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GE Healthcare UK Performance Solutions

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Presentation on theme: "GE Healthcare UK Performance Solutions"— Presentation transcript:

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

2 project Scope

3 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. Time Cost Scope (deliverables, performance, quality) 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 Risk Select a project that you leading. Identify the key driver and weak requirement. What decisions and/or activities lead you to these choices: Key Driver: ___________________________________________________________ Weak Requirement: Project Leadership Overview

4 Major Project Documents
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 Management Plan States how the work will be performed Composed of the plans and documents generated by the various processes Project TIME Schedule Cost Risk Communication Management Plan The Project Management institute (PMI) identifies knowledge areas and key project documents/tools that facilitate the development of an effective project plan. The focus of the training is on the leadership behaviors associated with effective project planning and execution. There is a basic assumption that the participants coming to the session understand the tools used in developing a project plan. The course focus is how to effectively work with the project team and stakeholders in developing and executing the project plan. Notes: ___________________________________________________________ Project Leadership Overview

5 Project roles & project charter

6 Clarifying Priorities – Project Charter
The Project Charter formally authorizes the project, documents the business need and defines how the project is intended to satisfy the needs. Components Project Charter Project Title Start/Finish Dates Project Manager Business Need Project Objectives Project Team Budget Sponsor Sign off Time Cost Scope Risk Notes: ___________________________________________________________ Project Leadership Overview

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

8 Customer / Service Impact Compelling reasons for project
Problem Statement Goals Customer / Service Impact Measurements Customer Metric: In Process Metric Baseline Target In Scope Out of Scope Compelling reasons for project Team Timeline Sponsor Process Owners / Business Change Mgrs Clinical Leads Basic Training Charter workshop Workout Follow ups

9 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 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 A Good Project…A Bad 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 Project allocation & Programme Roles
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 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.

13 Next Steps & support

14 GE and Team Mobilisation: GE Work-Out™ Process with Tollgate Clinics
High level approach Month: Focus: August Sept October November December January 2011 PDSA Stage Stage 1 & 2: Review evidence, define vision & identify improvements Stage 3: Pilots / Tests of Change (Rapid change cycle projects) Stage 4: Define model & action plan GE and Team Mobilisation: Ex GE Work-Out™ Process with Tollgate Clinics Finalise Steering group Launch Event Work-Out™ Training Work-Out™ process for Tests of change Charters Pre- Work-Out™ Post- Work-Out™ 3x monthly Follow-Up Clinics …….. Support definition of future model

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

16 Training content Introduce concepts, tools and approaches for:
Facilitator skills Small scale project management Lean Methodology WorkoutTM skills including capturing issues, root cause exploration, brainstorming, solution generation, action plans

17 today’s session goals

18 Customer / Service Impact Compelling reasons for project
Problem Statement Goals Customer / Service Impact Measurements Customer Metric: In Process Metric Baseline Target In Scope Out of Scope Compelling reasons for project Team Timeline Sponsor Process Owners / Business Change Mgrs Clinical Leads Basic Training Charter workshop Workout Follow ups Complete version1 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 12th/ 13th Sep 26th Sep You must plan Plan internal follow ups


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