Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office

1. Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office 29th May 2014

2. Aim: To introduce the Programme Management Office (PMO) • Previously….on Lunch & Learn #1, 2, 4 & 5: • 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 12

3. By 1.45PM • What do you want from this session? • What is a PMO? • The story so far • Who’s in the PMO? • What will the PMO be doing. And how? • How can PMO help you? / How can you help PMO? • Evaluate Lunch & Learn – Session 12

4. What do you want from this Lunch & Learn? Lunch & Learn – Session 12

5. PMO – was it good for you? Lunch & Learn – Session 12

6. PMO – Programme Management Office • A support function of the CCG involving: • Monitoring and Measurement • Co-ordination • Development & Support • Review • Scrutiny What is P.M.O.?

7. Projects & Programmes Lunch & Learn – Session 12

8. Projects & the PMO (Programme Management Office) Lunch & Learn – Session 12

9. Examples • Programme: PLANNED CARE/LONG TERM CONDITIONS • Project: Chronic Obstructive Pulmonary Disease – commissioning of additional provision of Pulmonary Rehabilitation (PR) programmes for patients with Chronic Obstructive Pulmonary Disease (COPD) • Programme: Children’s Commissioning • Project: Behaviour Pathway– To develop a new pathway for children and young people to re-design the system around C&YP early help and emotional well being. Lunch & Learn – Session 12

10. PROGRAMME 3 PROGRAMME 1 PROGRAMME 2 Are we on track? 2014 What happens if…? P9 P8 Provider project P1 P4 Should I stop this project? P7 P5 How are we doing? Is anyone else already doing this? P2 P10 P6 Did this project deliver the quality? P3 P14 Can I start a new project? P11 How do I know this is delivering? How much did we save? 2015 P12 P15 P16 P13 P12

11. Why, O Why? Lunch & Learn – Session 12

12. Lunch & Learn – Session 12

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 removal of barriersand 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. Detailed Plans Stakeholder Reporting What doe a PMO do? Rigorous Reporting Process New Plan Development Programme Management Office Challenging Progress The PMO provides Programme support enabling Programme/project development; Plans to be sufficiently robust to provide best chance of success during implementation; rigorous detailed to allow measurement and to track progress; appropriate tools, templates and processes are used and followed; Projects/programmes to be implemented within the planned time limit and with the intended outcomes (i.e. milestones and KPI’s are met); Provision of 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

15. 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 A separate unit from the rest of the organisation with a different focus and mandate It oversees and monitors delivery, it doesn’t do or deliver the projects themselves! Contingency Planning Benefit Tracking Risk Management

16. 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 Plan Delivery Group Purpose: Oversees/monitors and ensures delivery of the CCG Plan 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

17. 1) NHS England – 2 Year Operational & 5 Year Strategic Plan from each CCG • 2) CCG recognise the need for structured planning, prioritising, monitoring and reporting • 3) The financial imperative Why do we need a PMO?

18. 5 Year Strategic Plan – NDCCG Plan on a Page

19. 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?

20. 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

21. PMO - People • Jo Ross – Head of Strategic Planning and Performance • Brian Nevin – Commissioning Manager • Jo Gregory – Project Support Officer • Amy Miles – Performance Manager / Senior Data Analyst • Evelyn Koon - Performance and Data Analyst • Pam Purdue - Head of Patient Experience • Laura Joy - Head of Clinical Quality and Deputy CNO • Aaron Gillott – Head of Finance

22. How will the PMO help me? • Development& Support– People, Process, Projects / Programmes • Monitoringand Measurement– Reporting, Status of projects / programmes, Risks & Issues, Financial, quality, activity information • Co-ordination- Plan Delivery Group – 6 programmes, New Ideas -> projects, Linking with Quality, Finance, Engagement, GEM • Review- Monthly review, Transformation / MRET / Better Care • Scrutiny- Plan Delivery Group, Governing Body Assurance Committee, Governing Body

23. How will you help the PMO? • Feedback • Awareness • Challenge • Embed the process

24. Have you got out of today what you wanted? Revisit the aims of the day

25. Thank you Please Evaluate now (or you will not be allowed to leave the room) Lunch & Learn – Session 12