PROJECT MANAGEMENT OVERVIEW Dave Hair & Jane Spence Corporate Programme Office NHS National Services Scotland Wedne

1. PROJECT MANAGEMENT OVERVIEW Dave Hair & Jane SpenceCorporate Programme OfficeNHS National Services Scotland Wednesday 13th May 2009 1.00

2. PURPOSE OF THE SESSION • To provide an introduction to three key project management principles to support the workforce planning needs within NHS Scotland Health Boards 1.01

3. PROJECT MANAGEMENT OVERVIEW Implement-ation Exception Reporting Contract Mgmt Lessons Learned Terms of Reference Project Closure Quality Plan Issue Mgmt Stakeholder Mgmt Planning PID MOR Progress Reporting Change Control Governance APM Work Package Benefits Mgmt Lifecycle ResourceMgmt Product-based Planning Stage Plans Budget Mandate Scoping Business Case RiskMgmt Project Initiation Tolerances MSP OGC Gateway PRINCE2 1.02

4. WHY USE A PROJECT MANAGEMENT APPROACH? Provides structure and control around: • Why the project is needed • What it is intended to achieve • How the outcome is to be achieved and • What individual responsibilities are 1.03

5. PROJECT MANAGEMENT APPROACH “ … clients have never said their projects failed because their … charts weren’t good enough. Rather it’s a clouded vision, changing priorities, poor communication and ineffective time, workload and resource management that spell doom for most projects … ” G Lynne SneadHead of Franklin Covey Centre for Project Management 1.04

6. PROJECT MANAGEMENT OVERVIEW Implement-ation Exception Reporting Contract Mgmt Lessons Learned Terms of Reference Project Closure Quality Plan Issue Mgmt Stakeholder Mgmt Planning PID MOR Progress Reporting Change Control Governance APM Work Package Benefits Mgmt Lifecycle ResourceMgmt Product-based Planning Stage Plans Budget Mandate SCOPING Business Case RiskMgmt Project Initiation Tolerances MSP OGC Gateway PRINCE2 1.05

7. WHY IS SCOPE IMPORTANT? • Defines exactly what the project will create • Helps to set clear parameters and determine what is In Scope or Out of Scope for a particular project • What resources and skills will be required and a timeframe for completion • Provides a common understanding of project scope among the stakeholders, preventing any incorrect requirements and / or omissions 1.06

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9. TYPES OF SCOPE • PRODUCT SCOPE • Describes the thing or service that will exist as a result of your project • PROJECT SCOPE • Describes all of the work required to complete the project objective • … including all the work required to create the product scope 1.08

10. SCOPE CREEP • Scope is bound to change, and this is to be expected • As the detail becomes clearer, more complications creep in • These are not foreseeable at the start and hopefully we build in a contingency for what we cannot see • Scope changes that usually cause problems are those where the perception of what was in and out of scope was different between various parties 1.09

11. SCOPING EGG ORGANISATION DEPARTMENTS PEOPLE SYSTEMS / PROCESSES DELIVERABLES BUSINESS CASETRAINING / EDUCATIONPROJECT MANAGEMENTLIVE SUPPORT 1.10

12. COMMUNICATIONS SCOPING EGG CUSTOMERS/EXTERNAL STAKEHOLDERS WIDER HEALTH BOARD HEAD OF FUNCTION REST OF FUNCTION LINE MANAGERS PEOPLE AFFECTED 1.11

13. PROJECT MANAGEMENT OVERVIEW Implement-ation Exception Reporting Contract Mgmt Lessons Learned Terms of Reference Project Closure Quality Plan Issue Mgmt STAKE-HOLDER MGMT Planning PID MOR Progress Reporting Change Control Governance APM Work Package Benefits Mgmt Lifecycle ResourceMgmt Product-based Planning Stage Plans Budget Mandate Scoping Business Case RiskMgmt Project Initiation Tolerances MSP OGC Gateway PRINCE2 1.12

14. R who is RESPONSIBLE? The person who has to do it The person who makes the final decision and has ultimate ownership A who is ACCOUNTABLE? The person who must be consulted before a decision / action is taken C who is CONSULTED? The person who must be informed that a decision / action has been taken I who is INFORMED? STAKEHOLDER MANAGEMENT 1.13

15. STAKEHOLDER MANAGEMENT • Identified (during Scoping) • Take people from where they are to where you need them to be • Engagement • Acceptance • Participation • Support • What they need to know • Why they need to know it • How you’re going to tell them 1.14

16. PROJECT MANAGEMENT OVERVIEW Implement-ation Exception Reporting Contract Mgmt Lessons Learned Terms of Reference Project Closure Quality Plan Issue Mgmt Stakeholder Mgmt PLANNING PID MOR Progress Reporting Change Control Governance APM Work Package Benefits Mgmt Lifecycle ResourceMgmt Product-based Planning Stage Plans Budget Mandate Scoping Business Case RiskMgmt Project Initiation Tolerances MSP OGC Gateway PRINCE2 1.15

17. PROJECT PLANNING Projects happen in two ways a) Planned and then executed or b) Executed, stopped, planned and then executed “The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression”. Sir John Harvey Jones 1.16

18. PROCESS FOR PLANNING • Produce a list of high-level activities • Identify tasks to be performed in each activity • Note resource required for each task (e.g. number and type of skill) • Allocate ownership against each task • Sort tasks into chronological order and identify any dependencies • Estimate work days for each task • Start date = first task 1.17

19. PROJECT PLANNING • Get out of bed • Get washed • Get dressed • Get breakfast • Travel to work ‘Get to Work’ 1.18

20. TASK TIMESCALE OWNER PROJECT PLANNING 1.19

21. PROJECT PLANNING • Get out of bed • Get washed • Get dressed • Get breakfast • Travel to work ‘Get to Work’ 1.20

22. Milkman Scottish Electric Boil water Fill Kettle Coffee in cup Scottish Water Water in cup Sugar in cup Milk in cup Stir Spoon Household Shopper Get breakfast: Coffee PROJECT PLANNING Get breakfast: Cook breakfast 1.21

23. RECAP  PROJECT SCOPING STAKEHOLDER MANAGEMENT PROJECT PLANNING 1.22

24. FOR FURTHER INFORMATION • www.prince2.org.uk • www.apm.org.uk • www.ogc.gov.uk Jane SpenceDave Hair 0131 275 6521 0131 275 6041 jane.spence@nhs.net david.hair@nhs.net Project Portfolio Managers Corporate Programme Office, NHS National Services Scotland 1.23