Using a Business PMO to Improve UK Healthcare Delivery
Presenters:
Gary James, Director of Informatics, NHS Lincolnshire
Kevin Corry, Health and Social Care, Mott MacDonald
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Company Overview
The leader in Business PPM software for driving results in PMOs and strategic programs.
Unmatched flexibility & ease-of-use encourages user adoption.
Deploys quickly & requires no IT resources to configure or support.
Offices in London & Cambridge, MA.
Defence
Over 140 global customers, including:
Using a Business PMO toImprove UK Healthcare Delivery
Gary James – Director of Informatics, NHS Lincolnshire
Kevin Corry – Health and Social Care, Mott MacDonald
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Agenda
• Introduction to NHS Lincolnshire and our PMO project• Current NHS Lincolnshire position
– Dashboards currently in use
• Our journey– Scoping the PMO– Implementation challenges and benefits– Key messages
• Now and the future– Positioning for the new NHS– The potential for PMO and PowerSteering
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NHS Lincolnshire
• A commissioner of healthcare in England (Primary Care Trust, PCT)
• County of Lincolnshire population 750,000
• Budget £1.2 Billion ($1.9 Billion)
• Publicly funded National Health Service (NHS)
• NHS budget £104 Billion
• NHS productivity target £20 Billion over 4 years (QIPP)
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QIPP
• Long term conditions
• Urgent and emergency care
• Safe care
• End of life care
• Medicines use and procurement
• Productive care
• Procurement
• Back office efficiency
• Clinical support rationalisation
• Shared decision making
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QIPP = Quality, Innovation, Productivity, Prevention
National work streams:
PMO Project Objectives
• Improve the visibility of projects and investments
• Increase the grip and delivery of projects and programmes
• Assign a logical hierarchy of projects and programmes
• Support good project management practice
• Improve cross organisational delivery
• Increase the assurance of benefits delivery
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3 categories of investments
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Service Improvements
• All initiatives to achieve service improvements, including LOP, QIPP, etc
Contracted Services
• All services contracted by the PCT, however paid for
Corporate
• All other PCT investments including capital, lease, HR, etc
Investments within these categories will have one or more ‘life cycles’ applied, representing the stages the investmentshould proceed through
1 2 3
Step1
Step2
Step3Step4
Step5
Step1
Step2
Step3Step4
Step5
Step1
Step2
Step3Step4
Step5
• Project & programme management
• Managing return on investment
• Managing portfolios
Three PMO functions
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What worked well?
• Business alignment
• Rapid achievement of visibility through dashboards and portals
• Smooth technology deployment
• Establishment of PMO board
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What benefits have we realised so far?
• Achieved visibility of our service redesign portfolio
• Executive dashboards with drill through in place
• Reviewed and standardised business processes
• Greater scrutiny and grip on project investments
• More robust and informed investment/disinvestment discussions
• Improved ‘corporate memory’ and continuity management
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Would You Like to Know More?Gary James, Director of Informatics, NHS [email protected]
Kevin Corry, Management Consultant, Mott MacDonald
PowerSteering Software
+ 44 (0) 20 3372 5120 (UK)
+1 866 390 9088 (US)
www.powersteeringsoftware.com
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View the full presentation
Or Contact UsPowerSteering Softwarewww.powersteeringsoftware.com1-866-390-9088
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