Job responsibilities
Job Summary Under the direction of the Chief Information Officer and Chief Medical, Nursing and Pharmacy Information Officers the post holder will lead the eHospital electronic patient record (EPR) programme of multiple, complex and interconnected projects across UHLs 3 sites. This is an exciting, first of type development and implementation programme seeking to deploy the Nervecentre Next Generation EPR solution to Leicesters hospitals.
As programme manager you will take the lead role in planning, supporting, facilitating and monitoring the performance and progress of the development and implementation of the mobile first EPR solution.
You will manage a specific portfolio of eHospital projects, identifying interdepencies and optimising the allocation of resources to ensure efficient delivery of the programmes outcomes which are aimed at a key strategic objective for the organisation, that is becoming a digital hospital by 2023, achieving HIMSS EMRAM stage 6 and in particular reducing the reliance on paper across all care settings.
You will be responsible for working closely with Corporate Medical, Chief Clinical Information Officers, Senior IM&T, strategy transformation and operational colleagues to ensure timely delivery of projects which it is anticipated will make a very significant contribution towards the trusts efficiency programme in addition to realising significant qualitative benefits.
You will ensure the eHospital Programme is aligned to Integrated Care System (ICS) strategies for sharing and consuming health and social care data.
Budget Management of a capital and revenue budget of up to £2M p.a. and the delivery of cost improvements of up to £10M p.a. through the delivery of the eHospital Programme
Staff To line manage the eHospital Programme delivery team, ensuring that all aspects of performance, attendance, training and appraisal are addressed in accordance with Trust Policy
Policy To ensure the eHospital Programme is aligned to National and Local policies for achieving a digital hospital and sharing patient records electronically across health and social care services as outlined in the NHS Long Term Plan
Communications Develop and implement effective communication systems to ensure the eHospital programme is well understood by staff, patients and external partners ensuring all are informed and fully engaged with the eHospital Programme.
KEY WORKING RELATIONSHIPS
Internal Chief Information Officer Chief Technology Officer Chief Medical Information Officers, Chief Nursing Information Officer, Chief Pharmacy Information Officer Enterprise and Solution Architects EPR Product Team IT Change and Benefits Lead IT EPR Adoption / Training Lead Head of PMO, Programme Assurance Manager and Project Managers Finance and Contracts Manager Business Analysts Strategic IT partner senior management IT Subject Matter Experts Departmental and Clinical Management Group Heads of Operations and Clinical Leads Biomedical research centre and research informatics leads
External Leicester, Leicestershire and Rutland (LLR) ICS Health & Social Care IT Leads Other public sector and university business and IT leads at senior & board level NHS E/I Transformation Directorate Key system suppliers Auditors
KEY RESULT AREAS
1. Manage the delivery of the trusts electronic patient record (EPR) programme, ensuring agreed milestones are met and the achievement of the programme objectives on time and on budget.
2. Interpreting national guidelines on behalf of UHL; developing short, medium and long term strategic programme plans, including: service and performance improvement plans; complex and multifaceted business cases and business plans; individual project plans and stage plans that reflect national & local guidelines.
3. Supervising and analysing process mapping, benefits analysis and workload and performance audits within the operational areas of implementation to direct programme and project planning and establish clear and realistic expectations in terms of deliverables and the benefits these will bring.
4. Managing project and programme links and connectivity; ensuring that no work is either overlooked from the programme, or duplicated; ensuring the management of total programme-related risks, particularly those associated with interdependencies and links between projects; ensuring that risks and dependencies are managed to a successful outcome and that the impact of any change is related back to its impact upon the operational area of implementation, the programme and each individual project - this will require robust management of exceptions, slippage, issues of priority, risk and resource allocation.
5. Managing and monitoring the programmes overall progress and use of resources; Monitoring and controlling capital costs against individual project budgets, forecasting project and programme expenditure and maintaining these forecasts in light of actual and committed expenditure; Ensuring that outputs and benefits defined within the project scope and the business case are delivered on time, within budget and to the required standard of quality; Exploring and negotiating service specifications and contracts with external suppliers and internal providers; Ensuring that robust change control procedures are implemented and are actively used to assess the effect of any change to the project and the wider programme, in terms of cost, timescales and resources; Ensuring that any adverse project or programme changes and their impact are reported to the eHospital Programme Board and that corrective action is taken where necessary. Escalating any issues that cannot be resolved at programme level.
6. Communicating & negotiating with key stakeholders including, CMG Managers and Service Managers , Clinicians and members of the multidisciplinary programme team; ensuring that they are fully consulted about and briefed on developments during all phases of the programme, this will include: Setting direction and priorities aligned to the Trust Strategic Objectives, Quality Strategy, Contractual requirements and Cost Improvement Schemes; Negotiating on the definition of the programme and the projects within the programme; Raising the status and profile of the programme and its related projects within the organisation; Advising users on current, interim and final processes and procedures as necessary; Leading management of expectations, through regular briefings of eHospital Programme Board, Operational Management Group, Executive IM&T board, senior clinicians, CMG Managers and Service Managers. Ensuring the parameters of what is and is not included are clearly defined and documented throughout the implementation of the programme; Responding to both positive and negative feed-back, including suggestions, ideas, comments or complaints.
7. Managing the multidisciplinary programme team and project support staff, including: Allocating tasks, work packages and stage plans to the multidisciplinary project team and project support staff in conjunction with PMO colleagues; Monitoring and controlling project team and project support staff performance against agreed plans, targets and deadlines; Directing members of the multidisciplinary project team and project support staff; Motivating project team members and project support Monitoring and controlling project team and project support staff performance against agreed plans.
8. Leading the development of workforce training and development strategies to ensure that all staff, whether project support staff, the multidisciplinary project team, or staff within the operational area of implementation have the requisite skills, training and experience to deliver the project and the wider programme.
9. Leading the development of role redesign within the operational area of implementation and the development and implementation of associated policy; managing differing views and expectations, negotiating and reaching agreement on contentious issues; ensuring the development of a workforce which has the flexibility to adapt to new ways of working imposed by individual projects and the wider programme;
10. Developing and implementing benefits realisation plans to ensure the successful delivery of benefits from the deployment of revenue and capital investment; defining and documenting the way that benefits will be realised throughout the implementation of the programme; developing local capability to align local processes to optimise the delivery of benefits; sharing and disseminating best practice and lessons learned.
11. Developing programme and project documentation in accordance with PRINCE 2 project management methodology and UHL IM&T PMO standards, this includes:
Project Initiation Documents. Project Plans. Stage Plans. Risk & Issue Logs. Exception Reports. End of Stage Reports. Highlight Reports. Cash flow Reports.
12. Through a programme of Continuous Professional Development, maintain an up to date knowledge of programme and project management methodologies, standards, procedures and national guidelines, including; PRINCE 2 (Projects in Controlled Environments) / PRINCE 2 AGILE Project management methodology; OGC (Office of Government Commerce) guidance and services; European community procurement legislation including OJEC (Official Journal of the European Communities) thresholds and procedures; POISE (The NHS Purchasing and Supply Agencys Procurement of Information Systems Effectively).
13. Ensure the programme and deliverables are compliant with NHS Digital Standards and an up to date knowledge of these standards.
