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

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Lunch & Learn – Session 2 PMO Development 19 th February 2014. Aim: To develop the PMO processes with you. Previously….on Lunch & Learn #1 : Keep it Simple Keep it Proportionate Remove the Bureaucracy Feedback

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Lunch & Learn – Session 2

PMO Development

19th February 2014

lunch learn session 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

lunch learn session 21

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

pmo the story so far

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

why do we need a pmo

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?

why do we need a pmo1

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?

why do we need a pmo2


    • 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


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
what is a pmo

Detailed Plans

Stakeholder Reporting

What is a PMO?

Rigorous Reporting Process

New Plan Development


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



what isn t a pmo

Detailed Plans

Stakeholder Reporting

What isn’t a PMO?

Rigorous Reporting Process

New Plan Development


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



what are the benefits of our pmo

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?

draft pmo governance structure

Governing Body


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
pmo structure


  • 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

project planning document

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


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?


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)?

lunch learn session 23

Next Steps:

  • Programme Leads - Answer the 9 questions by Feb 28th
  • Produce a Project Planning Document by March 31st

Lunch & Learn – Session 2