Lunch & Learn – Session 2 PMO Development 19 th February 2014

Lunch & Learn – Session 2 Aim: To develop the PMO processes with you. Previously….on Lunch & Learn #1: Keep it Simple Keep it Proportionate Remove the Bureaucracy Feedback “I really value the introduction of the PMO, I think it will help Programme Leads manage and prioritise their work and help us to know what is expected and when” Head Of Planned Care

Lunch & Learn – Session 2 By 2.00PM Part 1 overview of PMO The story so far What is a PMO Ideas to Projects – a high level process Part 2 - flexible What do you need from a PMO? What does a PMO need from you?

Lunch & Learn – Session 2 What do you want from this Lunch & Learn? (apart from cake) PMO – was it good for you?

PMO – The Story so Far 1) NHS England – 2 Year Operational & 5 Year Strategic Plan from each CCG Programme Leads presented first draft Dec 2013 Draft 5 Year plan Jan 2014 Draft 2 Operational Plan Feb 2014 Final Operational plan Apr 2014 Final Strategic Plan Jun ) CCG recognise the need for structured planning, prioritising, monitoring and reporting

5 Year Strategic Plan – NDCCG Plan on a Page

Why do we need a PMO? Where do I get a decision on this project? What information do I need to get this proposal considered? Which meeting does my proposal need to go to? Who should I report progress to? When? How? Why? Who do I speak to, to change the scope of my project? Is there any funding available for a new change project? How does my project relate to other projects/programmes? The PMO will help to put in place the process to answer these questions

Why do we need a PMO? Operational: To ensure the CCG delivers its plan and fundamentally improves services for patients. Strategic/Transformational: – the CCG will need to transform health services in North Derbyshire. This will only be delivered if we have a clear roadmap of how to get there and ensure we deliver against this. – The CCG will also need to ensure sustainability of its providers or if sustainability is not desirable drive the commissioning of alternative models.

Why do we need a PMO? Financial: – Comprehensive Spending Review – funding increases will not cover demand and inflation in future years and the CCG will need to make some difficult decisions about where to invest (and disinvest). – QIPP is not delivering year to date – will be critical in future years to deliver financial balance and maintain authorisation. Year 2 Gap: £14.1m Year 1 Gap: £9m

PMO - People Jo Ross, Brian Nevin, Jo Gregory Amy Miles, Evelyn Koon Shofiq Rahman, Aaron Gillott GEM - Ian Rosser, Helen Short, Obrad Sudar One to One / Meeting - Any time, by request

What is a PMO? The PMO provides Programme support Programme/project development; sufficiently robust to provide best chance of success during implementation; rigorously detailed to allow measurement and to track progress; ensure appropriate tools, templates and processes are used and followed; implemented within the planned time limit and with the intended outcomes (i.e. milestones and KPI’s are met); provide project managers with support, advice and signposting to additional expertise for their projects Monitoring and Measurement function Co-ordination, Review and Scrutiny of key projects Challenging Progress Detailed Plans Risk Management Risk Management Contingency Planning Stakeholder Reporting Rigorous Reporting Process Benefit Tracking Programme Management Office Programme Management Office New Plan Development

What isn’t a PMO? A PMO is NOT a function that takes control over the projects from Programme Leads It oversees and monitors delivery, it doesn’t do or deliver the projects themselves! Challenging Progress Detailed Plans Risk Management Risk Management Contingency Planning Stakeholder Reporting Rigorous Reporting Process Benefit Tracking Programme Management Office Programme Management Office New Plan Development

What are the benefits of our PMO? The PMO will help you to: Demonstrate that we are delivering tangible improvements in service/patient care and shout about our successes! Provide assurance to the Governing Body that implementation of our plans is progressing and delivering the intended benefits. Identify what work/projects are priority and focus resource accordingly Enable any barriers to progress/issues to be resolved quickly Facilitate more effective and quicker decision making. Develop excellent project management capabilities that will ensure we are an effective and slick organisation.

DRAFT PMO Governance Structure Governing Body Gov. Body Assurance Committee Planning Delivery Group Purpose: Oversees/monitors and ensures delivery of the CCG Plan Clinically led Programme Groups, i.e.: Urgent Care Working Group Integrated Care project group Primary care Children, maternity and young people Long Term Conditions/Planned Care groups Mental Health and LD Medicines Management PMO SUPPORT: Provides assurance in the form of a monthly highlight report including exceptional progress and exceptions they can assist to progress Identifies key decisions to be made Highlights issues that the Group can assist in resolving Coordinates the agenda and produces highlight report (by exception). Assist in expediting/unblocking barriers to progress Project resource is deployed where required to bring projects back on track Works with programme leads to ensure all project documentation is in place Status reports are provided monthly

PMO Structure Notes: Clinically led programmes will continue to report via their existing governance processes. Links into PMO therefore shown as a dotted line here. Multi-stakeholder/disciplinary groups will be supported by an Executive Sponsor, Clinical and Programme Manager. They provide the top-level vision and support to the Programme Manager to drive the change by: advocating the case for change to strategic stakeholders, enabling delivery of the programme plan, assisting resolution of major issues, encouraging progress, and ultimately ensuring delivery of benefits.

Authorization of Projects - 1

Authorization of Projects - 2

Project Proposal Purpose: justify the release of resources to work up this proposal into a project

Project Planning Document Purpose: set out how and when the project’s aims and objectives are to be achieved. It will define the approach to be used by the Project team and provides details of the execution, management and control of the project to include costs, milestones, activities and resources

End of Part One

What does it mean for your role/team? What sort of work underway/planned in your team will be affected by the PMO process?

1.What issue is my project addressing? 2.What is the project setting out to do? 3.What is the plan to get there - 5/6 milestones? 4.How will I measure success – quality/activity? 5.What resources will I need – people / finance? minimum information 1

6.How will I manage and govern the project? 7.What issues am I aware of? 8.What are the most significant 5-10 risks to the project? 9.Is our success dependant on anything else (and if so, what)? minimum information 2

Lunch & Learn – Session 2 Next Steps: Programme Leads - Answer the 9 questions by Feb 28 th Produce a Project Planning Document by March 31st

Lunch & Learn – Session 2 Next Lunch & Learns Tuesday 4th MarchBack to Basics: For staff looking to refresh your project management skills Wednesday 12th MarchCrunchy Numbers: Measuring the success of your project is critical in ‘knowing how you are doing’. This session will help you in developing outcomes and how to measure impact Wednesday 19 th MarchThe Future Understanding the PMO reporting cycle Wednesday 26 th MarchLast Chance Saloon: Open space for questions, specific project support and development TBCA Basic Introduction to PMO – for anyone to attend

Lunch & Learn – Session 2 Thank you Please Evaluate now

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PMO Reporting Cycle Day 3Programme Leads submit Highlight report – summarising project and programme progress to the end of the calendar month Day 5CCG Programme Pack collated Day 10Month End Finance & Activity available - TBC Day 11Finance & Activity information added to Highlight Report 2 nd Tuesday? Pack submitted to Planning Delivery Group (2 nd SMT of the month) for confirmation PDG Progress report created NB – if PDG meeting is before the Finance/Activity info is available, then the info is added after the PDG 3 rd Monday? PDG Progress report submitted to ?FRC equivalent - TBC? (3 rd week of the month) NB – papers for this may need to be submitted 1 week before