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Project Management Office: A Means for System Integration Janet - - PowerPoint PPT Presentation
Project Management Office: A Means for System Integration Janet - - PowerPoint PPT Presentation
Project Management Office: A Means for System Integration Janet Bjornson, Director Reid McMurchy, Senior Analyst WRHA Project Management Office Canadian College of Health Service Executives National Healthcare Leadership Conference June 2
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Presentation
- Winnipeg Regional Health Authority
- Project Management Office
- Aims of Regionalization/Integration
- PMO as Building Block to Integration
- Lessons Learned
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Winnipeg Health Region
- Population > 700,000
- ~60% of Manitoba’s population
- WRHA also services rural and
northern regions
- Nine acute and long term care
centers
- 39 Personal Care Homes
- 16 Community Health Offices
- Over 27,000 staff
- $1.7B budget
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Project Management Office
- A regional resource established to manage and oversee
the implementation of strategic priority projects for the WRHA
- Consists of project managers, analysts, process
improvement specialists, and administrative staff
- Focus on clinical and service delivery projects that span
multiple sites or programs. This does not include capital
- r technology projects
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Project Types
WRHA PMO facilitates the transition from current performance to improved performance with a selection of project types
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Aims of Regionalization/Integration
To increase effectiveness and efficiency by:
- Aligning needs and resources
- Integrating services across sectors
- Increased service quality and evidence-based practice
- Emphasizing health promotion and prevention
- Improved accountability
Ref: Lewis S, Kouri D. “Regionalization: Making Sense of the Canadian Experience” HealthcarePapers, 5(1) 2004: 12-31
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Integration at the WRHA
Six key components of WRHA vision:
- Prevention and Promotion
- Treatment and Support
- Community
- Staff
- Accountability
- Research and Education
Integration is woven through all six components
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PMO - A Building Block in Integration
Project
Management Approach and Infrastructure
Selection of
Strategic Integration Projects
Delivery of
Successful Projects
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Project Management Infrastructure
- Creation of the PMO
- Competencies in project management, analysis, process
improvement
- Knowledge of the entire system
- Disciplined approach to project management
– Standardized tools and templates – Identification and monitoring of project metrics – Leadership alignment on projects – Clarity of roles and responsibilities – Persistent follow through – Focus on execution – Introduction of new approaches to problem solving
P
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Selection of Strategic Integration Projects Practice/Process Standardization
- Code Blue
- Critical Care Nursing Education
- Infection Control Routine Practices
- Nurse Initiated Diagnostics in the ED
- Safety Engineered Needles
- Standardization of Infusion Pumps
S
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Aligning Needs and Resources
- Home Phototherapy
- Community IV Program
- TB Home Therapy
- Home Care – Client Specific Training Best Practices
Selection of Strategic Integration Projects S
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Service Consolidation or Transfers
- Obstetrics Consolidation
- Rehabilitation Services Reconfiguration
- Geriatric Mental Health Teams
- Sleep Studies Consolidation
Selection of Strategic Integration Projects S
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Delivery of Successful Projects
- Almost 100 projects in progress or completed
- Emphasis on Results and Measurement
- Capture of Lessons Learned for Continuous Learning
- Flexible approach to respond to Regional Needs i.e.
consultation, projects, solution development, planning, diagnostic approaches, education and training, process improvement
- Introduction of New and Innovative approaches:
Lean, Six Sigma, etc
- Repository of project archives
D
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Lessons Learned
- Role negotiation with executives/leaders is key during
project intake and scoping
- Leverage existing structures/processes where possible
- Project selection and support aided through
- rganizational alignment
- Constraints on ability to act in timely manner where
government approval required
- Need to ensure Sponsor readiness
- Weak governance structures allow sites/programs to
‘opt out’
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