Program Delivery Framework - Health

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Digital Solutions DivisionProgram Delivery FrameworkVersion 1.0Healthhub.act.gov.au/technology User Support: 02 5124 5000 Division Administration: 02 5124 9000

Document ControlVersionSummary of ChangesAuthorDate1.0Sentenced as Approved DocumentK. Carroll30/05/2019PositionDateDocument ReviewVersionReviewerDocument ApprovalVersionApproverPositionDate1.0Sandra CookExecutive Branch Manager,Future Capability &Governance, Digital Solutions14/05/20191.0Peter O’HalloranChief Information OfficerExecutive Group Manager,Digital Solutions14/05/20191.0Technology Strategy CommitteeICT Governing Committee30/05/2019ReferencesDocumentVersion LocationPortfolio Delivery ct Delivery am Delivery Framework2

ContentsDocument Purpose . 4Definitions . 5Program Management Fundamentals . 6Program Governance . 8Program Life Cycle . 15Leadership and Engagement Approach . 27Benefits Management Approach . 28Planning and Control Management Approach . 30Risk and Issue Management Approach. 34Quality and Assurance Management Approach . 38Program Delivery Framework3

Document PurposeThe purpose of the Program Delivery Framework is to bring together, into a central document, theapproaches that support the Digital Solutions Division (DSD) staff to deliver technology solutionsprograms. This set of approaches and documentation is to provide all stakeholders with a single,authoritative and up-to-date source of advice on the program management practices to be used.Program Delivery enefitsManagementPlanning andControlManagementRisk and IssueManagementQuality andAssuranceManagementProgramTolerancesThis Framework document is underpinned by the: Project Delivery Framework, where project management approaches are provided tosupport project delivery, and Portfolio Delivery Framework, where the approach to portfolio management is defined tosupport the delivery of programs and ameworkPortfolioDeliveryFrameworkBest Practice MethodologyThe Digital Solutions Division has adopted and tailored the following international best practicemethodologies for healthcare technology-based project, program and portfolio delivery:Program Delivery Framework4

Project Management – Projects IN Controlled Environments (PRINCE2)Program Management – Managing Successful Programmes (MSP)Portfolio Management – Management of Portfolios (MoP)Project, Programme and Portfolio Management Office – Portfolio, Programme and ProjectOffices (P30)All of these methodologies are aligned with the industry recognised Control OBjectives forInformation and related Technologies (COBIT) maturity model.It is assumed that the reader of this Framework has a level of familiarity with these best practicemethodologies.DefinitionsPrograms and projects are primarily focused on delivery of outcomes/benefits and outputs/productsrespectively. The Portfolio by contrast is focused on the overall contribution of these outcomes,benefits and outputs to strategic objectives.Project and program management seeks to ensure successful delivery at each individual project andprogram level. However, Portfolio Management is concerned with ensuring that the programs andprojects undertaken are the right ones in the context of the organisation’s strategic objectives,managing delivery at a collective level, maximising benefits realisation and ensuring that lessons areidentified, disseminated and applied in the future.PortfolioA portfolio is the totality of its investment in the changes required to achieve its strategic objectives.This is termed the “Digital Solutions Division Portfolio” (Portfolio) and the portfolio is a permanentfunction of the Division managed through the Governance Hub.Portfolio ManagementPortfolio Management is the coordinated collection of strategic processes and decisions thattogether enable the most effective balance of organisational change and business as usual activities.Portfolio Management achieves this by ensuring that initiatives are: Agreed at the appropriate management level and contribute to strategic objectives, CalvaryPublic Hospital Bruce, Canberra Health Services and ACT Health Directorate priorities,Prioritised in line with strategic objectives and organisational priorities,Prioritised in the context of the rest of the portfolio, affordability, risk, resource capacity andthe ability to absorb change, andReviewed regularly in terms of progress, cost, risk, benefits and strategic contribution.ProgramsA program is a temporary, flexible grouping of projects created to coordinate, direct and oversee theimplementation of a set of related technology capability in order to deliver outcomes and benefitsrelated to the organisation’s strategic objectives.The Portfolio is grouped into programs. Programs are temporary, though they may exist for manyyears at a time.Program Delivery Framework5

Program ManagementManagement of a program is the action of carrying out the coordination, direction andimplementation of a dossier of projects and transformation activities to achieve outcomes andrealise benefits of strategic importance to Calvary Public Hospital Bruce, Canberra Health Servicesand ACT Health Directorate.ProjectsA project is a temporary organisation, existing for a shorter time than a program, which will deliverone or more outputs in accordance with a specific business case. A particular project may or maynot be part of a program. Whereas programs deliver outcomes projects deliver outputs.The Portfolio is made up of multiple projects, grouped within programs under the direction ofDirectors from each Branch within the Digital Solutions Division.Project ManagementProject management is the planning, monitoring and control of all aspects of the project and themotivation of all those involved in it to achieve the project objectives on time and to the specifiedcost, quality and performance. Project Management is the most commonly used process within thePortfolio. All Project Management guidelines and policies are documented within the DSD ProjectManagement Framework.Program Management FundamentalsPurposeApplying program management knowledge, processes, skills, tools and techniques can significantlyimprove the effectiveness in achieving a Program’s outcomes and realising benefits for theorganisation.The purpose of the Program Management Approach is to establish a common understanding andprocesses for program management across the portfolio and to facilitate access to a common set ofprocedures, tools and templates.It is based on the Management of Successful Programmes (MSP) methodology and is designed toleverage off the Project Delivery Framework which is based on the widely adopted Projects INControlled Environments (PRINCE2) methodology.FundamentalsThe Program Management Approach is based the following MSP Principles, Governance Themes,and Transformational Flows.Program Delivery Framework6

PrinciplesThemesRemaining aligned with corporate strategyProgramme organisationLeading changeEnvisioning and communicating a better futureFocusing on the benefits and threats to themAdding valueDesigning and delivering a coherent capabilityLearning from experienceVisionLeadership and stakeholder engagementBenefits managementBlueprint design and deliveryPlanning and controlThe business caseRisk and issue managementQuality and assurance managementFigure 1 MSP Principles and Governance ThemesFull details regarding the Principles, Themes and Transformational Flows are available in theManaging Successful Programmes publication from AXELOS. A hardcopy of the book is availablefrom the Governance Hub.The Themes, as tailored for healthcare technology-based program management, are covered in theApproach sections of the Program Delivery Framework.Figure 2 MSP Transformational FlowsProgram Delivery Framework7

Classification and TailoringProgram Tiers and ClassificationsProjects are assessed as being complex through to simple by the DSD Governance Hub during thePre-Project activities. These assessments are confirmed by the DSD Executive. The detail regardingthe tiering and classification is contained in the Project Delivery Framework.All Programs in the DSD Portfolio are treated the same with no differentiation applied as programsare established as transformational in nature and fall under the Innovation category as outlined inthe Portfolio Delivery Framework.Tailoring to Suit the ProgramAll aspects of this Framework apply to all programs, and the tailoring of any of the elements will bespecified in the Program Brief and confirmed as a part of the Program Preparation Document.The Program Manager is responsible for identifying and documenting the level of tailoring for theproject, in consultation with the Director Governance Hub, DSD Executive and Program ExecutiveSponsor (referred to as a Senior Responsible Owner in MSP).The Framework serves as a reference guide for the Program Manager and executives. It should betailored based on the type and complexity of the Program. Tailoring of projects within the Programare covered under the Project Delivery Framework. Not all processes, procedures and templates willneed to be used for all Programs. The Program Manager is responsible for determining what isappropriate for a given Program in consultation with the Director Governance Hub at ProgramIdentification and during each Program Manager’s Tranche Report, subject to the agreement of therelevant governance mechanism 1.Program GovernancePrograms require clear and open governance to be successful. The purpose of program governanceis to provide structure, stability and guidance to the program and its capability delivering projects,whilst providing the appropriate level of control for an ACT Government program environment.A tiered governance structure is required to be in place for all Programs that include: 1A recognition that a successful outcome is achieved only if all parties are engaged,Clear delegation of authority at each level,An escalation process to enable significant issues to be raised to the appropriate level,Structured communications, enabling efficient decision-making at all levels, andTerms of Reference for each tier.Commonly referred to as a Program Board throughout this document.Program Delivery Framework8

TechnologyStrategyCommitteeProgram BoardProject BoardWorking GroupsGovernance using the tiered governance structure is mandatory for all Programs in the DSDPortfolio.Governance StructureDSD programs conform to the ACT Health Governance Framework 2018-2023.According to this, the program levels of governance are as follows:Direction Setting and Decision Making Chaired by the Chief InformationOfficerTechnology Strategy Committee Is the Sponsoring Group for Programs Direct resources across the Portfolio Garner additional/re-direct resourcesaccording to priorities Purchase services and goods withappropriate procurement adviceCorporate GovernanceDecision Making Chaired by an Executive GroupManager or equivalent (the ExecutiveSponsor of the Program)Program Board Can request, influence people toengage with their work. Purchase services and goods withappropriate procurement advice,within the agreed Program budget andthe Chair’s delegation.Program GovernanceDecision Making Executive Branch Manager, Director,Professional Lead or equivalent (theExecutive Sponsor of the Project)Program Delivery FrameworkProject Boards Can direct resources to act in aparticular manner.9

Purchase additional services/goods inline with the Project budget anddelegation.Grouped DSD Projects GovernanceWorking Group Chaired by Executive Branch Manager,Director or Clinical LeadWorking Groups Can request, influence people toengage with their work. Are unable to purchase services orgoods without explicit delegation fromthe Project Board.Project GovernancePrograms will have a Sponsoring Group, Program Board, Project Board/s and Working Groups. TheProgram Board will be defined during pre-program establishment by the Governance Hub andapproved by the Technology Strategy Committee in its role as the Sponsoring Group.Project Boards and Working Groups will be established and dis-established by the Program Board asrequired for delivery of each Program tranche.Each Program will have an Executive Sponsor and Business Owner. The key roles for every Programinclude: Executive Sponsor, referred to as the Senior Responsible Officer (SRO) in MSP, isaccountable for the success of the Program.Business Owner, normally a Clinical Director, that is responsible for clinical services that willutilise the benefits delivered by the Program.Program Manager who is responsible for leading and managing the Program in order todeliver capabilities, and therefore benefits realisation for the organisation.Program Change Manager who works to the Program Manager, and closely with theBusiness Owner to define the benefits, future operating state, progression towards benefitsrealisation, measuring improvements and performance.Program Delivery erProgramChangeManager10

Program Governance MeetingsProgram Boards are responsible for multiple projects that have been grouped together to form aProgram.MeetingMeetingFrequencyProgram Board MonthlyChairProgram ExecutiveSponsorDSD ResponsibleManagerSeeks decisions fromDirector orTechnology StrategyExecutive BranchCommitteeManagerProject BoardAs defined within the Program Preparation Plan.Program BoardWorkingGroupsAs defined within the Program Preparation Plan.Project Board/sRoles and ResponsibilitiesTo be successful, programs must have an explicit management structure consisting of defined andagreed roles and responsibilities for the people involved in the Program and a means for effectivecommunication between them. The following are the Key Roles and Responsibilities relating toProgram eeProgram BoardProgram Delivery FrameworkResponsibility Authorising the Program mandate, definition and funding envelope. Appointing a Program Executive Sponsor, and providing advice andsupport as requested via recommendations from the Program Board. Resolving strategic and directional issues between programs withinthe Portfolio. Authorising the Program vision, delivery and closure of the Program. Authorising the commencement of each Program Tranche. Accountable for the success of the Program meeting the clinicaland/or business and user needs. Providing unified direction to the Program. Resolving strategic and directional issues between projects within theProgram. Assuring the integrity of benefits and their realisation. Maintaining a focus on the development, maintenance andachievement of the Program Blueprint. Providing assurance through the Program delivery. Providing recommendations to the Technology Strategy Committee. Receiving recommendations from the Working Groups. Delegating controls designed for the direction of the Program. Facilitating integration of the project team within ACT Health, CalvaryPublic Hospital Bruce and Canberra Health Services.11

Role/CommitteeProject BoardWorking Group/sDD-G SponsorExecutive SponsorResponsibility Authorising change requests, Stage Gates and key documentationrelated to the Projects within the Program. 2 Chair of the Program Board. Accountable for the success of the project meeting the clinical and/orbusiness and user needs. Provides recommendations to the Program Board. Receives recommendations from the Working Group/s. Providing unified direction to the project. Delegating controls designed for the direction of the project. Facilitating integration of the project team within ACT Health andCanberra Health Services. Actively managing projects as per the Tolerances Guide. Authorise the PID, stage report and exception plans. Endorse project closure and seek approval from the Program Board. Approve all major plans, authorise deviation that exceeds or isforecast to exceed stage tolerances. Approve the completion of a Stage and authorise the start of the nextStage. Authorise change requests related to the Product Description orScope within the constraints set by the Program Board. Provide advice and support to the project/program, particularly to theProject Manager and Change Manager within the constraints set outby the Project Board and the Tolerance Guide. Provides recommendations to the Project Board. Integrates the project teams with operational teams responsible fordelivering the project. Facilitates communication within the project and other stakeholders,in line with the Program and Project Communication Plan/s. Endorses project documentation, stage completion and moving to thenext project stage (then recommends to the Project Board). High level oversight of the overall strategic objectives of the Programoutcomes and benefits. Receive escalations from the Program Executive Sponsor and/or CIO. Ultimate decision maker ensuring that the Program meets itsobjectives. Accountable for the Program success supported by the BusinessOwner, Program Manager and Program Change Manager.The Project Tolerance Guide and Decision Guide refer to the Technology Strategy Committee. The ProgramBoard fulfils their role in the context of a Program.2Program Delivery Framework12

Role/CommitteeBusiness OwnerChief InformationOfficerExecutive BranchManager, FutureCapability andGovernanceDirectorProgram Delivery FrameworkResponsibility Ensure the Program is focused throughout its life on achieving itsobjectives and delivering capabilities that will achieve the forecastbenefits. Monitors key strategic risks and ensures that the Program continuesto maintain alignment with the organisational strategic direction. Ensure the effectiveness and performance of the organisation. Executive Group Manager/Executive Director or higher level. Lead the Program Board Owns the definition and realisation of benefits that the Program isdelivering. Clinical Director, or equivalent. Member of the Program Board. Assess and confirm the viability of the Program approach. Decision maker ensuring that the Program meets overall technologyobjectives. Financial delegation for DSD led programs. Advise and approve the design, development and acceptancemethods. Ensure that the resources required for the programs are madeavailable. Make decisions on escalated issues, with particular focus onsafeguarding the integrity of the completed solution. Resolve supplier requirements and priority conflicts. Brief non-technical management and executive on the technicalaspects of the project. Ensure quality procedures are used correctly so that the solutionadheres to the requirements of the clinical area or business. Accountable for the quality of products delivered by the

Managing Successful Programmes; publication from AXELOS. A hardcopy of the book is available from the Governance Hub. The Themes, as tailored for healthcare technology-based program management , are covered in the App

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