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C1-1: Portfolio Management: Using Lean Tools to Support Project Teams with Grant Management

机译：C1-1：项目组合管理：使用精益工具通过赠款管理支持项目团队

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Background/AimsGroup Health Research Institute (GHRI) utilizes Lean tools and techniques to enhance customer service, monitor compliance, and enhance project team interactions and communications. GHRI's Grants and Contracts Administration (GCA) recently used Lean tools to design and implement a grant "portfolio management" system and process to support Principal Investigators (PIs). The system tracks six key indicators of funded grants: award status, budgetary spend rate, effort reporting, subaward execution, subawardee invoicing, and progress reporting. The process allows issues to be identified, tracked, and resolved early on with the project team before any serious problems arise. MethodsGCA conducted a series of stakeholder interviews to determine the viability of quarterly portfolio review meetings. Project teams liked the idea of discussing the PI's portfolio, but were leery about quarterly meetings. Therefore, we constructed a process that maximized technology and built in flexibility regarding quarter meetings. The six key indicators were selected, defined, and placed on a dashboard in SharePoint. Each PI has a customized SharePoint page with a calendar showing all major grant deadlines and deliverables; a folder of documents related to the rankings and discussion during each quarterly meeting; and an issue tracker to follow-up on team-identified issues and problems requiring attention. Customer satisfaction data was also collected after each initial quarterly meeting. ResultsAs of October 2012, approximately 25 face-to-face meetings and 5 virtual meetings (i.e., materials and links emailed to the project team) have been completed (210 projects and 85 subawards will have been reviewed by the end of 2012). Satisfaction survey data indicates over 75% of team members (22 of 30 individuals) like the face-to-face meetings and hope to continue the quarterly review process. ConclusionsThe new portfolio management process has been received favorably by GHRI project teams as a means of monitoring key indicators of PI project portfolios and proactively identifying and resolving any problem areas.
机译：背景/目标集团健康研究所（GHRI）利用精益工具和技术来增强客户服务，监控合规性并增强项目团队的互动和沟通。 GHRI的赠款和合同管理局（GCA）最近使用精益工具来设计和实施赠款“投资组合管理”系统和流程，以支持主要调查人员（PI）。该系统跟踪资助赠款的六个关键指标：奖励状态，预算支出率，工作量报告，次级执行，次级授予发票和进度报告。该过程允许在出现任何严重问题之前尽早与项目团队一起识别，跟踪和解决问题。方法GCA进行了一系列利益相关者访谈，以确定季度投资组合审查会议的可行性。项目团队喜欢讨论PI的投资组合的想法，但对季度会议持保留态度。因此，我们构建了一个流程，该流程可以最大限度地利用技术，并在季度会议方面具有灵活性。选择，定义了六个关键指标并将其放置在SharePoint中的仪表板上。每个PI都有一个自定义的SharePoint页面，其中包含一个日历，其中显示所有主要的赠款截止日期和可交付成果;每个季度会议上与排名和讨论有关的文件文件夹;一个问题跟踪器，以跟踪团队确定的问题和需要注意的问题。在每个初始季度会议之后，还收集了客户满意度数据。成果截至2012年10月，已经完成了大约25场面对面会议和5次虚拟会议（即通过电子邮件发送给项目团队的材料和链接）（到2012年底将审查210个项目和85个次级奖项）。满意度调查数据表明，超过75％的团队成员（30个人中的22个人）喜欢面对面的会议，并希望继续进行季度审核。结论GHRI项目团队对新的项目组合管理流程表示赞赏，这是监视PI项目项目组合的关键指标并主动识别和解决任何问题领域的一种手段。

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