2014 PMI Project of the Year Manitoba Chapter Defy the odds and excel… practical insights and lessons learned for Project Managers Creating and Implementing a Provincial Standard for Admission, Discharge, Transfer (ADT) across 13 Hospitals within Manitoba
Speakers Debbie Honke (Manitoba e. Health) Ø Project Director of the PMO at Manitoba e. Health Ø Debbie has 35 years experience in IT primarily in project delivery Chris Ashley (Online Business Systems) Ø Principal Consultant and Senior Project Manager Ø Chris has over 25 years experience in Projects and team management
Goal Today Ø Provide you with information you can use every day Ø Get you 1 PDU Ø Give you a chance to ask questions Ø Have you out on time
Once Upon a Time Ø How the Story Begins Ø Main Challenges Ø Strategies for Success Ø What Innovations were Created Ø Project of the Year
How the Story Begins Who are the Characters? Manitoba e. Health Online Business Systems (Online)
Setting the Scene
The Plot Manitoba e. Health’s vision is to provide the right information to the right people at the right time so: • Providers are able to provide high-quality services • Health system managers can ensure the sustainability and accountability of the system • People and their families have access to the information they need to maintain their health and to access the services they require
The Script: The Provincial ADT Project Winnipeg Regional Health Authority Ø 2 large hospitals (600 -800 beds) Ø 5 Community hospitals (200300 beds) Ø 6, 000 health professionals Ø 7 sets of unique systems, processes, forms, policies and data GOAL: Create a single Standard for all hospitals using a shared database
The Script: The Provincial ADT Project Provincial Standard for ADT means: Ø One database to store all ADT information Ø Standardized terminology, data and interfaces Ø Standardized processes and reporting Ø Standardized training of staff across facilities including training content/labs Ø Ability to retire older / failing ADT systems All Hospitals would use the same version, and core processes and be positioned for future growth
Main Challenges Scope was changing rapidly Ø 1 hospital became 5 hospitals became 13 hospitals Schedule Ø Planning - went from 1 year, to 5 years to 3 years to approved 2. 5 years – ended up being 2. 5 years Cost Ø $13 Million and stayed on track Standardization Ø Obtaining agreement took much longer than planned Stakeholders Ø Many stakeholders - no common vision
What the Critics Said Did the project achieve its goals? Ø Ø Ø Overwhelmingly YES Scope, Time, Cost, Quality – Delivered Customers happy Healthcare for Manitobans improved Strengthened Relationships – Manitoba e. Health / Hospitals How was this done – keys for success
Keys for Success
Cross site, cross-region change meant Senior regional leadership We selected strong leaders We demanded their participation and asked for regular guidance Leveraged their role to obtain our goals Ø Clear obstacles, communicate, champion the future
Identified all key areas of project Hand picked the best no matter where they came from Ø Manitoba e. Health, contract, vendor, site Clear lines of responsibility for teams Latitude to get things done Accountability and oversight Ø Team Managers, PM meetings, checkpoint reports, logs, enterprise PM tool
Subject Matter Resource (SMR) – from the business BAs were not enough Selection process rigorous – high bar Seconded for 18 months Processes A-Z reviewed / consensus Agreement resulted in buy-in Ø Not always win-win but very close Ø Buy-in meant smoother Go Live
Organizational Change Management (OCM) was defined. Team manager, budgeted product Ø Ø Ø Learning – team and all stakeholders educated Readiness Assessment/Stakeholder Engagement Organizational Change strategies Communication Training – single training approach Dedicated team mates with deliverables Create plans, engage stakeholders, communicate effectively and frequently OCM is a focus for all Manitoba e. Health projects
What Innovations Were Created? Dedicated OCM team Finalistnational COACH Award Single shared database Regional Governance Provincial Standard model (first in Canada) PMI POY award New way of project delivery
PMI 2014 Project of the Year Takes dedicated effort to plan and document Helps us to review all aspects of the project to learn and grow Recognition of tremendous hard work What winning meant….
Celebrating Project Success 22
Скачать презентацию 2014 PMI Project of the Year Manitoba Chapter
b790995bf03009ba0a3500e9733354bb.ppt