Establishing an Enterprise-Wide PMO-Striking Out Once Doesn't Mean Game Over! Bennetta B. Raby MS, PMP, LSSBB

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1 Establishing an Enterprise-Wide PMO-Striking Out Once Doesn't Mean Game Over! Bennetta B. Raby MS, PMP, LSSBB DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do not necessarily represent official policy or position of HIMSS.

2 Conflict of Interest Disclosure Bennetta Raby, PMP, LSSBB Has no real or apparent conflicts of interest to report HIMSS

3 Establishing an Enterprise-Wide PMO- Striking Out Once Doesn't Mean Game Over! When establishing an Enterprise-Wide PMO, it's not so easy to get it right, at least not the first time. We will highlight the Children's Medical Center of Dallas experience in re-establishing its Enterprise-Wide PMO.

4 Learning Objectives Compare Children's Medical Center's current efforts in establishing an effective Enterprise-Wide PMO with its previous, less-successful experience Outline the critical elements of the change management process employed at Children's to ensure that strategy, operations, and process improvement projects are aligned Illustrate how Children's worked with the senior executive team to develop and achieve buy-in on an executive-level portfolio dashboard Demonstrate specific examples of projects included in the dashboard and how project management principles were adapted to support their successful implementation

5 What is an EPMO By definition, An Enterprise Project Management Office (PMO) is a group or department that spans across an organization that defines and maintains standards for project management within the organization. It s primary purpose is to elevate the knowledge and provide an enterprise-wide approach to identify, prioritize, and successfully execute a corporate portfolio of initiatives that are aligned with the strategic goal and vision of the organization.

6 What are the attributes of a Solid E-PMO? An EPMO is: Strategically aligned to the organizational goals. Serves as the enterprise hub for Project Management standardization Provides governance of all strategic initiatives ideation prioritization control close Provides a foundational education of how to develop a cohesive portfolio

7 The First Attempt at a PMO As with most organizations the first attempt at a PMO starts because there is frenzy on the field We have 200+ initiatives and not enough resources to complete them all, what should we cut How did that project get approved without going through the process? We have project managers everywhere in the organization and don t know what they do! We need to increase our profits and decrease cost A PMO can get us on the right track and make us work better, faster..

8 Establishing a PMO - Children's Medical Center Dallas THE START OF THE GAME FIRST INNING

9 First Step up to the Plate! Children s Medical Center EPMO The initial approach Step 1: The Information Technology project management office volunteered to gather all of the initiatives it was being asked to perform into a consolidated spreadsheet. Step 2: The list grew to encompass regulatory projects but all Sr. Leadership initiatives were not included Step 3: The select owners met on a frequent basis to review the list to gain traction, review issues and estimate completion, but found that most status reviews carried over from meeting-to-meeting.

10 The Equipment, The Tool First Inning (cont.) Performance Improvement (PI) investigated and implemented a tool that would give the masses a way to provide project meeting minutes, track tasks and create a repository for project teams. The tool was rolled out to everyone, training was optional The boundaries were removed to allow others to freely explore the tool The tool was viewed as a meeting management application The dashboard/portfolio functionality was never utilized

11 How did the First Game Playout The project inventory was overwhelming, it could not be scaled down to a workable level (200+ initiatives) It was very difficult to assess the health of each project due to the various status languages and measurements that were used during review meetings It was only after a significant investment had been made that it was discovered that the project was not viable or was not tied to a specific goal. The organization struggled to balance regulatory, growth and infrastructure projects The equipment (the tool) had been misused and became known as a low end, administrative-only tool. Sr. Leadership felt that ROI was low on active/ completed projects

12 Establishing a PMO - Children's Medical Center EPMO NEW COACH, NEW TEAM, NEW PLAYS

13 New Coach, New Team, New Plays In the face of the high demands in Healthcare, cost reductions and reformation at the state and national levels, the Executives were faced with the daunting task of restructuring and Change Management. Each day that change was unyielding left their future direction vulnerable to the mandates of outside entities It was time for a new coach, new team and new plays

14 The New Team Establish the EPMO with a mix of talent A strategic EPMO leader that understands and has a proven track record for turnaround management /delivery Embed Process and Performance Improvement Specialists in the EPMO structure Recruit influential leaders into sponsor and team lead roles Integrate Best of Breed knowledge that is extracted from the new players to bring innovation to the project landscape Cross-Pollinate project, process and financial expertise to broaden the skills needed for powerful change within the organization

15 New Plays Aligned EPMO Structure to culture and then to Strategy. Translated the Strategy to a project portfolio system.(portfolio management) Sought low hanging realignment, cost efficiency initiatives that do not require severe reductions to accomplish Established strategic workgroups to become the grassroots taskforces for each transformational area (i.e. HR, Supply Chain, Revenue Management, etc). Invested in projects and programs that would reshape and realign the organization internally, then focused on external influences (Workforce Utilization) Intertwined process improvement methodologies into each project to improve quality outcomes. (i.e. PDSA, 5-S, etc) Built project management maturity at each organizational level (Org Development) Over communicate ideas, goals, programs and project initiatives Enterprise Communications Plan (Town Halls, Blogs, Screen Savers)

16 Create a portfolio structure that includes the following hierarchy

17 Linkage between each segment Core Values Defines the essentials for the organizations long-term success i.e. Stewardship, Innovation, Quality, Safety Corporate Strategic Goals Multi-year strategic targets that are necessary to meet the overall vision, financial, quality and resource thresholds Strategic Programs Annualized, coherent top goals which map to each corporate strategic goal. These programs are metrics based and contain key projects that will deliver business continuity. Programs must have a champion Top Projects with ROI A portfolio of projects deemed by leadership as the most impactful ideas to drive the organization to a more nimble, efficient state. Project must have a sponsor.

18 The New Generation EPMO Promotes best practice standards, quality, and methodologies into a project management discipline Utilizes PMBOK-based methodology as well as supports a hybridbest fit approach for the project management environment. Provides a channel of communication for project status, financial health, and mitigation of issues, risk, and dependencies across projects, departments, and/or divisions. Encourages collaboration, standardization, and overall improvement Incorporates ideation proactively to drive enthusiasm Anoints a EPMO Steering Committee that presides over key portfolio decisions and issues resolutions

19 EPMO Before and After Before Very discreet/ top heavy planning Process Intensive Retrospective Arduous Inconsistent Distant project governance After Collaborative Portfolio Management tool Processes to enhance Tactical Straightforward/Intuitive Reliable Transparent Project Governance

20 Bottom of the Inning Enterprise Project Management Offices are difficult entities to start and maintain. However, they are a vital part of driving strategy from the top of an organization to an actionable, manageable level. The ideas, the people, the culture, the money are optimized with a strong strategy tied to a strong portfolio REPLAN - SIMPLIFY- EDUCATE COLLABORATE

21 Thank You! Bennetta B. Raby MS, PMP, LSSBB For more information or assistance please contact at:

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