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


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

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

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)

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

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

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

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

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

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

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
  • Able to demonstrate volume of work IS department
  • Increasing user investment and building
    collaborative relationships
  • Enhancing sense of teamwork within IS

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

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
  • 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

Planning output - 1
Planning output - 2
Portfolio ManagementValue / Benefits
  • Programmatic approach enabled more effective
    decision making, provided visibility to strategic
  • 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
  • Changed organizational capital budgeting process

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

Standardizing Methodology
  • Phase Zero
  • Develop benefit opportunities and baseline
  • 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)

Program ManagementValue / Benefits
  • Developing better understanding of department
  • Analyzing resource availability (clinical/revenue
  • Introducing value analysis as standard
  • Positioning IS to work collaboratively with
    department stakeholders

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

  • Questions?

Learning Objectives
  • Understand tools and methodologies used for
    project initiation, prioritization, milestone
  • 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