The Three Ps of the PMO Project, Portfolio, and Program Management at the University of Illinois Med

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The Three Ps of the PMO Project, Portfolio,
and Program Management at the University of
Illinois Medical CenterAudrius Polikaitis, PhD
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Agenda

• Background
• Project Management
• Portfolio Management
• Program Management
• For each P
• Challenges
• Tools and processes
• Benefits and value

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UIMCC BackgroundOverview

• Medical Center
• 450 bed inpatient
• 23 ambulatory clinics
• 8 remote sites
• Information Services (IS) department
• 85 FTEs
• 3000 desktop computing devices
• 91 Citrix servers
• 500 servers
• Two primary application vendors
• Cerner (clinical)
• McKesson (revenue cycle)
• PMO established Sept. 2004 (2 FTEs)

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Project Management Our Challenges . . .

• CEO perception that IS projects are often delayed
• Problems with IS working as a cohesive team
• No formal project submission process, leading to
  users feeling IS is not responsive to needs
• No mechanism to track projects and milestones
• Engaging IT group, we dont say no

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Project Charters

• Standard project charter used to
• Formalize project
• Use as a communication tool
• Project charter components
• Background
• Objectives
• Scope
• In scope
• Out of scope
• Executive sponsor
• Steering committee
• High level work plan
• Resources
• Metrics

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Project Management Council (PMC)

• Bi-weekly meeting of IS leadership and all
  project managers with active projects

• Use standard project status reporting template

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Project Database

• Started as tool for PMO to track active projects
  and drive PMC meeting
• Also used to develop quarterly Quality Report to
  UIMCC leadership
• Within 2 months, needed more functionality

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User Requests Unplanned, unbudgeted projects

• All projects initiated through single IS front
  door
• Good organizational discipline, no significant
  user complaints

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UIMCC IS projects Summary of projects

• Total projects at start of FY2005 134
• Unbudgeted, unplanned
• Approved and absorbed 57
• Under review 35
• Current active projects 61

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Project ManagementValue / Benefits

• Able to more clearly delineate what is in / out
  of scope
• Visibility into status of all IS projects
• Improved understanding of unplanned, unbudgeted
  requests
• Able to demonstrate volume of work IS department
  absorbs
• Increasing user investment and building
  collaborative relationships
• Enhancing sense of teamwork within IS

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Portfolio ManagementOur Challenges . . .

• UIMCC had not completed comprehensive IT
  strategic planning in several years
• High degree of organizational IT want
• IS brought in to projects too late (just to
  provide an interface)
• IS project selection criteria
• Not well established
• Not always aligned with UIMCC business objectives
• Historically emphasized clinical program (not
  revenue cycle, supply chain, web)
• Infrastructure investments often based on crisis
  management

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Developing the Portfolio

• Interviews with 30 key departmental stakeholders
• Laboratory
• Radiology
• Pharmacy
• Materials management/facilities
• Physicians
• Nurses
• Administration
• Miles Square
• Research
• Estimated resource capacity and developed
  staffing models
• Researched feasibility of timelines for
  implementing the projects
• Examined dependencies between IS program areas
  i.e. clinical applications, interfaces, and
  infrastructure
• Developed model for proactive approach to
  infrastructure capacity planning
• Explored rapid implementation methods
• Met with each IS program area to review projects
  and goals for next 3 years

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Planning output - 1
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Planning output - 2
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Portfolio ManagementValue / Benefits

• Programmatic approach enabled more effective
  decision making, provided visibility to strategic
  direction
• Projected future costs for infrastructure to move
  from crisis management to proactive planning
• Created forum for beginning of new process for
  project prioritization - Operations Advisory
  Group
• Changed organizational capital budgeting process

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Program ManagementOur Challenges . . .

• Efficiency and throughput in IS department
• Project volume
• Cerner solution deployment
• Change our approach to engage in less
  customization
• Conveying value of IT solutions
• Understanding resource availability

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Standardizing Methodology

• Phase Zero
• Develop benefit opportunities and baseline
  measurements
• Cerner QuadNet project
• Reset and manage user expectations, get system if
  value can be proved
• Post-conversion review and optimization
• Baseline resource analysis (resources for new
  projects vs. operations)

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Program ManagementValue / Benefits

• Developing better understanding of department
  throughput
• Analyzing resource availability (clinical/revenue
  cycle)
• Introducing value analysis as standard
  methodology
• Positioning IS to work collaboratively with
  department stakeholders

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Next Steps

• Keep going.1 year ago we did not even have a
  PMO, we now have more control
• Select and deploy a PMO application
• Coordinate training for IS PMs (PMI courses,
  retreat, etc)
• Enhance benefits methodology
• Enable clearer delineation of resources
• Continue to formalize governance structures

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• Questions?

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Learning Objectives

• Understand tools and methodologies used for
  project initiation, prioritization, milestone
  tracking
• Appreciate the cultural changes associated with
  the implementation of a formal IT project
  initiation and management process
• Understand how comprehensive IT program
  management facilitates organizational capital and
  operational planning