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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QIPP Dashboard

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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

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10Investment types in PowerSteering

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11Service Improvementinvestment type in PowerSteering

• Project & programme management

• Managing return on investment

• Managing portfolios

Three PMO functions

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Project Management

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Project Assurance - dashboard

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Project Assurance – metrics and ROI

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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 Lincolnshiregary.james@lpct.nhs.uk

Kevin Corry, Management Consultant, Mott MacDonald

kevin.corry@mottmac.com

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