Susannah Howard\'s presentation at \'Achieving Excellence\' 3-5th October 2011

1. Project Management in Health & Social Care Tales from the Frontline Making Improvements Actually Happen

2. What is Enable East ? Small, well established organisation, part of a larger NHS foundation provider Trust in North Essex Cost effective option for other NHS and public sector organisations to help deliver effective projects We can either deliver projects ourselves or support other organisations to do so – capacity, services etc. Probably the largest provider of improvement support to the NHS and social care in the East of England - £2-3 m 2011/12, 50’ish staff & contractors Making Improvements Actually Happen

3. Feature article: Project Magazine Making Improvements Actually Happen

4. Public Sector Project Management Lots of Projects QIPP, Public Sector Reforms, Strategic & local developments Project delivery is critical to every public sector agency But robust projects are far too rare Benefits of too many programmes are never fully realised Making Improvements Actually Happen

5. Project & Programme Management Methodologies Making Improvements Actually Happen

6. Public Sector Project Management Lots of people Prince 2 trained Few actually implement it So is it the right framework for our rather ‘uncontrolled’ environment ? Making Improvements Actually Happen

7. Listening to What People Say....... Formal methods Misunderstood, distrusted, ignored, dismissed, resisted - often all at the same time - & openly......... Projects are either too bureaucratic & technical or just lack the basics Need to adapt methods to our environment Making Improvements Actually Happen

8. Enable EastOur tips for success Making Improvements Actually Happen

10. How ?

11. Who’s responsible ?We get a mandate signed off for every project Making Improvements Actually Happen

14. managing stakeholdersMaking Improvements Actually Happen

15. Be positively assertive with Accountable Officers / SROs BUT ALSO be sensitive and flexible to their information needs e.g. placemat highlight reports Making Improvements Actually Happen

16. Engage all stakeholders Full realisation of benefits requires input from all stakeholders Can be very difficult with instability in the system Making Improvements Actually Happen

18. perverse incentives to extend projects

19. ‘silting up’ with people originally recruited on short term fundingRemember the Organisational Context Making Improvements Actually Happen

21. With the right skills ?

22. Clear how they fit into the wider organisation ?

23. Positive part of career ?Do Senior Managers see directing project delivery as a priority Pooled PMO resource Making Improvements Actually Happen

24. Good project managers have more than just technical project management skills It’s generally not what you say but how you say it Making Improvements Actually Happen

25. A Real LifeSimulation of the Real Life Challenges of Project Management Making Improvements Actually Happen

26. This simulation will challenge you to.... Skillfully manage your project stakeholders Accurately define what delivery looks like Use your common sense to adapt your project management approach to your environment Making Improvements Actually Happen

27. Introducing your project sponsors......... Making Improvements Actually Happen