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

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

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3000 desktop computing devices. 91 Citrix servers. 500 servers. Two primary application vendors ... Steering committee. High level work plan. Resources. Metrics ... – PowerPoint PPT presentation

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


1
The Three Ps of the PMO Project, Portfolio,
and Program Management at the University of
Illinois Medical CenterAudrius Polikaitis, PhD
2
Agenda
  • Background
  • Project Management
  • Portfolio Management
  • Program Management
  • For each P
  • Challenges
  • Tools and processes
  • Benefits and value

3
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)

4
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

5
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

6
Project Management Council (PMC)
  • Bi-weekly meeting of IS leadership and all
    project managers with active projects
  • Use standard project status reporting template

7
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

8
User Requests Unplanned, unbudgeted projects
  • All projects initiated through single IS front
    door
  • Good organizational discipline, no significant
    user complaints

9
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

10
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

11
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

12
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

13
Planning output - 1
14
Planning output - 2
15
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

16
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

17
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)

18
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

19
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

20
  • Questions?

21
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
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