1. Establishing a Value-Adding PMO in the NHS Project Challenge 2016 Version 1.1 Prepared by: Catherine Onanda (Head of PMO)

2. © Bestoutcome Limited 2016 2 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

3. © Bestoutcome Limited 2016 3 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.

4. © Bestoutcome Limited 2016 4 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

5. © Bestoutcome Limited 2016 5 We needed ‘one version of the truth’

6. © Bestoutcome Limited 2016 6 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

7. © Bestoutcome Limited 2016 7 East Surrey sample list of Projects

8. © Bestoutcome Limited 2016 8 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

9. © Bestoutcome Limited 2016 9 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

10. © Bestoutcome Limited 2016 10 Processes that we developed Overall Project framework Project Initiation Gateways

11. © Bestoutcome Limited 2016 11 Project Management Process

12. © Bestoutcome Limited 2016 12 Visibility We implemented a PMO Board showing status and progress of key initiatives:

13. © Bestoutcome Limited 2016 13 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

14. © Bestoutcome Limited 2016 14 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

15. © Bestoutcome Limited 2016 15 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

16. © Bestoutcome Limited 2016 16 Portfolio Status Report

17. © Bestoutcome Limited 2016 17 QIPP dashboard

18. © Bestoutcome Limited 2016 18 PM3 – Portfolio Heatmap

19. © Bestoutcome Limited 2016 19 PM3 – Highlight Report

20. © Bestoutcome Limited 2016 20 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

21. © Bestoutcome Limited 2016 21 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 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.

22. © Bestoutcome Limited 2016 22 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 expected of a project manager Reporting and Governance We no longer ask project managers for reports as these are automatically generated from PM3

23. © Bestoutcome Limited 2016 23 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

24. © Bestoutcome Limited 2016 24 Click to edit Master title style www.bestoutcome.com