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Canada Health Infoway: How We Won PMI’s
“PMO of the Year” AwardJane Holden, CPA CA
Executive Director, Corporate AccountabilityCanada Health Infoway /
Inforoute Santé du Canada
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AgendaWhat is Canada Health Infoway?Our PMO’s MandateOur PMO JourneyOur Differentiators: Why We Won the 2013 “PMO of the Year” AwardThe Impact of Winning the AwardAdvice for Aspiring Award WinnersQ & A
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What is Canada Health Infoway?
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What is Canada Health Infoway?A Unique Multi-Government Collaboration
Independent, not-for-profit corporation co-owned by the 14 federal / provincial / territorial Ministries of HealthVision: “Healthier Canadians through innovative digital health solutions”With provincial and territorial partners, accelerates implementation and use of digital health solutions across Canada“Strategic Investor” of $2.1 billion in federal public funds (+ $300 million just announced in Budget 2017)Focus on accountability and transparency
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12 Strategic Investment Programs
Innovation and Adoption$112 million
Patient Access to Quality Care$45 million
EMR and Integration$340 million
Consumer Health Solutions
$65 million
Public Health Surveillance$135 million
Drug Systems$250 million
Laboratory Systems
$170 million
Diagnostic Imaging
$365 million
Interoperable Electronic Health Record$365 million
Registries$134 million
Infostructure$52 million
Setting the Future
Direction
Health Care Applications
The Electronic Health Record
Architecture and Standards
Telehealth$110 million
6Transforming Canada’s Health Care System
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Our PMO’s Mandate
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Our PMO’s MandateDeveloping, maintaining and ensuring compliance with the Project Phase Lifecycle processesDevelopment and maintenance of a Risk Management Framework used by all 10 provinces and 3 territoriesMaximizing Infoway's investment in the enterprise Project Portfolio Management (PPM) system (Changepoint) Project portfolio reporting and analysis for senior executives and the Board of Directors
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Our PMO’s Mandate (continued)
Organizing and documenting outcomes from monthly senior management meetings where projects and change requests are approvedLiaision with auditorsExecuting quality reviews of documents and/or requests submitted by project managersOffering in-house project management training as a PMI Registered Education Provider (REP)
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Our PMO Journey
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Start Up: A new beginning 2001-2003
Management recognized need for a PMO
A couple of false starts
Negative compliance audit increased urgency
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Developed: Laying the foundation 2004-2005
Developed Infoway Project Phase Lifecycle processes and templates
Established reporting cycles and enforced compliance through senior management
Implemented centralized document and template repository
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Established: Change for the better 2006-2007
Implemented formal risk management and quality assurance processes
Introduced custom tools (Excel, SQL, VB) to increase efficiency and accuracy
Became Certified PMI Registered Education Provider (REP)
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Mature: Rooted in the culture 2008-2010
Senior management approved investment in an enterprise-wide PPM solution
Automated project lifecycle processes, increasing efficiency and compliance
PPM solution became “single source of truth,” reducing duplicate sources of project information
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Best in Class: The journey continues
2011 & beyond
Adapted to rapid increase in business volume
Continuous review of processes to ensure value for effort
Recognized internally and externally as thought leaders
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Our Differentiators: Why We Won the 2013 “PMO of the Year” Award
Investment criteria and industry best practices for project sizing/estimatingCo-invests with jurisdictions, typically at 75:25 of eligible project costs
Infoway’s Investment Model
Project Sizing &
Estimation
TwelveInvestmentPrograms
Common Architectural
Blueprint
ProgramEligible Costs
ProgramCriteria
1. Registries2. Diagnostic Imaging3. Laboratory Info. Systems 4. Drug Info. Systems5. Public Health Surveillance6. Telehealth7. Interoperable EHR8. Innovation & Adoption9. Infostructure10. Patient Access to Quality
Care11. EMR & Integration12. Consumer Health Solutions
EHR Solution (EHRS)
EHR Infostructure (EHRI)
EHR ViewerPoint ofServiceApplication
Point ofServiceApplication
EHRS Locator
Registries Data &
Services
Longitudinal Record Services
HIAL
AncillaryData &
Services
EHRData &
Services
HealthInformation
Datawarehouse
EHR Solution (EHRS)
EHR Infostructure (EHRI)
EHR ViewerPoint ofServiceApplication
Point ofServiceApplication
Point ofServiceApplication
Point ofServiceApplication
Point ofServiceApplication
Point ofServiceApplication
EHRS Locator
Registries Data &
Services
Longitudinal Record Services
HIAL
AncillaryData &
Services
EHRData &
Services
HealthInformation
Datawarehouse
ApprovedProjects for investment
Approved Project
Contract Signed (20%)
Implementation Gates (30%)
Adoption Gates (50%)
Completed Project
Infoway’s Collaborative Risk Management Model
Sophisticated Use of TechnologyProject Manager View
Project Code 1
Project Code 2
Project Code 3
Project Name
1
Project Name
2
Project Name
3
Jurisdiction
Jurisdiction
Jurisdiction
Program
Program
Program
Request Description
Request Description
Request Description
Audit TrailPMO Director View
Executive Dashboard
Executive 1
Executive 2
Executive 3
Executive 4
Executive 5
Executive 6
Changepoint:A “single source of
truth” for all investment
projects
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2005 2008 2013# of projects and $ value of the portfolio (active and closed)
150 projects$302.7M Portfolio
443 projects$1,491.6M Portfolio
628 projects$2,004.5MPortfolio
# of PMO employees 3 6 5
Average number of projects/PM
3.5 4.2 6.6
# of PMO negative audit findings
>5 0 0
Average turnaround time for Portfolio Reporting
15 business days 9 business days 3 business days
The PMO’s Measurable Impact on the Business Over Time
Results: Out-Performed Industry Standards
Success compared to industry standards due to: Board-approved investment program strategies Rigorous due diligence before project approval Gated funding process Binding legal agreements with defined deliverables and
capped payments
What the Experts Say About InfowayThe Auditor General of Canada’s Fall 2009 report to Parliament stated that Infoway had “accomplished much in its eight years, and that it is exercising due regard in approving, monitoring, and making best use of its funds for electronic health record projects.”
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“Infoway’s ERM Framework was considered to be within the top 15% of all organizations. Sophisticated and disciplined risk management processes and tools were in place to actively manage project, program and jurisdiction risks.”
Independent expert review of Infoway’s enterprise risk management (ERM) framework:
“Canada Health Infoway excels at what public agencies need to do – be open and transparent with how they use taxpayers’ dollars, provide collaboration and linkages among stakeholders; and demonstrate that efficiency.”
Winner, Canadian Government Executive Magazine’s 2014 Leadership Award:
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“Canada Health Infoway’s role and its business model make it a unique organization within Canada and possibly the world, and its PMO is a clear demonstration of how organizations can – and should – successfully implement their strategic initiatives. Organizations can, and should, learn from Canada Health Infoway’s success and mirror its best practices to achieve their own success.”
Winner, PMI’s Global “2013 PMO of the Year” Award
What the Experts Say About Infoway (cont’d)
The Impact of Winning the “2013 PMO of the Year” Award
The Impact of Winning the “2013 PMO of the Year” Award
Pride, both within PMO and across companyGreatly increased visibility of the PMO, both internally and externallyRecognition by CEO at multiple internal celebrationsLetter from our Board chair to key external stakeholdersPMO invited to reception and dinner with BoardCongratulatory video from federal Minister of HealthAward logo incorporated in e-mail signatures
Multiple Speaking Engagements and Requests for Consultation
Multiple Media Articles and Interviews
PMO Featured in Infoway’s 2013-14 Annual Report
Advice to Aspiring “PMO of the Year” Award Winners
Above All: Strong, Sustained, Visible Senior Executive Support
Preferably up to the “C” level (CEO, COO, CIO, CFO…)Show any skeptical senior executives how the PMO can contribute directly to his / her individual success
John Burns, Senior Vice-PresidentCanada Health Infoway, 2003-13
The Right TeamTechnical PM skills are important but soft skills, team chemistry and passion are MORE important
A Clear MandateWhat your PMO is and what it is notDocumented, communicated and executed
Proven, Quantifiable Success Metrics
Pick success metrics that matter to senior executivesGet current-state baselines against which to measure future performance improvements
Direct Linkage to the Strategic Goals of the Organization
Set goals annuallyRelate each of the PMO’s objectives to at least one strategic goal; if you can’t, should you keep that objective?
The Right Level of Project Management Process
Should be a propeller, not an anchorBalanced and aligned with the major business imperatives and risks facing the enterprise
The Right Technology, at the Right Time
But not as a substitute for robust processes – build them firstCreate a solid formal business case
Strong Stakeholder EngagementFocus on collaboration (more than compliance) and “what’s in it for them” – mutual successConsider a cross-departmental advisory council
Proactive Continuous Improvement
Aim to increase the PMO’s value to the organization over time
Don’t relax – review last year’s metrics and improve them
What worked last year may no longer be relevant
Watch the radar - anticipate changes in business needs and be prepared for them in advance
Communication, Communication, Communication!
Marketing of your PMO’s services, its value and its successes – don’t keep it a secret!
Remember, humans need to hear a message 6-10 times in order to absorb it fully
Believe You Can Do It!
12,000+ employees22,000+ employees
26,000 project managers80,000+ employees
<200 employees
23,000+ employees
Merci beaucoup!Questions?
Jane Holden, CPA, [email protected]
416-986-2009www.ca.linkedin.com/in/janeholden
www.infoway-inforoute.ca