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GE Healthcare UK Performance Solutions NHS NES Knowledge Into Action Project Launch Event 12.08.2011 Scope Management & Project Charter Gary Boyd, Consultant.

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Presentation on theme: "GE Healthcare UK Performance Solutions NHS NES Knowledge Into Action Project Launch Event 12.08.2011 Scope Management & Project Charter Gary Boyd, Consultant."— Presentation transcript:

1 GE Healthcare UK Performance Solutions NHS NES Knowledge Into Action Project Launch Event 12.08.2011 Scope Management & Project Charter Gary Boyd, Consultant Manager Gill McManus, Senior Consultant Angela Cowan, Senior Consultant Stacey Reay, Senior Consultant v.6

2 2 / NHS NES Knowledge Into Action PROJECT SCOPE

3 3 / NHS NES Knowledge Into Action The Project Management Triangle A 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 Time Cost Scope (deliverables, performance, quality) Risk

4 4 / NHS NES Knowledge Into Action Major Project Documents Scope Management Plan Scope Management Plan Formal Project Charter Date Objective Team Sign off Project 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 Plan Schedule Management Plan Cost Management Plan Cost Management Plan Risk Management Plan Risk Management Plan Communication Management Plan Communication Management Plan

5 5 / NHS NES Knowledge Into Action PROJECT ROLES & PROJECT CHARTER

6 6 / NHS NES Knowledge Into Action Clarifying Priorities – Project Charter Project Charter Components 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. Time Cost Scope Risk

7 7 / NHS NES Knowledge Into Action CURRENT STATE TRANSITION STATE IMPROVED STATE Leading Change Systems and Structures Monitoring Progress Mobilising Commitment Shaping a Vision Creating a Shared Need Making Change Last Setting up for success The CAP Model

8 8 / NHS NES Knowledge Into Action Problem StatementGoals Customer / Service ImpactMeasurements Customer Metric: In Process Metric BaselineTarget In ScopeOut of ScopeCompelling reasons for project TeamTimeline Sponsor Process Owners / Business Change Mgrs Clinical Leads Basic Training Charter workshop Workout Follow ups

9 9 / NHS NES Knowledge Into Action 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

10 10 / NHS NES Knowledge Into Action Five Major Elements of a Charter Compelling 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

11 11 / NHS NES Knowledge Into Action A Good Project…A Bad Project A 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

12 12 / NHS NES Knowledge Into Action 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

13 13 / NHS NES Knowledge Into Action NEXT STEPS & SUPPORT

14 14 / NHS NES Knowledge Into Action 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

15 15 / NHS NES Knowledge Into Action Next steps Training 12 th /13 th Sep Charter workshop 26 th Sep Prep session 10 th Oct Follow up sessions 7 th Nov, 5 th Dec, 9 th Jan, 30 th Jan

16 16 / NHS NES Knowledge Into Action Training content Introduce concepts, tools and approaches for: Facilitator skills Small scale project management Lean Methodology Workout TM skills including capturing issues, root cause exploration, brainstorming, solution generation, action plans

17 17 / NHS NES Knowledge Into Action TODAY’S SESSION GOALS

18 18 / NHS NES Knowledge Into Action Problem StatementGoals Customer / Service ImpactMeasurements Customer Metric: In Process Metric BaselineTarget In ScopeOut of ScopeCompelling reasons for project TeamTimeline Sponsor Process Owners / Business Change Mgrs Clinical Leads Basic Training Charter workshop Workout Follow ups 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 12 th / 13 th Sep 26th Sep You must plan Plan internal follow ups

19 19 / NHS NES Knowledge Into Action


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