A Healthcare Project Management Office How can it be

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A Healthcare Project Management Office?How can
it be?

• Presented by
• Nancy Jeffreys, Program Manager, MBA, PMP
• Nani Sadowski, Halifax Community Health System
  EPMO, MA,PMP

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Healthcare and HCHS PMO

• History
• In the past, Project Management at Halifax
  Community Health System (HCHS) was left to the
  vendors and consultants.
• HCHS discovered when vendors/consultants left,
  their internal employees lacked knowledge of
  system/product functionality.
• Q. What did this yield? A. Higher costs in
  system/product support, wasted time in
  troubleshooting issues/opportunities that arose,
  often delay in patient care, workflows conducted
  in a circular and non productive manner, etc.
• Present Day
• HCHS has a formalized EPMO (Enterprise Project
  Management Office) with standardized templates
  and policies and procedures based on PMI
  Methodology utilized for all projects and
  programs.
• EPMO Manages the annual Project/Program Portfolio
  Approval process with full participation from
  Management and Administration.

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Why Project Management?

• Integration became more complicated as biomedical
  devices transitioned from being solely devices to
  a combination of HW and SW requiring integration
  to the Hospital Information System/Core System.
  (i.e., Pyxis, PACS,CPACS)
• We discovered that no one consultant has the
  capacity to understand how all systems interact
  successfully with one another and what the
  potential interdependencies might be.
• Integration with hospital networks grows
  significantly with new regulations and the
  installation of new medical systems.
• Integration encourages and instills consistency,
  efficiency, standardization, ease of use,
  centralization, etc.

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Why Project Management and PMI Methodology?

• Implementations are now directly related to
  quality patient care (i.e., EHR, Automated
  Orders, Patient Tracking Systems, Barcode
  wristbands, automated insurance tracking
  information, etc.).
• Accuracy of integration is critical now to the
  health of the patient and success in treatment.
• REQUIRES that in house personnel lead the effort
  so that implementations are smooth, efficient,
  and timed accurately in order to eliminate
  interruption to patient care.
• Standardization via utilization of PMI
  Methodology allows for quicker implementations
  and less stress on employees.
• Once employees have participated in one project
  they know what to expect on the next.
• Less time is spent ramping up a project.

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Developing an Enterprise Project Management
Office (EPMO)

• Consistently encourage Executive Sponsors to take
  a major role in implementing the Projects
  (Communicate, Communicate, Communicate via
  ROIs, Metrics Reports, Standardized Agendas and
  Meeting Notes, Issues Lists, Risk Assessments,
  Change Request Database, Lessons Learned, etc.)
• Show success of internal participation (Via
  workflow analysis, time savings, satisfaction,
  metrics, personal interviews communicated via
  organizational newsletters, etc.)
• Market the EPMO/ Project Managers/ Core Team
  Members participation in the project
• Conduct monthly meetings with executives and
  Project Sponsors for EPMO portfolio update
• Conduct Project Milestone updates in All Manager
  Meetings, submit Project Milestone updates to
  internal newsletters, send e-mails to all
  employees surrounding project/program Go Lives.
• Conduct presentations to Management detailing
  accurate results (both positive and negative)

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Our EPMO Strategy

• Utilize PMI methodology.
• Develop templates specific to our organizational
  needs.
• Implement processes and procedures to support the
  overall methodology and templates.
• Make the templates and methodology accessible to
  the organization (via the intranet and NW
  folders) and hold training sessions for
  requesting departments.
• Integrate workflows into project phases (during
  initiation, planning, execution and control and
  six months after a project is completed).
  Validate that these workflows follow standards
  yielding similar look and feel as well as
  measurements (i.e., of resources, duration of
  tasks, of departments impacted, etc.). This
  will enhance organizational expectations for the
  workflows.

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HCHS Methodology

• Based on PMI Methodology but customized to the
  HCHS corporate environment. We had to Keep It
  Super Simple (KISS), yet needed PMI to promote
  consistency and standardization.
• Initiation
• Planning
• Execution/Control
• Closing

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Initiation

• During the initiation phase, we work closely with
  our Executive Sponsor(s) and Functional Sponsor
  to assess their needs, develop the business case,
  and incorporate the ROI.
• We work closely with legal, purchasing, and
  finance as well as other impacted parties to
  facilitate the contract negotiation.
• We have formed a Technical Advisory Committee
  (TAC) that reviews all IT projects prior to
  submitting to the Capital Investment Committee
  (CIC). TAC consists of executives and
  administrators who can make decisions to move
  forward in the meeting.
• NOTE This is all executed in accordance with
  the pre-approved Project Portfolio.

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Planning

• RFP/Demos/Vendor Research, Negotiation, Gap
  Analysis, and Selection
• Conduct a technical review where applicable
• Contract Review and Sign off
• Cost Spreadsheet (ROI) Review
• Design network/software interface specifications
• High Level Timeline/Schedule
• HIPAA Risk Assessment and Management Plan
• Project Plan
• Communication Plan

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Planning

• FAQs
• Project Kick off Meeting
• Issues List
• Project Plan document (includes full project
  scope) and requires sign off
• Project Schedule
• Risk Assessment/Risk Mitigation
• Technical Documentation
• Updating Pacific Edge (Project Portfolio
  Management tool that we utilize at HCHS for
  reporting and tracking purposes
• Workflow Process Analysis

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Execution and Control

• Implementation/Installation of hardware
• Activation Plan
• Contingency Plan/Backup Plan
• End User Device Installation
• Interface Coding
• Network Configurations/Diagrams
• Procurement
• Security (HIPAA Review)
• Software Installation
• Building/Millwork where applicable
• Testing (Plan, Scenarios, Results, Unit and
  Volume Tests)
• Training (Plan, Materials, Application, Train the
  Trainer and Technical Training)
• Go Live Checklist
• Audit

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Closing

• Closing the project is typically completed
  within 30 to 60 days after Go Live. An
  Operational Turnover/Sign-Off/Lessons Learned
  document is prepared and reviewed by the Core
  Team.
• All Lessons Learned are documented in a Lessons
  Learned database and added to our methodology to
  promote future success factors. In addition, all
  Change Requests are added to a Change Request
  Database.
• To insure that the end user and supporting
  departments understand what is expected after Go
  Live, a Service Level Agreement is prepared and
  signed off by all parties.
• The final project Sign-Off includes a list of the
  outstanding issues not related to Go Live. All of
  the Core Team, Functional Sponsor and Executive
  Sponsor must sign off before the project is
  considered complete.
• Final Workflow Analysis are conducted to
  determine if Project/Program achieved its
  desired goal surrounding enhanced efficiency and
  streamlining.

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PMO Progression in Organization

• HCHS started their EPMO as a PMO within
  Information Systems reporting to a staff Manager.
  (This is generally the case as IT related
  projects tend to rapidly generate metrics to
  prove results and effectiveness.)
• The EPMO moved up within the organization as
  implementations became cross-departmental and
  expanded to be non-IT projects such as
  facilities, marketing, quality, etc.
• We recognize that it is up to the EPMO to market
  our skills and proven results in order to
  continue to expand within the Enterprise (Key
  step to growth is encouraging and obtaining
  buy-in for an annual project portfolio approval
  process).

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QUESTIONS????
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Presented by

• Nancy Jeffreys, Program Manager, MBA, PMP
• Nani Sadowski, Manager of PMO, MA, PMP