Slide 1: Establishing a Value-Adding PMO in the NHS
Establishing a Value-Adding PMO in the NHS Project Challenge 2016 Version 1.1 Prepared by: Catherine Onanda (Head of PMO)
Slide 2: What is a CCG?
What is a CCG? Clinical Commissioning Groups (CCGs) commission most of the hospital and community NHS services in the local areas for which they are responsible. Commissioning involves deciding what services are needed, and ensuring that they are provided. Services CCGs commission include: most plan
Slide 3: East Surrey CCG – Who Are We?
East Surrey CCG – Who Are We? NHS East Surrey Clinical Commissioning Group (the "CCG") has a membership of 18 GP practices and commissions healthcare for 170,000 patients in East Surrey. We are committed to commissioning high quality patient services which deliver: the right health care at the right
Slide 4: Background
Background An external audit was conducted and recommended some improvements to Governance and reporting on our projects A new PMO was formed to oversee all projects and improve governance We treated the new PMO as a project and designed it so that it was value adding rather than box ticking Project
Slide 5: We needed 'one version of the truth'
We needed ‘one version of the truth’ 5 © Bestoutcome Limited 2016
Slide 6: What Projects and Programmes do we run?
What Projects and Programmes do we run? East Surrey has over 50 projects that we need to deliver as well as 2 major programmes: Quality, Improvement, Productivity and Prevention (QIPP) The (QIPP) programme is a large-scale programme developed by the Department of Health to drive forward quality impr
Slide 7: East Surrey sample list of Projects
East Surrey sample list of Projects 7 © Bestoutcome Limited 2016
Slide 8: Our PMO's Goal
Our PMO’s Goal “To implement a set of processes, templates and tools that allows the project managers to focus on delivering their projects instead of compiling reports” We wanted the project managers to value our PMO rather than considering it an administrative burden 8 © Bestoutcome Limited 2016
Slide 9: Sponsorship
Sponsorship Like any Project, Sponsorship of the PMO was critical. The Head of Projects was initially sceptical about the ‘administrative burden of a new PMO’ We explained, communicated and showed how the new PMO would actually free up project manger’s time die to: No reinvention of the wheel Standa
Slide 10: Processes that we developed
Processes that we developed Overall Project framework Project Initiation Gateways 10 © Bestoutcome Limited 2016
Slide 11: Visibility
Visibility We implemented a PMO Board showing status and progress of key initiatives: 11 © Bestoutcome Limited 2016
Slide 12: Governance
Governance We identified the standard reports we needed at project, programme and portfolio level. We established a weekly drumbeat Monday – weekly QIPP catch – up Financial Director, Head of Transformation, Director of Transformation talk through each project, using standard reports 12 © Bestoutcom
Slide 13: Our PMO Tool
Our PMO Tool To ensure we increased productivity we needed to move away from spreadsheets, PowerPoint and MS Project. We needed a tool that would help us oversee projects and programmes 24/7 so we could identify problems as early as possible. Key requirements were: Proven in the NHS EASY TO USE! Sup
Slide 14: How Did we Sell the New Tool?
How Did we Sell the New Tool? Using Project and Excel, the PMO were often chasing project managers for status updates and reports collating projects With the new tool, PM3, as long as the project data was up to date we produced reports from PM3 and did not have to ask PMs for reports. This saved tim
Slide 15: Portfolio Status Report
Portfolio Status Report 15 © Bestoutcome Limited 2016
Slide 16: QIPP dashboard
QIPP dashboard 16 © Bestoutcome Limited 2016
Slide 17: PM3 – Portfolio Heatmap
PM3 – Portfolio Heatmap 17 © Bestoutcome Limited 2016
Slide 18: PM3 – Highlight Report
PM3 – Highlight Report 18 © Bestoutcome Limited 2016
Slide 19: How have we created a 'value-adding PMO' (1)
How have we created a ‘value-adding PMO’ (1) We provide a menu of services for the Project Managers On-boarding of new project managers Running planning sessions Reviewing Risks and running risk workshops Unblocking blockages Helping with Stakeholder Engagement 19 © Bestoutcome Limited 2016
Slide 20: How have we created a 'value-adding PMO' (2)
How have we created a ‘value-adding PMO’ (2) Value is created by: making the project managers’ lives easier solve problems for them so they can focus on project delivery The PMO presents their papers. Project managers feel protected by the PMO. The PMO saves time Savings of 5 days of project manager
Slide 21: How have we created a 'value-adding PMO' (3)
How have we created a ‘value-adding PMO’ (3) There is no other option to using our tool and processes! CFO and Executives like the new reports and are used to the format Reports are automatically generated On-boarding process has improved and made easier. It includes: PM3 PMO processes, What’s expec
Slide 22: Summary and Lessons Learned
Summary and Lessons Learned Treat the new PMO as a project in its own right Sponsorship is crucial Win hearts and minds of project managers by demonstrating the benefit of the PMO and the tool Pick the tool that is right for your organisation and must be ‘EASY TO USE’ Drumbeat of reporting so everyo
Slide 23: Click to edit Master title style
Click to edit Master title style 23 © Bestoutcome Limited 2016 www.bestoutcome.com