Texas Childrens Hospital: Evolution of PMO

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Texas Childrens HospitalEvolution of PMO
South Central Texas HIMSSJanuary 16, 2004

• Susan Clark Myra Davis
• David Finn Juan Rivera

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How we got here?

• KSA Report (Management Review) - Findings
• Processes were overly complex and the environment
  lacked a customer service focus
• Poor processes and communications
• Need for better governance including a revision
  of the Information Management Committee (IMC)
• Customers expressed concern over the value
  received from the spending, given the level of
  automation received

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Result of KSA

• Implement a Project Management Office
• What is a PMO?
• Teaching organization
• Organization that will coach and assist on a set
  of processes, policies and procedures
• Organization to support the process

To live a creative life, we must lose our fear
of being wrong.
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Where we were
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Where we Wanted To Be
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How we got there
Methods, Standards, QA
Director Cust. Svcs.
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4 Steps to a PMO (with apologies to William Ward)

• Plan purposefully,
• Prepare prayerfully,
• Proceed positively,
• Pursue persistently.

Think as you work, for in the final analysis,
your worth to your company comes not only in
solving problems, but also in anticipating
them.
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Methodology Development

• Core Team developed in March 03
• PMs, Leadership and Consultants
• Developed Methodology for Projects over several
  months
• Pilot by late-summer
• Goal to utilize for all projects on October 2003

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Our Methodology
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Prioritization Methodology
The IM governing body must formalize the
prioritization methodology to be used for IM
project requests going forward.
Mandatory
Mandated by Regulation and/or Primary Technical
Infrastructure and/or Existing Grant-funded
Research Requirement
Foundation for Technical Mandate, Research,
Facility, and/or Cost of Doing Business
Essential
Support of Primary Strategic/Business Initiatives
with Required Benefit/ROI
Support of Primary Strategic/Business Initiatives
without Required Benefit/ROI
High
PRIORITY
Major Subjective Impact (with ROI)
Moderate
Non-foundation Technical, Research, Facility,
and/or Cost of Doing Business
Low
DECISION
Other Subjective Impact
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Project Administration Tool

• Information Services partnered with
• i. s. edge (isedge.com)
• Their tool is e4IS
• Pilot Program began with five projects being
  tracked
• Incorporated best practices
• Critical Success Factors

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Objectives of the PMO

• Ensure projects achieve project objectives
• Must be objectives
• Provide support to manage risks
• Not There is no risk of Management
• Provide a framework for control
• Define and manage communication
• Internal to IS
• Users

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Role of the PMO

• Recommend, assist and coach Project Managers
• Evaluate Project Request for completeness
• Ensure project plans, quality reviews exist
• Report issues to Project Managers and Management
• Assure project teams adhere to standard project
  methodology
• NOT managing the project

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Advantages of a PMO

• Consistent approvals to policy and procedures
  (and consistent exceptions)
• Standard approach for management
• Ability to evaluate projects, identify problems,
  reduce risks and overruns
• Shared governance
• Standardized methodology

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Components of a Successful PMO
Project Manager
PMO
PMO
Shared Governance
Project
End User
Team Member
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PMO Review Process

• PMO reviews projects
• Determine the health of each project
• Ensure that methodology is adhered to
• Communication
• Team organization
• Meeting minutes
• Work with Project Managers and Management to
  address issues
• Provide recommendations, assistance and coaching

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Project Initiation Flow 1
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Project Initiation Flow 2
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Cultural Changes

• Project Review Approval
• Internal
• Project Review
• Project Acceptance
• External
• Standard Project Request Method
• Executive Support
• Governance Structure
• Review Projects
• Prioritize Projects
• Present Projects
• Report on Projects
• Commitment of the Board

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IM Governance Structure
Executive Leadership
Information Management Executive Committee
Technology Standards and Practices Subcommittee?
IM Research Subcommittee
Hospital IM Clinical Subcommittee
TCPA IM Subcommittee
Hospital IM Business Subcommittee
TCHP IM Subcommittee
Enterprise
Individual entity
Note Appropriate executive leadership will be
determined on a case-by-case basis
TCPA/TCHP representatives appointed as
appropriate to address cross-entity
issues Baylor representatives appointed as
appropriate ?Technology Standards and Practices
will have representation on each of the
individual entity subcommittees as required.
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Current State of PMO.

• Project requests are centralized
• Resources are capturing time on projects
• Governance Sub-Committees starting to meet
  regularly
• Review, Prioritize, Present and Reporting on
  Projects
• Tracking of all active projects in E4IS
• Analyzing data
• Building of reports
• PMO hosts monthly brown bag sessions to discuss
  project status

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How will the PMO Evolve?

• Skill set assessment
• Project Management Skills
• PM101 Class Offering
• IDS wide Communication Plan regarding PMO and
  Process
• Develop on-line change control process
• Provide Project Templates based on project
  complexity
• Develop Resource Utilization Tool
• ?????

A strong, positive mental attitude will create
more miracles than any wonder drug.
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Questions?
PMO
PMO
If you think you can or if you think you cant .
. . You are right.