maximising the potential of the ahp workforce in nhsscotland project management overview dave hair...

Maximising the Potential of the AHP Workforce in NHSScotland

PROJECT MANAGEMENT OVERVIEW

Dave Hair & Jane Spence

Corporate Programme OfficeNHS National Services Scotland

Wednesday 13th May 2009

1.00


To provide an introduction to three key project management

principles to support the workforce planning needs within

NHS Scotland Health Boards

PURPOSE OF THE SESSION

1.01


Planning

RiskMgmt

Terms of Reference

Stakeholder

Mgmt

Scoping

Progress

Reporting

Project Closure

Lessons

Learned

Governance

Project Initiation

Issue Mgmt

PRINCE2

APM

MSPOGC Gateway

Change Control

Quality Plan

Benefits

Mgmt

Business Case

Budget Stage Plans

Product-based

Planning

Resource

Mgmt

Contract Mgmt

Tolerances

Exception Reporting

Work Package

PID

Lifecycle

Implement-ation


Mandate

MOR

1.02


Why the project is needed

What it is intended to achieve

How the outcome is to be achieved and

What individual responsibilities are

Provides structure and control around:

WHY USE A PROJECT MANAGEMENT APPROACH?

1.03


“ … clients have never said their projects failed because their … charts weren’t good enough.

Rather it’s a clouded vision, changing priorities, poor communication and ineffective time, workload and

resource management that spell doom for most projects … ”

G Lynne SneadHead of Franklin Covey Centre for Project Management

PROJECT MANAGEMENT APPROACH

1.04


Planning

RiskMgmt

Terms of Reference

Stakeholder

Mgmt

SCOPING

Progress

Reporting

Project Closure

Lessons

Learned

Governance

Project Initiation

Issue Mgmt

PRINCE2

APM

MSPOGC Gateway

Change Control

Quality Plan

Benefits

Mgmt

Business Case

BudgetProduct-

based Planning

Resource

Mgmt

Contract Mgmt

Tolerances

Exception Reporting

Work Package

PID

Lifecycle

Implement-ation


Mandate Stage Plans

MOR

1.05


Defines exactly what the project will create

Helps to set clear parameters and determine what is In Scope or Out of Scope for a particular project

What resources and skills will be required and a timeframe for completion

Provides a common understanding of project scope among the stakeholders, preventing any incorrect requirements and / or omissions

WHY IS SCOPE IMPORTANT?

1.06


OBJECTIVES

DELIVERABLES

METHOD - PHASES

ACTIVITIES

TASKS

1.07


PRODUCT SCOPE

Describes the thing or service that will exist as a result of your project

PROJECT SCOPE

Describes all of the work required to complete the project objective

… including all the work required to create the product scope

TYPES OF SCOPE

1.08


Scope is bound to change, and this is to be expected

As the detail becomes clearer, more complications creep in

These are not foreseeable at the start and hopefully we build in a contingency for what we cannot see

Scope changes that usually cause problems are those where the perception of what was in and out of scope was different between various parties

SCOPE CREEP

1.09


BUSINESS CASETRAINING / EDUCATION

PROJECT MANAGEMENTLIVE SUPPORT

DELIVERABLES

SYSTEMS / PROCESSES

PEOPLE

DEPARTMENTS

ORGANISATION

SCOPING EGG

1.10


PEOPLE AFFECTED

CUSTOMERS/EXTERNAL STAKEHOLDERS

REST OF FUNCTION

LINE MANAGERS

HEAD OF FUNCTION

WIDER HEALTH BOARD

COMMUNICATIONS SCOPING EGG

1.11


Planning

RiskMgmt

Terms of Reference

STAKE-HOLDER

MGMT

Scoping

Progress

Reporting

Project Closure

Lessons

Learned

Governance

Project Initiation

Issue Mgmt

PRINCE2

APM

MSPOGC Gateway

Change Control

Quality Plan

Benefits

Mgmt

Business Case

BudgetProduct-

based Planning

Resource

Mgmt

Contract Mgmt

Tolerances

Exception Reporting

Work Package

PID

Lifecycle

Implement-ation


Mandate Stage Plans

MOR

1.12


RR who is RESPONSIBLE? The person who has to do it

The person who makes the final decision and has ultimate ownership

AA who is ACCOUNTABLE?

The person who must be consulted before a decision / action is taken

CC who is CONSULTED?

The person who must be informed that a decision / action has been taken

II who is INFORMED?

STAKEHOLDER MANAGEMENT

1.13


Identified (during Scoping)

Take people from where they are to where you need them to be• Engagement• Acceptance• Participation• Support

What they need to know

Why they need to know it

How you’re going to tell them


1.14


PLANNING

RiskMgmt

Terms of Reference

Stakeholder

Mgmt

Scoping

Progress

Reporting

Project Closure

Lessons

Learned

Governance

Project Initiation

Issue Mgmt

PRINCE2

APM

MSPOGC Gateway

Change Control

Quality Plan

Benefits

Mgmt

Business Case

BudgetProduct-

based Planning

Resource

Mgmt

Contract Mgmt

Tolerances

Exception Reporting

Work Package

PID

Lifecycle

Implement-ation


Mandate Stage Plans

MOR

1.15


Projects happen in two ways

a) Planned and then executed or

b) Executed, stopped, planned and then executed

PROJECT PLANNING

“The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and

depression”.

Sir John Harvey Jones

1.16


Produce a list of high-level activities

Identify tasks to be performed in each activity

Note resource required for each task (e.g. number and type of skill)

Allocate ownership against each task

Sort tasks into chronological order and identify any dependencies

Estimate work days for each task

Start date = first task

PROCESS FOR PLANNING

1.17


‘Get to Work’

PROJECT PLANNING

Get out of bed

Get washed

Get dressed

Get breakfast

Travel to work

1.18


PROJECT PLANNING

TASK

OWNERTIMESCALE

1.19


‘Get to Work’

PROJECT PLANNING

Get out of bed

Get washed

Get dressed

Get breakfast

Travel to work

1.20


Get breakfast: Coffee

Boil water

Fill Kettle

Coffee in cup

Water in cup

Milk in cup

Sugar in cup

StirScottish

Water

Scottish

Electric

Household

Shopper

Milkman

Spoon

PROJECT PLANNING

Get breakfast: Cook breakfast

1.21



PROJECT SCOPING

PROJECT PLANNING

RECAP

1.22


FOR FURTHER INFORMATION

Jane Spence Dave Hair0131 275 6521 0131 275 [email protected] [email protected]

Project Portfolio ManagersCorporate Programme Office,NHS National Services Scotland

www.prince2.org.uk

www.apm.org.uk

www.ogc.gov.uk

1.23

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