Essentials Skills in Project Management Day 2

1. Essentials Skills in Project ManagementDay 2 Pauline Morrison Project Improvement Advisor

2. Structure of the Day • Morning Refreshments 11.20 – 11.30 • Lunch 12.30 – 13.00 • Afternoon Refreshments 14.40 – 14.50 • Finish 16.00

3. Recap on day 1 • Project life-cycle and project management process • Project planning • Project resources • Project costing • Financial Profiling

4. Topics covered today • Project risks • Project Governance • Stakeholder identification • Commissioning in Projects • Progress reporting • Lessons Learned • Project Review • Project Close

5. What might stop us from achieving it? Project Risk Identification & Analysis

6. What are risks? • The occurrence of something which may impact negatively on the project • Can be measured by: • What will cause it to happen • What the effect will be • How likely it is to happen • What could reduce the likelihood of it happening or stop it happening altogether

7. Organisation vs Project Risks • Organisational risks • Anything that might impact on the organisation’s ability to function/deliver its services • Normally very high-profile projects with high risks • Project risks • Anything that might impact on the project’s ability to function/deliver its services

8. How do you identify and analyse risks? • Consider each task in turn – could anything happen that would stop you from being able to complete that task? What would be the cause? What would be the effect? • What could you put in place to stop that from happening (the control)?

9. How do you identify and analyse risks? • Consider the likelihood of that risk happening after you have put the control in place. Score on a scale of 1-5 (1 being remote chance and 5 being almost certain) • Now consider the impact of that risk happening, again after the control has been put in place. Score on a scale of 1-5 (1 being negligible impact and 5 being catastrophic) • Lastly, who will make sure the control is put in place to manage the risk?

10. An example

12. Any questions?

13. Group Exercise Developing a Risk Register

14. Feedback on reflective log

15. Did you think about? • Whether there are there any organisational risks in doing the project? • How would you prioritise the risks? Would you invest any time or effort in a risk which had an overall risk score of 4? • Are there any problems with using this approach to identify your risks? How do you know all risks have been identified? • What do you do now that you have created your risk register? Is it enough just to identify the risks? Do you need to do more?

16. Project Governance

17. What do we mean by governance? • A formal structure which defines the accountability lines and responsibilities for strategic decision-making within the project • Normally in the form of: • Project Board • Steering group • Working Group • Reference Group

18. What does a governance structure do? • Provides strategic advice and guidance to Project Team • Responsible for making strategic decisions around how the project will be delivered • Signs off the project initiation document and monitors the progress of the project • If project is at risk of failing, provides support to Project Team to get project back on track • Often in a position to provide support if required i.e. influencing problematic stakeholders

19. Why is it important to put a project governance structure in place? • Ensures stakeholders retain ownership of project • Can help influence wider stakeholder groups • Provides support to Project Team • Auditable trail of decisions that have been made • All contribute to ensuring successful project delivery!

20. How do you go about agreeing a Governance Structure • Create a ‘Terms of Reference’ • Include diagram depicting reporting lines • Define roles and responsibilities • Identify membership constitution • Describe reporting requirements e.g. quarterly progress reports including milestones and budget, quarterly meetings

21. An example

23. Important to remember…. • Not line-management structures • Demonstrates ‘lines of accountability’ for the project • Structure can vary between projects – should be designed to accommodate characteristics of project • Important to define roles and responsibilities for each person/group • Avoids confusion • Everyone understands what is expected of them • Helps identify if there are gaps which need to be filled

24. Any questions?

25. Stakeholder Identification & Analysis

26. What do we mean by stakeholders? • Literally speaking – people who have a ‘stake’ in the project • Formal definition - a person or group interested in or affected by the project • Internal and external to the organisation

27. What is stakeholder engagement? • Asking the people who are affected by the project their views about the project/service we are delivering • Ensuring those views are integrated into the delivery of the project • Formal communication mechanism to listen to stakeholders, feedback to them and update them as the project progresses

28. Why is stakeholder engagement important? • For legislative purposes under principles of Patient Focus Public Involvement (PFPI) • Helps to ensure that what we do is relevant to end users and of a high quality • Reassures our customers that NES is a listening organisation and that services will be fit for purpose  • Supports the implementation process – if people are engaged with the project they are more likely to support the project when it is implemented • Helps identify any potential negativity or barriers and overcome those

29. Types of Internal Stakeholders • Senior management • Members of the project team • People who are involved in delivering the project e.g. web team, events team, procurement team • People who need to know about the project but aren’t involved in the delivery e.g. other departments doing similar work

30. Types of External Stakeholders • Customers/end users e.g. NHS staff groups/NHS boards • Scottish Government • Regulatory bodies/professional organisations • Trade Unions • Suppliers/contractors • The public • Auditors • People who will support or maintain the final product

31. Project Communication Strategy • Document detailing: • Who you need to communicate with • Why you need to communicate with them • When you will communicate with them • How you will communicate with them

32. What does a communication strategy look like?

35. Any questions?

36. Refreshment Break

37. Group Exercise Identifying and Analysing Stakeholders

38. Feedback from Reflective Log

39. Did you think about…? • Whether you have identified all stakeholders? How can you make sure you haven’t missed any? • How you would monitor your communication strategy – how would you know it was being effective?

40. Commissioning in Projects

41. What do we mean by commissioning? • The process of contracting someone to develop or deliver goods or services on our behalf • Examples include: • Hiring a venue to hold an event • Ordering catering for a meeting • Contracting a writer to write a report • Contracting a consulting firm to undertake research

42. Commissioning in Projects • Most projects will require some form of commissioning • Pieces of work/services which NES: • Do not have the expertise to do internally • Do not have the capacity to do internally • Are physically unable to do e.g. hiring of venues for large events

43. How do you commission within NES? • Different process depending on: • Type of goods/services you are commissioning • Value of order

44. Processes for goods/services being commissioned • Design of publications – use corporate contract with Shandwick Design (currently under review) • Printing of publications – obtain 3 quotes from 9 nationally approved printers • Stationery – through national contract with Lyreco • Travel – through national contract with Chambers Travel • Find out more on intranet site

45. Processes for goods/services based on value of order • £10k – demonstrate best value e.g. obtain 3 quotes • £10k to £25k – Obtain Competitive Written Quotations (CWQ) • £25k to £90k – Obtain Expressions of Interest followed by Invitations to Tender • >£90k – Advertise in Official Journal of European Union (OJEU)

46. Identifying Commissioning Exercises • Identify what work needs to be done externally to help you deliver each milestone • Based on your budget estimates identify which threshold(s) the work falls under • Review your project plan to make sure all stages have been incorporated – update if necessary

47. Any questions?

48. Group Exercise Identifying Commissioning Exercises

49. Feedback from Reflective Log

50. Did you think of…? • The events as commissioning exercises? • If you did identify an event, did you consider booking the Beardmore Hotel (NHS Scotland venue of choice for event hire) • Whether you would need to update your project plan?