GE Healthcare UK Performance Solutions

1. GE HealthcareUK Performance Solutions NHS NES Knowledge Into Action Project Launch Event 12.08.2011 Scope Management & Project Charter Gary Boyd, Consultant ManagerGill McManus, Senior ConsultantAngela Cowan, Senior ConsultantStacey Reay, Senior Consultantv.6

2. project Scope

3. Cost Time Scope (deliverables, performance, quality) The Project Management Triangle A typical project environment will usually involve pressures to add scope, accelerate schedule and/or decrease costs. A change on one side of the triangle typically impacts another side. Key Driver – Leg of the triangle that takes priority over the other two factors Weak Requirement – Leg of the triangle which flexes to make sure the requirements of the key driver are met Risk

4. Project Charter Project Scope Statement Project Management Plan Scope Management Plan • Project Management Plan • States how the work • will be performed • Composed of the • plans and documents • generated by the • various processes • Formal Project Charter • Date • Objective • Team • Sign off • Project Scope Statement • Continually add detail • Gain agreement with • sponsor, stakeholder • and project team Schedule Management Plan Cost Management Plan Risk Management Plan TIME Major Project Documents Communication Management Plan

5. Project roles & project charter

6. Cost Time Scope Risk Clarifying Priorities – Project Charter The Project Charter formally authorizes the project, documents the business need and defines how the project is intended to satisfy the needs. Components Project Charter • Project Title • Start/Finish Dates • Project Manager • Business Need • Project Objectives • Project Team • Budget • Sponsor Sign off

7. The CAP Model Leading Change Setting up for success Creating a Shared Need Shaping a Vision Mobilising Commitment Making Change Last Monitoring Progress CURRENTSTATE TRANSITION STATE IMPROVED STATE Systems and Structures

9. Team Chartering A Charter: • Clarifies what is expected of the team • Keeps the team focused • Keeps the team aligned with organizational priorities • Transfers the project from the champion to the improvement team

10. Five Major Elements of a Charter Compelling reason for Project: • Explanation of why to do the project, ideally in financial and organisational strategy terms Problem Statements: • Description of the problem/opportunity or objective in clear, concise, measurable terms. Description of the gap between where we are now, and where we should be. Goals: • Description of the aspects we want to change, and in what way (verbs important!) Project Scope: • Process dimensions, available resources. Process start, process end, what is included & what is excluded Milestones: • Key steps and dates to achieve goals Roles: • People, expectations, responsibilities

11. A Good Project…A Bad Project A good project: • Clearly states problem & goal statement • Defines defect & opportunity • Does not presuppose a solution • Clearly relates to the customer and customer requirements • Aligns to the business strategy • Uses the tools effectively • Is data driven A bad project: • Is not focused — scope is too broad • Is not clear on what you are trying to fix • Has an already known/mandated solution without proper investigation • Has a difficult-to-see linkage to customer needs • Is one that will not move the needles • Uses little or no tools • Is anecdotal — not data driven

12. Project allocation & Programme Roles Steering Group: Executive team setting the direction of the program. Project Sponsor and/or Process Owner: Senior manager who defines the scope of an improvement project, provides resources, and is accountable for its success. Is, or has a manager who is responsible for implementation of changes Improvement Leaders (KNOWLEDGE MANAGERS) Full time project managers using process improvement and project management tools to support and facilitate the project Project Participants: Subject matter experts who can pinpoint problems and generate solutions in the area being improved. Usually these are people actually doing the process (rather than managers) plus specialists from supporting services such as IT, finance, HR etc.

13. Next Steps & support

14. High level approach Steering group Launch Event Work-Out™ Training Work-Out™ process for Tests of change Charters Pre- Work-Out™ 3x monthly Follow-Up Clinics …….. Post- Work-Out™ Support definition of future model

15. Next steps • Training 12th/13th Sep • Charter workshop 26thSep • Prep session 10thOct • Follow up sessions 7th Nov, 5th Dec, 9th Jan, 30th Jan

16. Training content Introduce concepts, tools and approaches for: • Facilitator skills • Small scale project management • Lean Methodology • WorkoutTM skills including capturing issues, root cause exploration, brainstorming, solution generation, action plans

17. today’s session goals

18. Complete version1 Complete version1 Consider options/ideas to work on & establish baseline & target between today & charter session. Work on between today & charter session Refine between today & charter session Work on between today & charter session Consider who you need and rally support to join team by charter workshop Plan internal follow ups 12th/13th Sep 26th Sep You must plan