Loading...
Transformation

Healthcare PMO

As  healthcare organizations prepare to launch Project, Portfolio, and Program Management Offices (PMO). Their main goal is to ensure timely and on budget delivery, to manage risks, and to continuously improve resource management practices. In the healthcare context, we also take care to integrate clinical key performance indicators as measures of PMO value in order to align with the goals most important to healthcare professionals.

Developing an effective approach to establishing a healthcare PMO requires three distinct phases: Architecture Design, Software Tool Selection and Process Rollout. The methodology for each phase embodies a tried and tested approach to effective PMO development and aligns with Project Management Body of Knowledge Standards (PMBOK) and PRINCE2 project management methodology. Our strategy ensures that clients will reap the benefits of more efficient processes and software systems, and that these will outweigh the initial investment costs.

Architecture Design

Your organization should follow a 4-step approach to designing an effective PMO tailored to each organization:

1.       Determine needs

We begin by helping our clients to determine what type of management office – project, program or portfolio – would best suit their needs. Each of these offices is designed for a specific context, depending on the complexity and goals of the initiative in question.

2.       Assess organizational maturity

We help our clients to set goals for their PMO based on a maturity assessment. This assessment analyzes various processes and capabilities pertaining to project initiation, planning, execution, control and closure, as well as resource management. By identifying areas of the management office in need of increased structure and development, this assessment helps in setting important and achievable goals.

3.       Establish a clinical measurement plan

In addition to the use of maturity levels as a performance metric, when working with healthcare clients we integrate clinical key performance indicators, in order to measure the value of the PMO in terms of the outcomes that matter most to healthcare providers.

4.       Determine PMO staffing and reporting structure

For a PMO to have the authority to enforce best practices and engage staff to work collectively towards the same goals, the office must be positioned at a senior level within the management hierarchy. We help our clients to define PMO roles that will ensure an effective office which integrates well into the organization.

Software Tool Selection

In order to achieve complete integration of the PMO, the following steps guide the selection of complementary project management software:

1.       Draft requirements

Once the PMO is established, we conduct a needs analysis to define software capabilities crucial to its success. We then assist clients in drafting a request for proposals (RFP) in order to secure optimal project management software.

2.       Build a library of PMO material

Drawing on our own resources, we develop a repository of PMO materials to form a library of reference that will aid in managing the productivity of the PMO.

3.       Select technology to enforce PMO processes

Following the issuance of the RFP, we work with our clients to evaluate the received proposals and select a preferred vendor. We aim to select a tool that will provide the best return on investment economically, as well as in terms of user acceptance and engagement.

Process Rollout

In order to achieve a successful launch of the PMO and ensure that the management office is being effectively integrated and accepted by all members involved, we generally recommend that project management practices be rolled out incrementally, allowing staff to adapt gradually to new processes. We work with our clients to define a phased rollout plan that will increase efficiency and organizational maturity while maximizing staff engagement.

%d bloggers like this: