Theme 5 - Programme Management
Benefits:
- Comprehensive and clear overview of all the active projects
- Early identification (and consequent escalation and resolution of issues)
- Change authorisation together with initial identification and definition through to the eventual realisation and achievement of measurable improvements
Programme management was critical in the delivery of the MHIP programme.
Analysis of MHIP highlighted 5 key learning areas:
1. Programme Management
At a national level an adapted PRINCE2 approach was used incorporating a Project Initiation Document, a Programme Steering Group and the delivery of monthly highlight reports. This ensured the programme remained focused and on target.
Within the pilot sites this approach was mirrored through the development of local Programme Steering Groups and monthly highlight reports which incorporated delivery against objectives, risks, issues and learning.
A key benefit of this approach was that, when a new lead took over the projects they reported that the highlight reports were key in an effective handover.
See:
- Examples of these highlight reports (Leicestershire, South Staffs, SW London & St George's and SW Yorks)
- Top tips from the MHIP learning and useful links
2. Communications
Effective communication underpins programme delivery.
See:
3. Leadership
Organisational and clinical leadership were essential components of the essential delivery of MHIP.
At an organisational level leadership was agreed through membership of the Partnership Steering Group and signing up to a Partnership Agreement.
Clinical leadership was assured through membership of the projects which formed the workstreams.
See:
4. Resources
“A source of aid or support that may be drawn upon when needed”.
For the purposes of this section “resources” includes financial, human, training and technological support needed to deliver the programme.
Financial resources were variable according to each pilot site and, in the main, were for only the first year. Each lead Trust committed to match the resources allocated.
Human resources varied according to each pilot site although each had a minimum of a programme lead and a client manager (see more about the different roles and responsibilities)
Training Resources were identified within the pilot sites. Pilot sites conducted a training needs analysis and developed plans to help them decide how to utilise the resources best. As a baseline all programme leads completed the Clinical Systems Improvement Training. Pilot sites also took part in Accelerated Redesign Training and were given the opportunity to have one day of training on information collection and analysis entitled, “Creating Organisational Data Sanity” (see a summary of this in South Staffs briefing)
See:
5. Roles and Responsibilities
In order to deliver the programme effectively, you need to have the right people, in the right place, at the right time. Find out more about the key roles and responsibilities that were critical in the delivery of the programme (covered in module 1).