GE Healthcare UK Performance Solutions NHS NES Knowledge Into Action Project Launch Event 12.08.2011 Scope Management & Project Charter Gary Boyd, Consultant.

GE HealthcareUK Performance Solutions

NHS NES Knowledge Into ActionProject Launch Event 12.08.2011

Scope Management & Project CharterGary Boyd, Consultant ManagerGill McManus, Senior ConsultantAngela Cowan, Senior ConsultantStacey Reay, Senior Consultantv.6

2 /NHS NES Knowledge Into Action

PROJECT SCOPE


The Project Management TriangleA typical project environment will usually involve

pressures to add scope, accelerate schedule and/or decrease costs. A

change on one side of the triangle typically impacts another side.Key Driver –

Leg of the triangle that takes priority over the other two factors

Weak Requirement –Leg of the triangle which flexes to make sure the requirements of the key driver are met

Tim

e

Cost

Scope(deliverables, performance, quality)

Risk


Major Project DocumentsScope

Management Plan

Scope Management

Plan

Formal Project Charter•Date

•Objective

• Team

• Sign off

Project CharterProject Charter

Project Scope Statement•Continually add detail

•Gain agreement with sponsor, stakeholder and project team

Project Scope Statement

Project Scope Statement

Project Management Plan•States how the work will be performed

•Composed of the plans and documents generated by the various processes

Project Management

Plan

Project Management

Plan

TIME

Schedule Management

PlanSchedule

Management Plan

Cost Management

PlanCost

Management Plan

Risk Management

PlanRisk

Management Plan

Communication Management

PlanCommunication Management

Plan


PROJECT ROLES & PROJECT CHARTER


Clarifying Priorities – Project Charter

Project CharterProject CharterComponentsComponents

• Project Title

• Start/Finish Dates

• Project Manager

• Business Need

• Project Objectives

• Project Team

• Budget

• Sponsor Sign off

The Project Charter formally authorizes the project, documents the business need and defines how the project is intended to satisfy the

needs.

Tim

e

Cost

Scope

Risk


CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE

Leading ChangeLeading Change

Systems and StructuresSystems and Structures

Monitoring ProgressMonitoring Progress

Mobilising CommitmentMobilising Commitment

Shaping a VisionShaping a Vision

Creating a Shared NeedCreating a Shared Need

Making Change LastMaking Change Last

Setting up for successSetting up for success

The CAP Model


Problem Statement Goals

Customer / Service Impact MeasurementsCustomer Metric: In Process Metric Baseline Target

In Scope Out of Scope Compelling reasons for project

Team TimelineSponsor Process Owners /

Business Change MgrsClinical Leads

Basic Training

Charterworkshop

Workout Follow ups


Team Chartering

A Charter:• Clarifies what is expected of the team• Keeps the team focused• Keeps the team aligned with

organizational priorities• Transfers the project from the

champion to the improvement team


Five Major Elements of a CharterCompelling reason for Project:• Explanation of why to do the project, ideally in financial and

organisational strategy terms

Problem Statements:• Description of the problem/opportunity or objective in clear,

concise, measurable terms. Description of the gap between where we are now, and where we should be.

Goals:• Description of the aspects we want to change, and in what way

(verbs important!)

Project Scope:• Process dimensions, available resources. Process start, process

end, what is included & what is excluded

Milestones:• Key steps and dates to achieve goals

Roles:• People, expectations, responsibilities


A Good Project…A Bad ProjectA good project:• Clearly states problem & goal statement • Defines defect & opportunity• Does not presuppose a solution• Clearly relates to the customer and customer requirements• Aligns to the business strategy• Uses the tools effectively • Is data driven

A bad project: • Is not focused — scope is too broad• Is not clear on what you are trying to fix• Has an already known/mandated solution without proper

investigation• Has a difficult-to-see linkage to customer needs• Is one that will not move the needles• Uses little or no tools• Is anecdotal — not data driven


Project allocation & Programme Roles

Improvement Leaders (KNOWLEDGE MANAGERS)

Full time project managers using process improvement and project management tools to support and facilitate the project

Project Participants:

Subject matter experts who can pinpoint problems and generate solutions in the area being improved. Usually these are people actually doing the process (rather than managers) plus specialists from supporting services such as IT, finance, HR etc.

Steering Group: Executive team setting the direction of the program.

Project Sponsor and/or Process Owner:

Senior manager who defines the scope of an improvement project, provides resources, and is accountable for its success. Is, or has a manager who is responsible for implementation of changes


NEXT STEPS & SUPPORT


Work-Out™ process for Tests of change

Steering group

Launch Event

Work-Out™

Training

Charters Pre-Work-Out™

Post-Work-Out™

3x monthly Follow-Up Clinics ……..

Support definition of future model

High level approach


Next steps

• Training 12th/13th Sep

• Charter workshop 26th Sep

• Prep session 10th Oct

• Follow up sessions 7th Nov, 5th Dec, 9th Jan, 30th Jan


Training contentIntroduce concepts, tools and approaches

for:

• Facilitator skills

• Small scale project management

• Lean Methodology

• WorkoutTM skills including capturing issues, root cause exploration, brainstorming, solution generation, action plans


TODAY’S SESSION GOALS


Problem Statement Goals

Customer / Service Impact MeasurementsCustomer Metric: In Process Metric Baseline Target

In Scope Out of Scope Compelling reasons for project

Team TimelineSponsor Process Owners /

Business Change MgrsClinical Leads

Basic Training

Charterworkshop

Workout Follow ups

Complete version1 Complete version1

Consider options/ideas to work on & establish baseline

& target between today & charter session.

Work on between today & charter session

Refine between today & charter

session

Work on between today & charter session

Consider who you need and rally support to join

team by charter workshop

12th/13th Sep

26th Sep

You mus

t plan

Plan internal follow ups
