Title: The Three Ps of the PMO Project, Portfolio, and Program Management at the University of Illinois Med
1The Three Ps of the PMO Project, Portfolio,
and Program Management at the University of
Illinois Medical CenterAudrius Polikaitis, PhD
2Agenda
- Background
- Project Management
- Portfolio Management
- Program Management
- For each P
- Challenges
- Tools and processes
- Benefits and value
3UIMCC 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)
4Project 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
5Project 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
6Project Management Council (PMC)
- Bi-weekly meeting of IS leadership and all
project managers with active projects
- Use standard project status reporting template
7Project 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
8User Requests Unplanned, unbudgeted projects
- All projects initiated through single IS front
door - Good organizational discipline, no significant
user complaints
9UIMCC 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
10Project 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
11Portfolio 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
12Developing 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
13Planning output - 1
14Planning output - 2
15Portfolio 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
16Program 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
17Standardizing 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)
18Program 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
19Next 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 21Learning 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