Penn Medicine Project Management Office

Transcription

1 Penn Medicine Project Management Office What an Enterprise PMO can do for your EMR Robert Weidner, PMP January

2 Insert Text Here University Pennsylvania Health System 3 Hospitals, 2 Physician Groups 80,000+ Patient Admits/Year 2.4 Million Office Visits/Year School of Medicine School of Medicine FOUNDED 1765 #2 IN GRANT FUNDING 720 STUDENTS, 1006 HOUSESTAFF Penn Presbyterian Medical Center (PPMC) 317 BEDS, 832 PHYSICIANS 15,419 ADULT ADMISSIONS Clinical Practices of the University Pennsylvania (CPUP) Clinical Care Associates (CCA) Pennsylvania Hospital (PAH) 515 BEDS, 888 PHYSICIANS 23,903 ADULT ADMISSIONS Penn Medicine at Rittenhouse Penn Homecare and Hospice Services 1/18/

3 New WDM Backbone Build 3

4 Corporate IS Project Management Office (PMO) IS Project Management Office started in 2007 with 9 PMs 8 applications 1 infrastructure 19 Project Managers on staff, variable number of contract PM s 12 applications 7 Infrastructure PMO manages > 100 tactical projects at any given time Application & Infrastructure teams manage internal or service projects ( at any given time) IS PMO website for more info: 4

5 IS PMO Org Chart 5

6 Project Tracking 6

7 Project Server

8 Project Management Tools 8

9 Project vs. Operations A project is a unique process that consists of a set of coordinated and controlled activities with a prescribed start and finish date that is undertaken to bring about beneficial change or added value Operations management is an area of management concerned with overseeing, designing, and redesigning business operations in the production of goods and/or services. 9

10 Rock [P.M.] Hard Place A project manager is the person who has the overall responsibility for the successful planning and execution of a project. The project manager must possess a combination of skills including an ability to ask penetrating questions, detect unstated assumptions and resolve interpersonal conflicts as well as more systematic management skills. Key amongst his/her duties is the recognition that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of the project. Person with the ability to get team members to perform their work while having no direct authority 10

11 What IS Executives want from a PM In a study published in the Project Management Journal titled PMP Certification as Core Competency: Necessary But Not Sufficient senior IS executives ranked these competencies as Important or Extremely Important Competency Important and extremely Important percentages Leadership 94.8 Ability to communicate at multiple levels 93.5 Verbal skills 87.2 Written skills 87.1 Attitude 85.3 Ability to deal with ambiguity and change 82.9 Work history 68.9 Experience 67.1 Ability to escalate 66.3 Cultural fit 57.2 Technical expertise 46.1 Education 37.7 Length of prior engagements 23.0 Past team size 18.0 PMP certification

12 Budget vs. Time vs. Resources or Something s gotta give Time Budget $ Resources 12

13 Budget vs. Time vs. Resources or Something s gotta give Time Budget $ Resources 13

14 Budget vs. Time vs. Resources or Something s gotta give Time Budget $ Resources 14

15 Penn Medicine IS Project Intake Process End User EIO Helpdesk Change Ticket Submitted to the Project Management Office (PMO) Project Requests Submitted and Reviewed at Weekly Intake Meeting Team Lead Projects PMO Lead Projects Tasks are contained within teamor Or well defined (checklist activities) Multiple teams involved, Detailed coordination/ communication plans APPROVED PENDED Service Requests System Maintenance - day to day tasks performed by the application and technology teams (Dictionary Updates, User Acct Creation, etc.) Project Assigned Sponsor Engagement Team Formation Execution Project requires follow up with Requestor and/or Sponsor prior to being Approved (handled by EIO) 15

16 Penn Medicine Discovery, Scope & Charter 16

17 PM Typical Time Pattern on a Project 17

18 Issues and Risks A risk is defined as "an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives." [ An Issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. Note: Once a risk occurs it becomes an issue 18

19 Enterprise PMO Tactical projects Tactical projects are usually large and/or complex New applications Involve multiple departments within IS or clinical departments Impact more than one entity We also do special projects Print reduction EMPI Clean-up M-code backlog Recently completed examples Epicare roll out 1,700+ providers SCM 5.0 upgrade EPIC APM implementaion Opening two new outpatient centers Cerner Lab relocation Sunrise SRx implementation 19

20 Examples of Current Enterprise Projects Upgrade SCM to 5.5 Eclipsys KBC including patient room devices Meaningful Use compliance ICD 10 upgrade EPIC Optime implementation Upgrade of Single Sign-on/Context Management application & hardware Epic annual upgrade 20

21 What value does an Enterprise PMO add? We bring: Consistency of process methodology Coordinate major upgrades Planning and defining scope Activity planning and sequencing Develop realistic schedules Manage risks and issues Communication with executive stakeholders Progress, issues and risks Team leadership (herding the cats) Develop test plans (not test scripts) Monitor progress & document bugs (show me) Go-Live Readiness Command Center Transition to support Close down & Lessons learned 21

22 That s All Folks Q&A Thank you

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