Project Management Office (PMO) Overview

Project Management Office (PMO)
Overview
DOM Administration Grand Round
June 17, 2014
Lori Siracusa
Senior ITS Project Manager
Boston Medical Center
Project Management Office (PMO)
Project Management Office: Purpose

The BMC PMO is a dedicated business unit, which defines and maintains standards for
project management within the organization
The primary goal of BMC PMO is to achieve benefits from developing and following
standardized project management policies, processes and methods
Projects and project management are carried out in an environment broader than that of
the project itself
The project management team must understand this broader context so it can select the
life cycle phases, processes, documents and tools that appropriately fit the project
Project management is the discipline of planning, organizing, motivating, and controlling
resources to achieve specific goals, related to managing and implementing projects
within the organization
|2
Project Management Office: Mission Statement
The BMC Project Management Office provides a standardized approach to identify,

prioritize, and successfully execute a project portfolio. Project management leadership
is responsible for establishing and implementing best practices to encourage
collaboration, standardization, and overall improvement to managing and prioritizing
projects. The primary focus is to manage and control projects to ensure they are
implemented on schedule, within scope, and budget.
Goal: Complete a successful project for our customers!
|3
Project Management Office: Organization
|4
Project Management Office - Governance

ITS Prioritization Committee: Meet Bi-Monthly
Key strategic and policy decisions approach, direction, priorities, rules, governance
Implementation, oversight and conflict resolution
Strategic level coordination among BMC entities
Committee Members: BMC Vice Presidents
o
Clinical Physician, Clinical Nursing, Financial, Strategic, Operations, Information

Technology Services
ITS Internal Governance Committee: Meet Weekly
Affinity groups formed to research key issues

Champions from functional area working groups to drive development of business cases
Implementation of decisions made by Operations Group
Liaison to end users
Approved VP Projects review of required resources/timelines
Project Phase Change Requests (e.g. Assessment to Planning)
Committee Members:
o
IT Directors, IT Leadership, PMO Staff, other ITS staff as needed
Boston Medical Center - Proprietary & Confidential
|5
Project Management Office - Governance

ITS Prioritization
Committee
Chair and Facilitator
ITS Internal
Governance
Committee
ITS Director
Monthly Roadmap
Weekly Roadmap
Boston Medical Center - Proprietary & Confidential
End User
Workgroups
|6
Project Manager Assignment Criteria

Project Size:
Small Project: 5 to 25 FTE days
Medium Project: 26 to 75 FTE days
Large Project: 76+ FTE days
Timeline:
Project defined start and end date
Exception Criteria:
Several of these should be met to drive the assignment of a PM (subjective decision)

Characteristic
Analyst as PM or Project Lead
PMO Project Manager
Predictability
Vision of what lies ahead
Activities / Tasks
Activity durations
Confidence in deadlines
Complexity
Issues / Risks
Resources
Highly Predictable
Clear
Standard, documented
Known, low uncertainty
High
Managed
Known, seen before
Allocated/Available/Same group:team
Constantly changing or evolving

Cloudy
Flexible, non-documented
Unknown or unclear
Moderate to low
Evolving
Unknown, evolving, not seen before
Resource conflicts probable;
Spans multiple group:teams or departments
|7
Example Where Project Manager IS Assigned

Problem Statement:
There is currently no pharmacy in the Shapiro building and patients either have to walk to other BMC
buildings (YACC or DOB) or go to other pharmacies outside the hospital resulting in hospital revenue loss
Timeline:
01.02.13
01.15.13
02.01.13
03.12.13
<Project Kick - Off>
<Project Go - Live>
Costs:
PROJECT COSTS
PROJECT COSTS PER YEAR
1. Hardware
2. Software
3. Other
Totals
Year 1
$ 36,208
$ 479,095
$ 100,861
$ 616,164
Cumulative Total
$
$
$
$
Year 2
-
Year 3
$ $
$
$
-
Total
$ 36,208
$ 479,095
$ 100,861
$ 616,164
$ 616,164
|8
Example Where Project Manager IS Assigned

Resources:
Challenges:
Timeline Mid March timeline is very aggressive

New Vendors and Applications Eight of the vendors and products are new to BMC
Coordination between vendors has been a challenge
Training Staff must be trained on a number of new equipment and software in a short
period of time
|9
Example Where Project Manager NOT Assigned

Problem Statement:
Portal 1.0 due to its use of SSO does not allow users at BMC public computers to access the portals
dashboards and reports. In addition, the loss of the consultants who wrote 1.0, has caused us to rebuild
as to allow for the access above and ongoing support
Timeline:
12 - Oct
12 - Dec
02/21/13
03/21/13
<Project Kick - Off>
<Project Go - Live>
Resources:
Name
Role
Group: Team
Level of Effort
Matthew Ellis
Team Lead
Enterprise Analytics, Reporting
120
Andy Hagel
.NET Web Developer
Web Team
416
Eva Koppera
Reporting Administrator
Enterprise Analytics, Reporting
40
Costs:
None No server costs, no consultant costs
Challenges:
Beta Sign-Off
| 10
Why Projects Fail?

The following is a list of primary project failure causes:
Poor Planning
Unclear Goals and Objectives
Objectives changing during the project
Unrealistic time or resource estimates
Lack of executive support and user involvement

Failure to communicate and act as a team
Inappropriate skills
| 11
Project Life Cycle: Overview

Traditional project management life cycle consists of a number of phases
Regardless of the methodology or terminology used, the same basic management
processes are utilized
Connects the beginning of the project to its end completion

PMO utilizes 6 basic phases to direct and control projects:
o
Request
Assessment
Planning
Implementation
Go Live
Closure
| 12
Project Life Cycle: Phase Definitions

Request
Reviewed via the VP Governance Process; ITS Prioritization Committee (approves, denies, additional information)
Assessment
Careful examination of whether or not the project benefits the organization and can realistically be completed given
budget, timeline, resource constraints, etc
Planning
Detailed planning of time, cost, and resources to estimate the work needed and manage risk during project execution
Failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals
Implementation
Coordinating people and resources, as well as integrating and performing the activities of the project in accordance
with the project management plan
Deliverables are produced as outputs from the processes performed as defined in the project management plan and
other frameworks
Go-Live
Project is moved into production
Project Closure
Evaluation conducted to highlight project success and lessons learned
Transitioned to appropriate operations resources 2 weeks post go-live
| 13
Project Life Cycle: Generic Life Cycle Structure

Typical Cost and Staffing Levels Across a Generic Project Life Cycle Structure
Projects vary in size and complexity, but can be mapped to this generic life cycle structure
Referenced when communicating to upper management or others less familiar with project details
High level view provides common frame of reference for comparing projects
Does not apply to all projects
| 14
Project Life Cycle: Summary

Defined as the completion and approval of one or more deliverables
Phase can be closed and no additional phases initiated (i.e. assessment is
completed and determines the risk or cost is too great for the project to continue
Phases could be further subdivided into sub-phases for reasons of size, complexity,
risk, or cash flow constraints
PMO Governance Process is utilized to transition projects from one phase to another
The ITS PMO Toolkit and Project Document Life Cycle were developed to assist the
management of ITS projects
| 15
PMO Toolkit
Project Management Office Team has developed a standardized set of tools to assist
in the management of Initiatives/Projects
The toolkit is a guide to assist in the management of projects across all phases of the
project lifecycle
o The PMO Toolkit helps standardize how a projects scope, timeline, requirements and
strategies are documented
The tools build upon each other as the project moves from Request to Go Live
(Project Document Lifecycle)
o Some tools will be used throughout a projects lifecycle
Contact List
Sign In Sheet
Meeting Agenda
Meeting Minutes
Status Report
Resource Tracking
o Other tools are used during a specific phase (i.e. Assessment)

o Many tools are started in one phase, refined throughout the project and closed at the
conclusion (i.e. Project Plan)
| 16
Project Document Lifecycle

Request
Assessment
Planning
Implementation
Go Live
Project Closure
| 17

Request
Project Request
Initiation
Roadmap Abbreviated
Presentation
(Request to Assessment)
Project Request:
The ServiceNow PPM module is the mechanism used to Request an ITS project
Pertinent information is to be completed on the request form, for submittal to the ITS PMO
Initiation*:
This tool initiates the process of data gathering and refining the core project information
such as the problem statement, goal, known constraints and dependencies along with any
identified risks/concerns.
Roadmap Presentation (Based on Phase):

This document is a means of requesting to move the project through the Project Lifecycle
Phases and request resources.
Upon completion of the document, it is subsequently submitted to the PMO to be
reviewed and included in the next Roadmap Meeting.
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree
with the content of the document.
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
| 18

Assessment
Charter (start) - large projects only

Budget/Costs - Detail (Start)
Communication Plan (Start)
Scope (Start)
Charter*:
Cornerstone of the project
Lays the groundwork for informed decisions and planning regarding project
direction, outcomes, and delivery
Managing expectations of all project stakeholders
Formal commitment between the Executive Sponsors, the Steering Committees, the Project
Manager and the Project Core team
Budget/Costs:
Record and track the project related capital and/or operational expenses
Forecast future operational costs
Assessment
Project Plan (Start)
Timeline (Start)
RAID or RACI (Start)
Functional Requirements (Start)
Technical Requirements (Start)

Roadmap Abbreviated
Presentation: (Assessment to
Planning)
Communication Plan*:
Methods and processes for communicating the needs and issues surrounding the project
Composition and meeting structure for project related items are defined
Storage and distribution of project related documentation
Scope:*
Most critical document of any project
Scope of the project is documented and Scope Change Management is defined
Agreement between all the parties involved on what will and will not be addressed in the
solution of the Problem Statement
Assessment*:
First stage of developing project requirements
Define scope
Document assumptions
Identify risks
Document workflow
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree
with the content of the document.
| 19

Assessment
Charter (start) - large projects only

(Scope Start)
Assessment
Timeline (Start)
Project Plan/Timeline (software tool preference):

MS Project:
Detailed work breakdown structure
Task tracking for to include, but not limited to:
Task Name, Duration, Start, Finish, Predecessors, Resource Names, % Complete.
Excel:
High level or detailed timeline
Tasks can be customized to include, but not limited to:
Task name, Resources, Planned Start, and Target Finish
RAID (Risks, Action, Issues, Decisions):
Log to identify and track severity, mitigation plans, owner and disposition
RACI (Responsible, Accountable, Consulted, Informed):
Inventory of project deliverables Disposition per deliverable monitored
Technical Requirements (Start)
Functional Requirements:
Detailed listing of the operational characteristics:
Workflow
Application
Roadmap Abbreviated
Presentation: (Assessment to
Planning)
Technical Requirements:
Non-functional requirements:
Technical designs
Technical specifications
Functional Requirements (Start)
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree with the
content of the document.
| 20

Planning
Charter (finish) - large projects only

Budget/Costs - Detail (Complete)
Communication Plan (Refine)
Executive Summary (Start)

Scope (Complete)
Executive Summary*:
Report for Sr. Leadership and Governance, summarizing the following:
Overall Goal
Objectives
Proposed Solution
Scope
Risks/Concerns
Timing
Resources
Scope Change Management (Start)

Recommendation or Proposal
Project Plan (Refine)
Timeline (Refine)
RAID or RACI (Refine)
Testing Plan Strategy (Start)
Scope Change Management*:

Utilized once scope is finalized and there is a change in scope:
Primary scope control for a project
Lists the changes and impacts upon the defined scope of the project
Approval and Sign off required by project leadership
Recommendation or Proposal*:
Result of the assessment, not the final design
High level proposal to highlight main areas of project
Training Plan Strategy (Start)

Functional Requirements (Complete)
Technical Requirements (Complete)
Roadmap Presentation: Planning to
Implementation
Kick Off Presentation
Testing Plan Strategy*:

Outline of how testing will be performed, verified and documented
Training Plan Strategy*:
Defines all the aspects of training required for the implementation of the project
Kick Off Presentation:
Presentation of the proposed solution, strategy, process, and timeline
| 21

Implementation
Communication Plan (Complete)
Executive Summary (Complete)

Scope Edits (Change Mgmt
Required)
Timeline (Refine)
Testing Plan Strategy (Complete)
Training Plan Strategy (Complete)
Go Live Readiness (Start)
Go Live Checklist (Start)
Go Live Readiness*:
Highlights all items for Go-Live:
Staff to support Go Live
Environment for go-live
Note: Check off items and sections can be customized based on project deliverables.
Go Live Checklist*:
Itemized plan for the Go-Live event consisting of:
Pre Go-Live
Go-Live
Post Go-Live
Detailed tasks:
Responsible party
Dates, times, and duration
Task status
Note: The checklist can be customized based on project deliverables.
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and
agree with the content of the document
| 22

Request
Assessment
Planning
Implementation
Go Live
Project Request
Initiation
Charter (start) - large
projects only
Budget/Costs - Detail
(Start)
Charter (finish) - large

projects only
(Complete)
Communication Plan
Communication Plan (Start) (Refine)
Scope (Start)
Assessment
Timeline (Start)
Functional Requirements
(Start)
Technical Requirements
(Start)
Communication Plan
(Complete)
Executive Summary
Executive Summary (Start) (Complete)
Scope (Complete)
Required)
Recommendation or
Proposal
Timeline (Refine)
Timeline (Refine)
Testing Plan Strategy
(Start)
(Complete)
Training Plan Strategy
(Start)
(Complete)
(Complete)
(Complete)
Roadmap Abbreviated
Presentation:
Request to Assessment
Roadmap Abbreviated
Presentation:
Assessment to Planning

Timeline (Refine)
No Additional
documents
introduced
Go Live Readiness (Complete)

Go Live Checklist (Complete)
Roadmap Abbreviated
Presentation:
Planning to
Implementation
| 23

Project Closure
Lessons Learned*:
Review of the successes and short-comings in the project
Learn from and improve the project management process
Project Plan (Complete)

Timeline (Complete)
RAID or RACI (Complete)
Project Closure and Acceptance*:

Agreed upon project deliverables and requirements have been satisfied
Exceptions they are noted along with their planned disposition
Project summary for historical purposes
Summarizes the ongoing operations and support of the solution moving forward
Lessons Learned
Project Closure and Acceptance
| 24

Request
Assessment
Planning
Implementation
Go Live
Project Closure
Project Request
Initiation
Charter (start) - large projects Charter (finish) - large
only
projects only
(Complete)
Communication Plan
(Refine)
Assessment
Communication Plan
(Complete)
Executive Summary
Executive Summary (Start) (Complete)
Scope (Complete)
Required)
Recommendation or
Proposal
Project Plan (Complete)
Timeline (Start)
Timeline (Refine)
Timeline (Refine)
Timeline (Refine)
Timeline (Complete)

(Start)
(Start)
(Complete)
(Complete)

(Complete)
(Complete)
RAID or RACI (Complete)
Scope (Start)
(Start)
(Start)

Go Live Readiness
(Complete)
Go Live Checklist
(Complete)
Lessons Learned
Project Closure and
Acceptance
Roadmap Abbreviated Roadmap Abbreviated

Presentation:
Presentation:
Request to Assessment Assessment to Planning
Roadmap Abbreviated
Presentation:
Planning to Implementation
| 25
PMO Toolkit and Document Lifecycle Summary

The ITS PMO Toolkit and Project Document Lifecycle were developed to assist the
management of ITS projects
The templates are guides to standardize project activities

Project managers and leads should become familiar with the toolkit and incorporate
these templates into their project management activities
The templates use the < and > symbols to note whenever a project specific entry
should be added
Not all projects require all templates, however, all projects should minimally include:
o
o
Scope
Timeline
| 26
PMO Toolkit Project Example

Observation Unit Development: Scope
Project Summary
BMC seeks to rapidly establish a separate observation unit by leveraging existing space, systems and staffing to the extent possible.
Problem Statement
Observation patients are currently located within IP units. Although a less intensive level of care is required, these patients are receiving an IP
level of care, which is more care than is necessary.
Goal
Create a stand-alone 12 bed observation unit to provide the right care for observation patients
Measurable Objectives
Reduction in cost of delivering care to observation patients
Free up IP beds for additional patients/revenue
Un-measurable Objectives
Provide easy access for patients and staff to systems and services; including documentation, pharmacy, radiology, lab, cardiology, etc.
In Scope
ITS will be responsible for assessing current state of Menino 2 in meeting requirements for opening a new observation unit. This will include
hardware (PCs/Printers), software (SCM, Bedboard, Lab,IBEX), telephones, interfaces, downstream systems, data warehouse, infrastructure and
clinical engineering
Out of Scope
ITS will not be responsible for operational requirements, financial systems requirements; including SDK and related registration and billing systems,
professional billing documentation requirements/considerations (during Phase I), office equipment (copier, fax, furniture), staffing, supplies
Approach
Assess IT Requirements, including hardware, software, infrastructure, clinical engineering via assessment walk- through
Consider both short and long term requirements in systems selection(s)
Identify all related IT systems, determine set-up requirements and timelines
Maintain a narrow IT scope, leverage existing systems solutions and functionality
Assumptions
Nursing Department is managing the overall project (Sarah Carignan)
Leverage the existing Menino 2 space, which is DPH approved, and equipment in place
| 27

Observation Unit Development: Scope
Proposed Solution
Hardware (PCs/Printers):
Upgrade existing hardware residing in Menino 2; designate additional downtime machine

Communications/Phones:
Utilize existing phones in Menino 2; non bay areas
Utilize interpreter phone for interpreter and regular phone needs in bay areas
Implement separate paging system; provide paging quote; implement upon approval
Install new wall phones

Lab: Location/unit/bed/printer label printing
Interface(s): Build translate table
Data Warehouse: Add the obs unit to the Emergency Department section of the Nursing Dashboard and
for reporting
Clinical Nursing Documentation:
SCM Assessment - leverage existing SCM documents; modifications will be required (functional spec)
SCM Flowsheet - leverage existing standard document; no edits required

Clinical Physician Documentation:
SCM Leverage existing SCM documents; no edits required
Order Sets Leverage existing; no edits required

Bedboard: Add to the Menino Campus; Menino 5WICU column; no overflow requirements
IBEX: Edits to admission request screen to include a new status and service
| 28

Observation Unit Development: Timeline and Resources
Timeline
11/26/12
1/8/13
Assessment/Planning
2/27/13
Implementation
<Project Kick-Off>
<Project Go-Live>
Resources
Name
Silvia MacMurdo
Lisa Selig
Bill Scott
Kate Jones
Lucas Nyman
Thomas Lau
Geoff Fallon
Ethan Lew
Tim Donovan
Donna Whitmore
Bridget Wagner
Eva Koppera
Chris Hussey
Tom Maher
Lori Siracusa
Role
Lab
Downstream Systems
Web Design
Web Design
Application Analyst - EHR
Application Analyst - EHR
Functional Mngr - EHR
Technical Design
DBA
Interface Engineer
Data Warehouse
Data Warehouse
Hardware
Communications
Project Manager
Group: Team
App/Dev:Ancillaries
App/Dev:Business
App/Dev:Development
App/Dev:Development
App/Dev:EHR
App/Dev:EHR
App/Dev:EHR
App/Dev:EHR
App/Dev:Integration
App/Dev:Integration
CI:Data Warehouse Dev
CI:Reporting&Analytics
Field Services:
Infrastructure:
PMO:PMO
Level of Effort
6
3
10
50
80
10
20
40
5
5
1
32
20
25
60
| 29

Observation Unit Development: Budget/Costs Detail
Observation Unit
CAPITAL COSTS
CAPITAL COSTS PER YEAR

Year 1
Year 2
Year 3
1. Hardware
$
34,418 $
$
a) Hardware
$
$
$
b) Infrastructure
$
$
$
c) Implementation
$
34,418 $
$
2. Software
$
$
$
a) Software
$
$
$
b) Implementation
$
$
$
3. Other
$
47,500 $
$
a) Consultants
$
5,625 $
$
b) IT Resources
$
41,875 $
$
Totals $
81,918 $
$
Cumulative Total $
81,918 $
81,918
OPERATING COSTS PER YEAR
Year 1
Year 2
Year 3
1. Hardware
$
$
$
a) Hardware
$
$
$
b) Infrastructure
$
$
$
c) Consultants
$
$
$
2. Software
$
$
$
a) Software
$
$
$
b) Consultants
$
$
$
3. Other
$
$
$
a) Maintenace/Support
$
$
$
b) Training
$
$
$
c) Implementation
$
$
$
Totals $
$
$
Cumulative Total $
$
-
Total
$
$
$
34,418
$
$
$
$
$
5,625
41,875
81,918
OPERATING COSTS
PROJECT COSTS
1. Hardware
2. Software
3. Other
Non-IT:
IT:
PROJECT COSTS PER YEAR

Year 1
Year 2
Year 3
$
34,418 $
$
$
$
$
$
47,500 $
$
Totals $
81,918 $
$
Cumulative Total $
81,918 $
81,918
Total
$
$
$
$
$
$
$
$
$
$
$
$
$
Total
34,418
47,500
81,918
$34,417 (WOWs, paging system; move&secure doors; airphone-unit access)

$ 4,500 (Consultant hours 45 @ $100; included above)
Funding: Nursing
Funding: IT Operations
| 30
PMO Overview - Review

1. Where can you find the purpose/role of the Project Management Office Team?
In the Mission statement!
2. How many phases in the Project Lifecycle?

Six
3. Does the Assessment Phase come after the Implementation phase?

No!
4. Name the phases in the Project Lifecycle?

Request Assessment Planning Implementation Go Live Project Closure
5. Benefits of engaging the Project Management Office

Coaching Services; Standardized Toolkit; Proven track record
6. Purpose of PMO Toolkit documentation?

Standardization across project lifecycle
7. Are all the documents in the PMO Document Lifecycle required for each phase?
No!
8. How many ITS Governance Committees are established at BMC?

Two: VP Governance and ITS Internal Governance!
9. What is the first Step to request a project?

Complete and submit the Request form in ServiceNow!
10. What is the most important project document in the PMO Document Lifecycle?
Scope!
| 31
Project Management Office Tutorial
If you are interested in utilizing the toolkit, please contact:

Lori Siracusa
617-414-8564
Lori.Siracusa@BMC.Org
| 32

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Project Management Office (PMO)

Project Management Office: Purpose

Project Management Office: Mission Statement

The BMC Project Management Office provides a standardized approach to identify,

Project Management Office: Organization

Project Management Office - Governance

Clinical Physician, Clinical Nursing, Financial, Strategic, Operations, Information

ITS Internal Governance Committee: Meet Weekly

Affinity groups formed to research key issues

Boston Medical Center - Proprietary & Confidential

Project Management Office - Governance

Chair and Facilitator

Boston Medical Center - Proprietary & Confidential

Project Manager Assignment Criteria

Several of these should be met to drive the assignment of a PM (subjective decision)

Analyst as PM or Project Lead

PMO Project Manager

Constantly changing or evolving

Example Where Project Manager IS Assigned

<Project Kick - Off>

PROJECT COSTS PER YEAR

Example Where Project Manager IS Assigned

Timeline Mid March timeline is very aggressive

Example Where Project Manager NOT Assigned

<Project Kick - Off>

Enterprise Analytics, Reporting

.NET Web Developer

Enterprise Analytics, Reporting

None No server costs, no consultant costs

Why Projects Fail?

Lack of executive support and user involvement

Project Life Cycle: Overview

Connects the beginning of the project to its end completion

Project Life Cycle: Phase Definitions

Project Life Cycle: Generic Life Cycle Structure

Does not apply to all projects

Project Life Cycle: Summary

o Other tools are used during a specific phase (i.e. Assessment)

Project Document Lifecycle

Project Document Lifecycle

Roadmap Presentation (Based on Phase):

Project Document Lifecycle

Charter (start) - large projects only

Technical Requirements (Start)

Project Document Lifecycle

Charter (start) - large projects only

Project Plan/Timeline (software tool preference):

Technical Requirements (Start)

Functional Requirements (Start)

Project Document Lifecycle

Charter (finish) - large projects only

Executive Summary (Start)

Scope Change Management (Start)

Testing Plan Strategy (Start)

Scope Change Management*:

Training Plan Strategy (Start)

Kick Off Presentation

Testing Plan Strategy*:

Project Document Lifecycle

Communication Plan (Complete)

Executive Summary (Complete)

Testing Plan Strategy (Complete)