Our Work - Project Management

Project Management

The primary roles of CHI's Project Management Office are:

  • To advance the mandate of CHI and the Strategy for Patient Oriented Research in effectively transferring and integrating evidence to clinical practice and care models with the goal of improving patient outcomes, experiences and access to care
  • To carry out projects identified as strategic priorities of the Winnipeg Health Region and approved by Senior Management. The PMO implements and drives essential change identified through external reviews, critical occurrences, audits or board or business planning priorities in support of the strategic plan
  • To work with sites, programs, services and departments to deliver projects designed to improve quality or produce efficiency in the delivery of health care and patient-oriented research

The focus of the Project Management Office (PMO) is developing and implementing projects related to clinical service delivery. The PMO’s mandate includes building capacity in change management, project management and process improvement. This is accomplished through transferring knowledge surrounding the effective use of tools and techniques to team members and through project consultations and formal change management, project management and process improvement workshops.

(If you are a member of this team you can access your team activities here.)

Education

  • PM for managers

    Duration
    1 day (6.5 hours of class time)

    Target Audience

    • Management (not strictly enforced) that wish to, or do, manage projects
    • Those interested in incorporating project management best practices into their project work
    • Those interested in understanding project management principles


    Description
    This workshop is designed for managers who have a need for the tools and skills available to effectively manage small to medium-sized projects in their departments.  No prior experience in project management is required.  Upon successful completion of this workshop, managers will have the ability to:

    • Understand the reasons why projects fail
    • Design a project plan that will guide you to a successful outcome
    • Assess project risks and develop contingency plans
    • Assemble a project team
    • Manage change request while improving the project’s success
    • Create status reports that will banish surprises and help your project stay on schedule
  • LEAN

    Duration
    Varies from 1 hour to full day events

    Target Audience
    Any staff effected by projects aimed at improving efficiencies and or quality.

    Description
    The PMO offers a variety of training alternatives aimed at teaching Lean and Six Sigma principles and techniques. While historically found in the manufacturing industry, they can be applied in any setting.  Lean focuses on identifying and eliminating waste from the customers point of view (i.e. Patient or Co-worker), while Six Sigma is focused on reducing defects and process performance variation.  Both offer a variety of tools that can help in building an environment of continuous improvement, which empowers employees in creating safe and efficient processes with patient satisfaction in mind.   

       

  • FMEA

    Duration
    2.5 – 3 hours

    Target Audience

    • Personnel directly participating in or facilitating an FMEA or improvement initiative
    • Managers of units, areas or sites performing FMEA analysis
    • Personnel involved with accreditation
    • Improvement initiative facilitators
    • Six Sigma and Lean practitioners
    • Quality and Accreditation
    • Quality Committee members and leads
    • Patient Safety
    • Disaster Management

     
    Description
    This course provides an understanding of FMEA, a hands on approach to learning the processes involved and a brief study of some FMEAs completed within the WRHA. 

    This course introduces participants to the FMEA process in which potential failure modes, failure effects and causes of failure are identified.  Participants will gain an understanding of severity, occurrence and detection as it relates to failure modes, calculate the Risk Priority Number and identify and prioritize corrective actions for implementation in improvement initiatives.

    At the end of the course, participants will be able to:

    • Lead and/or participate in a real life FMEA improvement initiative
    • List the benefits, requirements and objectives of a FMEA
    • Explain the steps and methodology used to analyze a FMEA
    • Compare a variety of tools utilized when performing a FMEA
    • Identify corrective actions or controls and their importance in minimizing or preventing failure occurrence
  • 5S

    Five S (5S) is an approach to management and operations and is considered a very important Lean Tool. There are many other Lean Tools that have been developed to support individuals in working effectively and increasing job efficiency, with greater satisfaction for customers, clients and for individuals themselves. The philosophy of Lean Tools is that we can continually develop and improve our processes in order to reduce all kinds of waste (including time and effort) and improve value to the people we serve.

    Five S is an approach to organizing a workplace, and particularly the materials and supplies in the workplace, to make sure that staff have what they need, with minimal searching and waste. The Five S’s refer to the steps taken to organize supplies: Sort, Set in order, Shine, Standardize, and Sustain. Kanban is a visual signal mechanism to replenish these supplies based on the actual demand and reduces the need to verify and count.

    For more information on training, facilitation and/or workshops surrounding 5S, Kanban and/or Supply Systems, please contact  at 204.594.5336 or chay@wrha.mb.ca

    To see an example of a Kanban learning activity developed by the Project Management Team, please click here. 

     


Project Management Toolkit

  • Action Log

    Action items are tasks that arise out of completing project tasks or holding project meetings and are usually a task agreed to be done as a result of a discussion at a meeting. Project managers assign action items when the project team does not have enough data, expertise or available time to deal with the item immediately. Action items are ordinarily recorded in the Action Log and capture who proposed the action item, what the results will be and should be reviewed periodically to ensure action items are being completed successfully.


    Click HERE to download an example of an Action Log.

  • Closure Report

    Some project closures will be informal, perhaps just an assurance from the sponsor that all deliverables are complete and that the project is a success. Other projects may need to follow a formal process using a Project Closure Report. The closure report is linked to the Project Charter, and goals and objectives are listed with comments noting achievements or challenges. Other sections include:

    Project Overview
    Project Goals, Objectives and Timelines
    Project Expectations/Metrics
    Project Leadership and Resources
    Reflection on Risks and Risk Response Plan
    Reflecting on Communication Plan
    Project Implementation Plan and Results
    Project Scope
    Project Learnings
    Ongoing Work and Next Steps
    Project Closeout Signoff

    Click HERE to download an example of a Project Closure Report.

  • Communication Plan

    The project manager’s role in the execution phase of a project is to ensure that useful work products are created and that reasonable change requests are included.The Communication Plan is created during this phase and consists of determining and documenting the communication and information needs of a project’s stakeholders.

    Click HERE to download an example of a Communications Plan.

  • Project Charter

    The Project Charter is a planning document that describes a project’s objectives, budget, risk management strategy and other technical details about the project. It is created by the project manager in collaboration with the sponsor as a tool to guide the development of the project plan and to provide information to the reader on what the project is expected to deliver, and includes the following:

    The organizational need for the project
    What will be done to meet that need and how success will be measured
    Assumptions and constraints that could inhibit the project’s success
    The project’s organization: team members, sponsors, identification of working groups, etc. 

    One of the most important benefits to authoring a charter is that it identifies risks, issues and other potential problems before the project work gets underway.

    Click HERE to download an example of a Project Charter.

  • Project Plan

    A Project Plan is the documentation of a project’s schedule, personnel responsibilities, risk management strategy and other information to guide the project’s execution. One advantage of creating a detailed project plan is that the project manager will know early on if the project is moving over the forecasted end date. This document will cease being useful if it is not kept up-to-date. On most projects, that would mean updating the project plan at least once a week.

    Click HERE to download an example of a Project Plan.

  • RASCI (Stakeholder Identification)
  • Risk Log/Plan

    There will always be potential circumstances that can have positive or negative effects on a project.  The focus of project planning is to prepare for the risk of negative impacts using a Risk Log/Plan.  Unanticipated or negative effects such as delays, cost over-runs or reductions in effectiveness are far more common than unanticipated positive effects.  As part of project planning, factors that can affect your project will need to be anticipated and a plan created. 

    Click HERE to download an example of a Risk Log/Plan.

  • Scope Change

    A projects scope includes what the project is and is not expected to produce. Scope could also include the programs, sites and services affected, transactions included or excluded, staff members included or excluded and more.

    All Scope Changes requests should be processed through the project manager. Ordinarily, the project manager would have authority to approve simple changes that will not affect the budget or schedule. The project sponsor must approve more significant changes, but only after the project manager has seen them.

    Click HERE to download an example of a Scope Change form.

Current Projects

For more information on any of the below projects, please contact the Project Management office at 204.594.5336 or by emailing Cathy Hay at chay@wrha.mb.ca.

  • ‚ÄčCancer Patient Journey 
  • Improving Preoperative Assessment System For Cataract Surgery in WRHA
  • Home Care Permanent EFT: Full Roll-Out
  • Diagnostic Centre of Excellence Project  and  Women’s Hospital Redevelopment Project (WHRP)
  • Accessibility Master Planning Consult 
  • Bannatyne Health Clinic 
  • BHLC for Patients with Complex Needs: Year 2 
  • Centralized Purchasing    
  • Choosing Wisely: Appropriate Vitamin D Deficiency Testing    
  • Choosing Wisely: Improving Preoperative Diagnostic Testing “Getting it Right” 
  • CIVP 5S    
  • CHRIM CRU Review
  • CIVP Capacity Planning Project 
  • CIVP Intake Process Improvement 
  • Critical Incident Process Review 
  • Healthy Eating Environment Policy  
  • Home Care Referral Processing Time Reduction    
  • iCare/AYMP Clinical Trial
  • LEADS Provincial Leadership Initiative 
  • Lyme Disease Shared Services 
  • Manitoba Opioid Overdose Prevention Program (MOOPP)
  • OT, PT, SW Acute Care Service Review: Discovery 
  • Primary Care Teams for Comprehensive Diabetes 
  • Provincial Emergency Consultation Service 
  • Provincial PCH Pharmacy In-Sourcing 
  • Pyxis ES Upgrade    
  • Quick Care Clinics Process Optimization 
  • Research Improvement Through Harminization in Manitoba (RITHiM) 
  • Riverview Ventilator Alarm 
  • Shoulder Central Intake  
  • Single Sole Sourcing 
  • Supply Chain 
  • Sustainable Health Systems Planning 
  • U of M Human Research Ethics Boards Review 
  • U of M REB Investigator Compliance Training 
  • WRHA Research Policy Development

 

 

Closed Projects

For more information on any of the below projects, please contact the Project Management office at 204.594.5336 or by emailing Cathy Hay at chay@wrha.mb.ca.

Services Offered

Implementation Support Services Offered

i. Project management

  1. Diagnostic and Discovery Projects
  2. Implementation Projects
  3. Performance Improvement Projects
  4. Project Consultation
  5. Research Projects

 

ii. Education and training

  1. Project Management for Managers
  2. Project Review and Recovery
  3. Process Improvement Methods
  4. Change Management

 

iii. Process Improvement

  1. Value Stream Mapping
  2. 5S
  3. SIPOC
  4. FMEA
  5. Demand/Capacity Analysis
  6. Simulation

 

iv. Change Management

  1. Readiness Assessment
  2. Coaching, Education and Training Plans
  3. Measurement and Evaluation