establishing a value-adding pmo in the...

Establishing a Value-Adding PMO in the NHS

Project Challenge 2016

Version 1.1Prepared by: Catherine Onanda (Head of PMO)

© Bestoutcome Limited 20162

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 planned hospital care

rehabilitative care

urgent and emergency care (including out-of-hours)

most community health services

mental health and learning disability services


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 time

by the right healthcare professional

and in the right environment.


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 Manager Community were spending a lot of time compiling different reports for different stakeholders

Reports were compiled in Excel and PowerPoint


We needed ‘one version of the truth’


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 improvements in NHS care, at the same time as making up to £20 billion of efficiency savings

Transformation


East Surrey sample list of Projects


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


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

Standard processes and templates can be used

Implementation of a PMO tool would increase productivity

We met key executives who received project and programme governance reports and explained the benefit of the new PMO

This communication and sponsorship was essential in getting buy-in to our new PMO


Processes that we developed

Overall Project framework

Project Initiation

Gateways


Visibility

We implemented a PMO Board showing status and progress of key initiatives:


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


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!

Support for Gateways

A tool that we could start using simply and then extend as we as an organisation matures

Ability to report dynamically on groups of projects for different stakeholders

A responsive partner

After looking at a number of tools, we selected PM3 from Bestoutcome


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 time and was very popular

PM3 can group projects into portfolios in a couple of clicks and the reporting engine can produce reports on this portfolio


Portfolio Status Report


QIPP dashboard


PM3 – Portfolio Heatmap


PM3 – Highlight Report


How have we created a ‘value-adding PMO’ (1)

We provide a menu of services for the Project ManagersOn-boarding of new project managers

Running planning sessions

Reviewing Risks and running risk workshops

Unblocking blockages

Helping with Stakeholder Engagement



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 time per week by not hand cranking.

More reliable information as we have one version of the truth

Gantt charts are scrutinised more; more interrogation.



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 expected of a project manager

Reporting and Governance

We no longer ask project managers for reports as these are automatically generated from PM3


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 everyone knows what they need to do


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