IM/IT Portfolio Management Office


Published on

1 Comment
  • Good presentation but what is HSPM? can you please bit more details about the organization, thanks.
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

IM/IT Portfolio Management Office

  1. 1. IM/IT Portfolio Management Office HSPM J713
  2. 2. Portfolio Management <ul><li>Context: failures </li></ul><ul><ul><li>We want to avoid failures </li></ul></ul>
  3. 3. Learning objectives 1 and 2 <ul><li>What causes IM project failures </li></ul><ul><li>What differentiates </li></ul><ul><ul><li>Project management </li></ul></ul><ul><ul><li>Program management </li></ul></ul><ul><ul><li>Portfolio management </li></ul></ul>
  4. 4. Learning objectives 3 and 4 <ul><li>Project management – 5 key processes </li></ul><ul><li>Project metrics and portfolio dashboards </li></ul>
  5. 5. Learning objectives 5 and 6 <ul><li>The portfolio management office </li></ul><ul><ul><li>Roles and functions </li></ul></ul><ul><li>What actions or changes are needed to “reach the synchronized stage” </li></ul>
  6. 6. Hunter and Cotti presentation <ul><li>“ IT Disasters: The Worst IT Debacles and the Lessons Learned from Them” ACHE meeting 2006. </li></ul><ul><li>Poor planning </li></ul><ul><li>But mainly, poor execution </li></ul>
  7. 7. Hunter and Ciotti’s disaster stories <ul><li>Runaway vendors </li></ul><ul><ul><li>One healthcare system’s “partner” vendor had 50 full-time consultants on-site at $1200/day each, for years. (H&C: Consultants should be there for months, not years.) </li></ul></ul><ul><ul><li>Getting sold stuff you don’t need. A vendor convinced a healthcare system to get a whole new information system to deal with Y2K. </li></ul></ul><ul><ul><li>The new system had not before been implemented on that scale. </li></ul></ul>
  8. 8. Hunter and Ciotti’s disaster stories <ul><li>Outsourcing the CIO </li></ul><ul><ul><li>A multihospital system outsourced its IT to an offshore company </li></ul></ul><ul><ul><ul><li>Low price – low-salary programmers </li></ul></ul></ul><ul><ul><ul><li>Cultural and language differences – bad communications </li></ul></ul></ul><ul><ul><ul><li>CIO was with vendor – approved vendors expenses </li></ul></ul></ul><ul><ul><ul><li>Service-level agreements TBD (to be determined) </li></ul></ul></ul><ul><ul><ul><li>Costs rose, system didn’t fit needs </li></ul></ul></ul>
  9. 9. Hunter and Ciotti’s disaster stories <ul><li>Rushing to start, leaving details and deadlines for later </li></ul><ul><li>An academic medical center bought new electronic medical records and computerized physician order entry (EMR and CPOE) </li></ul><ul><li>Years went by, and $$ in consultants. </li></ul><ul><li>Building, testing, finding bugs, patching, building, … </li></ul>
  10. 10. Hunter and Ciotti’s disaster stories <ul><li>Rushing to start, leaving details and deadlines for later </li></ul><ul><li>Better: </li></ul><ul><ul><li>Have CIO with knowledge of how long things should take. </li></ul></ul><ul><ul><li>Fix fee or cap </li></ul></ul>
  11. 11. Hunter and Ciotti’s disaster stories <ul><li>Over-centralization </li></ul><ul><li>A multi-hospital system consolidated IT </li></ul><ul><li>But systems were disparate </li></ul><ul><li>Single help-desk for the whole enterprise </li></ul><ul><li>Lacked knowledge of local systems and conditions </li></ul><ul><li>Distant reporting led to loss of sense of team </li></ul><ul><li>Us vs. them </li></ul><ul><li>Decentralization with on-site staff (cash rewards for good reviews) improved things </li></ul>
  12. 12. Hunter and Ciotti’s disaster stories <ul><li>Over-reliance on in-house expert </li></ul><ul><li>A CIO said he could write a better CPOE than they could buy </li></ul><ul><li>Costs started low, but then rose </li></ul><ul><li>System crashed </li></ul><ul><li>The CIO had no one to help him find the trouble </li></ul><ul><li>Commercial systems have had the bugs worked out, or at least documented [hopefully] </li></ul><ul><li>Let someone else be the pioneer, or, at least, pilot projects first. </li></ul>
  13. 13. Hunter and Ciotti’s disaster stories <ul><li>Do involve users in choosing the vendor </li></ul><ul><ul><li>Nurses, physicians, staff, … </li></ul></ul><ul><li>Pay attention to staff training </li></ul><ul><li>But too many involved may be counterproductive </li></ul><ul><li>Snow job by vendors </li></ul>
  14. 14. Hunter and Ciotti’s disaster stories <ul><li>Avoid cutting edge </li></ul><ul><ul><li>Budget overruns </li></ul></ul><ul><ul><li>Bugs </li></ul></ul><ul><ul><li>Delays </li></ul></ul><ul><li>Don’t expect technology to solve all problems </li></ul><ul><ul><li>EMR and CPOE can create new problems </li></ul></ul>
  15. 15. Risky <ul><li>29% of IT projects achieve “anticipated benefits” according to a 2004 survey </li></ul>
  16. 16. whether bad IT systems cause medical errors <ul><li>Two sentences on this </li></ul><ul><li>“… obvious design and implementation problems indicating that medical errors are caused by human error, not the IM/IT itself.” </li></ul><ul><ul><li>True, perhaps, in the sense that computers always do exactly what they are told to do, unless there is a hardware failure. </li></ul></ul><ul><ul><li>If that’s what is meant by “the IM/IT itself” </li></ul></ul>
  17. 17. Examples <ul><li> </li></ul><ul><li> increased mortaility 1506.pdf </li></ul>
  18. 18. What is an IM Portfolio Management Office? <ul><li>First, some terms: </li></ul><ul><li>Project </li></ul><ul><ul><li>Temporary effort to get something done short-term </li></ul></ul><ul><li>Project management </li></ul><ul><ul><li>Planning, organizing, directing a project </li></ul></ul>
  19. 19. Defining some more terms <ul><li>Program </li></ul><ul><ul><li>A group of projects </li></ul></ul><ul><li>Portfolio </li></ul><ul><ul><li>A “collection” of programs and projects </li></ul></ul>
  20. 20. Defining some more terms <ul><li>Portfolio management </li></ul><ul><ul><li>Prioritize projects and programs </li></ul></ul><ul><ul><li>Monitoring </li></ul></ul><ul><ul><li>With an eye to the overall goals and needs of the organization </li></ul></ul><ul><li>Portfolio management office </li></ul><ul><ul><li>Centralized organization to manage all projects and the portfolio of those projects </li></ul></ul>
  21. 21. The PMO is essential <ul><li>Because most projects fail </li></ul><ul><li>Isolation (“silo mentality”) is blamed, because there are interdependencies, as shown on next slide </li></ul><ul><li>(Are all failures of this type? </li></ul><ul><ul><li>Their examples are of this type </li></ul></ul><ul><ul><li>But the articles above indicate problem of centralization without knowing the user </li></ul></ul><ul><ul><li>Compare Ruth Messinger “I see you”) </li></ul></ul>
  22. 22. IT Portfolio
  23. 23. What can happen if you don’t manage the portfolio <ul><li>New pharmacy system </li></ul><ul><ul><li>Best of breed system </li></ul></ul><ul><ul><li>Not easily interfaced with electronic health records system </li></ul></ul><ul><ul><li>Orders to pharmacy had to be printed and then typed into electronic medical record </li></ul></ul>
  24. 24. What can happen if you don’t manage the portfolio <ul><li>Switching phones from analog (old-fashioned regular) to voice-over-IP (sounds digitized, then carried using internet-protocol packets to receiver over existing network) </li></ul><ul><li>Network switch problem meant no phone service to building </li></ul>
  25. 25. Advice <ul><li>Measure twice, cut once. More time spent planning means less time lost later. </li></ul><ul><li>Like much in this book, it’s organizational behavior theory applied to IM. </li></ul>
  26. 26. Project management 5 key processes <ul><li>Initiation – define and authorize </li></ul><ul><li>Planning – Objectives, methods </li></ul><ul><li>Execution – Do it </li></ul><ul><li>Monitoring and controlling – measure results and spending ongoing, mid-course corrections </li></ul><ul><li>Closing – declaring that the fat lady has sung </li></ul>
  27. 27. Long list of project management knowledge areas, p. 102 <ul><li>Initiation and integration </li></ul><ul><li>Scope management </li></ul><ul><li>Time management </li></ul><ul><li>Cost management </li></ul><ul><li>Quality management </li></ul><ul><li>Human resources management </li></ul><ul><li>Communications management </li></ul><ul><li>(continues …) </li></ul>
  28. 28. Long list of project management knowledge areas, p. 102 <ul><li>Risk management </li></ul><ul><li>Procurement management </li></ul><ul><li>And cute diagram showing that, with a PMO, integration and quality go up, time and risk go down a lot, cost goes down </li></ul>
  29. 29. Project management software <ul><li>Several vendors, including Microsoft Project </li></ul><ul><ul><li>Screenshot on next slide shows Gantt chart from Microsoft Project </li></ul></ul><ul><ul><li>Henry Gantt was a management theorist from the early 1900’s. </li></ul></ul>
  30. 31. PERT diagram <ul><li>Program evaluation and review technique </li></ul>
  31. 32. Gantt chart <ul><li>critical path is in red </li></ul><ul><li>non-critical activities are blue and thin black, with the thin black representing slack. </li></ul>
  32. 33. Dashboards <ul><li>Show all programs/projects so that they can be compared </li></ul><ul><li>2-D risk and value diagram </li></ul><ul><li>Portfolios also displayed by </li></ul><ul><ul><li>Expenses </li></ul></ul><ul><ul><li>Category of resource use </li></ul></ul><ul><li> </li></ul>
  33. 34. Portfolio management office <ul><li>Communications </li></ul><ul><ul><li>Project stakeholders with rest of the organization </li></ul></ul><ul><li>Management and oversight of programs and projects </li></ul><ul><li>Staff to produce analyses that go into </li></ul><ul><li>The dashboard </li></ul><ul><ul><li> </li></ul></ul><ul><ul><li>dashboard portfolio management </li></ul></ul>
  34. 36. Portfolio management 4 stages of maturity <ul><li>Ad-hoc </li></ul><ul><ul><li>No formal, consistent, management </li></ul></ul><ul><li>Defined </li></ul><ul><ul><li>Projects are known and listed (“inventory”) </li></ul></ul><ul><li>Managed </li></ul><ul><ul><li>Projects are evaluated and prioritized </li></ul></ul><ul><ul><ul><li>Financial metrics like return on investment used </li></ul></ul></ul><ul><ul><li>Regular reviews </li></ul></ul>
  35. 37. Portfolio management 4 stages of maturity <ul><li>Synchronized </li></ul><ul><ul><li>Frequent evaluations </li></ul></ul><ul><ul><li>Consistent assessment of return vs. risk </li></ul></ul><ul><ul><li>Scorecards or dashboards </li></ul></ul><ul><ul><li>Lesson learned assessments after projects complete </li></ul></ul>
  36. 38. Summary <ul><li>Lots of pitfalls for IT improvement projects </li></ul><ul><li>Most projects fail, at least partly </li></ul><ul><li>Identify cross-project dependencies to reduce failure risk </li></ul><ul><li>A portfolio management office with a dashboard can dynamically shift resources to most worthwhile projects </li></ul><ul><li>[Do the dashboards show interdependencies?] </li></ul>
  37. 39. Web resources <ul><li>Online stuff, including </li></ul><ul><li> </li></ul><ul><li> link no longer works </li></ul>