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Effective programme management: Key questions the board should be asking Chair: Ann Abraham, Chair, Dorset Healthcare University NHS Foundation Trust Tim Ellis, Head of Project Management for Local Authorities, RSM
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DATED: 07/07/16
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EFFECTIVE PROGRAMME MANAGEMENT – KEY QUESTIONS THE
BOARD SHOULD BE ASKING
Tim Ellis
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DATED: 07/07/16
Where are you at with the challenge of change?
1. Ready, willing and able
2. Quite well prepared
3. Not well prepared
4. Definitely not ready
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Objectives
• Share key lessons from local government
• Awareness of relevant guidance and resources
• An opportunity to consider how this applies to
you and the NHS
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What we’ll cover
• Context - the growing challenge of change
• Local government experience – 4 key areas to consider – Leadership of change and culture
– Capability and capacity to deliver change
– Effective governance of change and power
– Making strategic choices and a focus on outcomes
• Discussion
• Resources
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Context – the challenge of transformational change
• Growing and ageing population
– increasing demand
• Standstill financial settlements
– real term reductions
• Technology and treatment advancements
– higher costs
• Increased expectations from the public
• Increasing specialisation
• Increasing number of treatments and overall activity
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DATED: 07/07/16
Context – the challenge of transformational change
• Critical and on-going requirement for NHS Trusts to
deliver increasing levels of transformational change
• Strategic Transformation Plans (STPs) require further
transformation within complex multi-stakeholder
environments
• However, leadership and managerial expertise in the NHS lies
primarily in operational delivery not large scale change
programmes
• Challenges for the NHS are significant and unique and there are
lessons to be learned from elsewhere
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Introduction
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Introduction
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What is programme management?
“A programme is a temporary structure which has been created to coordinate, direct and oversee the implementation of a set of interdependent projects and activities in order to enable outcomes and benefits related to the organisation’s strategic objectives.”
Managing Successful Programmes
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Key areas to consider
• Leadership of change and culture
• Capability and capacity to deliver change
• Power and effective governance of change
• Making strategic choices and a focus on outcomes
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Leadership of change and culture
“I kept hearing excuses. ‘The IT people
are holding things up’, ‘HR haven’t done
what they promised’.
I held a meeting every Thursday
morning where I called leads of projects
I was concerned about to account and I
made sure that HR and IT were in the
room. I got a very different picture and I
expected progress by the following
week. I took Directors off the job of
heading a project when I didn’t see
progress. After that, everyone was on
their mettle”.
Chief Executive
• Do you recognise the collective
accountability of the top team as
sponsors of change?
• Do you require and enable senior
officers to play their role as Senior
Responsible Owners (SRO)?
• Does leadership support and value the
programme approach?
• Are you rewarding required
behaviours?
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DATED: 07/07/16
Capability, capacity to deliver change
“We’d invested in PRINCE2 training for
our project managers but I couldn’t see
that delivery was getting any better.
Project managers told me that
managers and people on project
boards didn’t understand their roles.
We’ve refocused our efforts on the
developing understanding of leadership
roles, starting with the top team, and
that has really helped”.
Assistant Chief Executive
• Are you realistic about resources?
• Do you have a ‘PMO’ to support
change, develop approaches and build
knowledge?
• Are you identifying, believing in and
developing your people?
• Are you developing change leadership
roles (eg SRO and project board
member) as well as doers?
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Power and effective governance of change
• Is governance a living and evolving exercise?
• Are you clear about the objectives of different partners and open about difference?
• Do you acknowledge that power needs to change?
• Are Boards focussed decision making bodies supported by clear and concise information?
“In our multi-borough
environment programme
management is more
important than ever.
Programme boards are
our key shared decision
making bodies.”
Chief Executive
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DATED: 07/07/16
Focusing on outcomes and making strategic choices
• Is there a clear understanding of the
outcomes that are required?
• Are the outcomes and benefits
realisable and are necessary
behavioural changes addressed?
• Are initiatives selected and prioritised in
line with their strategic importance?
“An IT project claimed a
positive return on an
investment of a million
pounds.
However, the change of
behaviour of all staff was
not costed and the
business case did not
explain how saving small
amounts of time for a large
number of staff would be
realised.”
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DATED: 07/07/16
Which area is most important to you now?
Leadership
of change
and
culture
Capability
and capacity
to deliver
change
Power and
effective
governance
of change
Making
strategic
choices and a
focus on
outcomes
• Accountabili
ty of the top
team
• Support of
programme
approach
• Rewarding
required
behaviours
• Realistic
resources
• A‘PMO’
• Developing
your people
including
leadership
• Evolving
governance
• Clear
objectives
• Open about
difference
• Acknowledg
e power
• Effective
boards
• Clear focus
on outcomes
and business
change.
• Selection and
prioritisation
of initiatives
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Going forward
• NHS Providers together with RSM produced a Board Assurance
toolkit to enable NHS Trusts to ‘self-help’ relating to Board
performance.
• Work is underway to produce a similar guide for NHS Trusts to
establish the necessary capabilities and capacity to successfully
deliver strategic change programmes including STPs
• The guide will be developed jointly by NHS Improvement, NHS
Providers and RSM and will include contributions and examples from
a range of NHS Trusts acting as a reference group.
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Useful links
• NHS Providers Board Assurance toolkit
• SOLACE (Society of Local Authority Chief Executives): Leading Change: Five
Questions Every Chief Executive Should Ask
• Capital Ambition:
Public Sector Programme Management Approach Wiki
PSPMA embedding guide
Senior Responsible Owners Guide
• Knowledge Hub: Project and Programme Management Community
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Lessons
• Address leadership of change
• Develop capability and use your best people.
• Establish a PMO
• Consciously redress power and resource to support change
• Keep working at governance especially in multi-agency
initiatives
• Be proportionate – but do use a disciplined approach
• Don’t reinvent the wheel - support networking
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Thanks and questions
https://uk.linkedin.com/in/tim-ellis-0b12ab11
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DATED: 07/07/16
Liverpool
Andy Murray
Partner
Guildford
Phil Stanton
Partner
Contact us [email protected] [email protected]
RSM UK Consulting LLP – Key Contacts
