Establishing a PMO for transformational

change in the NHS

Margaret Armstrong

PMO Manager

3 SITES

Warrington Hospital

Acute & Emergency Centre

Halton Hospital

Planned Surgery Centre

Cheshire & Merseyside Treatment Centre

Orthopaedic 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