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Canada Health Infoway: How We Won PMI’s

“PMO of the Year” AwardJane Holden, CPA CA

Executive Director, Corporate AccountabilityCanada Health Infoway /

Inforoute Santé du Canada

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AgendaWhat is Canada Health Infoway?Our PMO’s MandateOur PMO JourneyOur Differentiators: Why We Won the 2013 “PMO of the Year” AwardThe Impact of Winning the AwardAdvice for Aspiring Award WinnersQ & A

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What is Canada Health Infoway?

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What is Canada Health Infoway?A Unique Multi-Government Collaboration

Independent, not-for-profit corporation co-owned by the 14 federal / provincial / territorial Ministries of HealthVision: “Healthier Canadians through innovative digital health solutions”With provincial and territorial partners, accelerates implementation and use of digital health solutions across Canada“Strategic Investor” of $2.1 billion in federal public funds (+ $300 million just announced in Budget 2017)Focus on accountability and transparency

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12 Strategic Investment Programs

Innovation and Adoption$112 million

Patient Access to Quality Care$45 million

EMR and Integration$340 million

Consumer Health Solutions

$65 million

Public Health Surveillance$135 million

Drug Systems$250 million

Laboratory Systems

$170 million

Diagnostic Imaging

$365 million

Interoperable Electronic Health Record$365 million

Registries$134 million

Infostructure$52 million

Setting the Future

Direction

Health Care Applications

The Electronic Health Record

Architecture and Standards

Telehealth$110 million

6Transforming Canada’s Health Care System

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Our PMO’s Mandate

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Our PMO’s MandateDeveloping, maintaining and ensuring compliance with the Project Phase Lifecycle processesDevelopment and maintenance of a Risk Management Framework used by all 10 provinces and 3 territoriesMaximizing Infoway's investment in the enterprise Project Portfolio Management (PPM) system (Changepoint) Project portfolio reporting and analysis for senior executives and the Board of Directors

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Our PMO’s Mandate (continued)

Organizing and documenting outcomes from monthly senior management meetings where projects and change requests are approvedLiaision with auditorsExecuting quality reviews of documents and/or requests submitted by project managersOffering in-house project management training as a PMI Registered Education Provider (REP)

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Our PMO Journey

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Start Up: A new beginning 2001-2003

Management recognized need for a PMO

A couple of false starts

Negative compliance audit increased urgency

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Developed: Laying the foundation 2004-2005

Developed Infoway Project Phase Lifecycle processes and templates

Established reporting cycles and enforced compliance through senior management

Implemented centralized document and template repository

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Established: Change for the better 2006-2007

Implemented formal risk management and quality assurance processes

Introduced custom tools (Excel, SQL, VB) to increase efficiency and accuracy

Became Certified PMI Registered Education Provider (REP)

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Mature: Rooted in the culture 2008-2010

Senior management approved investment in an enterprise-wide PPM solution

Automated project lifecycle processes, increasing efficiency and compliance

PPM solution became “single source of truth,” reducing duplicate sources of project information

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Best in Class: The journey continues

2011 & beyond

Adapted to rapid increase in business volume

Continuous review of processes to ensure value for effort

Recognized internally and externally as thought leaders

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Our Differentiators: Why We Won the 2013 “PMO of the Year” Award

Investment criteria and industry best practices for project sizing/estimatingCo-invests with jurisdictions, typically at 75:25 of eligible project costs

Infoway’s Investment Model

Project Sizing &

Estimation

TwelveInvestmentPrograms

Common Architectural

Blueprint

ProgramEligible Costs

ProgramCriteria

1. Registries2. Diagnostic Imaging3. Laboratory Info. Systems 4. Drug Info. Systems5. Public Health Surveillance6. Telehealth7. Interoperable EHR8. Innovation & Adoption9. Infostructure10. Patient Access to Quality

Care11. EMR & Integration12. Consumer Health Solutions

EHR Solution (EHRS)

EHR Infostructure (EHRI)

EHR ViewerPoint ofServiceApplication

Point ofServiceApplication

EHRS Locator

Registries Data &

Services

Longitudinal Record Services

HIAL

AncillaryData &

Services

EHRData &

Services

HealthInformation

Datawarehouse

EHR Solution (EHRS)

EHR Infostructure (EHRI)

EHR ViewerPoint ofServiceApplication

Point ofServiceApplication

Point ofServiceApplication

Point ofServiceApplication

Point ofServiceApplication

Point ofServiceApplication

EHRS Locator

Registries Data &

Services

Longitudinal Record Services

HIAL

AncillaryData &

Services

EHRData &

Services

HealthInformation

Datawarehouse

ApprovedProjects for investment

Approved Project

Contract Signed (20%)

Implementation Gates (30%)

Adoption Gates (50%)

Completed Project

Infoway’s Collaborative Risk Management Model

Sophisticated Use of TechnologyProject Manager View

Project Code 1

Project Code 2

Project Code 3

Project Name

1

Project Name

2

Project Name

3

Jurisdiction

Jurisdiction

Jurisdiction

Program

Program

Program

Request Description

Request Description

Request Description

Audit TrailPMO Director View

Executive Dashboard

Executive 1

Executive 2

Executive 3

Executive 4

Executive 5

Executive 6

Changepoint:A “single source of

truth” for all investment

projects

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2005 2008 2013# of projects and $ value of the portfolio (active and closed)

150 projects$302.7M Portfolio

443 projects$1,491.6M Portfolio

628 projects$2,004.5MPortfolio

# of PMO employees 3 6 5

Average number of projects/PM

3.5 4.2 6.6

# of PMO negative audit findings

>5 0 0

Average turnaround time for Portfolio Reporting

15 business days 9 business days 3 business days

The PMO’s Measurable Impact on the Business Over Time

Results: Out-Performed Industry Standards

Success compared to industry standards due to: Board-approved investment program strategies Rigorous due diligence before project approval Gated funding process Binding legal agreements with defined deliverables and

capped payments

What the Experts Say About InfowayThe Auditor General of Canada’s Fall 2009 report to Parliament stated that Infoway had “accomplished much in its eight years, and that it is exercising due regard in approving, monitoring, and making best use of its funds for electronic health record projects.”

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“Infoway’s ERM Framework was considered to be within the top 15% of all organizations. Sophisticated and disciplined risk management processes and tools were in place to actively manage project, program and jurisdiction risks.”

Independent expert review of Infoway’s enterprise risk management (ERM) framework:

“Canada Health Infoway excels at what public agencies need to do – be open and transparent with how they use taxpayers’ dollars, provide collaboration and linkages among stakeholders; and demonstrate that efficiency.”

Winner, Canadian Government Executive Magazine’s 2014 Leadership Award:

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“Canada Health Infoway’s role and its business model make it a unique organization within Canada and possibly the world, and its PMO is a clear demonstration of how organizations can – and should – successfully implement their strategic initiatives. Organizations can, and should, learn from Canada Health Infoway’s success and mirror its best practices to achieve their own success.”

Winner, PMI’s Global “2013 PMO of the Year” Award

What the Experts Say About Infoway (cont’d)

The Impact of Winning the “2013 PMO of the Year” Award

The Impact of Winning the “2013 PMO of the Year” Award

Pride, both within PMO and across companyGreatly increased visibility of the PMO, both internally and externallyRecognition by CEO at multiple internal celebrationsLetter from our Board chair to key external stakeholdersPMO invited to reception and dinner with BoardCongratulatory video from federal Minister of HealthAward logo incorporated in e-mail signatures

Multiple Speaking Engagements and Requests for Consultation

Multiple Media Articles and Interviews

PMO Featured in Infoway’s 2013-14 Annual Report

Advice to Aspiring “PMO of the Year” Award Winners

Above All: Strong, Sustained, Visible Senior Executive Support

Preferably up to the “C” level (CEO, COO, CIO, CFO…)Show any skeptical senior executives how the PMO can contribute directly to his / her individual success

John Burns, Senior Vice-PresidentCanada Health Infoway, 2003-13

The Right TeamTechnical PM skills are important but soft skills, team chemistry and passion are MORE important

A Clear MandateWhat your PMO is and what it is notDocumented, communicated and executed

Proven, Quantifiable Success Metrics

Pick success metrics that matter to senior executivesGet current-state baselines against which to measure future performance improvements

Direct Linkage to the Strategic Goals of the Organization

Set goals annuallyRelate each of the PMO’s objectives to at least one strategic goal; if you can’t, should you keep that objective?

The Right Level of Project Management Process

Should be a propeller, not an anchorBalanced and aligned with the major business imperatives and risks facing the enterprise

The Right Technology, at the Right Time

But not as a substitute for robust processes – build them firstCreate a solid formal business case

Strong Stakeholder EngagementFocus on collaboration (more than compliance) and “what’s in it for them” – mutual successConsider a cross-departmental advisory council

Proactive Continuous Improvement

Aim to increase the PMO’s value to the organization over time

Don’t relax – review last year’s metrics and improve them

What worked last year may no longer be relevant

Watch the radar - anticipate changes in business needs and be prepared for them in advance

Communication, Communication, Communication!

Marketing of your PMO’s services, its value and its successes – don’t keep it a secret!

Remember, humans need to hear a message 6-10 times in order to absorb it fully

Believe You Can Do It!

12,000+ employees22,000+ employees

26,000 project managers80,000+ employees

<200 employees

23,000+ employees

Merci beaucoup!Questions?

Jane Holden, CPA, CAjholden@infoway-inforoute.ca

416-986-2009www.ca.linkedin.com/in/janeholden

www.infoway-inforoute.ca