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FACULTY OF

ENGINEERING

Assignment 1

Course LecturerMuriel Lezama

Health Sector Development Unit

Design & Implementation of Project Management Office

Submitted in Partial Fulfilment of the Requirements to the

Degree of Master of Science in Project Management Of

The University of the West Indies

Name Student ID#

Juanelle Marks 811006458

Date Submitted:

THE UNIVERSITY OF THE

WEST INDIES 2013

(GUYANAS CONTINGENT)

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Table of Contents

General Information 1

Executive Summary 2

Background 3

Charter for the Health Sector Development Unit (PMO) 4

Layout of PMO-

Structural

Functional

Operational Plan

Critical Success Factors

Impact Indicators

References

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GENERAL INFORMATION

Project

Name:

Health Sector

Development unit (Project

Management Office)

Project Definition

Report2013/09/18

Project ID: HS005130Pre-Feasibility Study

completed2013/10/18

Executing

AgencyThe Ministry of Health

Feasibility Study

completed2013/11/15

Project

DescriptionImplementation of GRA

Commencement of

works2014/01/02

Project

DirectorAubrey Thompson

Expected Completion

Date2014/06/30

APPROVAL AUTHORITIES

Project Sponsor 1 The Global Fund AkintundeWatson

A DA AwM

Project Sponsor 2Inter-American

Development Bank

Keith

Burrowes

A DA AwM

Project Sponsor 3International Labour

OrganizationPaul Clarke

A DA AwM

CONTACT-MINISTRY OF HEALTH

Shinel Evelyn- Giovanni Garnett Jainarine Rameshwar

(592) 644-2141 (592) 644-0766 (592)621-6340

[email protected] [email protected] [email protected]

Raine Erkskine Quacy Larose Kecia Carrington

(592)654-8722 (592)612-6585 (592)629-3049

[email protected] [email protected] [email protected]

DOCUMENT HISTORY

Version Date Author(s) Revision Notes

APMO 1.0Document Ready for

distribution

APMO 2.0

Incorporated changes.

Document ready fordistribution.
mailto:[email protected]:[email protected]

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1.0 Abstract

A PMO is a centralised, co-ordinating body within an organisation (or project) that provides a

focal point for the field of project management. It can identify and address project management

issues to support and facilitate the achievement of organisational project outcomes. According to

Gartner (2008), investments in a Project Management Office (PMO) as a work management

discipline can provide common planning and reporting processes and bring structure and support

to evaluating, justifying, defining, planning, tracking and executing projects. It also encourages

the resolution of conflicts caused by limited resources and other constraints. We've all seen

renegade projects that seem to run according to their own agenda. A PMO can help organisations

create effective control and oversight of projects and integrate them with the overall business

outcomes. Benefits of a PMO include: establishing an enterprise focus on improvement inproject management competency; developing or enhancing project management skills and

knowledge through training or mentoring; ensuring consistency and uniformity in project

delivery; reducing project overruns and increasing delivery speed; increasing customer

satisfaction through achievement of outcomes; archiving project operational and performance

data.; providing a centralised point of reference for the project management practice.

This paper elucidates Charter and proposed implementation and operational plans for the Project

Portfolio Management Office (HSDU) of the Ministry of Health.

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2.0 Background

According to the Millennium Development Goals (MDGs) Report 2007, Guyana has the

potential to attain the goals related to eradicating hunger and combating HIV/AIDS, but is

unlikely to reach the goals pertaining to child mortality, maternal health, and malaria and

tuberculosis. More recently, in common with many other countries worldwide, Guyana has

experienced a significant increase in food prices, resulting in a serious challenge to its ability to

ensure food security, especially for the most economically vulnerable which might further

complicate the attainment of the MDGs.

Constant fluctuations of economic forces coupled with politics and intense racism undermines

the achievement of the foregoing goals. Undoubtedly donor financing is absolutely necessary for

Guyana to attempt projects aimed at achieving the MDGs. Thus, the Ministry of Health works

with various development agencies and proGRAms, including PAHO/WHO, GAVI, UNICEF,

UNFPA, Centre for Disease Control (CDC/FXB), USAID, and the Guyana Red Cross Society

(GRC), as well as the IDB.

As laid out in the National Health Sector Strategy 2008-2016, in the near future the GOG expects

to combine financing for the health sector from all donor and lending sources, to ensure that

external funding is aligned with its priorities and contributes to the strengthening of the health

system as a whole.

Funds for all ministries are channeled through the (NCF) National Consolidated Fund

(Government Account). To avoid donor financing being placed in the NCF the Health Sector

Development Unit will be created as the project arm and project portfolio management office of

the Ministry of Health, to assist in planning, implementing and managing the health sector

portfolio of programs; safeguard donor funds so that funds through accountable and transparent

in project expenditure.

HSDU will be a collaborative effort amongst the Guyana Government, MOH and multiple donor

agencies in particular the Global Fund. This project portfolio office will be a centralized

operation located in the Georgetown Public Hospital Compound, East Street, Georgetown.

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485175, 102247 1078335, 97551 110 http://searchcio.t 1288934

inlineoptin 1

3.0 Charter for the Health Sector Development Unit

3.1 Introduction:

Upon gaining the approval of the National Assembly the Ministry of Health will establish the

Health Sector Development Unit as its central project management office to implement and

manage all projects within the health sector portfolio. The development of this Unit was

mentioned in the National Development Strategy 1995-200, National Health Sector Reform

Strategy 1998 and the National Health Plan 2000. GRA will be a physical location as well as a

conglomerate of project experts and other personnel.

3.2 Justification:

The Health Sector is plagued by diseases; lack of funds and technological infrastructure to do

research as well as to offer advance health care to the public. In order to target and tackle

diseases like Malaria, HIV/AIDS, Tuberculosis and Anemia, the Ministry of Health will partner

with international lending agencies to plan and implement a portfolio of projects.

Hence it is vital that an independent project management unit is established to do donor

coordination and manage donor funds. The potencies of having a centralized project office will

include: consolidated administrative office; providing project management consulting and

mentoring; resource allocation; project coordination and vendor management.

3.3 Vision:

The Health Sector Development unit of MOH is the central project management office, that

manages coordinated donor financing to drive the health sectors portfolio by identifying,

managing, and eliminating problems so that projects succeed, deliver high quality results on time

and within budget."

3.4 Mission

Strategic

The HSDU of MOH will plan, implement, manage, monitor and report on the national health

project portfolio, through holistic project planning; procurement of technical assistance;

cooperation and coordination with stakeholders and general administration of the for the national

portfolio, accountable structure with contemporary management systems and standardized

processes.

Tactical

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i. Centralize project management so as to foster better alignment of project activity to thehealth sector strategy

ii. Implement a more consistent project management process and methodologyiii. Facilitate better collaboration and knowledge and best-practice sharingiv. Ensure resource pool is trained and competent to meet evolving IT and business needsv. Better manage resource utilization and capacity

vi. Provide executive visibility to project, program and portfolio-level status, issues, risks,costs, etc.

3.6 Objectives:

i. Create and maintain a consistent world class project management methodology andprocess for all project management engagements.

ii. Train, certify if possible, coach, and mentor project managers in not only projectmanagement, but also project delivery to ensure skill mastery and consistency in planning

and execution

iii. Manage strategic and project priorities matching project goals with appropriatetechnology solutions and provide increased resource utilization across the organization by

matching skills to project needs

iv. Provide centralized control, coordination, and reporting of scope, change, cost, risk, andquality across all projects

v. Increase collaboration across projectsvi. Provide increased stakeholder satisfaction with project-related work through increased

communications, collaboration, training, and awareness

vii. Reduce time to market by providing better coordination and the right resources with theright skills for the projects

viii.

Reduce project costs because common tasks and redundant projects could be eliminatedor managed at the central level

ix. Holistically reduce project risk3.7 Scope: The Scope of HSDU (PMO) encompasses;

Component 1 Component 2 Component 3

Feasibility Study of

centralizing operations with a

project portfolio management

office

Construction of the building

to house the HSDU

Staffing of functional areas within

HSDU

Project Definition ReportCommission of building by Create and implement operational

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3.8 Key Success Factors

i. Sponsors supportii. Executive management team involved and measured through defined performance

parameters

iii. Changes in the measurement system to be consistent across the PMOiv. Adaptation of reward and incentive systemv. Sponsorship capability development

vi. Resource alignment which adequately reflects your current needs.vii. A comprehensive Expectations management plan.

viii. Strong Project Management Infrastructure which addresses:ix. Strong change control processx. Standardised project management methodology

xi. Ability to measure and report.3.8Tools Required

Portfolio

Management

&

Performance

Monitoring

Pipeline

Management

Financial

Management

Personnel

Management

Quality

Assurance

Operational

Procedures

Project

Support

Cost-BenefitAnalysis,

ChangeManagement

Log

ProjectRelations

ManagementSoftware

PortfolioBudget

ResourcePlanning

Software

CertifiedAuditing

Techniques

Whitepapers:i.Project

ManagementMethods

ii.CompetencyDevelopmentFramework

ii. IT ServiceManagement

v.Thefundamentalsof Financial

Managementv.Portfolio

Governancei.Monitoring

& Evaluation

Projectmanagement

InformationSystem

Application

PortfolioManagement

Cost

ManagementPlan

Responsibility

Matrix

White

Papers onAuditing

Project

Dashboards

Project &

PortfolioManagement9.2

Portfolio

AppropriationsRequest

Staff

ManagementPlan

IIA

Advisories

Correspondence

Data base

Earned Value

analysis

Procurement

Plan

IIA

Newsletters

Vehicles

VarianceReports,Performance

Reports

VendorDatabase

IIAJournals

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Implementation Plan for the Health Sector Development Unit

Identify

Sponsor

Determinefunctions &

staffing

Prepare

Communications

Plan

Prepare

plan &

target

Conduct

Assessment

Obtainfunding

&

staffing

ConductPilot test

Roll out

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Layout for Health Sector Development Unit

4.1 Structural

.

GRA

PMO

Financial

Magt

Personnel

Development

Project

Support

Project

Coordinator

Project

Coordinator

Project

Coordinator

The Global Fund

Inter-American

Develo ment Bank

World Bank

Government of

Gu ana

Minister of Health

National Health

Committee

Quality

Assurance

Operational

Procedures

Portfolio

Management

Pipeline

Magt

Project A

Project B

Project C

Project H

Project I

Project J

Project O

Project P

Project Q

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4.2 Functional

S

PMO

(GRA)

Portfolio

Management

Operational

Procedures

Financial

Management

Quality

Assurance Pipeline

Management

Personnel

Development

Project

Support

Project G Project NProject U

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Operations Plan for the Health Sector Development Unit

The GRA will serve as the Project Portfolio Management and it will support the following:-

Portfolio Strategic Management Portfolio Governance Management Portfolio Performance Management Portfolio Communication Management Portfolio Risk Management

Project Portfolio Management Office

GRA (PPMO) will function as a corporate operational support for all health sector projects. GRA

will obtain and implement a Project Portfolio Management software application to allow the

Section to manage projects at a strategic, tactical and operational level, providing stakeholders

with key information to make informed decisions in a timely manner. All processes, procedures

and methods involved in the operations of GRA will standardize in alignment with the best

practices of specific areas of expertise. The PMO will inteGRAte Project tools to support the

Standard Operating Procedures and ensure that all staff conforms to same. Lastly,

GRA Service Portfolio

Service Service Details

Portfolio Management,

PerformanceMonitoring

The largest section within HSDU will be the Portfolio Management &

Performance Monitoring Section will:-

1. Create and coordinate portfolio work plan; identify portfolio workprogramme commitments and time frames, set monthly targets,

prioritize projects & portfolio monitoring

2. Portfolio change management3. Portfolio integration4. Stakeholder & donor coordination5. Portfolio evaluation6. Risk Management- An analysis of the risk sensitivities residing

within each project, as the basis for determining confidence levels

across the portfolio. The integration of cost and schedule risk

management with techniques for determining contingency and risk

response plans, enable organizations to gain an objective view of

project uncertainties and to develop a risk adjusted schedule.

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with finite resources in a specified time.

Financial Management GRA will have a Finance Section that will do:-

1. Financial planning for the portfolio2. Establish financial controls to maintain accountability, transparency

and operate in alignment with the conditional ties of the donor

agencies.

3. Project Cost Management4. Procurement & Vendor Management

Operational Procedures GRA will have an Operational Procedures Section which will create

Standard Operating Procedures which define and implement the

processes, procedures & methods to govern operations and will beextended to project activities. The Section will continuously educate

project staff of project management fundamentals, best practices, and

project management methodology. Activities will include formulating

project operational & reporting guidelines; project management maturity

models, outlining performance indicators & benchmarks; Collaborate

with Human Resource Development Section to formulate Policies;

Create templates, forms, maintain the History Repository and document

publication.

Quality Assurance The Quality Assurance Section will:-

1. Define Quality Standards2. Identify Quality Benchmarks3. Conduct Audit & Special Investigations to identify and report

irregularities then formulate the respective controls mitigate

irregularities.

Personnel

Development

GRA will have a Personnel Development Section which focuses on:-

1. Efficient and effective hiring human resources with the technicalexpertise

2. Training & development of Human Resources; deployment ofhuman resources where and when they are needed.

3. Develop technical skills of PMO staff as well as project staff.4. Resource allocation, by matching competence with required job

skills5. Certification tracking

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Financial Management Section

All activities within the Finance will be guided Standard Operating Procedures. SOPs will be

created in conformity with the Fiscal Management & Accountability Act Law of Guyana and

International Best Practices. Below is an example of an SOP to be used by the Financial

Management Section.

STANDARD OPERATING PROCEDURE

To ensure that Payment Vouchers are accurately prepared for the disbursement of funds

to acquire items

Description Responsible

1 Receive an Invoice, Subsistence, Quotation from the FinanceManager or other Unit

Supervisor/ExaminationOfficer

2 Examine the document Supervisor/ExaminationOfficer

3 Are all necessary signatures and approvals in place? If yesproceed to Step 4. If no go to Step 3.1

Supervisor/ExaminationOfficer

3.1

Return for correction and re-submission Supervisor/ExaminationOfficer

4 Forward to Clerk for voucher to be prepared Supervisor/ExaminationOfficer

5 F d h E i i Offi f i i S i /E i i

Finance

Executive

Finance

Manager

SalariesSupervisor (1)

Clerk (1)

PaymentsSupervisor (1)

Clerk (1)

VoucherPreparation

Supervisor (1)

Clerk (1)

Reconciliation

Supervisor (1)

Clerk (1)

Capital PlanningSupervisor (1)

Clerk (2)
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Personnel Development & Management Section

All activities within the Personnel Development & Management Section will be guided

Standard Operating Procedures. SOPs will be created in conformity with the Labour

Laws of Guyana and International Best Practices. Hereunder is a sample of an SOP to be

used by the Section.


To process applications for advertised vacant positions

Step No. Description Responsible

1 Receive application being submitted to Personnel Development Recruitment

Clerk

2 Vet the application to determine whether there is a reference number

affixed

Recruitment

Clerk

3 Does the application have a reference number affixed? If yes proceedto Step 4. If no go to Step 3.1 RecruitmentClerk

3 1 S d h li i h E i Di ffi f h Cl k R i

Human ResourceExecutive

Employment

Administration

Manager

Training&

Development

Manager

Compensation

& Benefits

Clerk (1)

Leave

Clerk (1)

NIS Claims &

gratuity

Pa ments 1

Recruitment

Clerk (1)

Training

OfficerTraining

Officer
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Training


To compile a summary of the training needs of the functional areas within the HSDU andprepare an The Training Requirement Plan

Steps Description Responsible

1 Analyse the Work Programmes for the Functional Areas of the

HSDU

Training Officer

2 Extract the training needs from each Work Programme Training Officer

3 Compile HSDU's Annual Training Requirement Report by

including all the training needs extracted from the variousWork Programmes

training Officer

4 Generate HSDUs Annual Training Requirements Report Training Officer

5 Prepare a memorandum and attach HSDU's Annual TrainingRequirement Report

Training Officer

6 Forward memorandum and attachment to the Senior Manager,Training and Development Section

Training Officer


To ensure that planned developmental programmes and training opportunities are provided to all

HSDU employees for the purpose of providing them with the necessary additional skills,

knowledge, abilities, and attitudes to accommodate change policies, new technologies andinternal needs to meet HSDU's future personnel requirements.


1 Collect all relevant information on the proposed training programme -

name of programme, target group, duration, venue and prepare a memo for

the Executive Director seeking his approval

Manager

2 Forward the memo to the Executive Director Manager

3 Has the Executive Director given his approval for the programme? If yes

proceed to Step 4. If no go to Step 3.1

Manager

3.1 Take no further action Manager

4 Forward the approval to the Functional Head for a list of participants TrainingOfficer

5 Forward the list of participants to the Senior Manager or Officer in Charge,

Training Division

Training

Officer

6 Schedule a meeting with facilitator and Functional Heads to discuss the Manager
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10 Is it necessary to order water, snacks or meals for the training activity? If

yes proceed to Step 11. If no go to Step 10.1

Training

Officer

10.1

Place no orders TrainingOfficer

11 Contact caterer(s) and order the necessary refreshments TrainingOfficer

12 Arrange time for the Office Assistant and Driver to collect and deliver therefreshments

TrainingOfficer

13 Call participants to remind them of the details of the training activity andconfirm their attendance

TrainingOfficer

14 Prepare Training Room or other venue for the training activity, and

position name cards on table(s), Attendance Register at the entrance for

participants' signature, projector etc

Manager

15 Make arrangements for an official to give the Opening Remarks at the start

of the training activity and introduce the Facilitator

Training

Officer

16 Check the eating preferences of the participants, confirm time of arrival for

refreshments in accordance with scheduled breaks and inform caterer,

Office Assistant and Driver of any special requirements or changes

Training

Officer

17 Receive refreshments, assist with and monitor their distribution to the

participants

Training

Officer

18 Assist with the distribution of Evaluation Sheets and collect them at the endof the programme

TrainingOfficer

19 Collect all extra copies of training materials and check Attendance Register

to ensure that all participants have signed it

Training

Officer

20 Is assistance needed in organizing a Closing Ceremony? If so proceed to

Step 21. If no go to Step 20.1

Training

Officer

20.

1

Activity ends when participants bid the Facilitators(s) goodbye Training

Officer

21 Provide any assistance required Manager

22 After the end of the programme ensure that the room is cleaned inpreparation for the next training activity

TrainingOfficer

23 Prepare a report on the programme after it is completed TrainingOfficer

24 Compile a folder with all related training materials - handouts, worksheets,examination paper, report, list of attendees and file away

TrainingOfficer

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Operations Plan for the Health Sector Development Unit

Quality Assurance Section

All activities within the Quality Assurance Section will be guided Standard Operating

Senior Manager

Manager

Auditor

(5)

Routine

Audits

Special

Investigations

Random

Spot

Checks

Implementation

Audits

Quarterly reviews &

asset verification

Risk

Based

Define Quality

Standards

Supervise audits &

report to Snr.

Audit Officer

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To conduct a Special Report/Investigation


1 Receive a memorandum to conduct a special audit from the ExecutiveDirector, or primary stakeholder SeniorManager

2 Select a team to conduct the special audit/investigation SeniorManager

3 Plan the assignment and assign auditor accordingly SeniorManager

4 Prepare an audit programme Auditor

5 Conduct internal and external visits to collect relevant information for the

audit/investigation

Auditor

6 Examine and analyse the information collected Auditor

7 Apply the relevant audit approaches to verify the information collected Auditor

8 Ensure that adequate support of communication is reflected in theworking papers

Auditor


To conduct an audit

Steps Description Responsible

1 Proceed to the Project location to be audited Auditor

2 Request in writing the pertinent documents from the Project Manager,through the Project Coordinator

Auditor

3 Collect the pertinent documents such as registers and spread sheets Auditor

4 Commence examination and select a sample of the documents for further

examination

Auditor

5 Document population and sample size in working paper Auditor

6 Examine the sample documents in greater detail to ensure that the

relevant information is recorded, necessary forms submitted for evidence

that internal controls are in place for example, supervisory checks,

completeness and accuracy

Auditor

7 Document the information obtained from the sample documents Auditor

8 Conduct exit interview with Project Manager Auditor
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9 Conduct an exit interview to verify accuracy of communication Auditor

10 Prepare a report on the material findings and recommendations for

submission to the Manager-Quality Assurance Section

Auditor

11 Is the report accceptable? If yes proceed to Step 12. If no go to Step 11.1 Manager

11.1 Note corrections and re-submit to the auditor for inclusion Manager

11.2 Make corrections and re-submit the report to the Manager Quality

Assurance for review

Auditor

12 Submit the report to the Senior Manager-Quality Assurance for review Manager

13 Review the report and submit to the Executive Director and primary

stakeholders

Senior

Manager


In Review


1 Prepare a Query Sheet from finding of audit Auditor

2 Forward Query Sheet to Manager for review and approval Auditor

3 Is the Query Sheet acceptable? Manager

3.1 Make correction and re-submit Auditor

4 Forward Query Sheet to the Functional Head of the Unit/Section that

was audited

Auditor

5 Manager and Auditor conduct discussion with the Functional Head and

record explanations provided on the points listed on the Query Sheet.

Auditor/Manager

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Portfolio Management, Performance Monitoring Section

All activities within the Portfolio Management & Performance Section will be guided

Standard Operating Procedures. Hereunder is a SOP of the Portfolio Management,

Performance Monitoring Section.


To Create and coordinate portfolio work plan; identify portfolio work programme

commitments and time frames, set monthly targets, prioritize projects & portfolio

monitoring

steps Description Responsible

Portfolio

Management &

Performance

Communication

Officer (1)

Planning Officer (3)Coordination

Officer (1)

Integration

Analyst Officer (1)

Monitoring &

Evaluation

Officer

Project

Inspector

Operations

Analysts(4)

Portfolio

Planning

Senior

Manager

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1 Receive & review amendments to the health sector strategy from

Minister of Health

Senior Manager

2 Refine health sector prospectus and develop health sectorportfolio and submit to minister for review

Senior Manager

3 Upon approval of portfolio and funding, disseminate projectportfolio, develop work programme commitments for each

project

Senior Manager

1 Disseminate project portfolio work plan and work programme

commitments & collaborate with all Sections to prepare sectional

work programmes to match project needs.

Senior

Manager/Planning

Officer

2 In the event a Functional Head fails to submit their sectional work

plan; a reminder memorandum outlining the Functional Heads/ of

the Sections that did not submit Work Programme(s) and requestthe outstanding Work Programme(s) will be submitted to the

Executive Director for signing

Senior

Manager/Planning

Officer

2.2 Receive signed memorandum from the Executive Director and

photocopy same for each Functional Head outlined therein &

Record memoranda in Dispatch Book and dispatch same theFunctional Heads/Senior Managers

Planning Officer

3 Review Work Programmes to ensure the following:1. Work Programmes are in consistency with the approved

format.

2. Targets are clearly stated.3. Targets are realistic and achievable.4. Key activities are clearly stated.

5. Time lines have been clearly outlined

Planning Officer

4 Review to determine whether the Work Programmes are

consistent with the approved format and do they contain therequired information? If yes proceed to Step 6. If no go Step 5.1

and

Planning Officer

5 Inform Functional Heads via phone call/ outlook message of the

Work ProGRAmme(s) that are not in consistency with theapproved format and outline the required information

Planning Officer

5.1 Forward additional/ amended information to the assigned Officer

for perusal/examination

Planning Officer

6 Submit to Executive Director Planning Officer

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The Operational Procedures Section will define the methodologies to be utilized

throughout the PPMO.


To provide the step-by-step guide of activities for conducting a business process during thenormal course of the GRAs operations


1 Receive a request via memorandum or e-mail to prepare an SOP from the

Executive Director

Senior Manager

2 Determine with the Manager-Operational Procedures Section, the

Business Process for which the SOP is to be written, i.e. confirm the

Business Function under which the Business Process operates then

determine its Name (starts with a Verb) and Objective.

Senior Manager

3 Assign the task to an Operational Procedures Officer/Clerk Manager

4 Interview the relevant personnel from the Unit/Division as often as

necessary to obtain the steps to formulate the SOP. Ensure that a draft

flowchart is prepared and the recommended process name is agreedbefore the interview concludes

Operational

Procedures

Officer/Clerk

5 Use the information obtained to prepare the draft Flowchart using the Operational

Operational

Procedures

Senior Manager

Procedures

Officer

Procedures

Officer

Procedures

Officer

Clerk

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Microsoft Visio template provided which governs its standard look and

feel. Save the Flowchart in its respective folder in the path: \\vat-

fileserver\HSDU_Public_Documents\SOP_MANAGEMENT\TRIPS_BU

SINESS_PROCESS_FLOWCHARTS

Procedures

Officer/Clerk

6 Use the HSDU Report Management Website to confirm if the Business

Function exists in order to create the process

Operational

ProceduresOfficer/Clerk

7 Is there an existing Business Function under which the process can becreated? If yes proceed to Step 9. If no go to Step 8.1

OperationalProcedures

Officer/Clerk

Discuss the issue with the Manager, Operational Procedures Section andagree on a suitable Business Function


Officer/Clerk

8.

2

Create the new Business Function using the HSDU Report Management

Website ensuring that the grammar/spelling is perfect.

Operational

Procedures

Officer/Clerk

9 Enter the Steps, Responsibilities and Locations using the HSDU Report

Management Website ensuring that the grammar/spelling is perfect

Operational

ProceduresOfficer/Clerk

10 Create the Business Process with the status 'In Review' ensuring that thegrammar/spelling is perfect.


Officer/Clerk

11 Preview the SOP using the system to verify that there are no grammatical

or spelling mistakes.

Operational

Procedures

Officer/Clerk

12 Are there any grammatical or spelling mistakes? If yes proceed to Step

13. If no go to Step 12.1

Operational

Procedures

Officer/Clerk

12.1

Make corrections where necessary OperationalProcedures

Officer/Clerk

13 Notify the Manager, Operational Procedures that the draft SOP has beencompleted


Officer/Clerk

14 View the draft SOP using the HSDU Report Management Website and

determine the accuracy of its logic and content.

Manager

15 Has the draft SOP been approved? If yes proceed to Step 16. If no go to Manager

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Step 15.1

15

.1

Inform the Operational Procedures Officer/Clerk of the necessary

corrections to be made to the narratives

Manager

15.2

Make the necessary corrections and re-submit OperationalProceduresOfficer/Clerk

16 Notify the Senior Manager/Manager of the Unit/Division that the draftSOP has been completed and that they can be viewed using the HSDU

Report Management Website. Request comments/recommendations via

e-mail

SeniorManager/Manag

er

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Project Support

The operations of the Project Support Section will be guided by standardized

methodologies as well. Hereunder is the SOP for the Mail Room.


To process the receipt of Sectional & Project Mail, Memoranda and Correspondence

Steps Description

Responsible

1 Receive mail/memoranda correspondence and sign Delivery Book Office

Assistant

2 Stamp and number mail/memoranda correspondence Office

Assistant

3 Enter mail/memoranda correspondence in Mail Receipt Book

and/or electronically in the Computer

Office

Assistant

4 Forward mail/memoranda correspondence to Senior

Manager/Manager/Supervisor of the Section/Section

Office

Assistant

5 File a copy of the mail/memoranda correspondence Office

Assistant

Administrative

Manager

Transportation

(4) Drivers

Maintenance &

cleaning

(3) Cleaners

InformationTechnology

Hard & software

expert

(3) Technicians

Mail Room

(3)office assistants

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Schedule of Meetings

Type of

Meeting

Attendees Frequency Issues

Discussed

Objective Duration

Stakeholders Stakeholder

-The Global Fund

-IADB-World Bank

GOGMinistry of Health

National Health

Committee

Executive

Director

Quarterly -Portfolio work-

in progress

-Project-

Implementation

statusPerformance

-Expenditure

Reviews

-GRAgovernance

effectiveness

To inform

stakeholders of

portfolio work-in-progress

Strategic

decisionmaking

Strategic

decision

makingPerformance &

risk monitoring

Expenditure

2

Executive

Management

Executive

Director,Senior Functional

Heads

Monthly Strategic To

Implementationof strategic

decisions

Translatingstrategy into

action

2

GeneralManagement

Functional Heads& Managers

Monthly Implementation& operations

To ascertainWork program

commitments

and resultsachieved;

reasons for

variances

2

Operational

Areas

Sectional Staff Monthly Operational Daily

operations;monthly

progress

2

Projects Project Meeting Monthly Operational Daily

operations;

monthlyprogress

2

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Review the PPMO

Of course change is definite. As HSDU matures, methodologies will emerge and structures will

evolve, the role and scope of the PPMO must change as well. It is important to work with the

executive to regularly review the PPMO's performance and scope so it remains current and

relevant to the health sector portfolios needs.

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References

Bucero, Alfonso, PMP Implementing The Project Office Case Study

Walton. Jane. Creating A Project Management Office (PMO). Serena 2007