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

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

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

3. 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

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

5. 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 2014 • 2) CCG recognise the need for structured planning, prioritising, monitoring and reporting PMO – The Story so Far

6. 5 Year Strategic Plan – NDCCG Plan on a Page

7. 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?

8. Operational: To ensure the CCG delivers its planand fundamentally improves servicesfor 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 thereand ensure we deliver against this. • The CCG will also need to ensure sustainability of its providersor if sustainability is not desirable drive the commissioning of alternative models. Why do we need a PMO?

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

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

11. Detailed Plans Stakeholder Reporting What is a PMO? Rigorous Reporting Process New Plan Development Programme Management Office Challenging Progress 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 Contingency Planning Benefit Tracking Risk Management

12. Detailed Plans Stakeholder Reporting What isn’t a PMO? Rigorous Reporting Process New Plan Development Programme Management Office Challenging Progress 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! Contingency Planning Benefit Tracking Risk Management

13. The PMO will help you to: • Demonstrate that we are delivering tangible improvements in service/patient care and shout about our successes! • Provide assuranceto 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 barriersto progress/issues to be resolvedquickly • Facilitate more effective and quicker decision making. • Develop excellent project management capabilities that will ensure we are an effective and slick organisation. What are the benefits of our PMO?

14. Governing Body 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 Gov. Body Assurance Committee Planning Delivery Group Purpose: Oversees/monitors and ensures delivery of the CCG Plan DRAFT PMO Governance Structure 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

15. 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. PMO Structure

16. Authorization of Projects - 1

17. Authorization of Projects - 2

18. Purpose: justifythe release of resources to work up this proposal into a project Project Proposal

19. 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 Project Planning Document

20. End of Part One

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

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

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

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

25. Next Lunch & Learns Lunch & Learn – Session 2

26. Thank you Please Evaluate now Lunch & Learn – Session 2

27. Alternative options

29. PMO Reporting Cycle