PMO_SinglePG_Magazine_07_07_15 last one

Issue No. 1 - July, 2015

July, 2015 - http://kaauh-pmo.pnu.edu.sa

A letter from the CEO

DR. AHMED ABUABAH

I have always believed that any organization that strives to success should have
an inspiring vision and clear goals. However, this is not enough, effective tools are
also needed to enable us to achieve any well-developed goals. At King Abdullah
Bin Abdul-Aziz University Hospital we believe that project management is one of
the powerful tools that will help us to achieve our strategy.
I still remember the time when we decided to establish the Project Management
Office, we looked at the PMO as a fundamental element in our organization. Our
aim was to have a PMO that plays an important role in the implementation of
our strategy. In addition to that, we also see the significant role of the PMO in
promoting project management as a culture in our hospital. From the beginning,
we knew that bringing this new concept to a healthcare body in Saudi Arabia
would be an absolute challenge. On the other hand, we believed that once it
has been introduced and implemented well, we would be able see the positive
outcomes and achieve our strategic goals, especially the goal of becoming a role
model for healthcare organizations in the kingdom.
Today I can say that we are seeing the great gain of adopting the project
management methodology in our hospital. This experience has been a great
opportunity for us to learn and develop very important skills. Project Management
is becoming part of our culture and our way of doing things.
Soon, the commissioning experience will be documented and used as a valuable
resource for all newly establishing health organizations in particular.
Finally, I would like to express how proud I am, to have KAAUH team. They have all
shown a great deal of enthusiasm towards KAAUH’s strategy and goals. They are
a great fit to KAAUH’s culture. A culture that revolves around making change and
bringing best practice in different levels, to build a bright future for healthcare in
our kingdom. Last but not the least to be a role model.

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Recently Ms. Haila AlRakaf was New Projects
awarded the Duphat, for her wonderful
Participation in DUPHAT 2015, 20th Will be announced in KAAUH WORKS next issue.
Dubai International Pharmaceuticals and Stay tuned!
Technologies Conference and Exhibition.
The presentation was about the “The Role PMO Practice Center
of a Pharmacist as a Project Manager in
a Newly Established Hospital (KAAUH).” A website has been launched to guide and help
One of the key highlights was sharing the Project Managers, project teams, and all staff
successful story of opening the Outpatient
Pharmacy and how project management about project management principles.
practices contributed to the achievement http://kaauh-pmo.pnu.edu.sa/
of the goal.

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Thank You
Event and Lunch

KAAUH Projects Managers were invited to a
“Thank you” event and lunch. PMs had the
chance to get to know each other and share
their experience as Project Managers. As
an appreciation from KAAUH, the PMs were
recognized and awarded certificates for their
dedication, commitment, and hard work. The
certificates were handed to the the PMs by
the CEO and DCEO-OE.

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Project Management
at KAAUH

MEDICAL PROJECTS:

Under the sponsorship of the Executive Director of Medical Affairs,
Dr. Hammad AlShaya, the commissioning projects of the following medical
departments are closed:

Rehabilitation & Physiotherapy: Laboratory:

The Director, Ms. Manal Barakaty, of the The KAAUH Lab team and The NGHA Lab
Rehabilitation & Physiotherapy Department Team have worked collaboratively to
is one of the first Project Managers to achieve a successful opening the laboratory
successfully open her department . Department.

Outpatient Department: Pharmacy:

Dr. Anne Blunden, the ED of Nursing Affairs, Under the leadership of the Director of
and later joined by Ms. Sabrina Jumat, and Pharmaceutical Services, Mr. Abdullatif
their project team, worked hard, and their AlOkifi, and the great Project Manager, Ms.
efforts resulted in a successful opening of Haila AlRakaf, Main Pharmacy (Unit dose
the Outpatient Department. area) is ready to serve KAAUH patients.

Medical Imaging: Respiratory Care and
Physiological Testing Department:
This department is led by the Associate
Executive Director of Medical Services, Dr. The Project Manager, Mr. Hijab AlOnazi, has
Mohammed AlZoum. Under the leadership successfully completed the Respiratory
of Dr. AlZoum, the Project Manager, Ms. Therapy Project. Mr. AlOnazi, worked hard
Jihan AlMuasiri and her project team with the help of his team and with the
successfully completed the commissioning support of Mr. Abdullatif AlOkifi, the Project
of the Medical Imaging Department. Leader. They were able to achieve all the
milestones in the project plan.

OPD Inauguration Laboratory & Medical Imaging Inpatient Pharmacy Inauguration
15 Feb 2015 Inauguration 20 March 2015 1 April 2015

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Project Management
at KAAUH

OPERATIONAL PROJECTS:

All Other non-medical departments were classified as operational projects.
The CEO, Dr. Ahmed Abuabah, the ED of Informatics and Technology, Eng.
Khalid AlSalama, along with ED of Operations, Eng. AbdualRahim AbdulAziz,
have sponsored all operational projects. Below is a list of closed projects:

Finance: FMS:

With the help of KPMG, the Finance Eng. Khalid AlDehbashi with his team and
Department completed their project with leader Eng. Hussam Abanmi were able to
the cooperation of the Project Manager, successfully complete Facility Management
Mr. Fahad AlKhuraiji, under the leadership and Safety project
of the ED of Financial Affairs, Mr. Hamad
AlZumaia. Support Services:

Training: This project is divided into the following sub-
projects: Enviromental, Hospitality, Housing,
Ms. Dina Allsmail the Director and the Project Security, and Transportation. All of these
Manager of Training & Development, was sub-projects were assigned to Eng. Ahmed
able to complete her project successfully, Aseery, as the PM, who worked with five
under the sponsorship of the CEO, Dr. Ahmed different teams with Eng. Hussam Abanmi,
AbuAbah. the Project Leader. Now, the Department
of Support Services is ready to serve other
Administrative Affairs: departments at KAAUH.

Another successful closing the Administrative Supply Chain:
Affairs Project that was well planned and
managed by the HR Consultant, Ms. Rachel The Supply Chain Department has celebrated
Dunphy along with Mr. Saleh AlDuaiji as the its major accomplishment of closing the
Project Leader. Supply Chain Project. The department has
celebrated and shared this success with
Main Kitchen Inauguration other departments and the efforts of Mr.
19February 2015 Sultan AlOnazi have been recognized as a
Project Manager. The Supply Chain Team
has also expressed their appreciation to
Eng. Abdulrahim Abdulaziz, the Project
Leader.

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Manage Expectations
Not Triple Constraint

Managing stakeholder expectations is a critical success factor for a
successful project and it should start at the beginning of the project
planning process. The challenge is to guide the actual performance of
a project: project objectives, project outcomes and expected impact,
whilst simultaneously balancing the perception of each stakeholder.
The basic success factors of a project (scope, schedule and budget)
are key expectations to be managed. Best practice is to align the
reality and perception of project performance during project definition
and planning.

• Scope, budget and schedule are core elements for managing expectations
• Expectations deal with both ‘reality’ and ‘perception’
• If you are going to influence something, you need to first know what
makes up that ‘something’
Another expectation that is often missed by treating a project not as a ‘change project’ is the change
impact on processes, people and systems. An expectation to consider, which is also part of project
scope, is alignment on deliverables. Managing this expectation comes with a focus on requirements
management, quality management and overall project approach. Managing expectations with project
execution is a key activity that is aided by effective and consistent communications.
http://kigospace.com/pm/successful-stakeholder-expectations-management/

PMO LIBRARY

PMO books are available for everyone,If you are
interested in Project Management, feel free to
borrow one of our books.
The below list is available and more will be added
in the future:
1- PMP Prep Book by Rita
2- Head First PMP
3- PMP Exam Prep Questions & Answers
4- CAPM Prep Book by Rita
to place a request, please contact us at:
[email protected] Or call Ext :2116

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Top 10 Project Great Planning
Management Challenges You may not get this right

The following is an overview of the top 10 project away. Give it a minute
management challenges that project managers
may encounter on the job. The Glass

1. Undefined Goals: When goals are not clearly Project Management Software
identified, it is impossible for the team
to meet them.

2. Scope Changes: occurs when project
management allows the project’s scope to
extend beyond its original objectives.

3. Inadequate Skills for the Project: A project
sometimes requires skills that the
project’s contributors don’t possess.

4. Lack of Accountability: a lack of accountability
can bring a project to a complete halt.

5. Improper Risk Management: Risk tolerance is
a desirable project manager trait because
projects rarely go exactly according to plan.

6. Ambiguous Contingency Plans: It’s important
for project managers to know exactly what
direction to take in predefined “what-if”
scenarios.

7. Poor Communication: Effective
communication to everyone involved in the
project is crucial to its successful completion.

8. Impossible Deadlines: Asking a team for the
impossible will result in declining morale
and productivity.

9. Resource Deprivation: In order for a project
to be run efficiently and effectively,
management must provide sufficient
resources - human, time and money.

10. Lack of Stakeholder Engagement: You
might get to the finish line, but not efficiently
or on time, and you will waste alot of energy
in the process.

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Take the Expert’s Advice

Managing Stress in Project Management

Written by: Ong Jing Teak

INTRODUCTION

Project Manager (PM) is no doubt one of the most stressful jobs out there as the PM is directly responsible and
accountable for the success or failure of a project. Some PMs believed that they can handle and cope with the
high level of stress but there are some who are ignoring or refuse to recognize that they are under stress. The
experience of stress is not only impacting the cognitive and behavioral performance, it can also have a negative
impact on your personal health, wellbeing, and family life. You might not able to change the amount of stress
you have on a daily basis, but you can change how you deal with it. It is important to manage the stress before
it becomes more and more difficult to handle and manage.

STRESS MANAGEMENT TECHNIQUES
Prioritize: Put up a priority matrix and assign every task based on its urgency and importance. Focus on the

tasks that are urgent and important. Don’t overwhelm yourself by worrying about your entire workload.
Avoid extreme reactions: Why hate when a little dislike will do? Why generate anxiety when you can be nervous?
Why rage when anger will do the job? Why be depressed when you can just be sad?
Exercise: Take some time off from your busy schedule and plan for some physical activities, whether it’s
jogging, cycling, hiking or other activities to work off stress.
Meditation: Learn how to best relax yourself. Meditation and breathing exercises have been proven to be very
effective in controlling stress. Practice clearing your mind of disturbing thoughts.

SUMMARY

The success in managing stress does not depend solely on the type of technique that is used, but instead the
commitment from the individual that makes the difference. The same strategy might not work for everyone.
Individual must take an honest look within him or herself and determine what is practical and make the most
sense. Working to reduce stress can enhance happiness and health for many years. It does make a difference!

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Is Accountability Important
for a Project’s Success?

By: Dr. Basma AlBuhairan

The discipline of project management has been around for thousands of
years, since the Egyptian era. However, the application of systematic project
management tools and techniques to complex projects has only been begun
about half a century ago. The 1950s marked the beginning of the modern
project management era, and this was seen in the US Navy in the Polaris
Submarine Project. By the 1960s, the adoption of project management
principles and tools had spread across other industries, such as NASA,
the Department of Defense in the United States, and large engineering
and construction companies. Manufacturing and software development
employed project management methodology in the 1980s. By the 1990s, there
was greater widespread use of project management principles, theories, and
tools in other industries. Clearly, there is a long standing and rich history in
the adoption and utilization of project management.

In healthcare, project management has not been around as long as it has been in other industries such
as aerospace, manufacturing, and engineering industries. Healthcare organizations are known to be
‘complex adaptive systems’ that have evolved and changed over time. Healthcare organizations have
many inputs, outputs, interdependencies, and clinical microsystems within microsystems. There is
a plethora of interactions that take place between physicians and patients, between physicians and
other staff and administrators, and among physicians themselves. Each of these interactions has an
associated, and usually independent cost. The sum of these costs results in a very expensive system.
Each of the interactions in a healthcare organization has an associated time interval, e.g. from when
the patient presents until he is seen, from when the test is ordered until the result is delivered, etc. The
diverse and physical makeup of healthcare organizations attributes to the complexity of healthcare.
Furthermore, all of the clinical microsystems in a healthcare organization must harmoniously
synchronize together to produce timely, efficient, effective, safe, high quality services. This complexity
of scope, time-consuming, and increasingly costly enterprise of delivering healthcare (i.e. the triple
constraint of project management theory) have made the adoption of project management a strategic
cornerstone in modern healthcare systems.

Physicians and allied healthcare professionals (including nurses) have not been traditionally trained and
taught to employ project management. Project management has become a vital methodical approach
that is very important in 21st century healthcare. In Saudi Arabia, in particular, with the expansion of
the healthcare system and the development of many healthcare projects, project management has
become an indispensable tool for managing projects. Project management is not just about initiating,
planning, executing, controlling, and closing projects.

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Initiate the Plan and Work on Track and Close the
Project setup the the Project re-plan Project
Project
the Project

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July, 2015 - http://kaauh-pmo.pnu.edu.sa

Who is accountable for each state?

A key component to project management is accountability. Without accountability, the five stages of
project management provide little value. Accountability, is therefore considered to play a necessary role in
ensuring the success of projects. Responsibility, authority and accountability must be carefully and fairly
delegated based on ability.

In the Merriam Webster Dictionary, accountability is defined as “the quality or state of being accountable;
especially: an obligation or willingness to accept responsibility or to account for one’s actions.” How do we
ensure accountability in project management? The following elements are food for thought in achieving
accountability:

• Leadership - Leadership must clearly articulate the reasons for adopting project management, how project
management will benefit the stakeholders in the organization and the organization itself; and the expectations
of leadership and their commitment to project management.
• Develop a culture of accountability - We need to foster and nurture an environment of accountability by
making the time to explain to the project management teams what accountability means and entails. The team
members must feel a personal obligation, connection, and commitment to the project, which is beyond
just meeting project timelines and adhering to the methodology of project management.
• Set roles and responsibilities - Every team member must have a clearly defined role, responsibility, and
assigned task(s). This sounds obvious, but very often, this is not done.
• Empowerment - Project teams must be empowered to be able to make decisions, and must be given some
control. The people we task must have the authority and material support needed to get the job done.
• Promote collaboration and innovation - Teams must work collaboratively and effectively. The teams must plan
their work, as well as identify creative solutions to challenges or hindrances. Most importantly, team members
must respect and trust one another.
• Measure and communicate results - The project goals must be measured objectively and not be distorted or
based on personal opinions or politics. After all, “if you can’t measure it, you can’t manage it.” Assessment
must be based on objective data and facts, which must be tracked and communicated continuously across the
organization. Team members must communicate their progress using a standardized and systematic
approach. Success must be rewarded, and likewise, corrective action must be accepted when the news is not
good.

The bottom line is that with accountability, project management will thrive, and
most importantly, ‘blame games’ will be eliminated.

My Role As a
Project Manager

By: Saeed AlDuain,
Chief Anesthesia Technician

If I would speak about my role as a project manager of the OR Commissioning
Project, I must say that I have gained so many things along this wonderful
experience . One thing I should mention, is the great impact on my communication
skills.
My role as a project manager has allowed me to become very well known to all
KAAUH departments. Through this journey I was also selected as the Medical
Affairs “ Role Model” . I am glad to have this opportunity to learn the Project
Management concept. KAAUH has shown a great advantage over other
healthcare organizations, with its unique vision and approach of adopting the
best methodology to accomplish its goals. Finally, my experience as a Project
Manager , is what I call, the best experience ever.

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