Maximising the Potential of the AHP Workforce in NHSScotland PROJECT MANAGEMENT OVERVIEW Dave Hair & Jane Spence Corporate Programme Office NHS National Services Scotland Wednesday 13 th May

Maximising the Potential of the AHP Workforce in NHSScotland  To provide an introduction to three key project management principles to support the workforce planning needs within NHS Scotland Health Boards PURPOSE OF THE SESSION 1.01

Maximising the Potential of the AHP Workforce in NHSScotland Planning Risk Mgmt Terms of Reference Stakeholder Mgmt Scoping Progress Reporting Project Closure Lessons Learned Governance Project Initiation Issue Mgmt PRINCE2 APM MSP OGC Gateway Change Control Quality Plan Benefits Mgmt Business Case Budget Stage Plans Product- based Planning Resource Mgmt Contract Mgmt Tolerances Exception Reporting Work Package PID Lifecycle Implement- ation PROJECT MANAGEMENT OVERVIEW Mandate MOR 1.02

Maximising the Potential of the AHP Workforce in NHSScotland  Why the project is needed  What it is intended to achieve  How the outcome is to be achieved and  What individual responsibilities are Provides structure and control around: WHY USE A PROJECT MANAGEMENT APPROACH? 1.03

Maximising the Potential of the AHP Workforce in NHSScotland “ … clients have never said their projects failed because their … charts weren’t good enough. Rather it’s a clouded vision, changing priorities, poor communication and ineffective time, workload and resource management that spell doom for most projects … ” G Lynne Snead Head of Franklin Covey Centre for Project Management PROJECT MANAGEMENT APPROACH 1.04

Maximising the Potential of the AHP Workforce in NHSScotland Planning Risk Mgmt Terms of Reference Stakeholder Mgmt SCOPING Progress Reporting Project Closure Lessons Learned Governance Project Initiation Issue Mgmt PRINCE2 APM MSP OGC Gateway Change Control Quality Plan Benefits Mgmt Business Case Budget Product- based Planning Resource Mgmt Contract Mgmt Tolerances Exception Reporting Work Package PID Lifecycle Implement- ation PROJECT MANAGEMENT OVERVIEW Mandate Stage Plans MOR 1.05

Maximising the Potential of the AHP Workforce in NHSScotland  Defines exactly what the project will create  Helps to set clear parameters and determine what is In Scope or Out of Scope for a particular project  What resources and skills will be required and a timeframe for completion  Provides a common understanding of project scope among the stakeholders, preventing any incorrect requirements and / or omissions WHY IS SCOPE IMPORTANT? 1.06

Maximising the Potential of the AHP Workforce in NHSScotland OBJECTIVES DELIVERABLES METHOD - PHASES ACTIVITIES TASKS 1.07

Maximising the Potential of the AHP Workforce in NHSScotland PRODUCT SCOPE  Describes the thing or service that will exist as a result of your project PROJECT SCOPE  Describes all of the work required to complete the project objective … including all the work required to create the product scope TYPES OF SCOPE 1.08

Maximising the Potential of the AHP Workforce in NHSScotland  Scope is bound to change, and this is to be expected  As the detail becomes clearer, more complications creep in  These are not foreseeable at the start and hopefully we build in a contingency for what we cannot see  Scope changes that usually cause problems are those where the perception of what was in and out of scope was different between various parties SCOPE CREEP 1.09

Maximising the Potential of the AHP Workforce in NHSScotland BUSINESS CASE TRAINING / EDUCATION PROJECT MANAGEMENT LIVE SUPPORT DELIVERABLES SYSTEMS / PROCESSES PEOPLE DEPARTMENTS ORGANISATION SCOPING EGG 1.10

Maximising the Potential of the AHP Workforce in NHSScotland PEOPLE AFFECTED CUSTOMERS/EXTERNAL STAKEHOLDERS REST OF FUNCTION LINE MANAGERS HEAD OF FUNCTION WIDER HEALTH BOARD COMMUNICATIONS SCOPING EGG 1.11

Maximising the Potential of the AHP Workforce in NHSScotland Planning Risk Mgmt Terms of Reference STAKE- HOLDER MGMT Scoping Progress Reporting Project Closure Lessons Learned Governance Project Initiation Issue Mgmt PRINCE2 APM MSP OGC Gateway Change Control Quality Plan Benefits Mgmt Business Case Budget Product- based Planning Resource Mgmt Contract Mgmt Tolerances Exception Reporting Work Package PID Lifecycle Implement- ation PROJECT MANAGEMENT OVERVIEW Mandate Stage Plans MOR 1.12

Maximising the Potential of the AHP Workforce in NHSScotland R R who is RESPONSIBLE? The person who has to do it The person who makes the final decision and has ultimate ownership A A who is ACCOUNTABLE? The person who must be consulted before a decision / action is taken C C who is CONSULTED? The person who must be informed that a decision / action has been taken I I who is INFORMED? STAKEHOLDER MANAGEMENT 1.13

Maximising the Potential of the AHP Workforce in NHSScotland  Identified (during Scoping)  Take people from where they are to where you need them to be Engagement Acceptance Participation Support  What they need to know  Why they need to know it  How you’re going to tell them STAKEHOLDER MANAGEMENT 1.14

Maximising the Potential of the AHP Workforce in NHSScotland PLANNING Risk Mgmt Terms of Reference Stakeholder Mgmt Scoping Progress Reporting Project Closure Lessons Learned Governance Project Initiation Issue Mgmt PRINCE2 APM MSP OGC Gateway Change Control Quality Plan Benefits Mgmt Business Case Budget Product- based Planning Resource Mgmt Contract Mgmt Tolerances Exception Reporting Work Package PID Lifecycle Implement- ation PROJECT MANAGEMENT OVERVIEW Mandate Stage Plans MOR 1.15

Maximising the Potential of the AHP Workforce in NHSScotland Projects happen in two ways a) Planned and then executed or b) Executed, stopped, planned and then executed PROJECT PLANNING “The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression”. Sir John Harvey Jones 1.16

Maximising the Potential of the AHP Workforce in NHSScotland  Produce a list of high-level activities  Identify tasks to be performed in each activity  Note resource required for each task (e.g. number and type of skill)  Allocate ownership against each task  Sort tasks into chronological order and identify any dependencies  Estimate work days for each task  Start date = first task PROCESS FOR PLANNING 1.17

Maximising the Potential of the AHP Workforce in NHSScotland ‘Get to Work’ PROJECT PLANNING  Get out of bed  Get washed  Get dressed  Get breakfast  Travel to work 1.18

Maximising the Potential of the AHP Workforce in NHSScotland PROJECT PLANNING TASK OWNERTIMESCALE 1.19

Maximising the Potential of the AHP Workforce in NHSScotland ‘Get to Work’ PROJECT PLANNING  Get out of bed  Get washed  Get dressed  Get breakfast  Travel to work 1.20

Maximising the Potential of the AHP Workforce in NHSScotland Get breakfast: Coffee Boil water Fill Kettle Coffee in cup Water in cup Milk in cup Sugar in cup Stir Scottish Water Scottish Electric Household Shopper Milkman Spoon PROJECT PLANNING Get breakfast: Cook breakfast 1.21

Maximising the Potential of the AHP Workforce in NHSScotland STAKEHOLDER MANAGEMENT PROJECT SCOPING PROJECT PLANNING RECAP 1.22

Maximising the Potential of the AHP Workforce in NHSScotland FOR FURTHER INFORMATION Jane SpenceDave Hair Project Portfolio Managers Corporate Programme Office, NHS National Services Scotland   