ge healthcare uk performance solutions nhs nes knowledge into action project launch event 12.08.2011...
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GE HealthcareUK Performance Solutions
NHS NES Knowledge Into ActionProject Launch Event 12.08.2011
Scope Management & Project CharterGary Boyd, Consultant ManagerGill McManus, Senior ConsultantAngela Cowan, Senior ConsultantStacey Reay, Senior Consultantv.6
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PROJECT SCOPE
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The Project Management TriangleA typical project environment will usually involve
pressures to add scope, accelerate schedule and/or decrease costs. A
change on one side of the triangle typically impacts another side.Key Driver –
Leg of the triangle that takes priority over the other two factors
Weak Requirement –Leg of the triangle which flexes to make sure the requirements of the key driver are met
Tim
e
Cost
Scope(deliverables, performance, quality)
Risk
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Major Project DocumentsScope
Management Plan
Scope Management
Plan
Formal Project Charter•Date
•Objective
• Team
• Sign off
Project CharterProject Charter
Project Scope Statement•Continually add detail
•Gain agreement with sponsor, stakeholder and project team
Project Scope Statement
Project Scope Statement
Project Management Plan•States how the work will be performed
•Composed of the plans and documents generated by the various processes
Project Management
Plan
Project Management
Plan
TIME
Schedule Management
PlanSchedule
Management Plan
Cost Management
PlanCost
Management Plan
Risk Management
PlanRisk
Management Plan
Communication Management
PlanCommunication Management
Plan
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PROJECT ROLES & PROJECT CHARTER
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Clarifying Priorities – Project Charter
Project CharterProject CharterComponentsComponents
• Project Title
• Start/Finish Dates
• Project Manager
• Business Need
• Project Objectives
• Project Team
• Budget
• Sponsor Sign off
The Project Charter formally authorizes the project, documents the business need and defines how the project is intended to satisfy the
needs.
Tim
e
Cost
Scope
Risk
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CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilising CommitmentMobilising Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Setting up for successSetting up for success
The CAP Model
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Problem Statement Goals
Customer / Service Impact MeasurementsCustomer Metric: In Process Metric Baseline Target
In Scope Out of Scope Compelling reasons for project
Team TimelineSponsor Process Owners /
Business Change MgrsClinical Leads
Basic Training
Charterworkshop
Workout Follow ups
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Team Chartering
A Charter:• Clarifies what is expected of the team• Keeps the team focused• Keeps the team aligned with
organizational priorities• Transfers the project from the
champion to the improvement team
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Five Major Elements of a CharterCompelling reason for Project:• Explanation of why to do the project, ideally in financial and
organisational strategy terms
Problem Statements:• Description of the problem/opportunity or objective in clear,
concise, measurable terms. Description of the gap between where we are now, and where we should be.
Goals:• Description of the aspects we want to change, and in what way
(verbs important!)
Project Scope:• Process dimensions, available resources. Process start, process
end, what is included & what is excluded
Milestones:• Key steps and dates to achieve goals
Roles:• People, expectations, responsibilities
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A Good Project…A Bad ProjectA good project:• Clearly states problem & goal statement • Defines defect & opportunity• Does not presuppose a solution• Clearly relates to the customer and customer requirements• Aligns to the business strategy• Uses the tools effectively • Is data driven
A bad project: • Is not focused — scope is too broad• Is not clear on what you are trying to fix• Has an already known/mandated solution without proper
investigation• Has a difficult-to-see linkage to customer needs• Is one that will not move the needles• Uses little or no tools• Is anecdotal — not data driven
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Project allocation & Programme Roles
Improvement Leaders (KNOWLEDGE MANAGERS)
Full time project managers using process improvement and project management tools to support and facilitate the project
Project Participants:
Subject matter experts who can pinpoint problems and generate solutions in the area being improved. Usually these are people actually doing the process (rather than managers) plus specialists from supporting services such as IT, finance, HR etc.
Steering Group: Executive team setting the direction of the program.
Project Sponsor and/or Process Owner:
Senior manager who defines the scope of an improvement project, provides resources, and is accountable for its success. Is, or has a manager who is responsible for implementation of changes
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NEXT STEPS & SUPPORT
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Work-Out™ process for Tests of change
Steering group
Launch Event
Work-Out™
Training
Charters Pre-Work-Out™
Post-Work-Out™
3x monthly Follow-Up Clinics ……..
Support definition of future model
High level approach
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Next steps
• Training 12th/13th Sep
• Charter workshop 26th Sep
• Prep session 10th Oct
• Follow up sessions 7th Nov, 5th Dec, 9th Jan, 30th Jan
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Training contentIntroduce concepts, tools and approaches
for:
• Facilitator skills
• Small scale project management
• Lean Methodology
• WorkoutTM skills including capturing issues, root cause exploration, brainstorming, solution generation, action plans
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TODAY’S SESSION GOALS
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Problem Statement Goals
Customer / Service Impact MeasurementsCustomer Metric: In Process Metric Baseline Target
In Scope Out of Scope Compelling reasons for project
Team TimelineSponsor Process Owners /
Business Change MgrsClinical Leads
Basic Training
Charterworkshop
Workout Follow ups
Complete version1 Complete version1
Consider options/ideas to work on & establish baseline
& target between today & charter session.
Work on between today & charter session
Refine between today & charter
session
Work on between today & charter session
Consider who you need and rally support to join
team by charter workshop
12th/13th Sep
26th Sep
You mus
t plan
Plan internal follow ups
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