New Projects 2013-2014
Performance Management Framework
- A communication plan to ensure that stakeholders at the partner organizations are a) aware of leadership support for RCN's vision and goals; and b) internalize the implication of this to their daily work.
- Ownership and accountability established through leadership and participation at all levels.
- Creation and management of a scorecard with indicators and process measures to monitor, track and report status.
- A steering body to assign priorities and set targets for achievement.
- Commitment to openness and transparency in reporting.
- Investment in infrastructure capable of capturing data to support measurement and reporting.
- Rigorous organizational processes for selection and efficient management of projects.
- Standards of practice and clinical guidelines across all sites.
- Grants to support and enhance the expertise within the McGill community.
Work towards implementing this performance management framework has started with building capacity towards the long term goals, while continuing to develop areas where there is momentum and interest. Preliminary steps to foster a culture of quality improvement have been taken in several areas such as the development of the scorecard, creation of a bank of indicators, establishing organizational processes for management of projects and cost, governance, communication and building expertise. Early projects and quick wins have promoted collaboration across sites and sharing of best practices. (contact Padma Ghoshal)
Project Management Office Implementation
The Rossy Cancer Network launched a project in 2013 that will realize the creation of a Project Management Office (PMO) whose primary role would be to define and maintain standards for project management within the network. The PMO will be the source of documentation, guidance and reporting on the practice of project management and its execution for projects launched by RCN.
The PMO project is divided into 3 phases with project closure slated for the fall of 2014. In phase 1, all RCN projects managers will be invited to participate in a 30 hour project management fundamentals course offered by the School of Continuing Studies of McGill University, beginning in April 2014. Participants will receive 30 Professional Development Units (PDUs) from the Project Management Institute (PMI) for their participation.
In collaboration with the network hospitals, a second phase focuses on the design and deployment of processes that will help streamline RCN project workflows. These processes will be institutionalized gradually beginning in June 2014. Finally, a cloud-based enterprise software is being deployed that will help automate RCN workflows as well as provide the necessary project tracking and reporting functionalities. (contact Tony Teti)
Cost Accounting Project
This RCN's internal project aims to expand the RCN's ability to track the cost of its projects and reprting to the RCN's various stakeholders, while building on both, the strength of McGill University's own Banner accounting systems and the deployment of the PMO. This project is planned to be executed in 3 phases and to be completed by end of 2014. The objectives of this project are to:
- Expand the project cost tracking and reporting structure currently available at RCN to meet the increased needs of the various stakeholders within the organization.
- Improve processes to provide timely, accurate and reliable information. The various reports that RCN will be producing in order to meet the needs of their stakeholders will include info such as: Contributions/institution, Total spend/project (in kind and $) (YTD & since inception), Budget per project/workstream vs. actual ($) (YTD & since inception), % of completion data per project/workstream, Claims/institution (YTD & since inception), Total in-kind contributions, In-kind contributions/institution, Estimated cost to complete/project, Expected variances/project. (contact Wehbeh Barghachie)