Bringing together dispersed PMO’s to meet the needs of a state-wide health system.
Health Services and Hospitals | Public Sector
Model and delivery an enterprise portfolio management office aligned to best practice
PMO Optimisation and Improvement, Portfolio Management, Portfolio Management Framework,
Australia's largest and most geographically dispersed state hospital and health care services.
eHealth Queensland enables the delivery of health services to the community, supporting the information technology needs of Queensland’s 16 Hospital and Health Services and the Department of Health. eHealth Queensland’s key functions include:
- Develop and provide advice on state-wide eHealth innovation, strategy, planning, standards, architecture and governance.
- Deliver clinical, corporate and infrastructure ICT programs in line with the eHealth Queensland vision and investment priorities.
- Provide modern ICT infrastructure and customer support for desktop, mobile, smart devices, telehealth, data centres, network and security.
eHealth Queensland had the opportunity to review its portfolio management model and look at implementing an Enterprise Portfolio Management Office (EPMO) using the Axelos best practice P3O® (and a P3M3® maturity assessment), to ensure a more fit-for-purpose outcome and alignment to industry best practices and guidelines. At the time, the eHealth Queensland EPMO would be the largest of its size in Australia in both programme and project volume and its multi-year and multi-billion dollar allocated government budget.
Establish a state-wide enterprise portfolio management office aligned to global best practice.
eHealth Queensland had a business critical requirement to ‘bring together ‘ all the portfolio, programme and project offices under one area. The required outcome needed to be a customer focused, relevant fit-for-purpose enterprise portfolio management office model that met the needs of eHealth Queensland and state-wide health system.
The enterprise portfolio management office needed to be designed and implemented in a collaborative and consultative way with the workforce and external customers, with minimal staff impact and service disruption during the development, modelling and stand-up processes. The process need to be at all times transparent and appropriately phased.
Reactive nature and just-in-time approach to critical programme and project delivery.
At the time, Queensland Health was a geographically dispersed and locally siloed environment, in which the passion of individuals was the common driver for project success. More broadly, the organisation had a P3M3® assessed Level 1 portfolio, programme and project delivery maturity, which was only presented in metropolitan areas. In the regional, rural, remote areas and Indigenous communities, the maturity level was unmeasurable or at a zero level.
With such challenging baselines, the mission was to educate, support and management maturity uplift so as to support successful functioning of a future enterprise portfolio management office, in a highly challenging environment, which was compounded by a ‘reactive’ nature and ‘just in time’ approach to critical programme and project delivery.
Statewide portfolio management capability supporting a diverse customer base while assured to global best practice.