1. A Basic Introduction to the Programme Management Office
Lunch & Learn – Session 6
A Basic Introduction to the Programme Management Office
20th March 2014

2. Lunch & Learn – Session 6
Aim: To introduce the Programme Management Office (PMO)
Previously….on Lunch & Learn #1, 2, 4 & 5:
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

3. What do you want from this session? What is a PMO? The story so far
Lunch & Learn – Session 6
By 2.25PM
What do you want from this session?
What is a PMO?
The story so far
Who’s in the PMO?
What will the PMO be doing. And how?
How can PMO help you? / How can you help PMO?
Evaluate

4. What do you want from this Lunch & Learn? 5 mins
Lunch & Learn – Session 6
What do you want from this Lunch & Learn?
5 mins
Write it on a post it and put it on the flipchart

5. Lunch & Learn – Session 6
PMO – was it good for you?

6. PMO – Programme Management Office
What is P.M.O.?
PMO – Programme Management Office
A support function of the CCG involving:
Monitoring and Measurement
Co-ordination
Development & Support
Review
Scrutiny

7. Projects & Programmes Lunch & Learn – Session 6 Portfolio Programme

8. Projects & the PMO (Programme Management Office)
Lunch & Learn – Session 6
Projects & the PMO (Programme Management Office)
20-30 projects
6 programmes
1 PMO
PMO
Programme 1
Project 1
Project 2
Programme 2
Project 3

9. Lunch & Learn – Session 6 Examples
Programme: PLANNED CARE/LONG TERM CONDITIONS
Project: Chronic Obstructive Pulmonary Disease – commissioning of additional provision of Pulmonary Rehabilitation (PR) programmes for patients with Chronic Obstructive Pulmonary Disease (COPD)
Programme: Children’s Commissioning
Project: Behaviour Pathway– To develop a new pathway for children and young people to re-design the system around C&YP early help and emotional well being.

10. Lunch & Learn – Session 6
Why, O Why?

11. Lunch & Learn – Session 6

12. 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 removal of barriers and 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.

13. Stakeholder Reporting Rigorous Reporting Process
What doe a PMO do?
The PMO provides
Programme support enabling
Programme/project development;
Plans to be sufficiently robust to provide best chance of success during implementation;
rigorous detailed to allow measurement and to track progress;
appropriate tools, templates and processes are used and followed;
Projects/programmes to be implemented within the planned time limit and with the intended outcomes (i.e. milestones and KPI’s are met);
Provision of 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
Detailed Plans
Stakeholder Reporting
Rigorous Reporting Process
New Plan Development
Programme
Management Office
Challenging Progress
Contingency Planning
Benefit Tracking
Risk
Management

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

15. DRAFT PMO Governance Structure
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
Governing Body
Gov. Body Assurance Committee
Plan 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

16. 3) The financial imperative
Why do we need a PMO?
1) NHS England – 2 Year Operational & 5 Year Strategic Plan from each CCG
2) CCG recognise the need for structured planning, prioritising, monitoring and reporting
3) The financial imperative

17. 5 Year Strategic Plan – NDCCG Plan on a Page

18. Where do I get a decision on this project?
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

19. Why do we need a PMO? Year 2 Gap: £14.1m Year 1 Gap: £9m 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

20. PMO - People
What expertise/skills/competence/ do you think should be in the PMO?
10 mins
Split into groups – 4 x 4
Now that you know what it does, what skills should be in there?
Nominate someone to feedback please

21. PMO - People
Jo Ross – Head of
Brian Nevin – Commissioning Manager
Jo Gregory – Project Support Officer
Amy Miles – Performance Manager / Senior Data Analyst
Evelyn Koon - Performance and Data Analyst
Shofiq Rahman – Head of Finance
Aaron Gillott – Head of Finance
GEMCSU - Ian Rosser
GEMCSU - Obrad Sudar

22. How will the PMO help me?
Development & Support
Monitoring and Measurement
Co-ordination
Review
Scrutiny

23. How will the PMO help me?
Development & Support
People
Process
Projects / Programmes

24. How will the PMO help me?
Monitoring and Measurement
Reporting
Status of projects / programmes
Risks & Issues
Financial, quality, activity information

25. How will the PMO help me?
Co-ordination
Plan Delivery Group – 6 programmes
New Ideas -> projects
Linking with Quality, Finance, Engagement, GEM,

26. How will the PMO help me?
Review
Monthly review
Transformation / MRET / Better Care

27. How will the PMO help me?
Scrutiny
Plan Delivery Group
Governing Body Assurance Committee
Governing Body

28. How will you help the PMO?
Feedback
Awareness
Challenge
Embed the process

29. Revisit the aims of the day
Have you got out of today what you wanted?
Collective impact

30. Only 1 more scheduled but plans to continue these over the year….
Lunch & Learn – Session 6
Next Lunch & Learns
Only 1 more scheduled but plans to continue these over the year….
Tell us what you want to cover
E.G
Project Management / Engagement & Equality /
Quality / Finance & Activity / Governance & Decision Making / Risks …

31. (or you will not be allowed to leave the room)
Lunch & Learn – Session 2
Thank you
Please Evaluate now
(or you will not be allowed to leave the room)