Read on Twitter
The NHS is trying to do many projects at speed now for all sorts of reasons, but doing them with the same processes that haven't exactly worked in the past.
Here's my 4 Tweet guide for those who manage project managers, or are clinicians on projects.
Here's my 4 Tweet guide for those who manage project managers, or are clinicians on projects.
1. Show me the requirements
If you don't know what you're trying to achieve then you've failed before you start. This is the picture of what it'll look like once you finish.
This is the most often abandoned bit by those who don't really deserve to be called project manager.
If you don't know what you're trying to achieve then you've failed before you start. This is the picture of what it'll look like once you finish.
This is the most often abandoned bit by those who don't really deserve to be called project manager.
2. Show me the patient impact
EVERY NHS project must show the patient, if it doesn't then you're wasting time and money.
How will this help the patient? This could be anything from reducing clinician burden (faster logins, etc.) to getting the right ratio of ITU/general beds.
EVERY NHS project must show the patient, if it doesn't then you're wasting time and money.
How will this help the patient? This could be anything from reducing clinician burden (faster logins, etc.) to getting the right ratio of ITU/general beds.
3. Show me the quality
Does the project manager have the track record of delivering on time, on cost and on quality? If not, what are YOU doing appointing them to an important rush project?
Show me the methods you have to track delivery from now to benefits delivery.
Does the project manager have the track record of delivering on time, on cost and on quality? If not, what are YOU doing appointing them to an important rush project?
Show me the methods you have to track delivery from now to benefits delivery.
4. Show me the benefits
Have you been involved in a benefits review after project closure to reconcile the pre-project "ask" that got it approved against what was actually delivered?
If not, how do you know it delivered what you thought it would?
Have you been involved in a benefits review after project closure to reconcile the pre-project "ask" that got it approved against what was actually delivered?
If not, how do you know it delivered what you thought it would?
The difference between a good project and one that's a waste of money can be perilously small.
The right mindset from those overseeing the project can make all that difference.
The right mindset from those overseeing the project can make all that difference.
