Project Management Office: A Means for System Integration Janet - PowerPoint PPT Presentation

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

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

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

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

Project Types ������������������������������� �������� ������� ����������������������� ����� ����� �������������������������������� ���������������� ��������� ������������ �������� ����������� ����������� ����������� �� ��������������� WRHA PMO facilitates the transition from current performance to improved performance with a selection of project types

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

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

PMO - A Building Block in Integration D elivery of Successful Projects P roject S election of Management Strategic Approach and Integration Infrastructure Projects

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

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

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

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

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

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’

Janet Bjornson, Director WRHA Project Management Office (204) 926-8069 jbjornson@wrha.mb.ca Reid McMurchy, Senior Analyst WRHA Project Management Office (204) 926-8059 rmcmurchy@wrha.mb.ca