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NCOAUG Training Day
August 15, 2003
Go-Live on Time, on Budget.
A Case Study at
University of THE
UNIVERSITY
Chicago Hospitals OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Presented by Karen S. Janssen
Senior Project Manager
University of Chicago Hospitals
THE
UNIVERSITY
OF CHICAGO Objective
HOSPITALS &
HEALTH SYSTEM
• Provide an understanding of the
Project Management Office model at
UCH
• Provide an understanding of the Key
Success Factors
• Provide recommendations to
organizations interested in engaging
with a PMO model.
October 2, 2012
THE
UNIVERSITY
OF CHICAGO Approach
HOSPITALS &
HEALTH SYSTEM
• Look at an actual case study that used
the PMO model as part of the solution
team implementing Oracle
Applications at the University of
Chicago Hospitals
• Share what we learned through our
experience
October 2, 2012
THE
UNIVERSITY
OF CHICAGO Agenda
HOSPITALS &
HEALTH SYSTEM
• Background Information
• PMO Model Used at UCH
• Key Success Factors
October 2, 2012
Background
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Background
OF CHICAGO
HOSPITALS &
UCH Profile
HEALTH SYSTEM
• More than just a hospital...
Bernard A. Mitchell Hospital, primary adult patient care facility
University of Chicago Children's Hospital, devoted to the medical
needs of children
Chicago Lying-in Hospital, a maternity and women's hospital
Duchossois Center for Advanced Medicine, a state-of-the-art
outpatient care facility
The University of Chicago Physicians Group, a network of more than
600 University of Chicago physicians
CareMed Chicago, a home healthcare organization
Affiliated physicians offices located throughout the Chicago area
October 2, 2012
THE
UNIVERSITY
Background
UCH Initiative
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Supply Chain Improvements Project
– Significant Cost savings within 3 years will come from enabling
improvement in five areas:
• Better contracting
• Product changes and standardization
• Better management of inventory
• Better tracking for proof of delivery
• Better evaluation of repair vs. replacement costs
– Achieve better efficiencies
• Improved ability to turn requisitions into purchase order.
• Integration between Accounts Payable and Purchasing
• Forced documentation through the use of required fields.
October 2, 2012
THE
UNIVERSITY
Background
Implementation Scope
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
• Implement 8 Oracle R11.5.8 Application
Modules Supporting Supply Chain
• GL Foundation • Purchasing
• HR Foundation • Internet Expense
• Payables • Inventory
• OM for Internal Orders • Internet Procurement
• Integrate with Supporting Applications
• Time and Attendance Integration
• Purchasing Cards Integration
• Optime Integration
• Oracle’s EDI Gateway and SeeBeyond Gateway
October 2, 2012
THE
UNIVERSITY
Background
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Work Scope
• 21 Core Members and 18 Subject Matter experts
working collectively to complete…
– Resolution of 895 Issues and follow-up activity records
– Implementation of 8 supporting business modules
– Documentation and sign-off ~ 350 project deliverables
– Coordination, setup, and execution of 4 test cycles
– Development and testing 400+ units of code
– Executed work plan containing ~ 40,000 man hours
• … IN SEVEN MONTHS*
* (did not include Requirements Map and Gap)
October 2, 2012
THE
UNIVERSITY
Background
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Development Scope
• Data Conversion
– Clean-up for 23 data objects
– Development and execution of 4 rounds of load testing
– Execution of 3 Integration Test Rounds
• 18,502 Account Code Combinations • 111,051 Item Numbers
• 69,109 Closed Invoices • 8,799 Description Only Items
• 4,100+ Vendors • 1,982 Service Items
• 5,300+ Vendor Addresses • 5,160 Employees/ Addresses
• 2,900+ Contacts • 1,787 Positions
• 1,787 Jobs
• Interfaces/Extensions/Customizations/EDI
– 41 Solutions
– 400+ units of code and install scripts
October 2, 2012
THE
UNIVERSITY Background
Our Challenges
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
• Limited Resources - Limited number of trained
technical resources who still had production support
responsibilities
• Limited Experience - Entry-level training and
limited applicable implementation experience on
applications key to Hospitals’ operations
• Limited Time Line - dictated by scheduling
disruptions, “busy season” constraints and scheduling
with external project dependencies
• Limited Budget - maximum project funds were
established, committed and capped
October 2, 2012
THE
UNIVERSITY Background
Our Solution
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
• Engaged with Oracle Consulting to
address our limited resources and our
limited experience on mission critical
applications
• Managed the project under the UCH
Project Management Office (PMO) to
control our limited time line and our limited
budget.
October 2, 2012
PMO Model Used at UCH
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
PMO Model Used at UCH
OF CHICAGO
HOSPITALS & Overview
HEALTH SYSTEM
PMO
October 2, 2012
THE
UNIVERSITY
PMO Model Used at UCH
OF CHICAGO
HOSPITALS & PMO Role
HEALTH SYSTEM
• Planning and Tracking
• Controls and Procedures
• Risk and Issue Escalation/Resolution
• Reporting and Communication
• Key Coordination Between IS, Senior
Management, and Stakeholders
October 2, 2012
THE
UNIVERSITY
PMO Model Used at UCH
OF CHICAGO
HOSPITALS & PMO Responsibilities
HEALTH SYSTEM
Project Lifecycle Phases
Strategic Project Project Project
Support
Planning Initiation Execution Completion
Business Project Project Transition Production
Strategy Foundation Controls Planning Tracking
• Identify • New Projects • Budget and • Operations • Benefits
Potential • Integration • Resources • Support Tracking
Projects Management • Milestones • Launch • Resource
• Contract • Forecasting • Issues/Risks Management • Financial
Negotiations • Identify Management • Quality Tracking
• Capital Impact • Change Reviews
Committee Groups Control • Contract
Approval • Project Kick- • Time Tracking Closure
off • Steering
October 2, 2012 • Project Committees
Library
THE
UNIVERSITY
PMO Model Used at UCH
OF CHICAGO
HOSPITALS & PMO Methodology
HEALTH SYSTEM
Project Lifecycle Phases
Strategic Project Project Project
Support
Planning Initiation Execution Completion
Business Project Project Transition Production
Strategy Foundation Controls Planning Tracking
• Meeting • Business Case • Budget • Transition • Metrics
Agendas • Project Charter Tracking Plan Reporting
• Meeting • Project Plan Workbook • Daily Project • Lessons
Minutes • Communication • Status Briefing Learned
• Resource Plan Reports • Go-Live Presentatio
Forecast • Project • Issues Log Support Plan n
Procedures • Change • Project • Satisfaction
Request Log Closure Plan Survey
October 2, 2012 • Key Indicator
Reports
Key Success Factors
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Key Success Factors
Strategic Planning Stage
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Key Success Factors -
Strategic Planning Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Appointed a senior-level Business Sponsor
who was dedicated full time.
Criteria Results
Responsible for the Decisive and timely closure to
Business Unit business decisions and project issues
Access to departmental resources,
priorities, and assignments
Accountable for the Ownership of solution
ROI Personal commitment to achieve
objectives
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Strategic Planning Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Designed a formal training strategy and
timely roll-out plan.
Criteria Results
Focused specialists Identified hidden resource, work plan,
on the organization and cost requirements
at-large Facilitated organizational change
management
Resulted in early adaptation of system
Focused project Positioned project deliverables to
members on core develop training material
application users Factored into test plans and
acceptance criteria
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Strategic Planning Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Negotiated a fixed price contract for
consulting services.
Criteria Results
Identified resource
High-level Executive Sponsorship
expectations
Choice of personnel
Engagement of 'A' team players
Payment schedule
Identified the deliverables associated
based on milestones with a milestone
and contingency Kept project team focused on key dates
holdback
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Strategic Planning Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Planned infrastructure requirements in
stages.
Criteria Results
Focused on Provided an environment to get started
development and Eliminated some of the unknown
testing first
Validated Reduced impact to supporting groups
assumptions about Staged the installation across the time
production line
equipment
requirements
October 2, 2012
Key Success Factors
Project Initiation Stage
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Key Success Factors -
Project Initiation Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Used PMO Methodology to drive key
objectives of the Initiation Stage.
Criteria Results
Sponsor owned the Set expectations
Business Case Provided high-level champion of the
approved solution
IS Applications Facilitated preliminary project planning
manager owned Identified scope, budget, and timeline
Project Charter Initialized the project
Committee Members Set communication objectives
owned the Kept everyone in sync with the
Communication Plan communication messages
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Initiation Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Engaged the consulting resources after the
completion of this stage.
Criteria Results
Detailed the activity Reduced resource idle time and burn
of the first milestone rate
in the project plan Hit the ground running
prior to engaging Allowed for detailed planning of next
milestone with expertise on-sight
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Initiation Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Documented Project Procedures targeted at
a key project control points.
Criteria Results
Approval Procedures Eliminated the time lag between verbal
approval to signature copy
Time Tracking and Provided throughput to executive
Reporting briefings
Change Provided structure and control around
Management coordinating decisions at various levels
Issue Resolution Drove ownership of resolution and
accountability for target dates
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Initiation Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Developed "time blocked" project plan by
milestones and planned tasks accordingly.
Criteria Results
Scheduled all team Focused all members on the same
members on same goals
time line Reduced resource idle time
Locked In Key Dates Proactively plan for upcoming events
and communicate early
Determined impact to non-project
groups so time could be scheduled.
Forced Due Dates Resources responded to keeping their
commitment to deadlines
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Execution Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Defined project roles and responsibilities
and assigned to project members.
Criteria Results
Discussed project Got everyone's "buy-in prior to formally
roles and approved announcing the hierarchy
hierarchy prior to Facilitated assignment of tasks in the
kick-off project plan
Assigned tasks Delegated ownership amongst all
according to roles project members
Appointed a PMO Divided the responsibilities between
PM and an solution ownership and project
Application PM management
October 2, 2012
Key Success Factors
Project Execution Stage
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Project Execution
Conducted a Consulting Contract Review
and Agreement session.
Criteria Results
Documented PM Set the groundwork for how the project
understanding of would be controlled, executed, and
each contract point delivered
Avoided major arguments during
critical "time-crunched" activity
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Execution Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Conducted formal project kick-off meeting.
Criteria Results
Asked any potential Everyone was informed about key
resources and/or dates that impacted their department
casual participants to Set the message for the
attend communication plan going forward
Provided information Communicated Roles and
pertinent to Responsibilities, Scope, Time Line, and
managing details for first milestone
expectations
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Execution Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Utilized a project-tracking tool for managing
deliverables, issues, and action items.
Criteria Results
Contained an Email Automatically notified individuals if
workflow component something was assigned to them
Served as a to-do list reminder
Accessible via the Provided a single system of record for
internet tracking and reporting
Eliminated coordination of tasks lists
Designed on a Facilitated ad-hoc reporting needs
Database
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Execution Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Applied progressive elaboration technique
to the execution of the project plan.
Criteria Results
Conducted detailed Incorporated the most current
planning sessions for information into the work plan
each major Spread the planning tactics across the
milestone team members
Planning team Achieved understanding of the
included individual priorities between all the project
team leaders members.
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Execution Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Scheduled regular and formal working
committee meetings.
Criteria Results
Members included expedited decisions and issue
business owners resolution that crossed departments
from areas impacted facilitated agreement and
understanding
Published formal Drove priorities that impacted deadlines
meeting minutes and Managed expectations
action items Key business decisions and
discussions formally documented
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Execution Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Focused intensely on key communication
messages at every level.
Criteria Results
Met to brief before Everyone in sync on the messages
and debrief after being expressed
every key project Proactively announced decisions
meeting
Planned and Messages were synchronized
published formal
communications
October 2, 2012
Key Success Factors
Project Completion Stage
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS & Project Completion Stage
HEALTH SYSTEM
Developed and posted detailed transition
plan.
Criteria Results
Identified and Effectively communicated resource
detailed requirements and target deadlines
dependencies
Held daily review Effectively managed priorities
sessions and re-
posted changes
Published daily Kept interruptions by the stakeholders
briefings to a minimum
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Completion Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Proactively prepared for cut over weekend.
Criteria Results
Froze conversion Data was converted in production prior
data weeks in to cut-over weekend
advance Data exceptions were handled outside
the "time crunch" of cut over weekend
Developed minute- Avoided minutia falling through the
by-minute activity cracks
plan for cut over Informed individuals of what was
weekend expected
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
Project Completion Stage
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Developed a fully staffed go-live support
plan.
Criteria Results
Planned for support Better resource planning
team requirements
Staffed Just In Time Provided hands-on support by subject
Training Center matter experts
Trained Walk Abouts Facilitated early adaptation by users
Provided a conduit to missing
communication messages
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
Project Completion Stage
Prepared a "readiness assessment" for go-
live Decision Steering Committee Meeting.
Criteria Results
Prepared by the Incorporated feedback from all impact
project team areas
Provided understanding and mitigation
of risk
Identified changes to expectations
Presented by senior Provided credence to "Stamp of
level manager approval"
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS & Project Completion Stage
HEALTH SYSTEM
Included flexible post-production support
services in consulting contract
Criteria Results
Specified resources Allowed for the dynamic alteration of
by role and capped the original resource plan without
the man hours having to execute a change request to
the contract during a critical stage.
October 2, 2012
Key Success Factors
Production Support Stage
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS & Production Support Stage
HEALTH SYSTEM
Transition from support team to operations
and help desk
Criteria Results
Used a ramp down Smoother transition
approach from team
ownership to support
team to full
operations
ownership
Documented and Kept all organizations informed
published plan
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS & Production Support Stage
HEALTH SYSTEM
Separated on-going support from new
initiatives
Criteria Results
Two tracking Provided a separation for support
systems demand vs. initiative demand
Allowed for complete closure of activity
resulting from the original project
October 2, 2012
THE
UNIVERSITY
Key Success Factors -
OF CHICAGO
HOSPITALS & Production Support Stage
HEALTH SYSTEM
Produced Key Metrics Reports
Criteria Results
Focused on areas Monitored early acceptance
that measured Drove key communications in a Daily
adoption of the Bulletin
system Adjusted training requirements
Focused on areas Proactively mitigated "hot buttons"
that measured Monitored user familiarity issues vs.
support true system bugs
October 2, 2012
Key Success Factors
Conclusion
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY
Conclusion -
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
• Project Management Methodology
• Senior-level Sponsorship
• Communicate, Communicate, Communicate
• Expectation Management
• Time Driven, not Estimate Driven
• Procedures
• Delegation
October 2, 2012
Key Success Factors
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
THE
UNIVERSITY Appendix
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM
PMO Methodology - Key Components
Business Case
• Problem Statement & • Customer Profile
Business Opportunity – Customers impacted
– Internal Customer/Sponsor – Customer needs
– Motivation/Rationale for Project
• Project Structure
– Business Objectives
– Team Model
– Alignment with Strategic Plans
– Proposed Schedule
• Solutions Concept – Resource Requirements
– Business Value Statement – Capital/Operations Costs
– Goals and Scope of Project – Assumptions
– Acceptance Criteria
• Risk Analysis
– Success Factors
– Impact on Current Systems
October 2, 2012 – Risk Management
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Project Charter
• Project Summary • Project Approach
– Background/Understanding – Project Teams
– Technical Resources – Time Recording/Status Reporting
– Critical Success Factors – Communication Plan
– Project Controls
• Project Scope
– Business Scope Statement • Project Budget
– System Scope Statement – Capital Requirements
– Business Process Description – Resource Requirements
– Impact – Lifecycle Costs
• Project Organization and Staffing
– Roles and Responsibilities
October 2, 2012
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Communication Plan
• Approach • Pre-transition Communication
– Key Dates Plan
– Key messages – Audience/Sensitivities
– Message/Timing
• Audience Identification • Transition Communication Plan
Worksheet – Audience/Sensitivities
– Impact Assessment – Message/Timing
– Communication Objectives
– Key Messages • Post-implementation
– Vehicles/Outlets/Tools Communication Plan
– Timing – Audience/Sensitivities
– Message/Timing
October 2, 2012
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Procedures Budget Workbook
• Introduction • Staffing Plan
– Purpose – Budgeted
– Scope – Actual
– Definitions • Operations Plan
• Information Tracked – Budgeted
– Identify important fields – Actual
– Describe usage • Capital Plan
• Procedure Steps – Budgeted
– Initialization – Reserved
– Entry – Actual
– Tracking/Reporting
– Maintenance
October 2, 2012
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Status Report Key Indicator Reports
• Executive Overview • Budget Scorecard
– Project Budget – Measures Software,
– Key Indicators Hardware, and Expenses VS.
– Key Issues and Risks Budget
– Looking Ahead • Deliverables Scorecard by
Milestone
• Detail Report
– Measures Remaining, WIP,
– Open Change Request
Completed, and Approved
Tracking Log
VS. Planned
– Open Issues Log
• Work Effort Scorecard
– Milestone Tracking Log
– Measures WIP, planned, and
– Progress Detail Report
completed work VS. baseline
– Mitigated Risk/Resolution project plan across time line
October 2, 2012
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Change Request Log Issues Log
• Originator • Description
• Date Opened • Opened
• Reference Number • Owner
• Functional Area • Resources Needed
• Description • Action Plan
• Effort Impact • Next Action Date
– Internal Resources • Resolution Target Date
– External Resources
• Status
• Priority
October 2, 2012
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Transition Plan Go-Live Support Plan
• Weekly Calendar • Support Procedures
• Daily Activity • Resource Schedule
• Resource Task Lists • Touch Point Areas
• Support Handbook
Daily Briefing • Training Material
• Reference Material
• Highlights
• Contact List
• Today’s Activity
– Development Team
• Just in Time Training Lab
– Functional Team • Meeting Schedule
– Management Team • Meeting Agenda
• Planned Activity
October 2, 2012
• Status of Hot Buttons
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Project Closure Plan Metrics Reports
• Issue Disposition • Unique Users Logging In
• Assessment Survey • Key Transaction Counts
• Metrics Final Report • Help Desk Tickets Open
• Satisfaction Survey vs. Closed
• Library Reconciliation • Tickets by Application
• Budget Closure • Tickets by Category
• Training Attendance
• Active Touch Points
October 2, 2012
Appendix
THE
UNIVERSITY
OF CHICAGO
HOSPITALS &
HEALTH SYSTEM PMO Methodology - Key Components
Lessons Learned Satisfaction Survey
• Project Management • Project Deliverables Timeliness
Knowledge Area • Project Deliverables Quality
– Activity • Project Resources
– Discovery
• Project Management
– Recommendation
• Solution Definition
• Project Team
• Other Comments
October 2, 2012
