Establishing a PMO for transformational

change in the NHSMargaret Armstrong

PMO Manager

3 SITES

Warrington HospitalAcute & Emergency Centre

Halton HospitalPlanned Surgery Centre

Cheshire & Merseyside Treatment CentreOrthopaedic Surgery including Radiology

Some facts and figures

• 320,000 population in the area we serve

• 4,100 staff at our hospitals

• £215m total budget each year

The Problems ……………….• With a Cost Improvement Programme (CIP)

challenge in 2014/15 of £11.9m, the Trust had a Programme Management Office (PMO) without a Project Management Tool, and only 2 members of staff to run it

• During 2014/15, the PMO managed 4 Programme Boards comprising 16 Projects, overseen by 6 Project Managers

• Manual management and monitoring delivery of the numerous programme of projects in order to achieve the CIP target

• Significant time taken to gather information for each project and manually collate Risk Registers, Issue Logs, KPI updates and performance & delivery of projects

• Lack of visual, robust project plans supported by action plans

• Operational Project Managers with lack of time to spend on vital updates to milestone plans and governance reporting, resulting in endless chasing for up-to-date information

• Multiple projects providing reports of varying quality and a lack of standardised reporting

• Insufficient evidence trail to provide Auditors with assurance around governance arrangements and QIAs

What should we do ??????• Recommendation from Mersey Internal Audit

Agency early 2014 to :-– purchase a Project Management tool

which could be used by all Project Managers within the Trust, enabling standardised, up-to-date, accurate reporting for individual Projects

What do we want ??????• We needed to get ‘up and running’ at pace to

allow Project Managers to concentrate on their Projects without being bogged down with endless administration

• We needed support from the supplier to guide us with their experience of setting up project offices

Decision made

• With support from Bestoutcome, PM3 was established in June 2014 as the organisation’s approved Project Management Tool

Nine months post implementation• With guidance from Bestoutcome on Governance

arrangements and Reporting, a complete PMO performance and monitoring mechanism has been established

• All Project Managers have been trained and update Projects weekly using PM3

• Easy access for PMO Manager to review, monitor and provide meaningful Board reports

Governance Monitoring & Reporting Structure

EXAMPLE MILESTONE PLAN

For the future …………….• Consider formalising finance reporting within

PM3• Explore reporting functionality to consider

options available to enable effective and meaningful reports to satisfy Board members and Executives

Any questions?

Thank you for listening

www.warringtonandhaltonhospitals.nhs.uk