The document discusses focusing on in the first 90 days of a new program. It recommends focusing on:
1) Establishing the program vision and scope through iterative dialogue to define charters and scope.
2) Building relationships with key stakeholders to understand goals and communicate effectively.
3) Setting up the program organization and governance structures to facilitate decision making.
4) Establishing regular communication cadences to provide updates to stakeholders.
5) Secondary focus on selecting program tools and processes.
The document describes several campus and community initiatives aimed at increasing engagement. The High-Impact Initiative is a 3-year developmental program that connects high-impact educational practices to community engagement projects. It aims to promote institutional and community change through multi-sector teams. The Community Networking Corps helps build capacity for collective impact by strengthening networks of non-profits through campus resources like student research and meeting facilitation. PolicyOptions.org will be an online community information hub and newsletter.
Putting Tigers in CHWs Tanks_Smith_5.3.12CORE Group
The CHW AIM (Community Health Worker Assessment and Improvement Matrix) is a tool that assesses CHW program functionality, aids in improving performance, and provides action planning recommendations. It was tested in Zambia through a participatory workshop involving 5 organizations. Two organizations showed overall improvement in functionality after implementing interventions identified. A positive correlation was found between functionality and CHW performance, but a weak correlation with engagement factors like opportunities for advancement. The cost per participant was $16.91-$56 and cost per client served was $0.41-$3.11, showing potential for cost-effectiveness. Recommendations focus on investment, technical assistance, expectations, prioritization, facilitation, leadership support, and country ownership
Background/Question/Methods
Environmental problems are by definition social problems and so it follows that progress towards a future that is sustainable for both the natural world and the people that rely on it requires close collaboration between ecologists and social scientists. It also requires that research problems and methods be framed jointly with those able to implement sustainability actions. Understanding what factors promote successful collaborations among such teams is an active area of research that has only recently been formalized as “the science of team science”. In 2011, the U.S. National Science Foundation funded a national center – the National Socio-Environmental Synthesis Center (SESYNC) – to build capacity to undertake inter- and transdisciplinary research and accelerate team progress in solving critical socio-ecological problems.
Results/Conclusions
This talk will describe: 1) the application of theory and ideas used to design the programs and operational strategy of the center; and 2) mechanisms for evaluating and adapting center processes; and 3) early outcomes from teams of researchers. We highlight the lessons learned that helped to promote productive collaborations and positive team experiences.
This document discusses educational networking and how it can be used for growth in education. It defines educational networking as a digitally connected group of teachers, students, and other stakeholders with similar interests who share resources, experiences, and expertise to achieve common academic goals through online platforms. Some benefits of educational networking include staying connected to updates in one's field, engaging learners outside traditional boundaries, and facilitating professional growth. Risks like privacy issues and cyber threats must also be considered. Overall, educational networking allows educators to collaborate and learn from one another to enhance teaching and learning outcomes.
Multi-strand initiatives: using theory of change evaluationsfairnesseducation
Multi-strand initiatives: using theory of change evaluations
Karen Laing and Liz Todd, Newcastle University
Alan Dyson, Kirstin Kerr, and Michael Wigelsworth, Manchester University
Continuous Improvement Models and Software (KaiNexus Webinar)KaiNexus
This presentation is the slides from a KaiNexus webinar about continuous improvement models, and KaiNexus' continuous improvement software.
You can watch the full recording of the webinar here:
http://info.kainexus.com/continuous-improvement-software/kainexus/webinars/informational
In this webinar, you'll learn about basic continuous improvement principles, the characteristics of a thriving culture of continuous improvement, and see a brief demo of KaiNexus' software.
Schedule a demo here to see how KaiNexus can spread continuous improvement in your organization:
http://www.kainexus.com/continuous-improvement-software/kainexus/kainexus-demo
A presentation from a workshop on evidence-informed practice, evidence-based programs and measuring outcomes that Alan Hayes, Jamin Day and I facilitated for the Combined Upper Hunter Interagencies.
There is a blog post based on this presentation available from https://sustainingcommunity.wordpress.com/2018/06/11/evidence-informed-practice/
Research, Policy & Evaluation: If I Knew Then What I Know Now: Building Succe...guestd83a57
The document summarizes a workshop about building successful program evaluations. It provides an overview of the workshop sessions which included introductions, discussions of internal and external evaluations, factors to consider in evaluation planning like organizational characteristics and data collection capacity, and designing evaluations to have clear goals, stakeholder involvement, and plans for using results. It also discusses data collection, analysis, presenting results, and testing results over time.
The document describes several campus and community initiatives aimed at increasing engagement. The High-Impact Initiative is a 3-year developmental program that connects high-impact educational practices to community engagement projects. It aims to promote institutional and community change through multi-sector teams. The Community Networking Corps helps build capacity for collective impact by strengthening networks of non-profits through campus resources like student research and meeting facilitation. PolicyOptions.org will be an online community information hub and newsletter.
Putting Tigers in CHWs Tanks_Smith_5.3.12CORE Group
The CHW AIM (Community Health Worker Assessment and Improvement Matrix) is a tool that assesses CHW program functionality, aids in improving performance, and provides action planning recommendations. It was tested in Zambia through a participatory workshop involving 5 organizations. Two organizations showed overall improvement in functionality after implementing interventions identified. A positive correlation was found between functionality and CHW performance, but a weak correlation with engagement factors like opportunities for advancement. The cost per participant was $16.91-$56 and cost per client served was $0.41-$3.11, showing potential for cost-effectiveness. Recommendations focus on investment, technical assistance, expectations, prioritization, facilitation, leadership support, and country ownership
Background/Question/Methods
Environmental problems are by definition social problems and so it follows that progress towards a future that is sustainable for both the natural world and the people that rely on it requires close collaboration between ecologists and social scientists. It also requires that research problems and methods be framed jointly with those able to implement sustainability actions. Understanding what factors promote successful collaborations among such teams is an active area of research that has only recently been formalized as “the science of team science”. In 2011, the U.S. National Science Foundation funded a national center – the National Socio-Environmental Synthesis Center (SESYNC) – to build capacity to undertake inter- and transdisciplinary research and accelerate team progress in solving critical socio-ecological problems.
Results/Conclusions
This talk will describe: 1) the application of theory and ideas used to design the programs and operational strategy of the center; and 2) mechanisms for evaluating and adapting center processes; and 3) early outcomes from teams of researchers. We highlight the lessons learned that helped to promote productive collaborations and positive team experiences.
This document discusses educational networking and how it can be used for growth in education. It defines educational networking as a digitally connected group of teachers, students, and other stakeholders with similar interests who share resources, experiences, and expertise to achieve common academic goals through online platforms. Some benefits of educational networking include staying connected to updates in one's field, engaging learners outside traditional boundaries, and facilitating professional growth. Risks like privacy issues and cyber threats must also be considered. Overall, educational networking allows educators to collaborate and learn from one another to enhance teaching and learning outcomes.
Multi-strand initiatives: using theory of change evaluationsfairnesseducation
Multi-strand initiatives: using theory of change evaluations
Karen Laing and Liz Todd, Newcastle University
Alan Dyson, Kirstin Kerr, and Michael Wigelsworth, Manchester University
Continuous Improvement Models and Software (KaiNexus Webinar)KaiNexus
This presentation is the slides from a KaiNexus webinar about continuous improvement models, and KaiNexus' continuous improvement software.
You can watch the full recording of the webinar here:
http://info.kainexus.com/continuous-improvement-software/kainexus/webinars/informational
In this webinar, you'll learn about basic continuous improvement principles, the characteristics of a thriving culture of continuous improvement, and see a brief demo of KaiNexus' software.
Schedule a demo here to see how KaiNexus can spread continuous improvement in your organization:
http://www.kainexus.com/continuous-improvement-software/kainexus/kainexus-demo
A presentation from a workshop on evidence-informed practice, evidence-based programs and measuring outcomes that Alan Hayes, Jamin Day and I facilitated for the Combined Upper Hunter Interagencies.
There is a blog post based on this presentation available from https://sustainingcommunity.wordpress.com/2018/06/11/evidence-informed-practice/
Research, Policy & Evaluation: If I Knew Then What I Know Now: Building Succe...guestd83a57
The document summarizes a workshop about building successful program evaluations. It provides an overview of the workshop sessions which included introductions, discussions of internal and external evaluations, factors to consider in evaluation planning like organizational characteristics and data collection capacity, and designing evaluations to have clear goals, stakeholder involvement, and plans for using results. It also discusses data collection, analysis, presenting results, and testing results over time.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
The document discusses knowledge management strategies and practices in the NHS. It provides examples of how NHS organizations are:
1. Using chief knowledge officers and knowledge management tools to improve quality, patient safety, and productivity by sharing best practices.
2. Conducting after action reviews and knowledge retention activities to learn from past experiences and ensure important insights are not lost when staff leave.
3. Partnering with libraries to capture and disseminate evidence and data that supports clinical effectiveness and decision making.
SAFE 1 - Introducing Quality Improvement - a presentation.pptxJABEED P
This document provides an introduction to quality improvement methods. It discusses key quality domains, defines quality improvement, and outlines some common QI tools like the Model for Improvement, PDSA cycles, driver diagrams, and stakeholder maps. Deming's profound knowledge theory emphasizes systems thinking, variation, psychology, and knowledge theory in quality improvement work. The document advocates applying these methods to assess and enhance microsystems of care delivery.
Advancing the Methods of Evaluation of Quality and Safety Practice and Educa...Daniel McLinden
Improving healthcare in an organization requires individuals with the capability to design, test and implement improved processes in an organization with the capacity to support the scale and spread of improvement. If improvement capability is not widespread in the workforce then an intervention is needed to create the capability. In response to this challenge, Cincinnati Children’s designed and implemented a comprehensive Improvement Science curriculum to build capability. The program has achieved measurable improvements in both process and outcome measures of patient care and business processes. Incorporating unique design principles, this intervention served as a catalyst for quality transformation.
In this workshop we will share our perspective and provide examples with data that illustrates:
• Building support and buy-in through the design of participant selection.
• Creating an intervention to build capability that includes training but involves more than training.
• A comprehensive model based on competencies
• Expanding the four-level Kirkpatrick model evaluation with additional levels that encompass economic impact and network impact.
• Using self-assessment to evaluate learning outcomes.
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
The document summarizes ThedaCare's efforts to lead a healthcare lean transformation through various initiatives. It discusses:
1. ThedaCare's healthcare delivery system which includes multiple hospitals, physician offices, behavioral health locations, and other facilities.
2. ThedaCare's approach to transforming healthcare through applying lean principles and creating better value for customers. This includes identifying value, value streams, flow, pull, and continuous improvement.
3. Examples of ThedaCare's lean projects and initiatives to redesign processes like ICU space and workflows, implement collaborative care, and achieve measurable improvements in outcomes, costs, and patient/staff satisfaction.
The document outlines ThedaCare's system-wide strategy to apply
The document discusses various approaches to quality improvement in healthcare, including Six Sigma, Total Quality Management (TQM), and the FADE model. Six Sigma uses statistical methods and aims for near-zero defect rates. TQM takes a customer-focused approach to continuous process improvement through methods like scientific problem-solving and participation at all levels. The FADE model outlines five steps for quality improvement projects: focus, analyze, develop, execute, and evaluate. Microsystems thinking views individual care units as the building blocks for organizational outcomes.
Taking Collaborations to Scale to Improve Population HealthPractical Playbook
This document discusses scaling collaborations to improve population health. It provides an agenda for a workshop on the topic, including framing the issue using Doug Engelbart's concept of Networked Improvement Communities. It then outlines two key efforts - the CDC's 6|18 Initiative and the 100 Million Healthier Lives Movement. The document discusses key elements of spreading and scaling up initiatives, providing examples from the field. It poses questions to prompt discussion around interesting ideas and activating whole-of-nation efforts through local action.
Bringing knowledge to bear: MK revised Feb 2011 v7suelb
This document summarizes a presentation on knowledge management and its application to healthcare commissioning.
The presentation covers:
1) An introduction to knowledge management and the speakers.
2) An overview of how knowledge management can be applied, from applying existing knowledge to continuing to learn.
3) An example of how data on referrals is being used to improve referrals management.
4) A discussion of how knowledge management supports various stages of the commissioning process.
5) A librarian discusses resources for sourcing evidence to inform clinical practice and commissioning decisions.
The overall message is that systematically capturing and sharing knowledge can improve healthcare outcomes and save costs by ensuring the right knowledge reaches decision-makers
Bringing knowledge to bear in a primary care organisaiton Feb 2011suelb
This document summarizes a presentation on knowledge management and its application to healthcare commissioning.
The presentation covers:
1) An introduction to knowledge management and the speakers.
2) An overview of how knowledge management can be applied, from applying existing knowledge to continuing to learn.
3) An example of how data on referrals is being used to improve referrals management.
4) A discussion of how knowledge management supports commissioning activities from establishing methodologies to ongoing learning.
5) A library specialist discusses tools for putting evidence into practice.
The overall message is that systematically capturing and sharing knowledge can improve healthcare outcomes and save costs.
What do the Canadian Patient Safety Institute (CPSI), the Agency for Healthcare Research & Quality (AHRQ) in the United States, and the Michael Garron Hospital in Toronto have in common? All three organizations have seen the benefits to patient safety when implementing the evidence-based teamwork and communication framework, TeamSTEPPS (Team Strategies and Tools for Effective Performance and Patient Safety).
Full details: https://goo.gl/8Y2PHc
Harness digital platforms to accelerate R&D and drive proper adoptionSharpBrains
Pioneers in education, medicine and pharma discussed new data-rich approaches to help assess what works and what doesn’t, and for whom, accelerating R&D initiatives and proper adoption.
--Chair: Alvaro Fernandez, CEO & Editor-in-Chief of SharpBrains
--Richard Varn, Director of the Center for Advanced Technology and Neuroscience at Educational Testing Service (ETS)
--Dr. Brian Iacoviello, Director of Scientific Affairs at Click Therapeutics
--Dr. Gahan Pandina, Senior Director, Venture Leader at Janssen Research & Development
--Dr. Sarah Banks, Head of Neuropsychology at the Cleveland Clinic Lou Ruvo Center for Brain Health
Learn more at sharpbrains.com
Supporting and developing patient safety collaboratives - Phil Duncan and Fiona Thow, Patient safety collaborative delivery leads, NHS Improving Quality
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
Preface to a Strategic Plan for Data Science at the NIHPhilip Bourne
Summarizes the Associate Director for Data Science (ADDS) team's thinking on the strategy to use to positively impact how the NIH thinks about data science
This document summarizes a webinar for primary care physicians and practice teams from Medical Network One. It recognizes physicians who received Patient-Centered Medical Home designations from BCBSM. It outlines ongoing activities like care teams, collaborative projects, and enterprise-wide initiatives to support practices. These include the CMS MiPCT demonstration project, diabetes and behavioral health programs, care manager training, and organized systems of care. Attendees are asked for input on communication, collaboration, and future initiatives.
Directors of communications from 15 Swedish county councils visited London to learn more about the health and care system in England.This presentation is from this visit.
NHS Improving Quality planned and hosted the study tour as a result of close links with Jönköping, one of the councils represented in the delegation. Our guests learned about the important role of communications specialists in transforming healthcare in England, and the leading role NHS Improving Quality has taken in engaging and mobilising staff at scale and pace.
During the study tour it became obvious that many of the challenges and opportunities we face in our health and care system mirror those in Sweden, in particular issues such as emergency care, obesity and smoking, patient safety and working with the media. This was a fantastic opportunity for NHS Improving Quality to strengthen alliances at an international level and share ideas and approaches, and we hope to build on this in the future
The Tool for Sharing Best Practices helps public health professionals by outlining five practical steps to share best practices throughout their organizations. Sharing best practices can help your organization learn from successes, replicate successful programs, and improve outcomes.
Find out more and how to use the tool: http://www.nccmt.ca/resources/search/84
NCCMT is one of six NCCs for Public Health in Canada. More on the NCCs at www.nccph.ca. Production of this webinar has been made possible through a financial contribution from the Public Health Agency of Canada. The views expressed herein do not necessarily represent the views of the Public Health Agency of Canada.
This document outlines a network strategy for leadership programming to contribute to a culture of health. It discusses developing a network of over 3,800 members across sectors to fund, implement, and study leadership development models. The goal is to promote innovative models and apply new approaches to scale leadership's impact on social justice issues. The Robert Wood Johnson Foundation aims to harness existing leaders' networks to influence a culture of health through new programming, including developing interdisciplinary research leaders, supporting minority health policy students, and expanding clinical scholars' understanding of health culture. The network strategy principles focus on measuring changes in a network's capacity, collaborative actions, and societal health impacts.
We shared an evaluation framework that we have developed for assessing the impact of a network strategy for leadership development programs. This is part of a project that LLC is doing in conjunction with network and leadership development experts for the Robert Wood Johnson Foundation.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
The document discusses knowledge management strategies and practices in the NHS. It provides examples of how NHS organizations are:
1. Using chief knowledge officers and knowledge management tools to improve quality, patient safety, and productivity by sharing best practices.
2. Conducting after action reviews and knowledge retention activities to learn from past experiences and ensure important insights are not lost when staff leave.
3. Partnering with libraries to capture and disseminate evidence and data that supports clinical effectiveness and decision making.
SAFE 1 - Introducing Quality Improvement - a presentation.pptxJABEED P
This document provides an introduction to quality improvement methods. It discusses key quality domains, defines quality improvement, and outlines some common QI tools like the Model for Improvement, PDSA cycles, driver diagrams, and stakeholder maps. Deming's profound knowledge theory emphasizes systems thinking, variation, psychology, and knowledge theory in quality improvement work. The document advocates applying these methods to assess and enhance microsystems of care delivery.
Advancing the Methods of Evaluation of Quality and Safety Practice and Educa...Daniel McLinden
Improving healthcare in an organization requires individuals with the capability to design, test and implement improved processes in an organization with the capacity to support the scale and spread of improvement. If improvement capability is not widespread in the workforce then an intervention is needed to create the capability. In response to this challenge, Cincinnati Children’s designed and implemented a comprehensive Improvement Science curriculum to build capability. The program has achieved measurable improvements in both process and outcome measures of patient care and business processes. Incorporating unique design principles, this intervention served as a catalyst for quality transformation.
In this workshop we will share our perspective and provide examples with data that illustrates:
• Building support and buy-in through the design of participant selection.
• Creating an intervention to build capability that includes training but involves more than training.
• A comprehensive model based on competencies
• Expanding the four-level Kirkpatrick model evaluation with additional levels that encompass economic impact and network impact.
• Using self-assessment to evaluate learning outcomes.
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
The document summarizes ThedaCare's efforts to lead a healthcare lean transformation through various initiatives. It discusses:
1. ThedaCare's healthcare delivery system which includes multiple hospitals, physician offices, behavioral health locations, and other facilities.
2. ThedaCare's approach to transforming healthcare through applying lean principles and creating better value for customers. This includes identifying value, value streams, flow, pull, and continuous improvement.
3. Examples of ThedaCare's lean projects and initiatives to redesign processes like ICU space and workflows, implement collaborative care, and achieve measurable improvements in outcomes, costs, and patient/staff satisfaction.
The document outlines ThedaCare's system-wide strategy to apply
The document discusses various approaches to quality improvement in healthcare, including Six Sigma, Total Quality Management (TQM), and the FADE model. Six Sigma uses statistical methods and aims for near-zero defect rates. TQM takes a customer-focused approach to continuous process improvement through methods like scientific problem-solving and participation at all levels. The FADE model outlines five steps for quality improvement projects: focus, analyze, develop, execute, and evaluate. Microsystems thinking views individual care units as the building blocks for organizational outcomes.
Taking Collaborations to Scale to Improve Population HealthPractical Playbook
This document discusses scaling collaborations to improve population health. It provides an agenda for a workshop on the topic, including framing the issue using Doug Engelbart's concept of Networked Improvement Communities. It then outlines two key efforts - the CDC's 6|18 Initiative and the 100 Million Healthier Lives Movement. The document discusses key elements of spreading and scaling up initiatives, providing examples from the field. It poses questions to prompt discussion around interesting ideas and activating whole-of-nation efforts through local action.
Bringing knowledge to bear: MK revised Feb 2011 v7suelb
This document summarizes a presentation on knowledge management and its application to healthcare commissioning.
The presentation covers:
1) An introduction to knowledge management and the speakers.
2) An overview of how knowledge management can be applied, from applying existing knowledge to continuing to learn.
3) An example of how data on referrals is being used to improve referrals management.
4) A discussion of how knowledge management supports various stages of the commissioning process.
5) A librarian discusses resources for sourcing evidence to inform clinical practice and commissioning decisions.
The overall message is that systematically capturing and sharing knowledge can improve healthcare outcomes and save costs by ensuring the right knowledge reaches decision-makers
Bringing knowledge to bear in a primary care organisaiton Feb 2011suelb
This document summarizes a presentation on knowledge management and its application to healthcare commissioning.
The presentation covers:
1) An introduction to knowledge management and the speakers.
2) An overview of how knowledge management can be applied, from applying existing knowledge to continuing to learn.
3) An example of how data on referrals is being used to improve referrals management.
4) A discussion of how knowledge management supports commissioning activities from establishing methodologies to ongoing learning.
5) A library specialist discusses tools for putting evidence into practice.
The overall message is that systematically capturing and sharing knowledge can improve healthcare outcomes and save costs.
What do the Canadian Patient Safety Institute (CPSI), the Agency for Healthcare Research & Quality (AHRQ) in the United States, and the Michael Garron Hospital in Toronto have in common? All three organizations have seen the benefits to patient safety when implementing the evidence-based teamwork and communication framework, TeamSTEPPS (Team Strategies and Tools for Effective Performance and Patient Safety).
Full details: https://goo.gl/8Y2PHc
Harness digital platforms to accelerate R&D and drive proper adoptionSharpBrains
Pioneers in education, medicine and pharma discussed new data-rich approaches to help assess what works and what doesn’t, and for whom, accelerating R&D initiatives and proper adoption.
--Chair: Alvaro Fernandez, CEO & Editor-in-Chief of SharpBrains
--Richard Varn, Director of the Center for Advanced Technology and Neuroscience at Educational Testing Service (ETS)
--Dr. Brian Iacoviello, Director of Scientific Affairs at Click Therapeutics
--Dr. Gahan Pandina, Senior Director, Venture Leader at Janssen Research & Development
--Dr. Sarah Banks, Head of Neuropsychology at the Cleveland Clinic Lou Ruvo Center for Brain Health
Learn more at sharpbrains.com
Supporting and developing patient safety collaboratives - Phil Duncan and Fiona Thow, Patient safety collaborative delivery leads, NHS Improving Quality
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
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This document summarizes a webinar for primary care physicians and practice teams from Medical Network One. It recognizes physicians who received Patient-Centered Medical Home designations from BCBSM. It outlines ongoing activities like care teams, collaborative projects, and enterprise-wide initiatives to support practices. These include the CMS MiPCT demonstration project, diabetes and behavioral health programs, care manager training, and organized systems of care. Attendees are asked for input on communication, collaboration, and future initiatives.
Directors of communications from 15 Swedish county councils visited London to learn more about the health and care system in England.This presentation is from this visit.
NHS Improving Quality planned and hosted the study tour as a result of close links with Jönköping, one of the councils represented in the delegation. Our guests learned about the important role of communications specialists in transforming healthcare in England, and the leading role NHS Improving Quality has taken in engaging and mobilising staff at scale and pace.
During the study tour it became obvious that many of the challenges and opportunities we face in our health and care system mirror those in Sweden, in particular issues such as emergency care, obesity and smoking, patient safety and working with the media. This was a fantastic opportunity for NHS Improving Quality to strengthen alliances at an international level and share ideas and approaches, and we hope to build on this in the future
The Tool for Sharing Best Practices helps public health professionals by outlining five practical steps to share best practices throughout their organizations. Sharing best practices can help your organization learn from successes, replicate successful programs, and improve outcomes.
Find out more and how to use the tool: http://www.nccmt.ca/resources/search/84
NCCMT is one of six NCCs for Public Health in Canada. More on the NCCs at www.nccph.ca. Production of this webinar has been made possible through a financial contribution from the Public Health Agency of Canada. The views expressed herein do not necessarily represent the views of the Public Health Agency of Canada.
This document outlines a network strategy for leadership programming to contribute to a culture of health. It discusses developing a network of over 3,800 members across sectors to fund, implement, and study leadership development models. The goal is to promote innovative models and apply new approaches to scale leadership's impact on social justice issues. The Robert Wood Johnson Foundation aims to harness existing leaders' networks to influence a culture of health through new programming, including developing interdisciplinary research leaders, supporting minority health policy students, and expanding clinical scholars' understanding of health culture. The network strategy principles focus on measuring changes in a network's capacity, collaborative actions, and societal health impacts.
We shared an evaluation framework that we have developed for assessing the impact of a network strategy for leadership development programs. This is part of a project that LLC is doing in conjunction with network and leadership development experts for the Robert Wood Johnson Foundation.
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3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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7. Question
• What should you focus on in the first 90 days?
• PMI & experience = programme management
plan activities
• But if you focused your efforts in some areas
more than others where would you focus for
success in those first 90 days?
8.
9. What to focus on in the
first 90 days
1. The what & why - vision & scope
2. Relationships with key stakeholders
3. Programme organisation & governance
4. Cadence with communications
5. Tools and processes
10. The What & Why - Vision & Scope
• 3 large programmes with visions
• Initial scope
• Budgets
• Schedules
Through iterative dialogue and understanding and
documenting succinct visions, charters for scope,
teams were formed (projects), and it started to
come together…
11. Elevator Speech
• Definition
• Turn to a person next to you and give an
elevator speech of a programme or a large
project you led or were part of (10 seconds
each)
12. Real Life Example 1
Organize Mayo Clinic Information and Knowledge,
making it universally accessible, useful and
actionable
…KCMS – Knowledge Content Management
System Programme
Elevator Speech
13. Complexity
Example 1 - KCMS
• 5 projects
• 100+ team members
• $11M & multiple checkbooks
• Over 50M visitors a
month mayoclinic.org
• 5 major stakeholders
• Technology–ontology
& content management
• 30 developers in Argentina
14. Example 2 - HLSL
A connected experience that leverages Mayo
Clinic knowledge to encourage positive change in
lifestyle behaviors for improving or maintaining
health and well-being
…Healthy Living Service Line Programme
(HLSL)
Elevator Speech
15. Complexity
Example 2 - HLSL
• 3 development organisations – Mayo Clinic,
Everyday Health, Workplace Options (MN, NY,
NC)
• Migrate hundreds of existing customers, gain
new accounts (sales)
• Integrate with an on-site programme too
• Multiple checkbooks
• More than $5M
16. Example 3 – Network Renewal
Aggressive refresh of Mayo Clinic’s network
technology protecting Mayo’s patients and their
information. Increase capability, scalability, and
growth while offering increased security for all of
Mayo Clinic businesses
…Network Renewal
Programme
Elevator Speech
17. Complexity
Example 3–Network Renewal
• 432 buildings
• Over $300M USD
• Over 11,000 devices
• 7 states
• 52,000 people affected
• Multiple stakeholders
• Refresh hardware in less than a year
• Complete entire scope in 2 years
18. Relationships With Key Stakeholders
• Stakeholder management
• Understanding interests and goals
• How each prefers to communicate
• Understand the programme and vision through
their eyes
• Build trust and transparency
19.
20. Programme Organisation & Governance
• How can the scope be broken up?
• What are the various approaches you could take
to assign project managers and which one
sounds best?
• How can decisions be made closest to those
who understand?
• Who is able to decide?
• Who will have the authority, accountability,
responsibility and for what?
21. Project Steering
John Wald, MD
Core Team
Andrew Galbus, PM
CMS (Sitecore) Team
Wendy Flanery
Semantic Services
Environment Team
Anne Larsen
Content Reconciliation
Jane Shellum
4D Replacement
Chuck Charbeneau
Sitecore Delivery Team
Jon Blixt
Stakeholder
Leadership
Planning and
Escalation
KCMS Project organisation &
Governance
Workstreams versus projects
Build
Relationships
22. Project Steering Team
Responsibilities
• Provide executive leadership guiding
the overall project
• Communicate to the Office of Information and
Knowledge Management on status of project
• Escalation point
• Act as an advisory board for changes and
clarifications in scope, schedule, and resources
24. 1. Equipment Refresh – Replacement of
legacy network equipment to support
analytics, access control and
segmentation capabilities.
2. Network Analytics
3. Network Access Control and
Segmentation
4. Secure Internet Presence
5. Operational Readiness – Transition from
the project to operations
Programme Organisation
Equipment Refresh
Network Analytics
Network Access
Control / Network
Segmentation
Enable new business services in a secure network
environment
Our Goal
Enabling
Technology
Technology
Foundation
Secure Internet
Presence
OperationalReadiness
Across 3 organisations:
Mayo IT, Mayo Security, Cisco,
KPMG Consulting
25. 1. Equipment Refresh – Replacement of
legacy network equipment to support
analytics, access control and segmentation
capabilities.
2. Network Analytics
3. Network Access Control and Segmentation
4. Secure Internet Presence
5. Operational Readiness – Transition from
the project to operations
Programme
organisation
Equipment Refresh
Network Analytics
Network Access
Control / Network
Segmentation
Enable new business services in a secure network
environment
Our Goal
Enabling
Technology
Technology
Foundation
Secure Internet
Presence
OperationalReadiness
Across 3 organisations:
Mayo IT, Mayo Security, Cisco,
KPMG Consulting
Build
Relationships
26. GBS Healthy Living Online 2/11/14
Executive Team
GBS Oversight Team
Programme Execution Core Team
GBS
Nicole Spelhaug
Kent Stewart
Bianca Shelby
Andrew Galbus
Eric Poole
Bonnie Handmacher
Sabine Brandt
Carrie Kowalczyk
Outcomes &
ReportingUX & Design
IT/BI/QA
ContentFinance
Charlotte Nordrum Paula Marlow Limbeck
Maggie O’Malley
Ryan Wiltgen, Brad Phelps,
Chris Kaspar, Kim Jacobson
Deepak Chokkadi
James Senior
Zack
Rosalie Bakken
ITFinance
C. Nordrum
J. Yolch
N. Spelhaug
K. Stewart
B. Shelby
J. Sigrist
J. Hovell
K. Jacobson
T. Boland
J. Lee
Programme Full Team
BAContent
Office of Wellness
QA
GBS
R. Wiltgen
A. Jeevan
P. Peterson
B. Phelps
G. Belhari
E. Bohn
L. Carlson
E. Coleman
D. Das
P. Dhanavade
R. Glasspoole
V. Guittikonda
M . Hoque
R. Kanchumarthy
C. Kaspar
R. Nadimpally
R. Richard
+
Oversight
T. Besch, M. Casey, J. Even, J. Cross, L. Dingle, C.
Nordrum
Brad Phelps
Paula Marlow
Limbeck
Rick Van Ert
Kurt Hobbs
EDH
Melissa Weiner
Bernard Horowitz
Brian Craine
WPO
Careese Bullock
Toni Smith
Client/Customer
SX
Rick Van Ert
EDH, WPO
Account
Management
Kurt Hobbs
P. Marlow
S. Vande
Loo
S. Vaughan
L. Engfer
Alicia Bartz
M. O’Malley
M.
Namkoong
Outcomes&
Reporting
Medical SMEs
C. Kowalczyk
S. Chatterjee
R. Miller
D. Beaulieu
C. Colburn
R. Bakken
J. Robert
K. Smith
A. Bol
J. Ferguson
P. Jaiswal
K. Kaur
P. Komatreddy
M. Rayapati
J. Shedhai
K. VanDenberg
A. Viruthagiri
N. Yolugoti
M. Clark, Ph.D
P. Hagen, MD
D. Hensrud, MD
W. Thompson, MD
K. Vickers-Douglas,
Ph.D
Coaching
Corey Knauss
Brandon Middleton
Marketing/
AM
L. Buss
B. Ries
K. Hobbs
J. Flynn
K. Wood
W. Hanson
F. Hangge
Product
Management
M. Kaske
G. VanBenchoten
S. O’Reilly
B. Crane
Discipline Leads
IT Leadership
K. Jacobson
J. Street
S. Kluck
O. Betiku
S. Bhattacharya
J. Hansen
M.
Mullenmeister
C. Williamson
EDH
S. Kulkarni
GBS Executive Team
M. Casey, J. Even, D. Herbert, D. Hensrud, MD, P. Limburg, MD, J.
Yolch, M. Roberts, C. Nordrum, L. Hudson (WPO), A. King (WP), Dean
(WPO), P. Parikh (EDH), L. Stanich (EDH)
Coaching
C. Knauss
J. Steinkamp
S. Glaeser
L. Haglund
B. Middleton
CHARGE:
Coordinate/manage
daily execution
CHARGE: Ensure
knowledge transfer &
use of discipline best
practices
M. Sonnenberg
K. Sundar
C. Umathurappan
WPO
A. Shankar
EDH
J. Yolch – HLP Administrator
I. Ahmed – HLP Ops Manager
Programme Managers:
R. Eastman, H. Preston, L. Dierks
J. Ferguson – HLP BA
S. O'Reilly – Product Manager
J. Lee, E. Pool – PM
C. Leung – S&P BA
N. Wood, S. Oliver- IT Leads
J. Rice – Test Lead
HLP Core Team
HLSL
Governance
Build
Relationships
27. 5/19: Earliest Go-Live (New, w/o SSO)
May Release:
Enhanced HLO Homepage
Promote Coaching Eligbility
Healthy Living Base May Reports
Coaching May Reports
KAM Integration
2-way goals
Customer Service Lookup May Tools
June Release
SSO Connectivity (6/6)
Coaching registration with ID only
2 way messaging
Healthy Living Service Line 2014 Timeline Revised 2/17/2014
Release Components Delivered
Monthly
DecMayAprMarFebJan
Tunne
l
Feb
Rel:
HLP
Pilot
Delivera
bles
June July Aug Sept Oct Nov Jan Feb Mar
August Release:
Coaching view of HA data
Import Biometric Data
Points Program
Device Integration (Fitbit, Withings Scale)
Stand-alone Coachng (with dual enroll)
Customer Support/Lookup August Tools
IDM registration enhancements
Self-enroll Coaching without Health Assessment
Expert Videos
Client Data Migration
GBS Begins Transition of Existing Clients
2/3
Live in
Production
8/4
12/1
Release Complete
Requested Enhancements:
Team Step Challenge
Team Weight Challenge
Food and Fitness Native Mobile App
Stand Alone Health Assessment
NCQA Accreditation
Health Assessment – other
languages
Yet to be
scheduled
NOTE: RED font indicates a
request to move to prior release
– request under evaluation or
clarification of deliverable
pending
2015
December Release:
Enewsletter/Syndication Suite
HLP onsite (Individualized Fitness Plan)
Contact Us Enhancements
Spanish Health Assessment
Coach Viewing of Tracker Data
6/?
5/5
Outcomes Report
GBS Begins Implementation of New Clients
8/18: Earliest Go-Live (existing clients)
Earliest “Go-Live” (Actual Go-Live dates coordinated through Client Services Team)
8/11: Earliest Go-Live (New, w/SSO)
PM’s for features
Teams surrounding
skills & focus areas
28.
29.
30. • Timing & regularity of meetings
• Clear agendas & timely minutes and action
items
• Purpose and goals of agenda topics
• Audience
Programme Communications
& Meeting Cadence
31. • Roles and responsibilities
• Regularly review what is/isn’t working
• Team “agile-like” standup meetings
(what did you accomplish, what’s next, blockers?)
Programme Communications
& Meeting Cadence
33. Programme Communications & Meeting
Cadence - Outward Communications
• Prosci® ADKAR model
– Address the timing and tailoring communications
to the audience
– Ties in with organisational change management
• A-wareness (what do I need to know)
• D-esire (and now I care to know it)
• K-nowledge (now I am trained/educated/informed)
• A-bility (I can do it – competent)
• R-einforcement
36. Processes - Some ‘agile-like’
• Co-location
• Project room
• Iterations
• Releases
• Daily scrums
• Scrum of scrums
• Retrospectives
• React and
revise
processes
as needed
• Backlog
• On-boarding
37. Tools
• Microsoft SharePoint
– Universal access for whole team
– Version control
– Single repository
– Wiki
• Microsoft Lync/Skype for Business
– Excellent for remote teams and IM for
local teams too
– Group chat, voice, video, share
desktop
38. Tools
• Microsoft Project master project (program) &
subprojects (projects)
• Microsoft Team Foundation Server (TFS)
– Issue tracking and quality assurance in same system
linked to task and requirements
– Project Plan tasks linked to TFS
Result - one cohesive master programme plan used by
entire team with subprojects
46. What to Focus On – Respondents Agreed
• 26% The what - vision & scope
• 26% Relationships with key stakeholders
• 25% Project organisation & governance
• 23% Cadence with communications
• 3% Tools and processes
64 out of 128 answered this question
47. Other Themes From Respondents
• 20% Confirm/acquire resources
• 14% Validate the budget
• 9% Schedule
• 8% Confirm requirements
• 8% Create a roadmap
• 8% Programme management plan
• 6% Risk
• 6% Success criteria
52. What to focus on
• The what - vision & scope
• Relationships with key stakeholders
• Project organisation & governance
• Cadence with communications
• Tools and processes
53. • Name | Andrew Galbus
• Email | andrewgalbus@gmail.com
Thank you!
Please rate my session!
Visit the “AoF Sessions” section of
the mobile app and tap on my
session to rate.
linkedin.com/in/andrewgalbus projectmanagement.com@AndyGalbus
Editor's Notes
Good morning and Buenas dias. I am very excited to be able to share with you some good practices I have learned managing large programmes.
This year’s theme focusing on accelerating progress and improving performance fits well. Initiating and planning a programme or any large complex project effort is critical. The world’s organisations cannot afford to waste time and resources to start over doing important work. I will be sharing complex programmes in the volatile complex environment of healthcare.
With this in mind at a I am going to talk today first very basically what is a programme versus a project. I am then going to go into much detail on what should one do in the first 90 days of a programme to better achieve success, and then I will share some research I did through a survey to validate and inform my experiences.
I hope in sharing these stories and experiences to help you become greater project and programme leaders so you can be the catalyst to ensure success.
Just a little bit of background of where I work so you understand the context of the large programmes I have led. We are the first and largest integrated not-for-profit medical group practice in the world. We have offices, clinics, and hospitals across 6 states with 5 schools in medicine. We employee close to 60,000 employees and serve 1.3 million patients from every state in the US and 143 countries. We bring in 9.8 billion US dollars each year in revenue. You can see our largest 3 sites are in Minnesota, Arizona, and Florida.
Today we are considered the best-known and most-trusted name in medicine throughout the world. Millions more benefit from innovations and discoveries that provide answers, healing and hope. I am honored and humbled to work for this great organisation.
Ok, imagine one day, someone had a vision or idea and some crazy perhaps idea of when they wanted it done. They drew up a business case, maybe a charter, perhaps had a budget amount in mind, and something was approved.
Now you were asked to help lead this effort.
Where would you focus your efforts?
We likely all know the formality of PMI and how you should have a programme management plan where you create management plans surrounding communications, procurement, stakeholder management, risks, changes, etc. The real question though is for the overall success of the programme are there areas to spend the most time or be sure you really have more attention spent in the first few months?
Take just a minute and think what comes to mind.
I found these areas to be the most critical from my experience leading several large programmes. I will go through each of these giving examples and stories of how I found this to be true.
First, I found it critical to define the true scope of the programme and the vision and importance to the organisation. Working with the sponsors and key stakeholders in an iterative fashion we developed or refined the vision, scope, schedule, and resources. Over time, the vision and scope would be revisited and tested as the programme developed. Remember the importance of this in conjunction with your stakeholders and the relationships you build and maintain. With trust and respect you will find success as the program evolves.
The vision and the scope needs to have proper alignment and integration with the organization’s larger strategic objectives. Listen for this when you work with the key stakeholders and use it to drive home the importance of the work with the teams doing the work.
In each of the programmes I led we developed an elevator speech. – something that could be easily remembered and shared with anyone to describe what we were working on and why. We referred to it as that because it should be short and succinct – something that could be shared with someone in seconds while travelling on an elevator or in a hallway briefly.
Here is an example of a vision that helped set the scope for a large complex programme I had. The vision was to organize Mayo Clinic’s Information and Knowledge making it universally accessible, useful and actionable. Each of these words were chosen carefully. This was our elevator speech. We call it an elevator speech because you should be able to explain the high-level vision of your program in a few seconds as if you were riding down an elevator explaining it to someone before they had to leave.
We were building a Knowledge Content Management System.
Just to share with you a little more on this programme here are some statistics; There were 5 projects in this programme. At one point in time there were over 100 team members across those 5 projects. Our budget exceeded $11 million US dollars. One of the stakeholders managed our public web content that had over 50 million visitors a month. We had 4 other stakeholders as well needing this system. We were also going to need to add technology – semantic services technology using ontology to help manage the content. This had never been done before in healthcare to our knowledge researching the world. We also had 30 developers in Argentina and Mayo Clinic had not had much experience with international remote resources like this.
This was probably the first time I personally started to think much more globally about about globalisation itself and its effects in the workplace and on our PPPM community.
Is there anyone in the audience that has completed an upgrade of a content management system before?
The second programme I wish to share was called the Healthy Living Service Line Programme. Our elevator speech was, “We are building a connected experience that leverages Mayo Clinic knowledge to encourage positive change in lifestyle behaviors for improving or maintaining health and well-being.”
This healthy living service line had 3 organisations involved, Mayo Clinic led the effort put partnered with Everyday Health out of Manhattan, New York for the online site. Workplace Options out of Raleigh, North Carolina in the US had a coaching company that we integrated into the solution. We had to migrate hundreds of existing customers from an old system/platform to this new one and at the same time create new features that would allow us to bring on new customers. We also had to integrate it with a physical Healthy Living on-site experience where a person could come to Mayo Clinic in Rochester MN and receive the best evaluation, training, and relaxation experience ever. We had multiple checke books or funding sources we had to manage in our budgeting process. We had over $5 million US dollars as a budget.
How many of you in the audience are in healthcare or wellness of some type?
My third and final example was a Network Renewal Programme. Our vision was to refresh Mayo Clinic’s network technology so we could preserve our patients and their information. At the same time we wanted to be able to increase our scalability and capabilities and provide growth while offering increased security for all of Mayo Clinic businesses.
This too was a massive complex programme. We had to make major upgrades across 7 states and 432 buildings. We had over 11,000 devices that needed to be replaced. All of our employees and patients that use our networking equipment daily would be affected in someway. We had multiple stakeholders including our security department, clinical areas, research departments, education, and our administrative areas. We had to complete the hardware upgrade in less than a year and complete the whole effort in 2 years…at least that was the expectation.
How many of you have networking or security related projects or programmes you are working on?
My next key is building relationships with stakeholders – especially key stakeholders like your program sponsors and project managers. I found it is really important to get to know them and their interests and how they view the programme. Assess what their goals are and be sure you understand what they want to accomplish. Document these goals and remember to update them. In terms of updating them be sure you understand how they like to be communicated with. Do they wish to meet in person and hear status updates? Would they prefer emails or reports on a regular basis? How critical is the programme to them and when would they want to know about issues? How urgently? Do they give out their personal phone number and would they be available off hours if there was a desire to reach them? During the early initiation and planning phases take the time to really build trust and transparency with the stakeholders. Throughout the programme there will be issues and concerns you will want to be comfortable sharing without hesitation. If you have build trust and openness it will feel very natural to share the concern and ask for help as needed.
With relationships being built with key stakeholders and a good understanding of the “What” or the scope of the work to be done, now you need to consider these questions in order to break up the work into logical groupings of scope so that a project manager can be given that scope. There is no one answer to this approach and some programmes will naturally fit into one approach an structure but others will be less clear. My advice is to work with your stakeholders to consider several options and then try one but be willing to get feedback later on and open to adjust and totally arrange the work if the initial structure is not working. This will not be easy to do once teams are formed but for the good of the programme if the organisation of the programme is not working you must be open to changing it. As the structure is getting decided also consider the governance and decision making process. Consider how you structure the programme and the project managers and key stakeholders and how they will play a part. Try to come up with a governance structure that keeps the decision making as close to the groups and teams that understand the details and impact. Try hard not to add layers without validating it is absolutely necessary.
Here is one example from the Knowledge Content Management System programme. For this programme we divided the work up into workstreams. At the time our organisation was not comfortable using the words “programme” that would have “projects” within it so we called the whole thing a project and each of the efforts/scopes of work workstreams. Regardless, we created a documented scope of work for each. Each workstream had a team of individuals that were almost 100% just on this project or workstream. We also created a core team made up of each of the workstream leaders (really project managers) along with key subject matter experts important across the whole project (programme). This included one key stakeholder from each of the 5 stakeholders that would benefit from this programme. We also had a technical specialist or IT architect and a business analyst leader along with myself. The charge and membership of each of these groups were documented and reviewed periodically to ensure we were focusing on the right things in each of the teams. We also had a leadership planning team comprised of just two key stakeholder leaders and myself and periodically a few other leaders that would overall plan how things were working and strategize our project steering meetings. This group was able to meet more often than our executive leadership project steering group but had that project steering group’s interests and what would need to be escalated as a high priority topic we discussed. The project steering group had our physician leader stakeholder along with the planning and escalation team members and each executive stakeholder. You may recall we had 5 stakeholders benefitting from the programme. Finally, the stakeholder leadership meeting was an ‘as needed’ group we met with if there were any topics that the five stakeholders needed more representatives to get an update from us or for us to have a discussion with. This too would involve key executive stakeholders that were difficult to find calendar time for but if the topic was important enough to them or us time would be found to discuss with them that topic.
We took the time to define the responsibilities of each group in the organisational chart and here are two specific examples. I recommend having these on every programme, project steering and a core team. [touch on each point briefly]
Here is that important core team responsibilities listing. Notice some of the specific duties such as being overall responsible for the resourcing, schedule, scope, and cost management.
Now, moving onto another programme, the Network Renewal programme. You can see a different visual on how that programme was represented. For this one the organisation was comfortable referring to it as a programme with projects. We had 5 projects within the programme. One focused on all the hardware replacement across the 432 buildings and 7 states in the US. Another was focused on the analysis of the network and how that effort would be planned and executed. The third was focused on access controls and segmentation of the network and the technologies and processes surrounding that effort. The fourth focused on the firewalls and technologies associated with our systems being exposed outside of Mayo Clinic through the internet. Finally, the fifty was focused on how all of these efforts would transform our organisation and necessitate us changing the way we are structured to support this effort when the programme has concluded. We created the graphic to convey how each of these projects are interrelated too. We had to start with the refreshing of the equipment to allow for newer technologies, then we could analyze the network and from there add access controls and segmentation as well as further secure our firewalls and internet security. All along the way we needed to plan for how we operationalized for beyond this programme.
I won’t go through this in great detail but this is a much more comprehensive organisational chart of the network renewal programme. Just a few notations: we formalized a program management group to shape and support the programme. We had an architecture group. OCM stands for organisational change management and we needed a group focused on communications and planning for how to communicate just what was needed and when it was needed. We needed a procurement group (contract management) as well to ensure we were proper stewards of the funds we were accountable for. The boxes at the bottom
Here is another programme, the healthy living program organisational chart. For this one we had a core team as well but then the teams were made up of a person from multiple disciplines. There was an IT team, a Quality Assurance team, etc. Each had leaders. On the next slide you will see each of the projects within the programmes.
This depicts the projects and the programmes. We took an agile approach on this programme where we delivered software in releases and each of the features of the product were within the release. You can see the May release had features which included an enhanced homepage, a promote coaching feature, and reports as well as integration with KAM exercise devices. We had project managers managing each feature – 1 or more each.
Another major key learning that contributed to the success surrounded communications methods and processes. It is important to establish clear and consistent meetings focused on the team structures and cross team needs. Consider how teams will know what each other is doing especially with a large team and/or complex topics. Normally what I see is that each team needs to meet formally at least once per week as well as the core team. Principles as simple as agendas with goals for each agenda item, quick minutes with action items. It helps to have the project maangers and programme manager truly consider the agendas and audience that needs to be there to ensure you are using everyone’s time effectiely. Often, meetings can go on the full allotted time regardless if the topic warrants it or if there is value.
With all of the organisational structures as with the meetings each team have it is important to ask the teams what is working and what is not? Review the charge and membership of the teams and ask periodically if the right people are at the table, if everyone needs to be there if the groups are meeting too little or too often, etc. adjust as needed.
Another communication topic and meeting cadence item involves considering if there is value in an agile-like standup meeting. Many programmes have these to get a very quick status update and communicate often within a team who is working on what and are there any things blocking them from getting work completed. This is an Agile team used with software development projects but many team have this and most stand-up and ask for status from each person for literally 30 seconds or less.
It was important in each of the organisational structures to decide what would be formally and informally communicated when and to whom. With stakeholder management having been initiated so you know what your key stakeholders are interested and how they wish to be communicated with. At minimum, the programmes I have been part of needed written communication sent to the whole team at least weekly for the team to have a report of all key progress, issues, risks, and other essential items. Here is just one example of how we communicated the status of the healthy living programme weekly. Initially it was produced every other week but later on became a weekly report primarily for the whole programme along with key stakeholders.
Another communications technique involves more outward communications to end users or customers. We refer to this as organisational change management. A company called Prosci® developed a great model that takes into account communicating just the right amount of information at just the right time. ADKAR pronounced adcar is the acronym. A-wareness focuses on what does a particular audience need to know now? D-esire is a stage of communication after awareness when you now want an audience to have a desire to know something about the programme. K-nowledge is communication that involves making sure an audience has the knowledge of what they need to know and understand. Training is often the approach or education to convey what is needed. A-bility is now ensuring the audience not only has the knowledge but there is a test or some aspect of ensuring they not only have the knowledge but have the proven ability to do what is necessary. R-einforcement is communication and processes that would reinforce what was conveyed early to ensure the change or effort ‘sticks’.
Another key in the first 90 days is to set up tools and processes that would be needed throughout the programme and even potentially beyond the programme. Many project managers do not consider how long it can take to set up procedures to bring in contract staff and give them access to various tools or how long it can take to set up a sharepoint site and create necessary libraries. Even distribution lists and considering an on-boarding set of communications materials can take significant time later on when there is less time to do so.
Here are some specific processes and considerations for programmes. Some I have already mentioned. [now touch on each of these and be sure to mention] Co-location is a process or rather a concept that can really help a team reduce communications efforts and help build a cohesive team. If you can find the space to have most if not all projects in your program in the same room do it. You may have some minor challenges with noise and people not wanting to move but in the long run your programme will benefit greatly. Our knowledge content management programme is pictured below. Almost everyone worked in that room in the US and in Argentina there was one room with up to 30 developers that were co-located there.
Here are some of the specific tools I found to be very very helpful. Microsoft Sharepoint has been an intuitive tool that allows for a central repository for all programme documentation and key artifacts. We turn on version control for the documents and give everyone access for full transparency. We have used features such as a Wiki to allow for collaboration as well.
Microsoft Lync now known as Skype for Business has also been an excellent productivity enhancer. We use the instant messaging feature to easily see if a team member is available for a quick chat. We use the share my deskop feature so a person can get help or demonstrate something with a person not right nearby physically. We use voice and video for real time chatting and communications where a phone is not available or in the case of our knowledge management programme with developers in Argentina we didn’t have to pay a phone bill because they too were on the same Lync tool. Group chats were also pretty common across a team. The video phone from Polycom and Cisco also allows for integration with Skype/Lync where there was a 360 degree camera that showed a team during a standup and the device would focus on the person speaking.
All of our programmes had a Microsoft Project Plan. This plan had subprojects where the main project was the programme and the subprojects were the projects within the programme. Some referred to this as a master project and subproject relationship.
On another programme (Knowledge Management) we incorporated the program plan in with Microsoft Team Foundation Server so that we could track costs of resources against tasks and also have tasks sent to an IT developer or software quality assurance team member.
The result was that we ended up with one comprehensive program plan used by the entire team.
With these tools came the ability to provide transparency, visibility, openness and accountability. With Skype and the videophone we could have a standup meeting every day and make sure everyone including our team in Argentina was focused on the right work and we would know when we spoke with them each day if there were any blockers. Accountability was often found when in a standup meetings someone says, I heard you say weren’t done with your task last Friday but now it is Tuesday and it is still not complete.
This all started when a consultant asked me to think about presenting my lessons learned. I immediately thought, “What would others say is important?” I wanted to research but he thought it would be best to share what I learned. So I did both. I just shared what I learned but last year I created a survey and asked other project managers what do they feel is important to focus on.
Here is the make up of the respondents I surveyed. 128 people responded. You can see the majority of them were PMP certified. Just a very few programme management certified.
You can see here that also the majority were very experienced having managed projects for 6 years or more, many had worked as a PM for more than 16 years.
In terms of the number of projects they managed the majority had managed many many projects from dozens to hundreds.
From what I found to be important here is how survey respondents agreed with what I found.
26 percent suggested something relating to identifying the scope and/or vision.
26% of the 64 noted that relationships with stakeholders were important.
25% had something related to setting up the structure, organisation, and/or governance for the program.
23% agreed communications were key to focus on such as developing a communication plan.
Only 3% suggested something related to setting up tools or processes.
These were other themes from the remaining items suggested to focus on. 20% noted making sure you have resources or had them on-boarded was key. 14% said make sure you know what funding you had available and if necessary get that funding if has not been acquired already.
I also asked what challenges they found early on in setting up large programmes. The number one area was with communications. Then defining what is success and what are the goals for that effort. Finding resources and validating the vision was also a frequent theme along with governance and funding. You can see other challenges as well.
Now to conclude I just want to re-emphasize the 5 main focus areas key to having a successful programme.
First of all getting the “what” well understood. What is the vision and scope of the programme. Next building those relationships with your key stakeholders. You need their trust and transparency. Next really consider the way you are organized and how decisions will be made. Communications we all know is key so early on determine how you will communicate within and outside of the programme. Finally, don’t forget the tools and processes. Establish them at the outset and ensure they are utilized.