Project Management Office: A Means for System Integration

Transcription

1 Project Management Office: A Means for System Integration Janet Bjornson, Director Reid McMurchy, Senior Analyst WRHA Project Management Office Canadian College of Health Service Executives National Healthcare Leadership Conference June 2 & 3, 2008

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3 Presentation Winnipeg Regional Health Authority Project Management Office Aims of Regionalization/Integration PMO as Building Block to Integration Lessons Learned

4 Winnipeg Health Region Population > 700,000 ~60% of Manitoba s population WRHA also services rural and northern regions Nine acute and long term care centers 39 Personal Care Homes 16 Community Health Offices Over 27,000 staff $1.7B budget

5 Project Management Office A regional resource established to manage and oversee the implementation of strategic priority projects for the WRHA Consists of project managers, analysts, process improvement specialists, and administrative staff Focus on clinical and service delivery projects that span multiple sites or programs. This does not include capital or technology projects

6 Project Types Diagnostic /Discovery Projects Current State Implementation Projects Future State Performance Improvement Projects Opportunity for Improvement Or Performance Gap Solution Improved Performance Sustainable Improvement WRHA PMO facilitates the transition from current performance to improved performance with a selection of project types

7 Aims of Regionalization/Integration To increase effectiveness and efficiency by: Aligning needs and resources Integrating services across sectors Increased service quality and evidence-based practice Emphasizing health promotion and prevention Improved accountability Ref: Lewis S, Kouri D. Regionalization: Making Sense of the Canadian Experience HealthcarePapers, 5(1) 2004: 12-31

8 Integration at the WRHA Six key components of WRHA vision: Prevention and Promotion Treatment and Support Community Staff Accountability Research and Education Integration is woven through all six components

9 PMO - A Building Block in Integration Delivery of Successful Projects Project Management Approach and Infrastructure Selection of Strategic Integration Projects

10 Project Management Infrastructure Creation of the PMO Competencies in project management, analysis, process improvement Knowledge of the entire system Disciplined approach to project management Standardized tools and templates Identification and monitoring of project metrics Leadership alignment on projects Clarity of roles and responsibilities Persistent follow through Focus on execution Introduction of new approaches to problem solving P

11 Selection of Strategic Integration Projects Practice/Process Standardization Code Blue Critical Care Nursing Education Infection Control Routine Practices Nurse Initiated Diagnostics in the ED Safety Engineered Needles Standardization of Infusion Pumps S

12 Selection of Strategic Integration Projects Aligning Needs and Resources Home Phototherapy Community IV Program TB Home Therapy Home Care Client Specific Training Best Practices S

13 Selection of Strategic Integration Projects Service Consolidation or Transfers Obstetrics Consolidation Rehabilitation Services Reconfiguration Geriatric Mental Health Teams Sleep Studies Consolidation S

14 Delivery of Successful Projects Almost 100 projects in progress or completed Emphasis on Results and Measurement Capture of Lessons Learned for Continuous Learning Flexible approach to respond to Regional Needs i.e. consultation, projects, solution development, planning, diagnostic approaches, education and training, process improvement Introduction of New and Innovative approaches: Lean, Six Sigma, etc Repository of project archives D

15 Lessons Learned Role negotiation with executives/leaders is key during project intake and scoping Leverage existing structures/processes where possible Project selection and support aided through organizational alignment Constraints on ability to act in timely manner where government approval required Need to ensure Sponsor readiness Weak governance structures allow sites/programs to opt out

16 Janet Bjornson, Director WRHA Project Management Office (204) Reid McMurchy, Senior Analyst WRHA Project Management Office (204)