Project Management GUIDANCE OCTOBER 2018

Transcription

1 Project Management GUIDANCE OCTOBER 2018

2 A GUIDE TO DEVELOPING YOUR PROJECT IDEAS This pack has been produced to provide details of the Trust s process and templates that are in place for the development and delivery of projects. The size and scale of the project will determine the level of detail required however the templates provide a useful structure for consideration when developing ideas of any size. The Strategy Team can provide advice on which elements are required for your individual project. This pack includes a copy of the following templates: Project Initiation Document (PID) Quality & Equality Impact Assessment (QEIA) Project Delivery Plan Projects Risks Register In addition to the above the following templates are also available to support impact assessments: Considering Data Protection Data Protection Impact Assessment (DPIA) These templates and process can also be used to support bid management when we are bidding for services through a formal procurement process.. This Guidance and all the template documents that you will need to complete can be found on the Trust Website, as follows : Trust Website Staff Zone Strategy Transformation & Project Management (under Useful documents ) or use this link Further information and guidance can be obtained from the Strategy Team : Mark Onions, Business Development Manager mark.onions@nhs.net ext 4030 Lucy Wilkinson, Project Support Manager lucy.wilkinson3@nhs.net ext 4017 Tracy Jenkins, Project Support Manager tracy.jenkins1@nhs.net ext 4018

3 PROJECT MANAGEMENT CHECKLIST Discuss your idea with your Line Manager and, if they support the proposal, submit your idea to the Service Delivery Group Management Team or the relevant Corporate Team Director for approval. If the idea is approved, complete your Project Initiation Document (PID) - ask the Strategy Team for advice. (PID template available on Trust Website). Involve corporate teams such as Quality, Finance, Training, Organisational Development, Human Resources, Information, Information Governance, Information Technology, Communications, Estates, Records Management. They will be able to help and support you during the process. If required complete your Quality and Equality Impact Assessment (QEIA) - ask the Quality Team for advice on the process. The outcome of the assessment should be communicated to the Strategy Team for recording. (QEIA template available on Trust Website). If required complete a Data Protection Impact Assessment (DPIA) - ask the Information Governance Manager for advice on completing the checklist and, if required, the assessment. Record outcome on PID. (DPIA template available on Trust Website). Submit your PID to the Strategy Team for onwards submission to the Benefits Group (BRG). The Strategy Team will advise you of dates and requirements for the meeting. You will need to attend to present your project. Following approval from the Benefits Group : Complete the Project Delivery Plan template to describe the actions required to delivery your project. This document will also provide the structure to report progress against the agreed Milestones. (Plan available on Trust Website). Complete the Project Risk Register template using the Trust s Risk Matrix. A copy of this is included in the guidance document. It is important to regularly review the risks associated with your project. (Register available on Trust Website). Once the project has finished complete the End Project Benefits template - record lessons learnt and evaluate the process (Template available on Trust Website). This evaluation is then presented to the Benefits Group to support future learning. Page 3 of 13

4 PROJECT MANAGEMENT PROCESS Stage Template Purpose Completed by Consideration by Stage 1 Project Initiation Document (PID) Review to progress to the next stage Clinical Lead / Project Lead Benefits Group Stage 2a PID For Approval Project Lead Benefits Group Stage 2b Quality & Equality Impact Assessment (QEIA) Form For Approval Project Lead QEIA Review meetings When all approved continue to stage 3 Stage 3 Progress Reporting Dashboard Monitor and report progress Strategy Team Benefits Group, Board & Sub- Committees Stage 4 Lessons Learned Evaluate processes Project Lead Benefits Group Stage 5 End Project Benefits Post Project Evaluation Project Lead Benefits Group Page 4 of 13

5 PROJECT INITIATION DOCUMENT (PID) Project Title Project Reference No. Strategic Priority Please refer to the 3 priorities identified in the Trust Strategy on a Page Sponsor Has authority to ensure project actions are completed/authorises required resources ACCOUNTABLE OFFICERS Project Manager / Operational Lead Agrees actions, monitor progress, manages implementation, risk and issues. Identifies and allocates resources Clinical Lead Narrative e.g. Objectives Proposed Change Impact Links to other projects PROJECT DETAILS Stakeholder / Services Affected by the Change Role Name Role Name Project Team Support and Expert Advisors Page 5 of 13 Project Support Finance Lead Training / OD IT Estates Quality HR Lead Information / IG Communications Records Management

6 Timescales Project Start Date Evidence : Completion Date Benefits Date Benefit Measure (KPI) * Key Benefits Effectiveness (inc efficiency) : Experience : Other : Key Performance Indicators Measure (KPI) * as identified above Target to achieve Achieve by date Key Milestones and Timescales Milestones Project Start List of project specific milestones: Target Date Project Completion Benefits Planned Benefits Review Project Delivery Plans Is a full Project Delivery Plan being developed? Y/N Where is the Project Delivery Plan being monitored? QUALITY EQUALITY IMPACT ASSESSMENT(QEIA) Safe High, Is a QEIA What is the risk Effective Medium Review to the quality of Caring or Low Required Y/N services Risk * provided? Responsive Well Led *If High/Medium Risk to any questions above, a QEIA form must be completed and submitted for a QEIA review Date of planned QEIA review : If a Quality Review is not required briefly state why: Where is Quality Impact being monitored? DATA PROTECTIONIMPACT ASSESSMENT(DPIA) Has DPIA been considered by Data Protection Officer? Yes / No * please delete as appropriate What was the outcome? Page 6 of 13

7 PUBLIC CONSULTATION Is a Public Consultation required? Yes / No * please delete as appropriate Please provide details of how this will be carried out : Monthly Profile Part Year Effect(PYE) Full Year Effect (FYE) IMPACT ON FINANCE and WORKFORCE Income A M J J A S O N D J F M Recurrent Non-Recurrent PYE FYE Pay A M J J A S O N D J F M PYE FYE Recurrent Non-Recurrent Non Pay A M J J A S O N D J F M PYE FYE Recurrent Non-Recurrent Contribution PYE FYE WTE A M J J A S O N D J F M PYE FYE Staff Reduction Additional Staff Key Risks include: Risks to Delivery and Risks to Benefits Refer to Trust Risk Scoring Matrix Budget codes affected Capital Investment Additional narrative Risk Current Risk Score (CxL=) Page 7 of 13

8 QUALITY & EQUALITY IMPACT ASSESSMENT (QEIA) Project Title Completed by: (Clinical Lead & Project Lead) Project No. Date: Description of project or scheme (Only complete if Project Initiation Document has not been completed) Will patients, carers or staff be affected by the scheme or project? (please tick appropriate) Have patients, carers, the public or staff been involved in the development of the scheme or project? (please tick appropriate) What consultation method(s) did you use? Yes No Explanation: Yes No Explanation: Explanation: INITIAL ASSESSMENT IMPACT ON QUALITY SAFE By safe we mean that people are protected from abuse and avoidable harm IMPACT ON QUALITY EFFECTIVE By effective we mean that peoples care, treatment and support achieves good outcomes, promotes a good quality of life and is based on the best available evidence IMPACT ON QUALITY CARING & RESPONSIVENESS By caring, we mean that staff involve and treat people with compassion, kindness, dignity and respect. By responsive we mean that services are organised so that they meet people s needs IMPACT ON QUALITY WELL LED By well led we mean that the leadership, management and governance of the organisation assures the delivery of high quality person centred care, supports learning and innovation and promotes an open and fair culture CQC Domains Risk Risk Score CxL= (Prior To Mitigation) Mitigating Action Risk Score CxL= (After Mitigation) Page 8 of 13

9 Quality Measure/Indicator (KPI) (Specific, Measurable, Achievable, Relevant, Timely) Target Monitored By/Frequency EQUALITY IMPACT ASSESSMENT Considering the above information, what impact will this proposal have on the following groups in terms of impact on service, delivery, patients and staff. Explain below: Protected Characteristic Positive Negative None (why) Actions to be mitigated Sex Gender Reassignment Age Disability Race & Ethnicity Sexual Orientation Religion or Belief (or No Belief) Pregnancy & Maternity Marriage & Civil Partnership QEIA Review Meeting Date QEIA Review Meeting Outcome QEIA Approval Role Name/Signature Date Service Delivery Group Manager Head of Nursing & Quality (HoN) Page 9 of 13

10 Consequence Score Will undoubtedly occur, possibly frequently Will occur but not persistently May occur occasionally Do not expect to happen but is possible Cannot believe this will ever happen Risk Rating Chart Injury/Harm Finance Service Reputation Likelihood Score Almost certain 5 Likely 4 Possible 3 Unlikely 2 Rare 1 Very minor or no harm Less than 10,000 No or very little impact on services Some negative publicity 1 None 5 4 VERY 3 VERY 2 VERY 1 Minor injury/illness (e.g. cuts and bruises) will resolve within a month 10,000 to 50,000 Disruption of services causing inconvenience. May cause efficiency/ effectiveness problems Regular negative publicity 2 Minor MODE RATE 10 MODE RATE VERY 2 Injuries of illness which requires extra treatment or protracted period of recovery. Should resolve within a year 50,000 to 500,000 Loss of service for a significant period of time (less that a month) Loss of public confidence, protest action 3 Moder ate HIGH 15 MODE RATE 12 MODER ATE 9 6 VERY 3 Single serious (life threatening) injuries/illness 500,000 to 3.5m Loss of services to such an extent that effects on public health will be measurable Punitive action, e.g HSE, CQC significant organisational change results 4 Major HIGH 20 HIGH 16 MODER ATE 12 MODER ATE 8 4 Multiple Serious (life threatening) injuries/illness 3.5m plus Permanent loss of a significant service. Threatens the viability of the organisation Damage to such an extent that the organisation must cease to exist as is 5 Catastrophic HIGH 25 HIGH 20 HIGH 15 MODER ATE 10 5 Risk Rating Chart - Risks should be rated Consequence (C) x Likelihood (L) x = (e.g. 3x3=9) and once mitigated, the consequence usually remains unchanged (e.g. 3x1=3) Page 10 of 13

11 PROJECT DELIVERY PLAN Project Title Project Reference No. Strategic Priority ACCOUNTABLE OFFICERS Last updated Sponsor Project Manager / Operational Lead Clinical Lead Benefits Date YEAR YEAR Milestones Measure (kpi) Action for Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Implementation Risk status Date Action Completed Implementation Risk Status Off track, no remedial actions identified Off track, remedial plans identified All key milestones achieved Page 11 of 13

12 PROJECT RISK REGISTER Project Name Ref. Date Raised Raised By Risk Description Risk Score (CxL=) Before Mitigation Mitigation Plans Risk Score (CxL=) After Mitigation Status Owner Page 12 of 13

13 END OF PROJECT BENEFITS REALISATION Project Title Sponsor Review Completed by Project Reference No. ACCOUNTABLE OFFICERS Project Manager or Operational Lead Date Strategic Priority Clinical Lead Presented to Quality Impact / Narrative including Evidence / KPIs where appropriate Financial Impact / Impact: Positive / Neutral / Negative Impact: Positive / Neutral / Negative PROJECT IMPACT EVALUATION Narrative including Evidence / KPIs where appropriate Additional Benefits Impact: Positive / Neutral / Negative Narrative including Evidence / KPIs where appropriate LESSONS LEARNED What went well and why? What could have gone better and why? Learning Points and Actions for Future Projects Page 13 of 13