About Bill Hoberecht
My career has always been centered around Project Management - it's where my interests have been, and I've been very fortunate in having positions and consulting engagements that have given me terrific experiences in creating new projects, recovering failed projects, and ultimately delivering value to the business.
In building a solid foundation for leading projects, I studied quality with W. Edwards Deming, obtained my PMP certification, and completed training at the SEI as a CMM Lead Assessor. I gravitated to leading large projects and programs - most were between $50M and $200M, with the large programs spanning many international locations.
When agile starting taking gaining traction, I completed Scrum Master training with Ken Schwaber. In recent years, Scrum has been my preferred project method.
In the fall of 2010, I entered the world of Healthcare IT, joining Kaiser Permanente Colorado as the Senior Director of Clinical Informatics and Decision Support. Under the mentorship of Dr. John Merenich and Dr. Michael Chase, I developed an expert understanding of large scale Population Health Management, leading multiple Scrum teams in the delivery of innovations that significantly advanced Pop Health Management in Colorado.
In 2017, I jumped at the opportunity to join Colorado-based OnPoint Medical Group, assuming responsibility for clinic operations for our growing number of family medicine, OB/GYN and pediatrics practices. In partnership with physician leaders, we introduced the fundamentals of Population Health Management. This project, involving significant organizational change, is dramatically improving eCQM Quality of Care measures (in the first seven months of the project, seven Quality of Care measures achieved the 70th percentile, after starting below the 40th percentile!).
Most of my projects have succeeded. A few, however, have been “challenged” or have “failed” (using Standish Chaos Report terminology) – these projects have yielded significant lessons learned that continue to influence my approach to projects. These lessons are all incorporated into the materials you’ll find throughout PM Notebook.
The Reason for PM Notebook
Project Management is well along a transformation from an “accidental profession” into a more formal discipline. However, during this period of maturing, too many of the project managers and executives I encounter have uninformed perspectives on project management - here’s a sampling of a few viewpoints that I occasionally encounter:
- “Project Management is mostly overhead, let's reduce in that area.”
- “Prince2 (or a derivative methodology) is the only way to run a project.”
- “PMP’s run around with their little certificate and think they know how to run a project; Scrum is the only way.”
- “What is Scrum?”
These views trouble me because they suggest a dishearteningly incomplete understanding of project management and the various forms of project management. In my mind the best response to this is better information, clearly presented, about project management. PM Notebook is my small contribution to helping project managers improve and to build a better understanding of project management in its various manifestations. I regularly use information on this site in discussions with project managers who are in my organization.
This site is a complement to self-study, formal classroom coursework and certification.