CSOHIMSS_Fall2016 - Premier Health ePMO Journey
- 1. A Journey to ePMO Implementation Ron Mainess, MBA, PMP Premier Health There’s Light at the End of the Tunnel …and it’s the Train Coming the Other Way!
- 2. Objective • Show Impact of Institutionalizing Project Management Across an Organization • Identify Pitfalls, Challenges and Growth Experienced • Tell our story • Opportunity for us to Benefit from Others
- 3. Agenda • Objective • Premier Health Overview • Before Formalized Project Management • The Impetus to Change • Formalized IT PMO • PREMO • Finally, there’s light……but it’s the Train! • Comments, Questions, and Your Experiences
- 4. Premier Health Today • A comprehensive health system based in Dayton, OH, dedicated to improving the health of the communities that we service • Has five major hospitals, three free standing ER facilities, and affiliate members that serve the SW Ohio region • Has 2,020 licensed beds • Revenue: $2B
- 6. THE JOURNEY
- 7. Before Formalized Project Management Timeline: Before 1999
- 8. Before Formalized Project Management, Con’t – Assigned PMs to IT projects only on projects valued at $1M – PMs focused on work at the department level – not an organizational view – As many as 100 projects/tasks on-going at a time • Organization had not caught up with the need for formalized PMs • Definition of a project was not operationalized – defined but not utilized – Unable to manage timelines and budgets – Somewhat disjointed processes, but work was being accomplished – Metric: On-Time, On-budget - 20%
- 9. The Impetus for Change Timeline: 1999 - 2004
- 10. The Impetus for Change, Cont’d PMI’S Pulse of the Profession 2016 Organizations that invest in project management waste 13 times less money because their strategic initiatives are completed more successfully Mark Langley PMI President and CEO
- 11. The Impetus for Change, Cont’d Two events caused the organization to establish an organization-wide Project Management focus: • Y2K – Fear of Y2K Deadline couldn’t be moved – Fear of overall impact on organization • Epic (EMR) Implementation – Comprehensive nature of the project – impacted everything! – Recognized that governance and procedures not mature – IT would have a new volume of requests – Major instigator to deciding to do thing differently
- 12. The Impetus for Change, Cont’d In addition: • Continued to experience prioritization issues and coordination issues – Two major hospitals schedule to open within eight days of each other (MVHS & Atrium) • No consolidated view of all projects when that was decided – Competition for same resources – A lot started, not much accomplished • Brought in outside Consultant to conduct a Study • Resulted in establishing Project Management positions within IT • Metric: 15 – 20% improvement in budget/Schedule accomplishment
- 13. Formalized IT Project Management Office Timeline: 2008 - 2016 CARTOON
- 14. Formalized IT Project Management Office, Con’t • Formalized IT PM Leadership – Initiated capacity focus – Aligned project to resource availability or added resources to accomodate commitments – Implemented tools for project status, prioritization and approval – Rudimentary PMO Methodology established – Metric: On-time, on budget increased to 60+%
- 15. Formalized IT Project Management Office, Con’t • Formalized IT PMO – Established a PMO Board consisting of IT Leadership • A Pilot for potential broader implementation across the System • Meet every Thursday to review project status – Formal PMO Methodology established IT PMO Vision “A Project Management Center of Excellence (PM-CoE) in the Healthcare Industry known for project alignment with organizational strategies, timely project execution and resource efficiency resulting in total internal and external customer satisfaction and increased organizational market share.”
- 16. Formalized IT Project Management Office, Con’t – Portfolio of projects aligned with organizational strategy – Greater project execution visibility to the organization – Established IT Request and Prioritization Process • All requests for IT resources MUST follow this process – Metric: On-time, on budget increased to 80+%
- 17. PREMO Timeline: 2017 and Beyond
- 18. PREMO, Cont’d PMI’S Pulse of the Profession 2016 Organizations that align their ePMO to strategy report 27 percent more projects completed successfully and 42 percent fewer projects with scope creep
- 19. • Strong IT PMO processes established and institutionalized for the IT Division - IT PMs recognized across the System • Meanwhile many significant changes occurred accross the Industry and Premier Health: Reduced Reimbursement Health Care Reform Increased Regulation Increased Consolidations Benefit Changes Aging Demographics PREMO, Cont’d
- 20. PREMO, Cont’d Needless Spending Hidden Costs Additional Rework Interrupting Processes Inefficiencies Reactive Not Proactive Employee Turnover • In addition, current project management practices were leading to:
- 21. PREMO, Cont’d • ePMO concept vetted through System Leadership – 3rd try over several years - This time, ~18 month process Message to System Leadership: PREMO is the overarching umbrella that governs multiple PMOs. In turn, this provides oversight over numerous projects and allocates cross functional resources to create structure, standardized processes, and aligns priorities of projects. PREMO will aid system leadership to make well informed and educated decisions that coincide with our strategic and tactical project execution.
- 22. PREMO, Cont’d Benefits of PREMO: Provides a centralized platform to manage the portfolio of projects for Premier Health which will optimize financial, capital, and human resources across the system Require a thoughtful accountable approach to projects to be vetted, evaluated, and tracked for long term sustainability Effective planning reduces the possibility of rework, modifications in project execution, reduces the potential for cost fluctuations, and prevents duplication and drain of resources Manage project portfolio in a way to communicate project priorities with leadership to support the achievement of the strategic plan Organize the best of existing processes and workflows within operational partners such as Innovate, IT PMO, Supply Chain, and Facilities into an efficient enterprise process
- 23. PREMO, Cont’d – Project and Resource Enterprise Management Office (PREMO) Approved for implementation!
- 24. PREMO, Cont’d • Current Implementation Status – Concept Pilot in Process – Collaborative Office Formed and Operating – High Level Processes in Place – Technology Pilot in Process – Implementation plan in development • Roll-Out Planned for 1st Quarter 2017
- 25. Finally, there’s light……but it’s the Train! • Challenges – Adoption of new processes – Changing Perceptions • ‘A PMO will slow down progress’ • Motto: More prework to prevent rework – Establishing an agile approach • Too many requirements could impact buy-in – Resource Management • Currently only done in few pockets • ‘Why needed? Always manage to get things done’ – Change Management
- 26. Final Message – Don’t Quit • Environments change…the right time will come • ePMO implementation is a process and is not for the faint of heart • Requires time and patience • Senior Management buy-in is Critical • It’s an exciting journey!
- 27. Comments, Questions, and Your Experiences