Case
– Why should you be allowed to do this?
– Includes feasibility study & initial cost estimates
– Consider Return on Investment (ROI)
• Stakeholders (INVOLVED)
– Who, in what organizations, will HAVE to be in it
– Early Buy-n = Increased Odds of Completion
– No or Too Late Buy-in = Doomed
• Sponsor/Champion
– Senior Manager who WANTS this
More Project Terms
• Charter– Initial Scope, Cost & Time Estimates
– Benefits Statement (WIIFM)
– Signed & Issued by CHAMPION
• Initiation– Develop Team
– Develop RESOURCE LOADED Schedule
– Work Break Down Structure (WBS)
– Responsibility Assignment Matrix (RAM)
EVEN More Terms
• Project Plan– Narrative of EVERYTHING needed to make it work
– Attach Signed Charter & Baseline Schedule
– Signed by ALL Stakeholder Management
• Estimates– Include in Project Plan
– ALL RESOURCES
• Earned Value Management System (EVMS)– How you know you’re on scope, on schedule, on budget
– Required for most Government Projects over $5M
STILL More Terms
• Scope Creep– Worst Execution/Control Error
• Change Control– How to deal with Scope Creep
• Risk Management– Avoidance
– Mitigation
– Acceptance
– Transference
People Terms
• Project Manager– All project coordination & control
• Program Manager– Portfolio of Projects
• Project Management Professional (PMP)– Defined Skill Set
– Certified by Project Management Institute
– Program and/or Project Manager
Five Project Process Steps
• Initiate
• Plan
• Execute
• Control
• Close
Importance:– Errors at the Beginning SNOWBALL
– Every Process Properly Addressed = Success
Project Process Flow
Funded
Business Case
Customer Acceptance
Yes No
Yes No
ChampionGenerates
CharterCharter
Approved
Yes
No
Develop Project Plan
Stakeholder Sign-off
No
Yes
Project Process Flow, Continued…
Schedule Baseline
Work Authorization
Execution & Control
NoTransition to Owner
Closure Yes
No
Getting to Production
• Planning
– MUST Include Transition Processes
– Don’t forget TIMELY Training!
• Closure
– Must PROVE Transition Processes
• Failed Project =
– NO Product
– Incomplete or Non-spec Product
– UNHAPPY Customer/Sponsors
Project File
• All Project Information
• Baselines & All Revisions
• Change Control Documentation
• Short & Long-Retention Data
– Life of Project (destroy at acceptance)
– Life of Facility/Activity
• On-going Capture is CRUCIAL
• Proof of Product
Sample Project File Records
• Charters • Decision Records
• Estimates • Project Budget Files
• Feasibility Studies • Communication Plan
• RAM • Project Plan
• Project Schedule • Meeting Minutes
• Specifications • Equipment Lists
More Project Records
• Correspondence • Configuration Mgmt. Info.
• Milestone Reports • As-builts & Other Drawings
• EVMS Reports • Subcontractor/Vendor Data
• Permits • Vendor Manuals
• Use/Readiness • Risk Management Records
• Quality Docs. • Customer Acceptance
• SharePoint Sites • E-mail/Workflows
Summary
• Review of Objectives
– “Project Management” Defined
– When Project Management is / is NOT Appropriate
– Project Management Terms/Concepts
– FIVE Project Process Steps
– From “Project” to “Production”
– Project File Content, Structure, Retention
• Questions & Answers