Portfolio Management Office

Ensuring a ‘Green’ picture

Andrew Hall

2

Business Context

• Information agenda for health, public health and social care.

• Support system-wide responses the use of information and indicators.

• Redesign of services and business models to ensure alignment with

national ICT / procurement strategies and policies.

• Re-profile / develop engagement with the public, patients and healthcare

professionals to ensure services and products are fit for purpose

• System wide partnership working to enhance collective engagement with

the clinical and healthcare community, enabling their ownership and

involvement with the information agenda.

• Consolidate and extend our portfolio to respond to an expanding

customer base and nature of requirement.

• Business development geared towards making a greater contribution to

economic growth.

DependencyManagement

ProfessionalDelivery

Resource Planning

Status Reporting

Risk & IssuesManagement

FinancesForecasting Plans &

MilestoneTracking

Key Components: Portfolio Delivery

Capacity & Capability• A resource allocation / re-allocation process giving project professionals a steady transition from project to

project• Facilitate all recruitment for project, programme, PMO and Business Analyst skills for projects in the

portfolio• Portfolio level resource plans enabling better understanding of the resource demand and capacity within

Increased consistency, efficiency and quality• Improved decision-making through a streamlined and supported internal business processes• Clear route, guidance and support through the external policy approvals process• Provision of clear templates, guidance and support for internal and external approvals and assurance,

e.g. Major Projects Authority / ISO • Creation of standard reporting processes

Recruitment &

On boarding

Quality Assurance

PortfolioGovernance

BusinessChange Lifecycle

Training & Career Path

KnowledgeManagement

Portfolio Level

Dependencies

Change Control

Key Components: People and Processes

Standard, repeatable and professional processes• Ensure standards meet the needs of project teams• Provide coaching and support for project management deliverables where needed• Build a portfolio knowledge centre to share best practice

Enhanced decision making • Portfolio Delivery Strategy supported by detailed assurance map• Publish high quality monthly Executive Information Packs• Provide a high quality reporting and escalation process• Build and maintain relationships with major stakeholders and governance teams

Collaborative open team culture • Provide a standard “business change lifecycle” • Work with the business to ensure effective resource allocation • Provision of training, development

Effective allocation of project and business area resources• Portfolio Delivery Strategy with embedded planning standards• Ensure timely, high quality status metrics

InformationManagement

Post Implementation

Reviews

CostManagement

InvestmentAppraisal

FinanceKPI’s

ExecutiveInformation

JourneyManagement

PortfolioBenefits &

Strategy

Key Components: Benefits and Investment

Improved benefits planning, tracking and realisation• Support business areas throughout the business case process• Ensure tools and templates are flexible and fit for purpose• Provide training when required• Ensure a proportionate, flexible approach to benefit exercises depending on project type and size

Effective investment decision making• Ensure high quality governance and business processes• Assess each business case for contribution to strategic aims• Manage relationships with all stakeholders and key decision makers/partners• Timely and appropriate communication of key investment decisions

More effective allocation of resources• Prioritisation processes in line with financial planning business objectives• Integration of benefits realisation plans• Provision of lessons learned and knowledge sharing facility

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Managing differences

Business cases supported by benefits plan

Identify& Structure

Benefits

PlanBenefits

Realisation

Potentialfor Further

Benefits

Review & EvaluateResults

Execute Benefits

Plan

ROI - were the objectives & benefits achieved & why / why not?

Establish links between business drivers, objectives &Benefits

Establish dependencies

Involve stakeholders to gain ownership of the benefits & changes

Use the knowledge gained by stakeholders to identify more value

Planning changes based on the affects on the benefits

Take remedial action to recoverbenefits where possible