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  • ERSG Project Management Office(PMO)

    Enterprise Risk Solutions Group (ERSG)

    Troy OConnor Operations Manager12 May 2012

  • ERSME Introduction1

    PMO Strategy2

    Management & Staffing - Project Team

    Processes / Methodologies4

    3

    Transfer of Knowledge & Tools5

    Operational Plan6

    Relevant Experience7

    Agenda

  • ERSME Introduction

    Easy Risk Solutions Pty Ltd was incorporated inAustralia in 2006 with offices in the MiddleEast:

    Easy Risk Solutions Middle East Co.

    CR 2051041348

    GCH Business CentreFifth Floor, Al-Falak Building,King Abdulaziz Street, 31952

    Kingdom of Saudi Arabia

  • Prepared by the Office of ERS

    Pty Ltd

    Initials/Date MD_________________________

    Initials/Date-OD___________________________

    Initials/Date-BDM__________________________

    Initials/Date-______________________________

    Easy Risk Solutions Pty LtdCEO: Troy OConnor

    HEAD OFFICE: AUSTRALIAERS TRAINING ACADEMY

    [PARTNER HAZID RESOURCING RTO NO.9180 ]

    Last Revised: 26/03/12

    Enterprise RiskSolutions Group Ltd

    [Hong Kong]

    Easy Risk Solutions MiddleEast Ltd

    [Saudi Arabia Al-Khobar]

    ERS / IRCC RiskAssociation

    [China - Beijing]

    ERSME SOFTWAREDIVISION

    Derek Hitchman

    ERSG PROJECTMANAGEMENT DIVISION

    Director: Neil Watson

    ERS/IRCC BUSINESSDEVELOPMENT DIVISION

    Director: Zhang Yong

    ERSME BD DIVISION

    Troy OConnor

    ERSME PROJECTMANAGEMENT DIVISION

    Darren Miller

    ERSME RISK PROJECTMANAGEMENT DIVISION

    Wayne Basson

    ERSME SBC DIVISION

    Prof. Petri Schutte

    ERSG BUSINESSDEVELOPMENT DIVISION

    Director: Troy OConnor

    ERSME Introduction Cont

  • ERSME Introduction Cont Work Areas:

    ERSG has 3 main streams of business: Risk Management Project Management Management Software

    Geographic Scope: ERS operates in 47 countries covering most of the Pacific Rim,

    Gulf countries and the Americas

    Management and Staff: ERSG employs over 400 professionals worldwide

    Financial performance: Annual turnover: 2010 / 2011 financial year was $A361mil

    Awards: All of ERSGs support programs are ISO 9001 certified. ERS is

    also AS/NZS4801 certified for Safety and Health ERSME is a registered Aramco vendor

  • ERSME Introduction Cont Project sites:

    In conjunction with Bovis wehave delivered PMO basedsolutions at the followingprojects:

    Sample Client Listing Adventist Health System Alegent Health Ascension Health Baptist Health South Florida Baptist Memorial Health

    Care Bay Medical Center Beth Israel Medical Center Blythedale Childrens

    Hospital Bon Secours Health System Carolinas HealthCare System Carroll Hospital Center

    Catholic Healthcare West

    Centura Health

    Cleveland Memorial Hospital

    Community Health System

    Deaconess Health System

    Duke University MedicalCenter

    Easton Memorial Hospital

    Emory University

    Franklin Square HospitalCenter

    Gaston Memorial Hospital

    Greenville Hospital System

    Health ManagementAssociates

  • ERSME Introduction1

    PMO Strategy2

    Management & Staffing - Project Team

    Processes / Methodologies4

    3

    Transfer of Knowledge & Tools5

    Operational Plan6

    Relevant Experience7

    Agenda

  • PMO Strategy

    The ERSME Project Management Office:

    An effective PMO operates as a centralized authority to oversee and

    coordinate single or multiple projects and or multiple initiatives. It flags

    conflicts in timing, resources, staffing, or information that can

    jeopardize the ultimate completion and cost of complex projects.

    The PMOs authority goes beyond problem identification, however, to

    create problem-solving forums among the owners or, if needed, refer

    problems to those with the authority to act. Importantly, the PMO

    ensures that issues that can jeopardize the timing and success of the

    project are resolved so that the critical path for the project is protected

  • PMO Strategy

    A PMO can be one of three types from an

    organizational exposure perspective:

    1. Enterprise PMO

    2. Organizational (departmental) PMO, or

    3. Specialpurpose PMO.

  • PMO Strategy

    The typical ERSG strategy will be to setup the department in the form

    of a Project Management Office (PMO) that defines and maintains the

    standards of process, generally related to project management, within

    a Company. This will normally include all related projects:

    Building Situation Space (M 2) Value (Almost)

    Outpatient

    clinics

    Tumors

    Neurological

    Sciences

    Laboratories

  • PMO Strategy: Planning

    Objectives and Milestones

    Specific

    Measurable

    Realistic

    Time-Constrained

  • PMO Implementation Strategy

    Phase I Establish the Foundation

    Phase II Startup with Short-Term Initiatives

    Phase III Rollout with Long-Term Solutions

    Phase IV Support and Improvement

  • PMO Strategy

    Ten Keys to Successful Deployment of PMO1. Keep it Simple2. Communicate3. Make Sure Expectations and Goals are Shared4. Focus on Value5. Support Project Managers6. Take Time to Understand the Organizational Problems

    from vvarious Points of View7. Conduct Pilot Tests8. Establish Incremental Goals9. Involve the Right People Up Front10. Plan

  • ERSME Introduction1

    PMO Strategy2

    Management & Staffing - Project Team

    Processes / Methodologies4

    3

    Transfer of Knowledge & Tools5

    Operational Plan6

    Relevant Experience7

    Agenda

  • PMO Strategy

    Ten Keys to Successful Deployment of PMO1. Keep it Simple2. Communicate3. Make Sure Expectations and Goals are Shared4. Focus on Value5. Support Project Managers6. Take Time to Understand the Organizational Problems

    from vvarious Points of View7. Conduct Pilot Tests8. Establish Incremental Goals9. Involve the Right People Up Front10. Plan

  • Processes / MethodologiesSome of the specific responsibilities of the ERSME PMO will includethe following: Communicates the prioritization of initiatives and projects to all

    constituencies Monitors change requests with timing implications across initiatives Monitors work plan variances Tracks progress and outcomes across initiatives, actively working to

    ensure realization of the expected benefits Creates and presents project-level status reports to executives based

    on initiative-level reports Sets the standards for use of automated project management tools

    and coordinates training on tools Approves change requests with time or budget implications (with leadership committee involvement for significant changes) Facilitates communication flow between and among initiatives. Generates ad hoc financial analysis (determinations of productivity

    or non-labour budget variances)

  • Management and Staffing:

  • Management and Staffing

  • Management and Staffing: Infrastructure

    While the specific structure of the PMO must reflect theCompanies individual requirements, there are roles andresponsibilities that must be undertaken for all situations.

    The PMO operates as a central communication, monitoring,and control hub for the clinical transformation project. It hasa reporting relationship to the leadership team, which inturn exercises overall direction for the project, andrecommends actions to the board of directors.

    For the PMO to function effectively, certain roles andfunctions must be staffed. Large projects typically requirethree to six full-time employees for the duration of theeffort.

  • Management and Staffing

  • Management and Staffing

    PMO manager:The PMO manager is typically a seasoned individualwith significant knowledge of the health system and itsreporting structure who is assigned full time to thiscentral role for the duration of the clinicaltransformation project.This position assumes direct responsibility for alldeliverables and for monthly monitoring or progress forall initiatives within the overall project. It is the PMOmanagers responsibility to maintain communicationand provide key updates and information to both theleaders of individual initiatives and the health systemleadership.

  • Management and Staffing

    Progress-tracking team manager:The progress-tracking team manager should have afamiliarization with health system financial andmanagement reports or accounting processes.The role of this position is to assume responsibility forthe collection, analysis, and reporting of financialprogress toward targets as well as monthly qualityindicator reports. On larger projects, this positionoversees the work of the scheduler and value trackersto create reports on each project initiative for reviewand integration by the PMO manager.

  • Management and Staffing

    Service team manager:The service team manager reports to the PMO managerand is responsible for ensuring that the project hasappropriate human resources and administrativeassistance, as well as appropriate communicationsefforts with constituencies.Such activities might include consistency and adequacyof staff on the various initiatives, as well as overseeingany contracts needed by the initiatives team to supporttheir work. On larger projects, this position wouldoversee the work of the communications coordinatorand the knowledge and training co-ordinator.

  • Management and StaffingName Professional

    BackgroundProfessionalQualifications

    Experience inSimilarProj