In my previous article on planning for the COVID-19 project, I stressed that The Project Management Plan for this project would have detailed the scope, schedule, and cost baselines, clearly stating what deliverables would be created and when they would be completed. The approach used to forecast PPE’s, ventilators, and bed space would need approval via a comprehensive Project Scope Statement and acceptance criteria. The project i犀利士
s relatively simple and would consist of the following general steps:
1. Collect present state data on PPEs, ventilators, and bed space available.
2. Apply all available tools and techniques from the Centers of Disease Control CDC to forecast pandemic impact on these three items.
3. Forecast and document future state requirements/stockpiles needed in all three of these areas.
In my view, the mechanics of executing and controlling the scope, schedule and costs would be straight forward. The real challenge would be the issues and risks that would arise throughout the project. A good project manager must remain committed to both delivering the project findings and recommendations AND to “selling” the findings and raising awareness to the greater objectives or goals stated by the National Security Council (NSC) via Tim Morrison in April 2019 speech[1] which was: How can the nation respond rapidly to biological incidents?
Let’s focus on the risk register first. The table below depicts just a few risk events and the possible responses:
Now let us focus on the issues list that might be found. The table below depicts just two of the issues that might need to be tracked.
In my next article, we will discuss the lesson’s learned that we are all gathering in this time of crisis. I will clarify those lessons and make my recommendations on moving forward as a nation.
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[1]https://www.phe.gov/Preparedness/biodefense-strategy/Pages/advancing-biodefense-transcript.aspx?utm_source=hs_email&utm_medium=email&_hsenc=p2ANqtz-_8Hg4TjJVXLtB3OrypFvb3AyMvd1_sjbqt1dLoYzi9lUQu-T8HKxO4rWzSKfcKDqkO1_lK