PROJECT MANAGEMENT PLAN



center-60071PROJECT MANAGEMENT PLANIncreasing the Use of Minority, Women and Veteran-Owned, and Small Businesses for Goods and Services Procurementcenter850008549640May 31, 2015Prepared By: Lucas Minor and Warren WesslingThe Evergreen State College MPA Program1000000May 31, 2015Prepared By: Lucas Minor and Warren WesslingThe Evergreen State College MPA ProgramTable of Contents TOC \o "1-3" \h \z \u Version PAGEREF _Toc420347363 \h 3Background Information PAGEREF _Toc420347364 \h 4How to Use This Document PAGEREF _Toc420347365 \h 4Definitions PAGEREF _Toc420347366 \h 4About the Washington State Health Care Authority PAGEREF _Toc420347367 \h 4Mission PAGEREF _Toc420347368 \h 4Values PAGEREF _Toc420347369 \h 4Project Overview PAGEREF _Toc420347370 \h 5Project Background PAGEREF _Toc420347371 \h 5Project Purpose PAGEREF _Toc420347372 \h 5Goals PAGEREF _Toc420347373 \h 5Objectives PAGEREF _Toc420347374 \h 5Stakeholders PAGEREF _Toc420347375 \h 6Scope PAGEREF _Toc420347376 \h 6Work within Scope of Project (WWS) PAGEREF _Toc420347377 \h 6Work Outside of Scope of Project (OOS) PAGEREF _Toc420347378 \h 6Assumptions, Dependencies, Influences and Constraints PAGEREF _Toc420347379 \h 7Assumptions & Dependencies PAGEREF _Toc420347380 \h 7Influences PAGEREF _Toc420347381 \h 7Constraints PAGEREF _Toc420347382 \h 7Project Organization PAGEREF _Toc420347383 \h 8Roles & Responsibilities PAGEREF _Toc420347384 \h 8Project Organizational Chart PAGEREF _Toc420347385 \h 8Work Plan PAGEREF _Toc420347386 \h 9Key Dates & Milestones PAGEREF _Toc420347387 \h 9Staff Training PAGEREF _Toc420347388 \h 10Budget and Staff Effort Estimates PAGEREF _Toc420347389 \h 10Work Breakdown Structure & Deliverables PAGEREF _Toc420347390 \h 11Communication Plan PAGEREF _Toc420347391 \h 12Control Plan PAGEREF _Toc420347392 \h 13Risk Assessment PAGEREF _Toc420347393 \h 13Risk Analysis PAGEREF _Toc420347394 \h 13Risk Mitigation Recommendations PAGEREF _Toc420347395 \h 13Contingency Plans PAGEREF _Toc420347396 \h 14Data Collection Plan PAGEREF _Toc420347397 \h 14Quality Assurance PAGEREF _Toc420347398 \h 15Process Improvement PAGEREF _Toc420347399 \h 15Process Improvement Cycle PAGEREF _Toc420347400 \h 16Habit Loop PAGEREF _Toc420347401 \h 17Change Management PAGEREF _Toc420347402 \h 17Close-Out Plan PAGEREF _Toc420347403 \h 17Close-Out Tasks PAGEREF _Toc420347404 \h 17Lessons Learned PAGEREF _Toc420347405 \h 18Project Approval Signatures PAGEREF _Toc420347406 \h 18Appendix A – Templates PAGEREF _Toc420347407 \h 20Appendix B – OMWBE Memo to HCA PAGEREF _Toc420347408 \h 21Appendix C – Post-Kickoff Meeting Client Memo PAGEREF _Toc420347409 \h 22Appendix D – HCA Organizational Chart PAGEREF _Toc420347410 \h 24Appendix E – Detailed Work Breakdown Structure & Deliverables PAGEREF _Toc420347411 \h 25Workflow #1: Train Intern on Project-Relevant Items PAGEREF _Toc420347412 \h 25Workflow #2: External Outreach & Liaison Work (Intern) PAGEREF _Toc420347413 \h 25Workflow #3: Evaluate/Update Fiscal Coding PAGEREF _Toc420347414 \h 26Workflow #4: Develop and Implement OMWBE contract posting best practices PAGEREF _Toc420347415 \h 26Appendix F – PMP Communication Directory PAGEREF _Toc420347416 \h 27Appendix G – Smart Trust? Matrix PAGEREF _Toc420347417 \h 28Appendix H – Reference and Resources PAGEREF _Toc420347418 \h 29Appendix I – PMP Development Team Charter PAGEREF _Toc420347419 \h 30Team Charter PAGEREF _Toc420347420 \h 30VersionVersionDateVersion Description1.0May 1, 2015First draft2.0May 12, 2015Second draft2.1May 13, 2015Revised second draft3.0May 31, 2015Final draftBackground InformationHow to Use This DocumentThis Project Management Plan (PMP) is provided as a device to communicate project expectations and milestones and to provide a framework for project execution. It outlines the purpose and scope of the project, goals and objectives, budget, deliverables, timeline for completion, key dates, and designation of project tasks amongst the team. The PMP is intended to be a living document to be adapted as needed to account for new information, outside influences, risks that are realized, and shifting stakeholder needs. Tools are provided throughout the document to address necessary project changes. Additional project management resources can be found in Appendix H.DefinitionsHCA – The Washington State Health Care Authority.Intern – A student from The Evergreen State College Master of Public Administration program, who will be hired to play an integral role in executing the PMP.M/WBE – Minority and/or women businesses certified by OMWBE; also includes veteran-owned businesses certified by the Department of Veterans Affairs (DVA), and small businesses.OMWBE – The Washington State Office of Minority and Women’s Business Enterprises.Object/Sub-Object Codes – Codes used in state financial reporting systems to categorize expenditures.PMP – Project Management Plan.PMP Development Team – Team responsible for developing PMP (Evergreen MPA students).Project Manager (PM) – HCA designee responsible for leading project implementation.Project Sponsor – HCA designee with full authority over various project go/no-go decisions.WEBS – Washington’s Electronic Business Solution portal where Washington State agencies post contracting opportunities, and where vendors can submit their proposals.About the Washington State Health Care Authority The Washington State Health Care Authority (HCA) oversees Washington State’s Medicaid and prescription drug systems, PEBB, and other health-related programs.MissionProvide high quality health care through innovative health policies and purchasing strategies.ValuesPeople FirstInnovation Respect Public Service Collaboration Service Excellence Leadership StewardshipProject OverviewProject BackgroundIn January, HCA received a memo (see Appendix B) from the Washington State Office of Minority & Women’s Business Enterprises (OMWBE) urging all state agencies to increase their use of minority, women and veteran-owned, and small-sized business enterprises (M/WBE) in contracting for goods and services by at least 20% for 2015. This initiative is part of the Governor’s broader Results Washington strategic plan to create a more efficient, effective and transparent state government. Specifically, Goal 2.4.1.a. calls to: “Increase state agency and educational institution utilization of state-certified small businesses in public works and other contracting and procurement by 2017 to: Minority-owned businesses: 10%; Women-owned businesses: 6% and Veteran-owned businesses: 5%.” HCA chose an aggressive target of reaching 1% for 2015 (2014 M/WBE spend was 0.26%). HCA completed a “Supplier Diversity Plan,” using a template provided by OMWBE, and has met with OMWBE to clarify objectives. Some activities have been identified in the plan, though details and timelines need to be clarified, much of which will be covered in this PMP. Project PurposeTo provide a detailed project management plan (PMP) that allows the Washington State Health Care Authority (HCA) to implement the Governor’s and OMWBE’s directive to increase the use of minority, women and veteran-owned, and small business enterprises (M/WBE) in contracting for goods and services. HCA’s aspirational goal is to increase M/WBE expenditures from 0.26% in of total expenditures in 2014 to at least 1% for 2015, and hopes to continue to increase this number going forward.GoalsThe goals of this project are to:Ensure HCA spends at least 1% on M/WBE vendors in 2015 and spending continues to grow in subsequent years. Note: This calculation currently excludes purchases made on credit cards (known as P-cards).Evaluate fiscal coding processes to ensure accurate capture of existing M/WBE contract expenditures.Build awareness in the M/WBE business community of contracting opportunities with HCA.Increase procurement of goods and services through M/WBE vendors. Note: key opportunities exist in IT and facilities maintenance services.ObjectivesThe primary objectives are: To create an atmosphere of awareness and commitment towards contracting with minority, women and veteran-owned, and small businesses (M/WBE) within the Washington State Healthcare Authority.To maintain compliance with state objectives, especially M/WBE procurement targets, as set forth by the Governor’s Results Washington initiative.To serve as a reputable state agency conducting fair, equitable and inclusive business practices through increasing contracts with M/WBE businesses.StakeholdersClient:Washington State Health Care Authority (HCA)Outside stakeholders who may impact this project or may be impacted by this project include: The Washington State Office of Minority & Women’s Business Enterprises (OMWBE)Certified minority, women and veteran-owned, and small businessesQualified minority, women or veteran-owned, or small businesses who are not yet certifiedThe Washington State Governor’s Office Results Washington TeamScopeThis section outlines clear expectations of what will and what will not be part of this project. Only items considered “within scope” will be part of this project. Defining these boundaries is essential to ensuring the project remains manageable and stays on track in regards to budget, schedule and work load.Work within Scope of Project (WWS)For PMP Development Team:Develop a project management plan (PMP) with specific steps for HCA to increase M/WBE share of spend. PMP will include plans for:Fiscal staff training on system contractor coding to ensure accurate capture of M/WBE spend.Contracts staff training on WEBS posting best practices to attract M/WBE bids.Increasing outreach to certified and potential M/WBE businesses for contracting goods and services.Key PMP elements will include: work plan, control plan, risk management plan, communications plan, and a quality assurance plan.Finalize PMP with Project Sponsor and handoff to HCA Project Team to execute.For HCA Project Team:Execute/implement the PMP.At the end of the project, closeout and hand off to the operations team. Work Outside of Scope of Project (OOS)Modifying the existing contractor coding system.Establishing staff training content or protocols.Hiring and onboarding intern.Assumptions, Dependencies, Influences and ConstraintsA number of assumptions, dependencies, influences and constraints frame the project environment. It is essential to be aware of these to ensure the Project Team can stay focused and be aware of factors that can affect project success. If assumptions, dependencies and influences shift, or constraints prove to threaten project success, proactive measures should be taken. Risk Assessment and Mitigation tools and a Change Management process are provided in the Project Control Plan, later in the document.Assumptions & DependenciesHCA will hire an Intern, who has enough time and authority for project success. The PMP Development Team recommends a 3-month paid internship at $10/hour, 15-20 hours/week.HCA’s Accounting Manager has committed fiscal staff time to ensure they receive proper coding training, and that all new processes will become part of staff’s regular workflow going forward.HCA’s Contracts Administrator has committed contracts staff’s time for training on WEBS posting best practices to encourage M/WBE bids, and project implementation.Current contract processes are missing key elements necessary for targeting M/WBE vendors.There is substantial potential in the IT sector to connect with new M/WBE vendors.HCA executive leadership is fully on-board with implementing this project and making substantial M/WBE procurement progress, and to be in compliance with OMWBE and the Governor’s Results Washington initiative.HCA expects refined fiscal coding and contract procedures to be in place by September 15, 2015.All team members will foster a ‘trust-first’ work environment where everyone is trusted to contribute and follow-through on their commitments. Covey and Link’s (2012) Smart Trust model is a useful and recommended framework (See Appendix G).InfluencesOMWBE will begin publishing “report cards” on state agency progress on M/WBE procurement on their public website. This creates an increased sense of urgency to ensure marked progress is made towards the 1% goal.OMWBE is measuring progress based on the calendar year (state accounting follows a July-June fiscal year). There is a sense of immediacy to implement changes before the calendar year ends.ConstraintsNo new financial reporting software can be developed or implemented. HCA must operate within existing state financial reporting programs.Only goods and services procurement are counted towards M/WBE calculations. P-card purchases & services provided directly to HCA clients cannot be counted towards M/WBE spend.Non-intern staff time is limited to devote to the project, so careful time management is critical.Intern’s time is limited each week and is dependent on getting needed information from staff.Vendors can only be counted towards M/WBE totals if they are certified. Vendors may not know details of the certification process, and there may be unknown barriers to vendors being able to receive certification.While HCA leadership supports this project, a dedicated funding source has not been identified.Project OrganizationRoles & ResponsibilitiesPMP Development Team:Evergreen MPA Students: Warren Wessling and Lucas Minor. Students are responsible for developing the PMP. Once complete, PMP will be handed off to HCA staff for implementation.HCA Project Team:Project Sponsor and Authorizer: Susan Lucas, HCA Chief Operations Officer. Susan has full authority for a project go/no-go decision.Project Manager: Melanie Anderson, HCA Contracts Administrator. The Project Manager will be the primary contact between HCA and PMP Development Team. During the implementation and closeout phases, the Project Manager will coordinate all Project Team efforts, and will supervise the HCA Intern.HCA Intern: TBD. The Intern is responsible for research, liaison work between HCA departments, and between HCA and OMWBE; this individual will also assist in creating training materials for contracts and fiscal staff, and conduct outreach to M/WBE and potential M/WBE vendors.HCA Accounting Manager: Deanna Kehr. Deanna will be responsible for training fiscal staff and will be available as needed to provide relevant financial reports and coding information.HCA Contracts Team and Fiscal Staff will play a key role in supporting the plan.HCA Chief Legal Officer: Annette Schuffenhauer, will provide additional support as needed.Project Organizational ChartSee Appendix F for a Project Team Communication DirectoryWork PlanKey Dates & MilestonesThe following chart details project phases including anticipated completion dates.PhaseActivityEst. Comp. DateProject InitiationInitial client meeting with Project Sponsor04/13Client memo submitted, outlining high-level project details04/20Follow-up meeting with Project Manager04/22Milestone 1: Project Planning Go/No-Go Decision04/22/2015PHASE OUTPUT/INPUT FOR NEXT PHASE: AUTHORIZATION TO PROCEEDProject PlanningHigh-level planning, Scope of Work identified04/24PMP Drafting05/22Final PMP delivered/presented to HCA06/02Milestone 2: Planning Complete; Students Handoff to HCA06/02/2015PHASE OUTPUT/INPUT FOR NEXT PHASE: COMPLETE PMPProject Plan Handoff to HCA TeamIntern training plan (assumes Intern hired in early June)06/15Project Sponsor, Manager review PMP w/ HCA Project Team06/19HCA Project Team discusses timelines and work breakdown06/22Milestone 3: Project Execution Go/No-Go Decision06/24/2015PHASE OUTPUT/INPUT FOR NEXT PHASE: AUTHORIZATION TO PROCEEDProject ExecutionIntern finishes training, begins work on project06/26Work through PMP09/07Address risks, issues, conflicts and changes as they occurOn-goingMilestone 4: Project Complete, Objective Met09/07/2015PHASE OUTPUT/INPUT FOR NEXT PHASE: PROJECT COMPLETEDProject CloseoutWrap-up meeting/celebration09/10Discuss “Lessons Learned”09/10HCA Project Team finishes all work, hands off to operations09/14Milestone 5: HCA Project Team Disperses09/14/2015PHASE OUTPUT: ON-GOING PROCESSES HANDED OFF TO OPERATIONSStaff TrainingThere are three key areas of staff training necessary to successfully complete this project:Training TopicWhoWhenResources InvolvedOverview of PMP, OMWBE, & contracting and coding processes.InternAt start of project execution phase (completed by 6/24/15)Estimated 15 hours of training involved, with at least 4 hours guided by Project Manager and/or staff (Note: HCA new staff on-boarding/training plan is outside of the scope of this project). OMWBE Training – How to target M/WBE vendors and WEBS posting best practices.Contracts StaffComplete by halfway point of project execution phase (completed by 7/24/15)Up to two hours of each Contract Staff member’s time. It is recommended that an OMWBE staff member conduct the training; although HCA staff could also conduct this training.Coding Training – Ensures proper fiscal coding to accurately capture M/WBE spend.Fiscal StaffComplete by halfway point of project execution phase (completed by 7/24/15)Up to two hours of each Fiscal Staff member’s time. It is recommended that an OMWBE staff member conduct the training; although HCA staff could also conduct this training.Budget and Staff Effort EstimatesThis project will not be capital-intensive, but will involve allocation of staff time. The largest expenses will be the cost of hiring an intern and the cost of the Project Manager’s time for coordinating the project. The PMP Development Team recommends a three month paid internship at $10/hour, 15-20 hours per week. See detailed Work Breakdown Structure (Appendix E) for more staff effort details.ItemDescription/AssumptionsTotal Effort (staff hours)Cost(dollars)Wages for Intern3-month paid internship(assumes $10/hr, 20 hrs/wk)240$2,400Supplies for InternRecommend workstation and state-issued mobile device2$500Training costs for staff (10 fiscal and 13 contracts staff)2-Hours of paid training for all contracts and accounting staff (assumes avg. $25/hr wage and 23 staff members)46$1,150Update contract posting procedure manual & create training materialsAssumes 1 staff member to assist intern at $25/hr, 10 hours total10$250Update fiscal coding procedure manual & create training materialsAssumes 1 staff member to assist intern at $25/hr, 10 hours total.10$250Wages for Project ManagerAssumes $36/hr, 4 hrs/wk48$1,728Wages for Accounting Mgr.Assumes $36/hr, 20 hours total20$720Total376$6,998Work Breakdown Structure & DeliverablesWithin the project execution phase, there are four key workflows: 1) Train Intern on project-relevant items; 2) External outreach & liaison work; 3) Evaluate and update fiscal coding procedures; and 4) Implement OMWBE contract posting best practices. Below is an abbreviated workflow breakdown. See Appendix E for detailed Work Breakdown Structures that include roles, schedules, and estimated munication PlanA detailed communication plan is key to ensuring project success. Below are communications activities used throughout the project.PhaseCommunicationMediumDescriptionAudienceInitiatorScheduleProject InitiationKickoff MeetingFace to FaceGather background info & discuss objectives/scope.Project SponsorPMP Dev. Team4/13/15Client Memo & follow-upEmailRecap kickoff meeting & seek a go/no-go decision.Project Sponsor & PMPMP Dev. Team4/19/15Follow-up Meeting (one-time)In-PersonMeet with PM to further refine scope & deliverables.PM & Acct. AdministratorPMP Dev. Team4/22/15Project PlanningPMP Development Check-Ins Email and PhoneVerify information to ensure deliverables stay on track.PM &/or SponsorPMP Dev. Team4/19-6/2/15PMP Drafting & RevisingEmail/Doc. ReviewPrepare, review & revise drafts.PMPMP Dev. Team4/19-6/2/15PMP HandoffPMP PresentationIn-Person with Visual AidsOverview of final PMP.Project Sponsor & PMPMP Dev. Team6/2/15Final Follow-up with HCA TeamEmail or In-PersonFinal check-in to clarify details.Sponsor, PM & HCA TeamPMP Dev. TeamBy 6/5/15Project ExecutionPMP and Project ScheduleDocumentFoundation for all project communication.Sponsor, PM & HCA TeamPM6/15 - 9/7/15Project Execution Kickoff MeetingIn-PersonReview PMP, & outline roles, deliverables & schedule. HCA Project TeamPM, Project SponsorBy 6/22Project Check-insIn-Person or EmailDiscuss project status (formal or informal). HCA Project TeamPM & InternWeeklyOne-on-one MeetingsIn-PersonDiscuss project status.PM & InternPM & InternWeekly (Mon/Fri)Misc., as needed communicationEmailEnsure deliverables & schedule stay on track.HCA Project TeamHCA Project TeamAs NeededChange, Risk & Issues LogsLogs and emailCommunicates any changes, challenges & risks.HCA Project TeamPM & InternAs NeededOMWBE Check-InsEmail &/or In-PersonShare M/WBE spend progress, & seek advice.OMWBEIntern2-3x/ MonthM/WBE OutreachIn-Person, Email & PhoneAttend OMWBE-sponsored & other outreach events.M/WBEInternAs AvailableMonthly Check-In w/ SponsorIn-PersonUpdate on progress and challenges/changes.Project SponsorPM1-2x/MonthProject CloseoutProject Team Closeout MeetingIn-PersonReview project successes, lessons learned & next steps.HCA Project Team/SponsorPM & InternBy 9/10/15One-time Meeting with OperationsIn-PersonFinalize handoff details, clarify roles going forwardOperationsPM, Project SponsorBy 9/14/15Post Project SupportEmail or PhoneSupport to operations for 1-2 months following handoffOperationsPMAs Needed Control PlanRisk AssessmentSuccessfully managing risk is an essential component of any project. Three key areas of risk to the success of the project have been identified and are denoted below. For tracking purposes, a “Project Issues List” has been provided in Appendix A. This will help the project team monitor issues, identify patterns and proactively mitigate risk. Note: Staff training is the most likely area of potential difficulty for the project manager and may cause consternation amongst the contracting and fiscal staff. 4684295635100Area of Greatest Challenge00Area of Greatest Challenge46657906324600045783502468245LowLow21094702468245HighHigh26606502587815LowLow2598272749168HighHigh** Higher impact of risk and lower risk manageability indicate the most important risk area(s) **Risk AnalysisStaff training is the most likely area to impact the project due to the importance of the staff initiating and maintaining the coding and contracting processes.The “OMWBE Scorecard” also has a high risk impact to successful completion of the project, as the Governor’s Office may identify non-compliance with the mandate if results are not met. Intern Experience has the least risk manageability, as HCA cannot control the size and quality of the candidate pool when hiring the intern. A lack of prior experience may significantly impact accurate and timely completion of the project to ensure HCA is meeting its M/WBE goals.Risk Mitigation RecommendationsUse the “Project Issues List” template in Appendix A to ‘get in front of’ potential issues.Maintain the communication plan and keep staff involved during the execution phase.Develop signals for work stoppage and empower intern with knowledge management.Contingency PlansIf project assumptions and dependencies fall through, contingency plans should be developed and implemented to ensure the project stays on target to meet the stated goals. Four contingency plans are outlined below, based on failed assumptions/dependencies that present the most risk to the project. Additional plans may need to be developed if additional risks are realized. Plan 1 - Insufficient Staff Training: As the Intern provides more clarity to the Project Manager regarding certification and coding processes from other state agencies, the staff may discover their initial training was insufficient. Potential solution:Staff members involved in creating “awareness” training for utilization of M/WBE business enterprises must be prepared to incorporate additional training modules on an “as-needed” basis for future employees, as well as current employees unaware of changes in the process. Plan 2 - Succession Planning: Related to insufficient staff training, if there is a turnover of one fiscal or contracts staff member, there is a 20% effect on the training being passed to newcomers while the updated contracting and coding processes are still being institutionalized. Potential solution:Incorporate coding process into all staff training and re-iterate at staff meetings for the next 12 months to ensure all contracting requirements are considering M/WBE certified businesses.Plan 3 - M/WBE Certification: Unknown barriers to M/WBE certification may be discovered in the process of conducting outreach to potential M/WBE vendors. It may also be discovered that existing HCA contracts are not prepared in a way that encourages and/or allows bidding by M/WBE certified vendors (e.g. closed contracts for specialized procurements).The contracts team must know the constraints of the certification process prior to contracting with additional M/WBE businesses. Additionally, efforts should be made to increase awareness of M/WBE best practices amongst program staff who draft contracts for their departments.Plan 4 - Intern Experience: The hiring authority may be limited by the candidate pool who applies for the internship. While the hope is that a well-qualified candidate will be selected, risk remains. The relatively short time frame for training and implementation may threaten project completion.The hiring team should look for any prior experience within the HCA, contracting, and/or knowledge of M/WBE certification, and ensure training adequately prepares the Intern with a working knowledge of these processes prior to project implementation. This will reduce the necessary learning curve for the Intern heading into project execution.Data Collection PlanThis will include collecting, synthesizing, and maintaining all of the data for the project to be implemented in other departments concerning similar projects.The Intern will be armed with a task-list that organizes his or her findings and weekly reporting will be implemented to provide clear, concise written communication to the project manager.The contracts staff will maintain lists of potential M/WBE candidates and crosscheck with certified businesses according to the Intern’s findings.The fiscal staff will discuss fiscal coding with the Project Manager and look for opportunities to gather data for possible outreach to current potential M/WBE businesses that lack certification.The Project Manager will provide updates (as-needed) to the contracts and fiscal staff upon discovery of key data from the Intern’s research of the M/WBE certification process.All data collected should be synthesized by the Intern and discussed during the weekly and monthly project updates. The Intern will maintain copies of all data for handover to the Project Manager upon closeout of the project. The Project Manager will maintain all project data and it is recommended that findings are shared with other agency staff to ensure communication across HCA as applicable.Quality AssuranceThe Project Development Team recommends that “quality assurance” serve as a required agenda item at weekly project team meetings. The Project Manager is ultimately responsible for quality control and the following processes are aligned with the work breakdown structures to ensure quality at each phase of the project and of all project deliverables.Process WorkflowQuality Assurance ProcessWho Is Responsible?Intern TrainingIntern has a solid understanding of the coding, accounting and contracting processes and is well versed on the components and requirements within the Project Management Plan (PMP).Project ManagerOutreach & Liaison SupportIntern is aware of the M/WBE certification process and develops a document to prepare contracts staff for training and institutionalizing M/WBE contracting into routine processes.Project ManagerEvaluate and Update Fiscal CodingIntern is aware of the M/WBE certification process and develops a document to prepare fiscal staff for training. Fiscal staff maintain a working copy of the training manual and ensure future staff are knowledgeable on proper procedures for accurately capturing M/WBE vendors.Trainer / Accounting ManagerM/WBE Best Practices Developed into Training PlanUpon completion of the project, the Project Team shall hand-off the project materials to the operations team for implementing across the agency and incorporating other agency ‘best practices’ into HCA procedures.Project / Operations ManagerProcess Improvement To improve the project management environment, HCA must identify a documented project process to initiate, plan, execute, control, and close-out projects. It is vital the project team incorporate lessons learned across the project and share with staff outside of the project to improve the organizational project management maturity. The project planning team recommends the following models for continuous improvement (see the next two pages):Process Improvement CycleDiscover – Target specific areas to improve and look for processes to share across departments.Improve – Document existing processes effective within HCA that could be implemented.Implement – Standardize common processes to build “off-the-shelf” plans where applicable.Refine – Adapt newly implemented processes to fit needs of new department.Monitor – Measure results through standard formats, detect patterns.RepeatProcess Improvement CycleSource: Habit Loop3385820889000Another model proposed by Duhigg (2012) focuses on the ‘habit loop’ ingrained in the daily processes individuals and organizations. His model proposes that all habits are composed of a three-part cycle:A ‘cue’ initiates the habit loop and is followed by;A ‘routine’ that is the automatic response connecting the ‘cue’ with;A ‘reward’ that is the benefit of that course of action.Achieving the reward reinforces the actions taken and restarts the habit cycle. In order to change habits, Duhigg suggests swapping out the ‘routine,’ rather than trying to overhaul the whole habit. By finding a better course of action to achieve the desired result and weaving it into the habit loop, lasting change is possible. Duhigg’s book, The Power of Habit, provides further details on this model.Change Management Ideally, all changes will be made by way of team consensus on an as-needed basis. However, since consensus cannot always be reached, the Project Manager will make the final decision in the absence of consensus. It is also recommended that the Project Manager seeks advice and/or approval from the Project Sponsor, especially for significant changes. Changes occurring with regularity will be addressed at the weekly and/or monthly meetings. All changes approved by the Project Manager and/or Project Sponsor will be tracked in the following change log (see Appendix A ‘Project Change Request Template’).Close-Out PlanAt the end of the execution phase, it is essential to properly close the project out, discuss project successes, lessons learned and future recommendations. The project deliverables and processes created will need to be handed off to operations to integrate into daily operations. A summary of key close-out tasks is provided below:Close-Out TasksTaskDescriptionAudienceInitiatorEffortSchedulePrepare Materials for HandoffCompile all developed training materials and coding and contracting process documents into a package to handoff to operations.OperationsIntern5 HoursBy 9/7/15Project Team Closeout MeetingReview project successes, lessons learned & next steps. Celebrate!HCA Project Team/SponsorPM & Intern1-2 HoursBy 9/10/15 Meet with OperationsFinalize handoff details, clarify roles going forward.OperationsPM, Project Sponsor2 HoursBy 9/14/15Post Project SupportSupport to operations for 1-2 months following handoff.OperationsPMIndeterminateAs Needed Lessons LearnedAt closeout, the project team should engage in a lessons learned workshop including the following principles:Discuss the project successes;Identify what could have been improved during this project;Share in staff appreciation and recognize good work by the entire team.Project Approval SignaturesAlthough this plan is not a binding contract, the signatures below confirm the project plan has been reviewed and all parties generally agree with its contents, including timeline for completion, designation of tasks, and deliverables.______________________________________________Susan Lucas, Project SponsorDate_______________________________________________Melanie Anderson, Project ManagerDateAppendicesAppendix A – TemplatesPROJECT CHANGE REQUEST LOG TEMPLATEProject Name: M/WBE Vendor IncreaseProject Sponsor: Susan LucasChange Request #OriginatorDescription of ChangeDateRisk ImpactSchedule ImpactStaffing ImpactSpending ImpactChange Approved? Yes/No123456?The Griffin Tate Group, Inc.PROJECT ISSUES LISTDATE ISSUED:PROJECT NAME: M/WBE Vendor IncreaseISSUE #DESCRIPTIONPERSON WHO NEEDS RESOLUTIONPERSON RESPONSIBLETO RESOLVEDATE RESOLUTION NEEDEDDATE RESOLVEDHOW RESOLVED1234?The Griffin Tate Group, Inc.WORKING GROUP & MEETING AGENDADate:Participants:Agenda ItemsWho’s ResponsibleDue DateNotesIssuesRisk ReviewChange RequestsPrioritiesTraining StatusResearch FindingsProcess ImprovementParking Lot “other concerns”** may be covered during “15-minute Standups”, “Weekly/Monthly Check-Ins”, and all formal and informal meetings regarding this project **Appendix B – OMWBE Memo to HCAAppendix C – Post-Kickoff Meeting Client MemoDate: April 19, 2015To: Susan Lucas and Annette Schuffenhauer, Washington State Healthcare Authority (HCA)From: Lucas Minor and Warren Wessling -- MPA Students, The Evergreen State College (TESC)CC: Laura Wood and Catherine Georg, HCA; Amy Gould, PhD, TESSubject: Increasing Minority & Women-Owned Business Contractors for HCAProject PurposeTo provide a detailed plan that allows HCA to implement the Governor’s request to increase use of minority and women owned business enterprises (M/WBE) in contracting for goods and services. HCA’s aspirational goal is to increase M/WBE expenditures from 0.26% in 2014 to 1% for 2015. Meeting Purpose & SummaryOn Monday, April 13 at 1:30pm, Warren and Lucas met with Susan Lucas, Chief Operating Officer, and Annette Schuffenhauer, Chief Legal Officer in Susan’s office at the HCA. Susan and Annette shared key documents outlining preliminary details of the project. The remainder of the meeting was spent discussing high-level details including: identification of project goals, scope, potential risks, stakeholders, quality control measures, key deadlines, and time, staff and resource constraints. Background InformationHCA oversees the state Medicaid and prescription drug systems, PEBB, and other health-related programs. In January, HCA received a memo from the Washington State Office of Minority & Women’s Business Enterprises (OMWBE) urging all state agencies to increase their use of minority and women-owned enterprises (M/WBE) in contracting for goods and services by at least 20% for 2015. HCA chose an aggressive target of reaching 1% for 2015 (2014 M/WBE spend was 0.26%). HCA completed a “Supplier Diversity Plan,” provided by OMWBE, and has met with OMWBE to clarify objectives. Some activities have been identified in the plan, though details and timelines need to be clarified.Within Scope for PMP DevelopmentStudents will develop project management plan (PMP) with specific steps for HCA to increase M/WBE share of spend. PMP will include plans for:Staff training on system contractor coding to ensure accurate capture of M/WBE spend.Increasing outreach to minority and women-owned businesses for contracting goods and services.Closing out and handing off PMP to HCA for an intern to implement the project.Key PMP elements will include: work plan, control plan, risk management plan, internal communications plan, and a quality assurance plan.Outside of Scope for PMP DevelopmentModifying the existing contractor coding system.Establishing staff training content or protocols.Hiring and onboarding plan for intern.Implementing the final PMP.GoalsEnsure 2015 M/WBE share of spend is at least 1%, and remains at or above 1%.Improve contract coding to ensure accurate capture of existing M/WBE contracts.Increase contracts with M/WBE vendors - key opportunities exist in IT services. StakeholdersHCA is the primary client. Client agents include:Susan will act as project sponsor and has full authority for a project go/no-go decision.Annette will provide additional support as needed.Laura Wood, Contracts Administrator, will be our primary contact going forward.Deanna Kehr, Accounting Manager, will be available as needed to provide relevant financial reports and coding information.Intern (not yet hired) will be responsible for plan implementation.The HCA contracts team will play a key role in supporting the plan.Outside stakeholders may include: OMWBE, Governor’s Office, M/WBE certified vendors, and qualified M/WBE whom are not yet certified.RisksThe 1% target is considered an aggressive goal.Contracts staff already feel overwhelmed and may push back.A prior project utilizing an intern became too broad for proper implementation.Relative difficulty in extracting data from contractor system.Meeting Follow-UpThe meeting adjourned at 2:23pm.Warren and Lucas will connect with Laura Wood, Contracts Administrator, to arrange a follow-up meeting for next week to gather more specifics about HCA’s contracting and coding process. Going forward, Laura will be the main point of contact for HCA, Susan will act as project sponsor and authorizer, and Annette will be available as needed to provide information and support. All additional face-to-face meetings will be arranged on an as-needed basis, and the primary communication means will be through e-mail. Susan and Annette were notified of the formal presentation of the project plan on June 2 at 6:40pm; Laura will be notified when we meet with her next week.-54565549847500Appendix D – HCA Organizational ChartExecutive Leadership – Rev 3/1/15Appendix E – Detailed Work Breakdown Structure & DeliverablesTo see an abbreviated, visual version, see Work Breakdown Structure in the main document.Workflow #1: Train Intern on Project-Relevant Items Workflow Owner: PMDeliverable and Associated TasksTeam Member(s) ResponsibleEstimated Effort (Staff Time in Hours)ScheduleProject Overview: Introduction to Project Team, PMP & details of OMWBE initiativeProject ManagerTotal of 20 Hours6/15 - 6/24/15Facilitated trainingProject Manager4 Hours6/15 - 6/24/15Self-directed learningIntern16 Hours6/15 - 6/24/15Training on HCA operations relevant to project (accounting & contracts)Project ManagerTotal of 4 Hours6/26/15Basic training on fiscal codingAcct. Manager and/or Fiscal Staff2 Hours6/26/15Basic training on contracting processPM and/or Contracts Staff2 Hours6/26/15Total24 HoursWorkflow #2: External Outreach & Liaison WorkWorkflow Owner: Intern with support of PMDeliverable and Associated TasksTeam Member(s) ResponsibleEstimated Effort (Staff Time in Hours)ScheduleDirect Outreach to M/WBE businessesIntern (w/ PM oversight)42 Hours6/27 – 9/7/15Identify & attend M/WBE outreach eventsIntern (w/ PM oversight)20 Hours6/27 – 8/7/15Research and make personal contacts with potential M/WBE vendorsIntern20 Hours6/27 – 9/7/15Schedule outreach event at HCA, where potential M/WBE vendors can learn about getting certified (HCA books event, OMWBE facilitates)Intern2 HoursSchedule event by 7/31. Hold event by 8/14.Collaborate with OMWBEIntern20 Hours6/27 – 9/7/15Contact OMWBE 2-3x per monthIntern10 Hours6/27 – 9/7/15Liaison between OMWBE & HCA - pass along new infoIntern10 Hours6/27 – 9/7/15Collaborate with other State Agencies for ideas and best practices - esp. L&IIntern10 Hours6/27 – 9/7/15Total 72 HoursWorkflow #3: Evaluate/Update Fiscal CodingWorkflow Owner: Accounting Manager and InternDeliverable and Associated TasksTeam Member(s) ResponsibleEstimated Effort (Staff Time in Hours)ScheduleAssess, develop and implement new processes for fiscal codingAccounting Manager & Intern44 Hours Total7/6 – 7/24Analyze, research, and develop process document and training manual for staff (incorporate research from OMWBE & other state agency best practices)Fiscal Staff Team Member & Intern20 Hours (10 each)7/6 – 7/22Facilitate two 1-hour trainings for fiscal staffAccounting Manager & Intern24 Hours (2 hours for each facilitator and participant)7/24Test and audit new coding proceduresFiscal Staff10 Hours7/27 – 7/31Total54 HoursWorkflow #4: Develop and Implement OMWBE contract posting best practicesWorkflow Owner: PM and InternDeliverable and Associated TasksTeam Member(s) ResponsibleEstimated Effort (Staff Time in Hours)Completion DateAssess, develop and implement new processes for contract postingPM & Intern50 Hours Total7/13 – 7/31/15Analyze, research, and develop process document and training manual for staff (incorporate research from OMWBE & other state agency best practices)Contracts Staff Team Member & Intern20 Hours (10 each)7/13 – 7/29/15Facilitate two 1-hour trainings for contracts staff PM & Intern30 Hours (2 hours for each facilitator and participant)7/31/15Verify revised coding procedures with OMWBEPM & Intern5 HoursBy 8/7/15Total55 HoursAppendix F – PMP Communication DirectoryBelow is the contact information for HCA Project Team members and the PMP Development Team:TeamNameTitleEmailPhoneHCA Project TeamSusan LucasProject Sponsorsusan.lucas@hca.(360)725-1703Melanie AndersonProject Managermelanie.anderson@hca. (360)725-1271Deanna KehrHCA Accounting Mgr.deanna.kehr@hca.(360)725-9815Annette SchuffenhauerHCA Chief Legal Officerannette.schuffenhauer@hca.(360)725-1254(Fill in once hired):_______________Project Intern(Fill in once identified):Other Project Team Members: - Fiscal Staff- Contracts StaffPMP Dev. TeamLucas MinorTESC Studentminluc01@evergreen.edu(360)389-8119Warren WesslingTESC Studentweswil12@evergreen.edu(520)266-9892Appendix G – Smart Trust? MatrixThis matrix shows the different zones of trust. Smart Trust? combines a high propensity to trust with analysis and informed judgment. In this zone, the goal is to lead with trust until your trust has been broken. “It is the only zone that gives us the judgment we need to discern when to trust, when not to trust, and how to extend trust in a way that minimizes what can go wrong and maximizes all that can go right.” (Covey and Link 2012). To learn more about Smart Trust?, refer to the book of the same name. Appendix H – Reference and ResourcesProject Management ResourcesCooke, Helen S., and Tate, Karen. (2011). The McGraw-Hill 36-hour course: Project management (2nd ed.). New York, NY: McGraw-Hill. <Image Source: >Project Management Tools: Useful ResourcesCovey, Stephen M.R., and Link, Greg. (2012). Smart trust: The defining skill that transforms managers into leaders. New York, NY: Free Press. <Image source: > Duhigg, Charles. (2012). The power of habit: Why we do what we do in life and business. New York, NY: Random House. <Image source: > Appendix I – PMP Development Team CharterTeam CharterPurposeTo provide a detailed project management plan (PMP) that allows the Washington State Health Care Authority (HCA) to implement the Governor’s request to increase the use of minority, women and veteran-owned business enterprises (M/WBE) in contracting for goods and services. HCA’s aspirational goal is to increase M/WBE expenditures from 0.26% in of total expenditures in 2014 to at least 1% for 2015, and to maintain this level going forward.Team Member Roles and ResponsibilitiesThe workload for this project will be split evenly between group members Warren Wessling and Lucas Minor. The work will be evenly distributed as outlined below: Team MemberGeneral Class Assignment DutiesWarren WesslingLead role in facilitating meeting discussion to ensure key points are addressed and capturedLucas MinorLead role in coordinating meeting times and locations with clientSet up Google Drive for shared file managementBothDevelop questions for client meetingsActively participating in client meetingsCommunicate with each other and meet weekly to ensure project is on target to meet deadlinesAlternating deliverable submission dutiesCareful note-taking to define project objectivesClient MemoTeam Charter and Scope of WorkPMP Drafts (all)Final PMPDevelopment of Visuals for Final PresentationDelivery of Final PresentationCommunication PlanCommunication is recognized as the key to project success. Regular formal and informal communication will be employed to keep the project on track. Weekly meetings will be held Thursday evenings during breaks in the first year cohort core class meetings. Between meetings, frequent email and text message check-ins will be used to communicate project status updates. The team will use Google Drive and Google Calendar to keep project materials and deadlines organized. Primary communication means with the HCA staff will be through email and by phone. Additional face-to-face meetings, Google Hangouts and work sessions will be scheduled on an as needed basis.Agenda Items for Each Team MeetingCheck-in for clarification of meeting purpose, verify current status of upcoming assignments, decide logistics of future meeting dates, and work through the details of each current assignment. Each meeting will end by identifying action items that each team member must address before the next meeting or deliverable deadline.Definition of Graduate Level Work It is agreed that all deliverables will display critical thinking skills and clear comprehension of subject matter. All internal and external, verbal and non-verbal communication will be concise, comprehensible and professional. Written assignments are to be well constructed, display high-quality writing conventions, and be thoroughly reviewed and edited before final submission. All submissions are expected to meet stated deadlines and be free of errors and omissions. Team members are expected to be adaptive and supportive, while fostering an inclusive environment that allows for innovation, trust, open dialogue and inclusiveness of diverse viewpoints. Conflict Resolution PlanUnresolved issues can create significant risks to project success. As conflicts arise, work will be stopped to address issues and team members will determine a mutual agreement or compromise. The first step will be to address disputes internally. If a satisfactory solution cannot be reached, students will seek guidance and resolution support from faculty.Definition of a Successful Team ProjectThe project will be considered a success if the final PMP meets the client's satisfaction and if all team members work well together and learn from the experience. A successful project will also be one in which we grow professionally, academically, and personally, while fine tuning skill sets and tools that will further our success as professionals and public administrators. PMP Development Schedule DeliverableWeek (starting week of April 6)123456789Team SWOT AnalysisArrange Initial Client MeetingInitial Client MeetingClient MemoProject Charter/ScopeDraft 1 of PMPAdditional PMP DraftsVisual Aid for PresentationFinal PMP Draft (Due 6/2/15)Final Presentation (6/2/15) ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download