1. GE Healthcare UK Performance Solutions
NHS NES Knowledge Into Action
Project Launch Event
Scope Management & Project Charter
Gary Boyd, Consultant Manager Gill McManus, Senior Consultant Angela Cowan, Senior Consultant Stacey Reay, Senior Consultant v.6

2. project Scope

3. The Project Management Triangle
A typical project environment will usually involve pressures to add
scope, accelerate schedule and/or decrease costs. A change on
one side of the triangle typically impacts another side.
Time
Cost
Scope
(deliverables, performance, quality)
Key Driver –
Leg of the triangle that takes priority over the other two factors
Weak Requirement –
Leg of the triangle which flexes to make sure the requirements of the key driver are met
Risk
Select a project that you leading. Identify the key driver and weak requirement. What decisions and/or activities lead you to these choices:
Key Driver:
___________________________________________________________
Weak Requirement:
Project Leadership Overview

4. Major Project Documents
Scope
Management
Plan
Formal Project Charter
Date
Objective
Team
Sign off
Project Charter
Project Scope Statement
Continually add detail
Gain agreement with
sponsor, stakeholder
and project team
Project Scope
Statement
Project Management Plan
States how the work
will be performed
Composed of the
plans and documents
generated by the
various processes
Project
TIME
Schedule
Cost
Risk
Communication
Management
Plan
The Project Management institute (PMI) identifies knowledge areas and key project documents/tools that facilitate the development of an effective project plan.
The focus of the training is on the leadership behaviors associated with effective project planning and execution. There is a basic assumption that the participants coming to the session understand the tools used in developing a project plan. The course focus is how to effectively work with the project team and stakeholders in developing and executing the project plan.
Notes:
___________________________________________________________
Project Leadership Overview

5. Project roles & project charter

6. Clarifying Priorities – Project Charter
The Project Charter formally authorizes the project, documents the business need and defines how the project is intended to satisfy the needs.
Components
Project Charter
Project Title
Start/Finish Dates
Project Manager
Business Need
Project Objectives
Project Team
Budget
Sponsor Sign off
Time
Cost
Scope
Risk
Notes:
___________________________________________________________
Project Leadership Overview

7. Mobilising Commitment Systems and Structures
The CAP Model
Leading Change
Setting up for success
Creating a Shared Need
Shaping a Vision
Mobilising Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures

8. Customer / Service Impact Compelling reasons for project
Problem Statement
Goals
Customer / Service Impact
Measurements
Customer Metric:
In Process Metric
Baseline
Target
In Scope
Out of Scope
Compelling reasons for project
Team
Timeline
Sponsor
Process Owners / Business Change Mgrs
Clinical Leads
Basic Training
Charter workshop
Workout
Follow ups

9. Team Chartering A Charter: Clarifies what is expected of the team
Keeps the team focused
Keeps the team aligned with organizational priorities
Transfers the project from the champion to the improvement team

10. Five Major Elements of a Charter
Compelling reason for Project:
Explanation of why to do the project, ideally in financial and organisational strategy terms
Problem Statements:
Description of the problem/opportunity or objective in clear, concise, measurable terms. Description of the gap between where we are now, and where we should be.
Goals:
Description of the aspects we want to change, and in what way (verbs important!)
Project Scope:
Process dimensions, available resources. Process start, process end, what is included & what is excluded
Milestones:
Key steps and dates to achieve goals
Roles:
People, expectations, responsibilities

11. A Good Project…A Bad Project
Clearly states problem & goal statement
Defines defect & opportunity
Does not presuppose a solution
Clearly relates to the customer and customer requirements
Aligns to the business strategy
Uses the tools effectively
Is data driven
A bad project:
Is not focused — scope is too broad
Is not clear on what you are trying to fix
Has an already known/mandated solution without proper investigation
Has a difficult-to-see linkage to customer needs
Is one that will not move the needles
Uses little or no tools
Is anecdotal — not data driven

12. Project allocation & Programme Roles
Steering Group:
Executive team setting the direction of the program.
Project Sponsor and/or Process Owner:
Senior manager who defines the scope of an improvement project, provides resources, and is accountable for its success. Is, or has a manager who is responsible for implementation of changes
Improvement Leaders (KNOWLEDGE MANAGERS)
Full time project managers using process improvement and project management tools to support and facilitate the project
Project Participants:
Subject matter experts who can pinpoint problems and generate solutions in the area being improved. Usually these are people actually doing the process (rather than managers) plus specialists from supporting services such as IT, finance, HR etc.

13. Next Steps & support

14. GE and Team Mobilisation: GE Work-Out™ Process with Tollgate Clinics
High level approach
Month:
Focus:
August
Sept
October
November
December
January 2011
PDSA Stage
Stage 1 & 2: Review evidence, define vision & identify improvements
Stage 3:
Pilots / Tests of Change
(Rapid change cycle projects)
Stage 4:
Define model & action plan
GE and Team Mobilisation: Ex
GE Work-Out™ Process with Tollgate Clinics
Finalise
Steering group
Launch Event
Work-Out™ Training
Work-Out™ process for Tests of change
Charters
Pre-
Work-Out™
Post-
Work-Out™
3x monthly Follow-Up Clinics ……..
Support definition of future model

15. Next steps Training 12th/13th Sep Charter workshop 26th Sep
Prep session 10th Oct
Follow up sessions 7th Nov, 5th Dec, 9th Jan, 30th Jan

16. Training content Introduce concepts, tools and approaches for:
Facilitator skills
Small scale project management
Lean Methodology
WorkoutTM skills including capturing issues, root cause exploration, brainstorming, solution generation, action plans

17. today’s session goals

18. Customer / Service Impact Compelling reasons for project
Problem Statement
Goals
Customer / Service Impact
Measurements
Customer Metric:
In Process Metric
Baseline
Target
In Scope
Out of Scope
Compelling reasons for project
Team
Timeline
Sponsor
Process Owners / Business Change Mgrs
Clinical Leads
Basic Training
Charter workshop
Workout
Follow ups
Complete version1
Complete version1
Consider options/ideas to work on & establish baseline & target between today & charter session.
Work on between today & charter session
Refine between today & charter session
Work on between today & charter session
Consider who you need and rally support to join team by charter workshop
12th/ 13th Sep
26th Sep
You must plan
Plan internal follow ups