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Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office 29 th May 2014.

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Presentation on theme: "Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office 29 th May 2014."— Presentation transcript:

1 Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office 29 th May 2014

2 Lunch & Learn – Session 12 Aim: To introduce the Programme Management Office (PMO) Previously….on Lunch & Learn #1, 2, 4 & 5: Keep it Simple Keep it Proportionate Remove the Bureaucracy Feedback “I really value the introduction of the PMO, I think it will help Programme Leads manage and prioritise their work and help us to know what is expected and when” Head Of Planned Care

3 Lunch & Learn – Session 12 By 1.45PM What do you want from this session? What is a PMO? The story so far Who’s in the PMO? What will the PMO be doing. And how? How can PMO help you? / How can you help PMO? Evaluate

4 Lunch & Learn – Session 12 What do you want from this Lunch & Learn?

5 Lunch & Learn – Session 12 PMO – was it good for you?

6 What is P.M.O.? PMO – Programme Management Office A support function of the CCG involving: Monitoring and Measurement Co-ordination Development & Support Review Scrutiny

7 Lunch & Learn – Session 12 Projects & Programmes

8 Lunch & Learn – Session 12 Projects & the PMO (Programme Management Office) projects 6 programmes 1 PMO PMO Programme 1 Project 1Project 2 Programme 2 Project 3

9 Lunch & Learn – Session 12 Examples Programme: PLANNED CARE/LONG TERM CONDITIONS Project: Chronic Obstructive Pulmonary Disease – commissioning of additional provision of Pulmonary Rehabilitation (PR) programmes for patients with Chronic Obstructive Pulmonary Disease (COPD) Programme: Children’s Commissioning Project: Behaviour Pathway– To develop a new pathway for children and young people to re-design the system around C&YP early help and emotional well being.

10 PROGRAMME 1 PROGRAMME 3 PROGRAMME 2 P1 P11 P2P10 P9 P7P7 P4 P5 P6 P8P8 P P13 P12 P14 P15 P16 P12 Provider project How much did we save? Are we on track? Did this project deliver the quality? How are we doing? What happens if…? How do I know this is delivering? Can I start a new project? Should I stop this project? Is anyone else already doing this?

11 Lunch & Learn – Session 12 Why, O Why?

12 Lunch & Learn – Session 12

13 What are the benefits of our PMO? The PMO will help you to: Demonstrate that we are delivering tangible improvements in service/patient care and shout about our successes! Provide assurance to the Governing Body that implementation of our plans is progressing and delivering the intended benefits. Identify what work/projects are priority and focus resource accordingly Enable removal of barriers and issues to be resolved quickly Facilitate more effective and quicker decision making. Develop excellent project management capabilities that will ensure we are an effective and slick organisation.

14 What doe a PMO do? The PMO provides Programme support enabling Programme/project development; Plans to be sufficiently robust to provide best chance of success during implementation; rigorous detailed to allow measurement and to track progress; appropriate tools, templates and processes are used and followed; Projects/programmes to be implemented within the planned time limit and with the intended outcomes (i.e. milestones and KPI’s are met); Provision of project managers with support, advice and signposting to additional expertise for their projects Monitoring and Measurement function Co-ordination, Review and Scrutiny of key projects Challenging Progress Detailed Plans Risk Management Risk Management Contingency Planning Stakeholder Reporting Rigorous Reporting Process Benefit Tracking Programme Management Office Programme Management Office New Plan Development

15 What isn’t a PMO? A PMO is NOT: a function that takes control over the projects from Programme Leads A separate unit from the rest of the organisation with a different focus and mandate It oversees and monitors delivery, it doesn’t do or deliver the projects themselves! Challenging Progress Detailed Plans Risk Management Risk Management Contingency Planning Stakeholder Reporting Rigorous Reporting Process Benefit Tracking Programme Management Office Programme Management Office New Plan Development

16 PMO Governance Structure Governing Body Gov. Body Assurance Committee Plan Delivery Group Purpose: Oversees/monitors and ensures delivery of the CCG Plan Clinically led Programme Groups, i.e.: Urgent Care Working Group Integrated Care project group Primary care Children, maternity and young people Long Term Conditions/Planned Care groups Mental Health and LD Medicines Management PMO SUPPORT: Provides assurance in the form of a monthly highlight report including exceptional progress and exceptions they can assist to progress Identifies key decisions to be made Highlights issues that the Group can assist in resolving Coordinates the agenda and produces highlight report (by exception). Assist in expediting/unblocking barriers to progress Project resource is deployed where required to bring projects back on track Works with programme leads to ensure all project documentation is in place Status reports are provided monthly

17 Why do we need a PMO? 1) NHS England – 2 Year Operational & 5 Year Strategic Plan from each CCG 2) CCG recognise the need for structured planning, prioritising, monitoring and reporting 3) The financial imperative

18 5 Year Strategic Plan – NDCCG Plan on a Page

19 Why do we need a PMO? Where do I get a decision on this project? What information do I need to get this proposal considered? Which meeting does my proposal need to go to? Who should I report progress to? When? How? Why? Who do I speak to, to change the scope of my project? Is there any funding available for a new change project? How does my project relate to other projects/programmes? The PMO will help to put in place the process to answer these questions

20 Why do we need a PMO? Financial: – Comprehensive Spending Review – funding increases will not cover demand and inflation in future years and the CCG will need to make some difficult decisions about where to invest (and disinvest). – QIPP is not delivering year to date – will be critical in future years to deliver financial balance and maintain authorisation. Year 2 Gap: £14.1m Year 1 Gap: £9m

21 PMO - People Jo Ross – Head of Strategic Planning and Performance Brian Nevin – Commissioning Manager Jo Gregory – Project Support Officer Amy Miles – Performance Manager / Senior Data Analyst Evelyn Koon - Performance and Data Analyst Pam Purdue - Head of Patient Experience Laura Joy - Head of Clinical Quality and Deputy CNO Aaron Gillott – Head of Finance

22 How will the PMO help me? Development & Support – People, Process, Projects / Programmes Monitoring and Measurement – Reporting, Status of projects / programmes, Risks & Issues, Financial, quality, activity information Co-ordination - Plan Delivery Group – 6 programmes, New Ideas -> projects, Linking with Quality, Finance, Engagement, GEM Review - Monthly review, Transformation / MRET / Better Care Scrutiny - Plan Delivery Group, Governing Body Assurance Committee, Governing Body

23 How will you help the PMO? Feedback Awareness Challenge Embed the process

24 Revisit the aims of the day Have you got out of today what you wanted?

25 Lunch & Learn – Session 12 Thank you Please Evaluate now (or you will not be allowed to leave the room)


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