In this talk Margaret Armstrong, PMO Manager at the Trust explains how it has established a central Project Management Office in IT with strong, pragmatic processes to oversee the wide range of projects underway, underpinned by Bestoutcome’s PM3 tool, and describes the benefits this has brought, including significant improvements in Board reporting. The NHS is undergoing significant change in the way it manages the delivery of services. At Warrington, the Trust Board launched a transformational change programme to review and improve all aspects of the way it works, including the delivery of IT services. This is the presentation from Project Challenge 2015 on March 26th 2015 at National Motorcycle Museum, Birmingham, London, UK

1. Establishing a PMO
for transformational
change in the NHS
Margaret Armstrong
PMO Manager

2. 3 SITES
Warrington Hospital
Acute & Emergency Centre
Halton Hospital
Planned Surgery Centre
Cheshire & Merseyside Treatment Centre
Orthopaedic Surgery including Radiology

3. Some facts and figures
•320,000 population in the area we serve
•4,100 staff at our hospitals
•£215m total budget each year

4. The Problems ……………….
• With a Cost Improvement Programme (CIP)
challenge in 2014/15 of £11.9m, the Trust had
a Programme Management Office (PMO)
without a Project Management Tool, and only
2 members of staff to run it
• During 2014/15, the PMO managed 4
Programme Boards comprising 16 Projects,
overseen by 6 Project Managers

5. • Manual management and monitoring delivery
of the numerous programme of projects in
order to achieve the CIP target
• Significant time taken to gather information
for each project and manually collate Risk
Registers, Issue Logs, KPI updates and
performance & delivery of projects
• Lack of visual, robust project plans supported
by action plans

6. • Operational Project Managers with lack of
time to spend on vital updates to milestone
plans and governance reporting, resulting in
endless chasing for up-to-date information
• Multiple projects providing reports of
varying quality and a lack of standardised
reporting
• Insufficient evidence trail to provide
Auditors with assurance around
governance arrangements and QIAs

7. What should we do ??????
• Recommendation from Mersey
Internal Audit Agency early 2014 to :-
– purchase a Project Management
tool which could be used by all
Project Managers within the Trust,
enabling standardised, up-to-date,
accurate reporting for individual
Projects

8. What do we want ??????
• We needed to get ‘up and running’ at
pace to allow Project Managers to
concentrate on their Projects without
being bogged down with endless
administration
• We needed support from the supplier
to guide us with their experience of
setting up project offices

9. Decision made
• With support from Bestoutcome, PM3
was established in June 2014 as the
organisation’s approved Project
Management Tool

10. Nine months post implementation
• With guidance from Bestoutcome on
Governance arrangements and Reporting, a
complete PMO performance and monitoring
mechanism has been established
• All Project Managers have been trained and
update Projects weekly using PM3
• Easy access for PMO Manager to review,
monitor and provide meaningful Board
reports

11. Governance Monitoring & Reporting Structure

12. EXAMPLE MILESTONE PLAN

13. For the future …………….
• Consider formalising finance reporting within
PM3
• Explore reporting functionality to consider
options available to enable effective and
meaningful reports to satisfy Board members
and Executives

14. Any questions?
Thank you for listening
www.warringtonandhaltonhospitals.nhs.uk