Project Management
for Public Health Professionals
February 2011
David Sabapathy, MD, MBA, PEng
Department of Community Health Sciences
3rd floor TRW building
Faculty of Medicine
University of Calgary
Calgary, Alberta
Canada T2N 4Z6
david.sabapathy@albertahealthservices.ca
Section 3
Project Planning
Learning Objective
Acquire practical skills to develop a
Project Management Plan to effectively
and efficiently achieve a health objective
Initiation  Definition  Planning  Execution  Close-Out
Course Map
Initiation
Definition
1. Idea
2. Authority
Planning
3. Project
Charter
4. Design
 
Execution
5. Schedule
6. Resource
Plan
Project Management Plan
Initiation  Definition  Planning  Execution  Close-Out
Close-out
7. Project
Outcomes
8. Evaluatio
n
Project Planning
 With the design complete, we know WHAT we’re doing.
 Now we need to decide HOW to do it
Initiation  Definition  Planning  Execution  Close-Out
Specific Learning Objectives
1. Outline how to complete the following steps in the project life
cycle

Project Planning
2. Use the project life cycle to address a health priority for a
developing country

Project Planning
–
–
3.
Develop a project schedule and Gantt chart
Understand the basics of developing a project budget
Develop a strategy to implement project management for a
health priority in a developing country in a way that is
culturally-suitable and enables uptake
Initiation  Definition  Planning  Execution  Close-Out
Topics

Project Life Cycle: Stage 3 – Project Planning

Project scheduling

Gantt charts

Budgeting
Initiation  Definition  Planning  Execution  Close-Out
Learning Method
In-Class
Case
Study
Initiation  Definition  Planning  Execution  Close-Out
Activity
Modules
x3
Project
Management
Plan
Scheduling
Initiation  Definition  Planning  Execution  Close-Out
Scheduling Steps
 Outcome of Project Definition stage  Project Scope
 Scheduling of Project Scope has 5 Steps
1.
Task Sequencing - Put work packages in correct order
2. Work Package Estimation - Estimate time and resources
3. Schedule creation – Gantt chart
4. Task Constraints – Determine float and critical path
5. Resource Levelling – Re-assign and level resources
Initiation  Definition  Planning  Execution  Close-Out
Step 1: Task Sequencing
 All tasks obey sequence constraints
 Example: Getting ready for work
Task
Minutes
Shower
11
Shave
5
Get out of bed
18
Eat breakfast
13
Get dressed
5
Bicycle to work
22
Read the paper
12
Initiation  Definition  Planning  Execution  Close-Out
Step 1: Task Sequencing
 Define relationships between work packages
 Do not be concerned with resource constraints
 E.g. Even if there’s not enough FTEs to complete a work
package early in the project, this should not affect the
sequencing of this work package
Initiation  Definition  Planning  Execution  Close-Out
Work Package Sequencing
Work Packages are the only tasks in the project
that will be completed (not summary tasks).
Only sequence Work Packages and do not
let Resource Constraints affect sequencing.
Initiation  Definition  Planning  Execution  Close-Out
Step 1: Task Sequencing
 Two ways to display task relationships
Predecessor
Table
Network
Diagram
Initiation  Definition  Planning  Execution  Close-Out
#
Task
Minutes
Predecessor
Resources
1
Get out of bed
18
2
Shower
11
1
You
3
Shave
5
1
You
4
Get dressed
5
1, 2
You
5
Eat breakfast
13
1, 2, 3, 4
You
6
Read the paper
12
1, 2, 3, 4
You
7
Bicycle to work
22
1, 2 ,3 ,4 ,5 ,6
You
You
Step 1: Task Sequencing
 Concurrent tasks
 2, 3 and 5, 6
 Resource independence
 Start and End milestones
2
Start
4
5
7
1
3
Initiation  Definition  Planning  Execution  Close-Out
6
End
MIP Case: Task Sequencing

Triple Constraint

Scope – defined by WBS

Time – 6 months

Resources
–
46,000,000 TZS (50,000 USD)
–
6 FTEs - 4 project team members and 8 clinic managers @ 0.5 FTE
Outcomes
Time
Initiation  Definition  Planning  Execution  Close-Out
Resources
MIP Case: Task Sequencing
Measles
Immunization
Project
Project
Management
Monitor
progress
Strengthen
Partnerships
Communicate
status
Identify
partners
Level 0
Enhance
Accessibility
Provide
Education
Draft and sign
agreement
Survey
population
Develop
program
Level 1
Evaluate
program
Deliver program
Level 2
Work Packages
Secure
vaccine supply
Resolve
cold-chain
Design survey
Review
agreements
Analyze
deficiencies
Develop
Contracts
Sign
contracts
Perform
root-cause
analysis
Initiation  Definition  Planning  Execution  Close-Out
Improve process
Communicate
process
Conduct survey
Evaluate process
Recruit
volunteers
Educate
population
Level 3
MIP Case: Task Sequencing
Level 0
Level 1
Measles Immunization Project - WBS
1.1 Project Management
1.1.1 Monitor progress
1.1.2 Communicate status
1.2 Strengthen Partnerships
1.2.1 Identify partners
1.2.2 Draft and sign agreement
1.3 Enhance Accessibility
1.3.1 Secure vaccine supply
1.3.1.1 Review agreements
1.3.1.2 Analyze deficiencies
1.3.1.3 Develop contracts
1.3.1.4 Sign contracts
1.3.2
Resolve
cold-chain
Level 2
1.3.2.1 Perform root-cause analysis
1.3.2.2 Improve process
Level 3
1.3.2.3 Communicate process
1.3.2.4 Evaluate process
1.4 Provide Education
1.4.1 Survey population
1.4.1.1 Design survey
1.4.1.2 Conduct survey
1.4.2 Develop program
1.4.3 Deliver program
1.4.3.1 Recruit volunteers
1.4.3.2 Educate population
1.4.4 Evaluate program
Initiation  Definition  Planning  Execution  Close-Out
Work Packages
MIP Case: Task Sequencing
#
Task
1
1.1.1 Monitor progress
2
1.1.2 Communicate status
3
1.2.1 Identify partners
4
1.2.2 Draft and sign agreement
5
1.3.1.1 Review agreements
6
1.3.1.2 Analyze deficiencies
7
1.3.1.3 Develop contracts
8
1.3.1.4 Sign contracts
9
1.3.2.1 Perform root-cause analysis
10
1.3.2.2 Improve process
11
1.3.2.3 Communicate process
12
1.3.2.4 Evaluate process
13
1.4.1.1 Design survey
14
1.4.1.2 Conduct survey
15
1.4.2 Develop program
16
1.4.3.1 Recruit volunteers
17
1.4.3.2 Provide education
18
1.4.4 Evaluate program
Initiation  Definition  Planning  Execution  Close-Out
Predecessor
Resources
MIP Case: Task Sequencing
Measles
Immunization
Project
Project
Management
Monitor
progress
Strengthen
Partnerships
Communicate
status
Identify
partners
Level 0
Enhance
Accessibility
Provide
Education
Draft and sign
agreement
Survey
population
Develop
program
Level 1
Evaluate
program
Deliver program
Level 2
Work Packages
Secure
vaccine supply
Resolve
cold-chain
Design survey
Review
agreements
Analyze
deficiencies
Develop
Contracts
Sign
contracts
Perform
root-cause
analysis
Initiation  Definition  Planning  Execution  Close-Out
Improve process
Communicate
process
Conduct survey
Evaluate process
Recruit
volunteers
Educate
population
Level 3
MIP Case: Task Sequencing
Measles
Immunization
Project
WBS
Strengthen
Partnerships
Identify
partners
Provide
Education
Draft and sign
agreement
Survey
population
Design survey
Predecessor
Table
Develop
program
Conduct
survey
Deliver
program
Recruit
volunteers
#
Task
1
Identify partners
2
Draft and sign agreement
3
Design survey
4
Conduct survey
5
Develop program
1, 2, 3, 4
6
Recruit volunteers
10
7
Educate population
1, 2, 3, 4, 5, 6
8
Evaluate program
Initiation  Definition  Planning  Execution  Close-Out
Predecessor
3, 4
1, 3, 4
3
1, 2, 3, 4, 5, 6, 7
Evaluate
program
Educate
population
MIP Case: Task Sequencing
Predecessor
Table
#
Task
1
Identify partners
2
Draft and sign agreement
3
Design survey
4
Conduct survey
5
Develop program
1, 2, 3, 4
6
Recruit volunteers
1
7
Educate population
1, 2, 3, 4, 5, 6
8
Evaluate program
Network
Diagram
Start
Predecessor
3, 4
3
1, 2, 3, 4, 5, 6, 7
1
3
1, 3, 4
6
8
2
4
Initiation  Definition  Planning  Execution  Close-Out
5
7
End
Step 2: Work Package Estimation
 Recall the top-down process of Apportionment
 Now time for more detailed bottom-up estimation
 Each work package has 3 time and resource estimates:
1. Labour estimates
2. Equipment estimates
3. Material estimates
Initiation  Definition  Planning  Execution  Close-Out
Step 2: Work Package Estimation
 Labour estimates require 3 inputs:
1. Labour hours – time required for 1 FTE to complete
2. Staffing in FTEs* – # FTEs assigned to the work package
3. Wait time – necessary delay in completing work package
 Equipment and material estimates important but not
covered in this course
* FTE = Full-time equivalent. An FTE of 1.0 means that
the person is equivalent to a full-time worker, while an
FTE of 0.5 signals that the worker is only half-time.
Initiation  Definition  Planning  Execution  Close-Out
Work Package Estimation
The estimated duration of a Work Package is the
sum of the Active Time and Wait Time.
Active Time is an estimate of people’s time spent
on the task. Wait Time is an estimate of the
necessary delay to complete the task
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Work Package Estimation
#
Task
A
Labour /
1 FTE
(days)
B
Staffing
C
% FTE for
each Staff
D
Total
FTEs
(B x C)
E
Active Time
(A / D)
F
Wait Time
G
Duration
(E + F)
1
Identify partners
10
1 PTM; 1 CM
0.5; 0.5
1
10
10
20
2
Draft and sign agreement
8
1 PTM; 1 CM
0.5; 0.5
1
8
8
16
3
Design survey
5
1 PTM
0.5
0.5
10
0
10
4
Conduct survey
15
1 PTM, 2 CM, 5 V
0.5; 0.5; 0.5
4
4
4
8
5
Develop program
15
1 PTM, 2 CM
0.5; 0.5
1.5
10
5
15
6
Recruit volunteers
10
8 CM
0.5
4
3
20
23
7
Educate population
20
1 PTM, 2 CM, 5 V
0.5; 0.5; 0.5
4
5
10
15
8
Evaluate program
5
2 PTM
0.5
1
5
2
7
PT = Project Team Member; CM = Clinic Manager, V = Volunteers
Initiation  Definition  Planning  Execution  Close-Out
Step 3: Schedule Creation
 Work package sequencing and durations complete
 Can now create a Gantt chart
 Graphical method for displaying a project schedule
 WBS on vertical axis, timeline on horizontal axis
Initiation  Definition  Planning  Execution  Close-Out
Gantt Chart Creation
Two elements are required to create a Gantt Chart:
Work Package Sequence
&
Work Package Duration
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Schedule Creation
Sequence
Duration
Gantt Chart
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Schedule Creation
Initiation  Definition  Planning  Execution  Close-Out
Step 4: Task Constraints
 Every task has four dates

Early start – earliest a task can begin given the tasks preceding it

Early finish – earliest task can finish given the tasks preceding it

Late start – latest a task can start given the tasks preceding it

Late finish - latest a task can finish given the tasks preceding it
 Two steps to defining dates

Early start/finish - Forward pass through network diagram

Late start/finish - Backward pass through network diagram
Initiation  Definition  Planning  Execution  Close-Out
Step 4: Task Constraints
 Float or “slack”
 The difference between Early start/finish and Late
start/finish is schedule flexibility!
 Float = Early start – Late Start
 Critical path = Path through all tasks with zero float
 Tasks with zero float must be completed by their early finish
date or the project will be delayed!
Initiation  Definition  Planning  Execution  Close-Out
Critical Path
The Critical Path is the sequence of tasks that
must be completed on schedule if the project is
to be on schedule. Any delay in a task along the
Critical Path will result in a project delay.
Attention must always be paid to the Critical Path.
Initiation  Definition  Planning  Execution  Close-Out
Step 5: Resource Levelling

Task duration estimates implied a certain resource allocation

Examine schedule: Resources under or over-allocated at any time?

Adjust schedule to have consistent, continuous use of fewest
resources
Initiation  Definition  Planning  Execution  Close-Out
Activity Module #3: Project Schedule

Handout Activity Module #3: Project Schedule

Discuss use of project management software

Start activity module…
Initiation  Definition  Planning  Execution  Close-Out
Resource Plan
Initiation  Definition  Planning  Execution  Close-Out
Course Map
Initiation
Definition
1. Idea
2. Authority
Planning
3. Project
Charter
4. Design
 
Execution

5. Schedule
6. Resource
Plan
Project Management Plan
Initiation  Definition  Planning  Execution  Close-Out
Close-out
7. Project
Outcomes
8. Evaluatio
n
Resource Plans
 Resource Plan
 WHAT is required for each task (human resources,
equipment, materials, finances)
 WHEN its required
 Useful communication tool for Project Stakeholders
Initiation  Definition  Planning  Execution  Close-Out
Human Resources
What People
When Needed
 Human Resource plan already done during project scheduling!
 We determined WHAT people we need and WHEN we need them
 Now communicate in a Gantt chart format to stakeholders
Initiation  Definition  Planning  Execution  Close-Out
Human Resource Plan
A Human Resource Plan is a useful
communication tool that identifies when
people are scheduled to work on a project task.
Initiation  Definition  Planning  Execution  Close-Out
Project Budgeting
 Two steps
 Cost Estimation – What is the cost?
 Cost Budgeting – When is the money required?
 Manages project risk associated with finances
Initiation  Definition  Planning  Execution  Close-Out
Cost Estimation
 Iterative process
 More accuracy with time
 Accuracy costs money
 Recall our first pass:
 Apportionment
Estimate
Accuracy
Project Life Cycle Timeline
Initiation  Definition  Planning  Execution  Close-Out
Estimation
Project estimation (scope, time, resources)
improves as the project life cycle unfolds.
Improved estimation requires additional cost.
Initiation  Definition  Planning  Execution  Close-Out
Estimation Techniques
1.
Analogous estimates (top-down estimates)

Our Apportionment process during the Project Definition stage

Less costly, less accurate

Needs historical reference point
2. Bottom-up estimates

Estimate work packages from WBS

More costly, requires expert input, more accurate
3. Parametric modeling

Project parameters in mathematical model (e.g. $5 per sqft * 2500 sqft)

Historical data accuracy, parameters quantifiable
Initiation  Definition  Planning  Execution  Close-Out
Assumptions
 All estimates involve assumptions
 Document the basis for your cost estimate
 Without documentation, a cost estimate is unexplainable
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Cost Estimation

Bottom-up Estimation for each
work package in the WBS

Check against apportionment
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Cost Estimation
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Cost Estimation
Initiation  Definition  Planning  Execution  Close-Out
Cost Budgeting
 Work package cost estimates spread over time
 Enables timely recognition of cost deviations from plan
 Two inputs
 Work package cost estimates
 Project schedule
Initiation  Definition  Planning  Execution  Close-Out
MIP Case: Cost Budgeting
Initiation  Definition  Planning  Execution  Close-Out
Budgeting Tips
 Use multiple techniques
 Revisit estimates at each point along project life cycle
 Compare to historical data when available
 Use expert estimates where possible
 Document estimation methods and assumptions
 Recognize that there are variables beyond your control
Initiation  Definition  Planning  Execution  Close-Out
End of Section 3
Project Planning
Project Management
for Public Health Professionals
February 2011
David Sabapathy, MD, MBA, PEng
Department of Community Health Sciences
3rd floor TRW building
Faculty of Medicine
University of Calgary
Calgary, Alberta
Canada T2N 4Z6
david.sabapathy@albertahealthservices.ca