programme management office (‘pmo’) - meetings,...
TRANSCRIPT
Programme Management Office (‘PMO’)
UHMB PMO, 29 March 2012
Contents
1. Background to the PMO approach for UHMB
2. How does the PMO work at the Trust?
3. Workstream and project planning3. Workstream and project planning
4. Project planning and reporting
5. Workstream and project roles and responsibilities
6. PMO set-up progress to date
7. Next steps
2
Ø Immediate action required to deliver challenging key performance targets, across
seven core Trust workstreams
– Cost Improvement;
– Outpatients;
– Maternity;
– 18 Week Compliance;
– A&E Performance;
1. PMO Approach
Current context
3
– A&E Performance;
– Stroke Pathway;
– Mortality Review;
Ø Programme now expanding to embrace all other workstreams comprising the
‘Recovery Plan’, four recent additions were
– Integrated Governance;
– Elderly Care;
– Complaints & Patient Experience;
– Discharge;
Ø Historic difficulties in providing assurance to the Board over delivery
Ø Urgent need for visibility of progress to support Executive leadership
1. PMO Approach
context
4
Ø Organisational success relies on a sustainable approach to continued management
of performance and financial targets
1. PMO Approach
Historic challenges to delivery
1. Coordination across Trust
Ø Operational actions vs Performance impact
Ø Duplication or conflicting activities
2. Burdensome progress reporting2. Burdensome progress reporting
Ø Distracting from delivery
Ø Ad-hoc / reactive action planning
3. Resolution of issues
Ø Delays in decision making
Ø Lack of progress and loss of momentum
5
1. Coordination across Trust
Ø Operational actions vs Performance impact
Ø Duplication or conflicting activities
2. Burdensome progress reporting
PMO as ‘Hub’
Ø Coordinating projects
Ø Ensuring stakeholder involvement
Ø Agreeing achievable clinical
improvement and sustainable savings
PMO Progress Reporting
1. PMO Approach
PMO benefits
2. Burdensome progress reporting
Ø Distracting from delivery
Ø Ad-hoc / reactive action planning
3. Resolution of issues
Ø Delays in decision making
Ø Lack of progress and loss of momentum
PMO Progress Reporting
Ø Reporting by exception on issues
affecting delivery
Weekly Programme Board
Ø Accountable Executive Sponsors
Ø Visibility of progress across all projects
Ø Unblocking issues
Ø Timely decision making
6
Detailed
Plans Ø Support to project development
Ø Driving accountability and ownership at
all levels
Check and challenge of progress and
2. How does the PMO work?
Support and challenge to ensure delivery
7
Ch
alle
ng
ing
Pro
gre
ssRisk Mgt
Benefit
Tracking
Programme
Management
Office
Ø Check and challenge of progress and
outputs
Ø Rigorous monitoring and reporting to
provide visibility of progress to Trust
Board
Ø Ensuring momentum and culture of
continuous improvement
Esc
ala
tio
n o
f p
roje
ct iss
ue
s a
s a
pp
rop
ria
te
Programme Board
(Executive Sponsors)
UHMB Board and other committees
Vis
ion
, S
tra
teg
y a
nd
Su
pp
ort
Ø Weekly Programme Board
Ø Executive leadership and overall accountability
Ø Strategic direction and timely
2. How does the PMO work?
Governance structure
8
Esc
ala
tio
n o
f p
roje
ct iss
ue
s a
s a
pp
rop
ria
te
(Executive Sponsors)
Vis
ion
, S
tra
teg
y a
nd
Su
pp
ort
Project Manager /
Workstream lead
Programme
Management
Office
Ø Strategic direction and timely
decision making
Ø Visibility of progress across the
programme
Ø Focus on issue resolution
Ø Two – way communication
Ø Facilitates monthly reporting to the
Trust Board
Associate Director of Programme Management
Trust Programme Board
Central oversight and monitoring of programme,
review and approval of PMO reporting, line
management of the PMO staff and co-ordination
2. How does the PMO work?
Proposed PMO staff structure
PMO Programme Managers (x2)
Administrative support, diary coordination,
maintaining actions logs and meeting notes,
support with reporting
PMO Office Managers (x2)
Finance team
Information team
Performance team
Communication team
Enabled by input from
Work across all work-streams providing planning support,
monitoring and challenge of project progress.
Identifying and escalating issues.
Preparation of weekly reporting with RAG ratings on delivery
management of the PMO staff and co-ordination
of the project support
9
3. Workstream and project planning
Planning is key for successful delivery
Ø PMO supplies tools for project planning and provide support in development
Ø Project Manager completes project plan and commits to delivering identified benefits
Ø Executive Sponsor and Workstream Lead commit to supporting and resourcing the
project team appropriately to maximise delivery potential
What makes a good project plan?
10
What makes a good project plan?
All project plans have the following features:
– Alignment with organisational strategy;
– Clear, detailed milestones with dates for completion;
– Operational and Quality based KPIs to monitor success of project;
– Accurate financial budget and phasing (where relevant); and
– All key risks and issues identified, and mitigating actions outlined
Ø A clear project plan allows regular monitoring of progress against milestones and actual
performance benefits against planned target
Ø Project Managers should work closely with the Information team, Finance team, and
other parts of the organisation to plan and facilitate delivery
Project Briefs Project Plans PMO regular reporting
Summary Dashboard
4. Project planning and reporting
Rigorous and detailed process
11
Project Manager / Workstream Lead develops Project Brief (input
from Clinicians and other stakeholders).
Full project delivery plans developed with facilitation from PMO.
Formal Executive Sponsor and Clinical Lead sign off prior to
implementation.
Plans are then used to monitor and report progress against identified performance and financial targets.
PMO collates performance
reporting into Summary
Dashboard.
PMO supports and challenges
implementation progress with
Project Managers.
Objective to provide visible
progress reporting to Programme
Board.
DELIVERY PERFORMANCE
• Milestone achievement (RAG)
Ø Initial weekly meetings to develop plan / ensure progress on track
Ø Moving to fortnightly for consistently GREEN rated project
4. Project planning and reporting
Typical PMO review meeting
• Milestone achievement (RAG)
• Key risks / issues
• Stakeholder engagement
TARGET PERFORMANCE
• KPI performance and / or savings
achieved to date
• Investigation of and corrective action
planning for any variance to target
Formal regular meetings with Project Managers and PMO
Workstream lead / Executive sponsor attendance for ‘slipping’ projects
Monthly Finance and Information representation (or more frequent if necessary)
PMO collates and
summarises information to
report every week
Programme
Board
12
Monday Tuesday Wednesday Thursday Friday
Print live dashboard
Programme Board:
(ET/ PD/ PM)
PMO Manager to
minute and note PMO
actions
PMO Weekly Activities Cycle
Programme Reporting
Roles:
Exec Team (ET) / Executive Sponsor (ES) / Programme Director (PD)
PMO Manager (PM) / PMO Administrator (PA)
Finalise Programme
Board Papers:
(PMO team)
• PB agenda
• other papers
Send papers to
Programme Board
Finalise Weekly Reports:
(PMO team)
• Archive workbooks
• Finalise dashboard
• Agree Monday Messages
Send to Project teams
and Programme Board
Upload dashboard to
sharepoint
Draft Weekly Reports:
(PMs)
• Programme dashboard
• Follow up on
outstanding actions with
project teams
• Project teams to upload
final workbook by COP
Send to Programme
DirectorWeekly News
content to Comms
PMO team meeting:
(Thurs PM)
• Discuss outcomes of
Programme Board
• PMO workbook –
Actions, KPIs, Risks
• RP/Delivery issues
• Capacity & resources
• Project highlights
Programme Reporting
Programme Management
PMO team catch-up: (Mon AM)
• Review and Finalise Dashboard
• Next steps on Red rated projects
• Review PMO diary and tasks for week
• Agree Prog. Board agenda and
responsibilities for papers
Project Manager catch up:
• Progress update with PMO Director
Ongoing PMO review meetings and feedback (circulated within 24 hours)
Ongoing contact with Exec Sponsors to update on progress and RAG status from PMO review meetings
sharepoint content to Comms
PMO Programme
Board Preparation
Clinical Lead
Provide overall direction and assurance on clinical impact of project.
Contribute to project development and sign off from a clinical perspective.
Executive Sponsor
Overall accountability for the delivery of the project
Hold to account the Project Manager, Workstream Lead and Clinical Lead for their role in delivery
5. Workstream and project roles
and responsibilitiesLeadership
Ongoing monitoring to ensure a clinically safe and appropriate approach to project delivery
Promoting ownership and buy-in from clinical colleagues to achieve change.
Support to Project Manager where seniorClinical support is necessary
(e.g. clinician engagement)
their role in delivery
Approval of project scope and approach through formal workbook sign off
Provide ongoing leadership, direction and guidance
Unblocking and resolution of issues where Executive support needed
(e.g. Senior decision making, Stakeholder engagement, deployment of resources)
14
Project Manager
Responsible for day to day operational management and delivery of the project
Produce project plan with input from relevant stakeholders
Identify and manage project team and
Workstream Lead
Provide overall direction in line with workstream objectives
Oversee delivery and provide guidance and leadership to the Project Manager
Ensure that plans are suitably ambitious,
5. Workstream and project roles
and responsibilitiesManagement
Identify and manage project team and stakeholder inputs
Monitor and manage progress against plan ensuring expected benefits, target KPI’s and scope and objectives are met
Proactively addresses issues, escalating to Executive Sponsor as appropriate
Ongoing liaison with the PMO and reporting on progress at regular PMO review meetings
Ensure that plans are suitably ambitious, comprehensive and robust
Support engagement across all stakeholders and ensure harmonised implementation
Report into and influence workstream board and Steering group
Escalate issues to the Executive Sponsor as appropriate
15
Ø Supporting the eleven live projects that currently comprise the Recovery plan and
scoping the next wave of projects with a view to project initiation
Ø Scoping / diagnostic meetings held with ADOPs, Workstream Leads, Head of
Information, and Performance team
6. PMO set-up
Summary progress to date
Information, and Performance team
Ø Project workbook template agreed. Phased roll-out achieved to all live projects
Ø Workstream teams for priority projects established and planning sessions scheduled
and held
Ø Ongoing PMO communications pipeline agreed for circulation by Comms team
Ø Presentation at various Trust meetings introducing and raising awareness of PMO
around the organisation
16
Ø Continue to scope final projects to ensure entire recovery plan is defined
Ø Seek Board agreement to extend Programme Board/PMO governance to all Trust
projects
Ø Complete recruitment of Trust personnel to PMO roles
7. Next steps
Ø Confirm future project management resourcing for all Recovery Plan projects
Ø Refine dashboard views in use at Programme Board
Ø Progress PMO workshop set-up for delivery by Trust PMO team
Ø Work with Comms team to develop further internal messaging around PMO
Ø Complete development of guidance manuals to assist future skills transfer to UHMB
PMO team
17