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THE UNIVERSITY OF THE WEST INDIES 2013 (GUYANAS CONTINGENT)

Assignment 1 Course Lecturer Muriel Lezama Health Sector Development Unit Design & Implementation of Project Management Office Submitted in Partial Fulfilment of the Requirements to the Degree of Master of Science in Project Management Of The University of the West Indies

Name

Student ID#

Juanelle Marks Date Submitted:

811006458

FACULTY OF ENGINEERING

Table of Contents

General Information Executive Summary Background Charter for the Health Sector Development Unit (PMO) Layout of PMOStructural Functional Operational Plan Critical Success Factors Impact Indicators References

1 2 3 4

GENERAL INFORMATION Project Name: Project ID: Executing Agency Project Description Project Director Health Sector Development unit (Project Management Office) HS005130 The Ministry of Health Implementation of GRA Aubrey Thompson Project Definition Report Pre-Feasibility Study completed Feasibility Study completed Commencement of works Expected Completion Date 2013/09/18 2013/10/18 2013/11/15 2014/01/02 2014/06/30

APPROVAL AUTHORITIES Project Sponsor 1 Project Sponsor 2 Project Sponsor 3 The Global Fund Inter-American Development Bank International Labour Organization Akintunde Watson Keith Burrowes Paul Clarke A A A DA DA DA AwM AwM AwM

CONTACT-MINISTRY OF HEALTH Shinel Evelyn(592) 644-2141 sevelyn@moh.gov.gy Raine Erkskine (592)654-8722 erksine@moh.gov.gy Version APMO 1.0 APMO 2.0 Giovanni Garnett (592) 644-0766 ggarnett@moh.gov.gy Quacy Larose (592)612-6585 Jainarine Rameshwar (592)621-6340 jrameshwar@moh.gov.gy Kecia Carrington (592)629-3049

qlarose@moh.gov.gy kcarrington@moh.gov.gy DOCUMENT HISTORY Date Author(s) Revision Notes Document Ready for distribution Incorporated changes. Document ready for distribution.

1.0 Abstract A PMO is a centralised, co-ordinating body within an organisation (or project) that provides a focal point for the field of project management. It can identify and address project management issues to support and facilitate the achievement of organisational project outcomes. According to Gartner (2008), investments in a Project Management Office (PMO) as a work management discipline can provide common planning and reporting processes and bring structure and support to evaluating, justifying, defining, planning, tracking and executing projects. It also encourages the resolution of conflicts caused by limited resources and other constraints. We've all seen renegade projects that seem to run according to their own agenda. A PMO can help organisations create effective control and oversight of projects and integrate them with the overall business outcomes. Benefits of a PMO include: establishing an enterprise focus on improvement in project management competency; developing or enhancing project management skills and knowledge through training or mentoring; ensuring consistency and uniformity in project delivery; reducing project overruns and increasing delivery speed; increasing customer satisfaction through achievement of outcomes; archiving project operational and performance data.; providing a centralised point of reference for the project management practice. This paper elucidates Charter and proposed implementation and operational plans for the Project Portfolio Management Office (HSDU) of the Ministry of Health.

2.0 Background According to the Millennium Development Goals (MDGs) Report 2007, Guyana has the potential to attain the goals related to eradicating hunger and combating HIV/AIDS, but is unlikely to reach the goals pertaining to child mortality, maternal health, and malaria and tuberculosis. More recently, in common with many other countries worldwide, Guyana has experienced a significant increase in food prices, resulting in a serious challenge to its ability to ensure food security, especially for the most economically vulnerable which might further complicate the attainment of the MDGs. Constant fluctuations of economic forces coupled with politics and intense racism undermines the achievement of the foregoing goals. Undoubtedly donor financing is absolutely necessary for Guyana to attempt projects aimed at achieving the MDGs. Thus, the Ministry of Health works with various development agencies and proGRAms, including PAHO/WHO, GAVI, UNICEF, UNFPA, Centre for Disease Control (CDC/FXB), USAID, and the Guyana Red Cross Society (GRC), as well as the IDB. As laid out in the National Health Sector Strategy 2008-2016, in the near future the GOG expects to combine financing for the health sector from all donor and lending sources, to ensure that external funding is aligned with its priorities and contributes to the strengthening of the health system as a whole. Funds for all ministries are channeled through the (NCF) National Consolidated Fund (Government Account). To avoid donor financing being placed in the NCF the Health Sector Development Unit will be created as the project arm and project portfolio management office of the Ministry of Health, to assist in planning, implementing and managing the health sector portfolio of programs; safeguard donor funds so that funds through accountable and transparent in project expenditure. HSDU will be a collaborative effort amongst the Guyana Government, MOH and multiple donor agencies in particular the Global Fund. This project portfolio office will be a centralized operation located in the Georgetown Public Hospital Compound, East Street, Georgetown.

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3.0 Charter for the Health Sector Development Unit 3.1 Introduction: Upon gaining the approval of the National Assembly the Ministry of Health will establish the Health Sector Development Unit as its central project management office to implement and manage all projects within the health sector portfolio. The development of this Unit was mentioned in the National Development Strategy 1995-200, National Health Sector Reform Strategy 1998 and the National Health Plan 2000. GRA will be a physical location as well as a conglomerate of project experts and other personnel. 3.2 Justification: The Health Sector is plagued by diseases; lack of funds and technological infrastructure to do research as well as to offer advance health care to the public. In order to target and tackle diseases like Malaria, HIV/AIDS, Tuberculosis and Anemia, the Ministry of Health will partner with international lending agencies to plan and implement a portfolio of projects. Hence it is vital that an independent project management unit is established to do donor coordination and manage donor funds. The potencies of having a centralized project office will include: consolidated administrative office; providing project management consulting and mentoring; resource allocation; project coordination and vendor management. 3.3 Vision: The Health Sector Development unit of MOH is the central project management office, that manages coordinated donor financing to drive the health sectors portfolio by identifying, managing, and eliminating problems so that projects succeed, deliver high quality results on time and within budget." 3.4 Mission Strategic The HSDU of MOH will plan, implement, manage, monitor and report on the national health project portfolio, through holistic project planning; procurement of technical assistance; cooperation and coordination with stakeholders and general administration of the for the national portfolio, accountable structure with contemporary management systems and standardized processes. Tactical "In its first year of operation, HSDU will operate in conformity with accountable and transparent policies; design contemporary management systems and standard operating procedures for activities. 3.5 Goals:

i.

Centralize project management so as to foster better alignment of project activity to the health sector strategy

ii. iii. iv. v. vi.

Implement a more consistent project management process and methodology Facilitate better collaboration and knowledge and best-practice sharing Ensure resource pool is trained and competent to meet evolving IT and business needs Better manage resource utilization and capacity Provide executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.

3.6 Objectives: i. Create and maintain a consistent world class project management methodology and process for all project management engagements. ii. Train, certify if possible, coach, and mentor project managers in not only project management, but also project delivery to ensure skill mastery and consistency in planning and execution iii. Manage strategic and project priorities matching project goals with appropriate technology solutions and provide increased resource utilization across the organization by matching skills to project needs iv. Provide centralized control, coordination, and reporting of scope, change, cost, risk, and quality across all projects v. vi. Increase collaboration across projects Provide increased stakeholder satisfaction with project-related work through increased communications, collaboration, training, and awareness vii. Reduce time to market by providing better coordination and the right resources with the right skills for the projects viii. Reduce project costs because common tasks and redundant projects could be eliminated or managed at the central level ix. Holistically reduce project risk

3.7 Scope: The Scope of HSDU (PMO) encompasses;


Component 1 Feasibility Study of centralizing operations with a project portfolio management office Component 2 Component 3

Construction of the building to house the HSDU

Staffing of functional areas within HSDU

Project Definition Report

Commission of building by Ministry of Health Procurement of facilities, office furniture, computer systems and software packages Recruitment of staff to fill positions in HSDU

Project Plan of construction of HSDU building

Create and implement operational policies & establish the Role, Scope and Outcomes Review Existing Projects and Skill Levels to Identify Needs

Plan the Implementation According to Needs & Review the PMO

3.8 Key Success Factors i. ii. Sponsors support Executive parameters iii. iv. v. vi. vii. viii. ix. x. xi. Changes in the measurement system to be consistent across the PMO Adaptation of reward and incentive system Sponsorship capability development Resource alignment which adequately reflects your current needs. A comprehensive Expectations management plan. Strong Project Management Infrastructure which addresses: Strong change control process Standardised project management methodology Ability to measure and report. management team involved and measured through defined performance

3.8Tools Required Portfolio Pipeline Financial Personnel Quality Operational Management Management Management Management Assurance Procedures & Performance Monitoring
Cost-Benefit Analysis, Change Management Log Application Portfolio Management Project & Portfolio Management 9.2 Earned Value analysis Variance Reports, Performance Reports Project Relations Management Software Portfolio Budget Resource Planning Software Certified Auditing Techniques Whitepapers: i. Project Management Methods ii. Competency Development White Framework Papers on iii. IT Service Auditing Management IIA iv. The Advisories fundamentals of Financial Management IIA Newsletters v. Portfolio Governance IIA vi. Monitoring Journals & Evaluation

Project Support

Project management Information System Project Dashboards Correspondence Data base

Cost Management Plan Portfolio Appropriations Request Procurement Plan Vendor Database

Responsibility Matrix Staff Management Plan

Vehicles

Implementation Plan for the Health Sector Development Unit

Identify Sponsor

Conduct Assessment

Determine functions & staffing

Obtain funding & staffing

Conduct Pilot test

Roll out

Prepare Communications Plan

Prepare plan & target

Layout for Health Sector Development Unit 4.1 Structural Government of Guyana The Global Fund Inter-American Development Bank World Bank National Health Committee GRA PMO

Minister of Health

Financial Magt

Operational Procedures

Personnel Development

Quality Assurance

Project Support

Portfolio Management

Pipeline Magt Project Coordinator Project Coordinator Project Coordinator

Project A

Project H

Project O

Project B

Project I

Project P

Project C

Project J

Project Q

Project D

Project K

Project R

Project E

Project L

Project S

Project F

Project M

Project T

Project G

Project N

Project U

4.2 Functional

Financial S Management

Operational Procedures

Portfolio Management

PMO
Quality Assurance

(GRA)

Pipeline Management

Personnel Development

Project Support

Operations Plan for the Health Sector Development Unit The GRA will serve as the Project Portfolio Management and it will support the following:

Portfolio Strategic Management Portfolio Governance Management Portfolio Performance Management Portfolio Communication Management Portfolio Risk Management

Project Portfolio Management Office GRA (PPMO) will function as a corporate operational support for all health sector projects. GRA will obtain and implement a Project Portfolio Management software application to allow the Section to manage projects at a strategic, tactical and operational level, providing stakeholders with key information to make informed decisions in a timely manner. All processes, procedures and methods involved in the operations of GRA will standardize in alignment with the best practices of specific areas of expertise. The PMO will inteGRAte Project tools to support the Standard Operating Procedures and ensure that all staff conforms to same. Lastly,

GRA Service Portfolio

Service
Portfolio Management, Performance Monitoring

Service Details The largest section within HSDU will be the Portfolio Management & Performance Monitoring Section will:1. Create and coordinate portfolio work plan; identify portfolio work programme commitments and time frames, set monthly targets, prioritize projects & portfolio monitoring 2. 3. 4. 5. 6. Portfolio change management Portfolio integration Stakeholder & donor coordination Portfolio evaluation Risk Management- An analysis of the risk sensitivities residing within each project, as the basis for determining confidence levels across the portfolio. The integration of cost and schedule risk management with techniques for determining contingency and risk response plans, enable organizations to gain an objective view of project uncertainties and to develop a risk adjusted schedule.

Pipeline Management

GRA will determine:1. How projects will be prioritized in conformity with the strategic objectives and strategic plan. 2. The sequential arrangement of execution of projects in the portfolio

with finite resources in a specified time.


Financial Management

GRA will have a Finance Section that will do:1. 2. Financial planning for the portfolio Establish financial controls to maintain accountability, transparency and operate in alignment with the conditional ties of the donor agencies. 3.
4.

Project Cost Management Procurement & Vendor Management

Operational Procedures

GRA will have an Operational Procedures Section which will create Standard Operating Procedures which define and implement the processes, procedures & methods to govern operations and will be extended to project activities. The Section will continuously educate project staff of project management fundamentals, best practices, and project management methodology. Activities will include formulating project operational & reporting guidelines; project management maturity models, outlining performance indicators & benchmarks; Collaborate with Human Resource Development Section to formulate Policies; Create templates, forms, maintain the History Repository and document publication.

Quality Assurance

The Quality Assurance Section will:1. 2.


3.

Define Quality Standards Identify Quality Benchmarks Conduct Audit & Special Investigations to identify and report irregularities then formulate the respective controls mitigate irregularities.

Personnel Development

GRA will have a Personnel Development Section which focuses on:1. Efficient and effective hiring human resources with the technical expertise 2. Training & development of Human Resources; deployment of human resources where and when they are needed. 3. 4. Develop technical skills of PMO staff as well as project staff. Resource allocation, by matching competence with required job skills
5.

Certification tracking

Project Support

Information Technology Administrative Support Mail Room Transportation Maintenance

Financial Management Section Finance Executive

Finance Manager

Salaries Supervisor (1) Clerk (1)

Payments Supervisor (1) Clerk (1)

Voucher Preparation
Supervisor (1) Clerk (1)

Reconciliation
Supervisor (1) Clerk (1)

Capital Planning Supervisor (1) Clerk (2)

All activities within the Finance will be guided Standard Operating Procedures. SOPs will be created in conformity with the Fiscal Management & Accountability Act Law of Guyana and International Best Practices. Below is an example of an SOP to be used by the Financial Management Section. STANDARD OPERATING PROCEDURE To ensure that Payment Vouchers are accurately prepared for the disbursement of funds to acquire items Description 1 2 3 3. 1 4 5 6 7 8 Responsible

Receive an Invoice, Subsistence, Quotation from the Finance Supervisor/Examination Manager or other Unit Officer Examine the document Supervisor/Examination Officer

Are all necessary signatures and approvals in place? If yes Supervisor/Examination proceed to Step 4. If no go to Step 3.1 Officer Return for correction and re-submission Forward to Clerk for voucher to be prepared Forward voucher to Examination Officer for examination Supervisor/Examination Officer Supervisor/Examination Officer Supervisor/Examination Officer

Return to Clerk to enter details into Voucher Book and give the Supervisor/Examination document a number Officer Take payment voucher(s) and numbering book to Manager for Clerk approval for payment Forward to Expenditure Planning for further processing Manager

Personnel Development & Management Section

Human Resource Executive

Employment Administration Manager

Training& Development Manager

Compensation & Benefits Clerk (1)

Leave Clerk (1)

NIS Claims & gratuity Payments (1)

Recruitment Clerk (1)

Training Officer

Training Officer

All activities within the Personnel Development & Management Section will be guided Standard Operating Procedures. SOPs will be created in conformity with the Labour Laws of Guyana and International Best Practices. Hereunder is a sample of an SOP to be used by the Section.

STANDARD OPERATING PROCEDURE To process applications for advertised vacant positions Step No. Description 1 2 3 3.1 4 5 Receive application being submitted to Personnel Development Responsible Recruitment Clerk

Vet the application to determine whether there is a reference number Recruitment affixed Clerk Does the application have a reference number affixed? If yes proceed Recruitment to Step 4. If no go to Step 3.1 Clerk Send the application to the Executive Directors office for the Clerk to Recruitment affix a reference number Clerk Enter details of the application into the Personnel Development & Recruitment Management Computerized Database Clerk Prepare separate folder(s) for the vacant position(s) advertised and Recruitment place the application received in the respective folder(s) Clerk

Training STANDARD OPERATING PROCEDURE To compile a summary of the training needs of the functional areas within the HSDU and prepare an The Training Requirement Plan Steps 1 2 3 Description Responsible

Analyse the Work Programmes for the Functional Areas of the Training Officer HSDU Extract the training needs from each Work Programme Training Officer

Compile HSDU's Annual Training Requirement Report by training Officer including all the training needs extracted from the various Work Programmes Generate HSDUs Annual Training Requirements Report Training Officer

4 5 6

Prepare a memorandum and attach HSDU's Annual Training Training Officer Requirement Report Forward memorandum and attachment to the Senior Manager, Training Officer Training and Development Section

STANDARD OPERATING PROCEDURE To ensure that planned developmental programmes and training opportunities are provided to all HSDU employees for the purpose of providing them with the necessary additional skills, knowledge, abilities, and attitudes to accommodate change policies, new technologies and internal needs to meet HSDU's future personnel requirements. Description 1 Responsible

Collect all relevant information on the proposed training programme - Manager name of programme, target group, duration, venue and prepare a memo for the Executive Director seeking his approval Forward the memo to the Executive Director Manager

2 3 3.1 4 5 6 7 8 9

Has the Executive Director given his approval for the programme? If yes Manager proceed to Step 4. If no go to Step 3.1 Take no further action Forward the approval to the Functional Head for a list of participants Manager Training Officer

Forward the list of participants to the Senior Manager or Officer in Charge, Training Training Division Officer Schedule a meeting with facilitator and Functional Heads to discuss the details of the upcoming training activity Manager

Send letters to participants advising them of the details of the Training and Training attach a copy of the letter to their Manager Officer Prepare or assist with preparation of training materials if necessary. These Training include the preparation of folders, photocopied handouts etc Officer Prepare the budget for the training activity and forward to the Executive Training Director for approval Officer

10 10. 1 11 12 13 14

Is it necessary to order water, snacks or meals for the training activity? If Training yes proceed to Step 11. If no go to Step 10.1 Officer Place no orders Contact caterer(s) and order the necessary refreshments Training Officer Training Officer

Arrange time for the Office Assistant and Driver to collect and deliver the Training refreshments Officer Call participants to remind them of the details of the training activity and Training confirm their attendance Officer Prepare Training Room or other venue for the training activity, and position name cards on table(s), Attendance Register at the entrance for participants' signature, projector etc Manager

15 16

Make arrangements for an official to give the Opening Remarks at the start Training of the training activity and introduce the Facilitator Officer Check the eating preferences of the participants, confirm time of arrival for Training refreshments in accordance with scheduled breaks and inform caterer, Officer Office Assistant and Driver of any special requirements or changes Receive refreshments, assist with and monitor their distribution to the Training participants Officer Assist with the distribution of Evaluation Sheets and collect them at the end Training of the programme Officer Collect all extra copies of training materials and check Attendance Register Training to ensure that all participants have signed it Officer Is assistance needed in organizing a Closing Ceremony? If so proceed to Training Step 21. If no go to Step 20.1 Officer Activity ends when participants bid the Facilitators(s) goodbye Provide any assistance required Training Officer Manager

17 18 19 20 20. 1 21 22 23 24

After the end of the programme ensure that the room is cleaned in Training preparation for the next training activity Officer Prepare a report on the programme after it is completed Training Officer

Compile a folder with all related training materials - handouts, worksheets, Training examination paper, report, list of attendees and file away Officer

Operations Plan for the Health Sector Development Unit Quality Assurance Section

Senior Manager

Define Quality Standards

Implementation Audits

Manager

Supervise audits & report to Snr. Audit Officer

Routine Audits

Auditor (5)

Risk Based Audits

Quarterly reviews & asset verification

Random Spot Checks

Special Investigations

All activities within the Quality Assurance Section will be guided Standard Operating Procedures. SOPs will be created in conformity with the Institute of Internal Auditors guidelines for quality assurance. Hereunder are SOPs of the Quality Assurance Section.

STANDARD OPERATING PROCEDURE To conduct an audit Steps 1 2 3 4 5 6 Description Proceed to the Project location to be audited Responsible Auditor

Request in writing the pertinent documents from the Project Manager, Auditor through the Project Coordinator Collect the pertinent documents such as registers and spread sheets Auditor

Commence examination and select a sample of the documents for further Auditor examination Document population and sample size in working paper Auditor

Examine the sample documents in greater detail to ensure that the Auditor relevant information is recorded, necessary forms submitted for evidence that internal controls are in place for example, supervisory checks, completeness and accuracy Document the information obtained from the sample documents Conduct exit interview with Project Manager Auditor Auditor

7 8

STANDARD OPERATING PROCEDURE To conduct a Special Report/Investigation Description 1 2 3 4 5 6 7 8 Responsible

Receive a memorandum to conduct a special audit from the Executive Senior Director, or primary stakeholder Manager Select a team to conduct the special audit/investigation Plan the assignment and assign auditor accordingly Prepare an audit programme Senior Manager Senior Manager Auditor

Conduct internal and external visits to collect relevant information for the Auditor audit/investigation Examine and analyse the information collected Apply the relevant audit approaches to verify the information collected Auditor Auditor

Ensure that adequate support of communication is reflected in the Auditor working papers

9 10 11

Conduct an exit interview to verify accuracy of communication

Auditor

Prepare a report on the material findings and recommendations for Auditor submission to the Manager-Quality Assurance Section Is the report accceptable? If yes proceed to Step 12. If no go to Step 11.1 Manager Manager

11.1 Note corrections and re-submit to the auditor for inclusion

11.2 Make corrections and re-submit the report to the Manager Quality Auditor Assurance for review 12 13 Submit the report to the Senior Manager-Quality Assurance for review Manager

Review the report and submit to the Executive Director and primary Senior stakeholders Manager

STANDARD OPERATING PROCEDURE In Review Description 1 2 3 Prepare a Query Sheet from finding of audit Forward Query Sheet to Manager for review and approval Is the Query Sheet acceptable? Responsible Auditor Auditor Manager Auditor

3.1 Make correction and re-submit 4 5

Forward Query Sheet to the Functional Head of the Unit/Section that Auditor was audited Manager and Auditor conduct discussion with the Functional Head and Auditor/Manager record explanations provided on the points listed on the Query Sheet.

Portfolio Management, Performance Monitoring Section

Portfolio Management & Performance

Portfolio Planning Senior Manager

Monitoring & Evaluation Officer

Planning Officer (3)

Coordination Officer (1)

Operations Analysts (4)

Project Inspector

Integration Analyst Officer (1)

Communication Officer (1)

All activities within the Portfolio Management & Performance Section will be guided Standard Operating Procedures. Hereunder is a SOP of the Portfolio Management, Performance Monitoring Section.

STANDARD OPERATING PROCEDURE To Create and coordinate portfolio work plan; identify portfolio work programme

commitments and time frames, set monthly targets, prioritize projects & portfolio monitoring

steps Description

Responsible

1 2 3

Receive & review amendments to the health sector strategy from Senior Manager Minister of Health Refine health sector prospectus and develop health sector Senior Manager portfolio and submit to minister for review Upon approval of portfolio and funding, disseminate project Senior Manager portfolio, develop work programme commitments for each project Disseminate project portfolio work plan and work programme Senior commitments & collaborate with all Sections to prepare sectional Manager/Planning work programmes to match project needs. Officer In the event a Functional Head fails to submit their sectional work Senior plan; a reminder memorandum outlining the Functional Heads/ of Manager/Planning the Sections that did not submit Work Programme(s) and request Officer the outstanding Work Programme(s) will be submitted to the Executive Director for signing Receive signed memorandum from the Executive Director and Planning Officer photocopy same for each Functional Head outlined therein & Record memoranda in Dispatch Book and dispatch same the Functional Heads/Senior Managers Review Work Programmes to ensure the following: 1. Work Programmes are in consistency with the approved format. 2. Targets are clearly stated. 3. Targets are realistic and achievable. 4. Key activities are clearly stated. 5. Time lines have been clearly outlined Planning Officer

2.2

Review to determine whether the Work Programmes are Planning Officer consistent with the approved format and do they contain the required information? If yes proceed to Step 6. If no go Step 5.1 and Inform Functional Heads via phone call/ outlook message of the Planning Officer Work ProGRAmme(s) that are not in consistency with the approved format and outline the required information Forward additional/ amended information to the assigned Officer Planning Officer for perusal/examination Submit to Executive Director Planning Officer

5.1 6

Operational Procedures Senior Manager

Procedures Officer

Procedures Officer

Procedures Officer

Clerk

The Operational Procedures Section will define the methodologies to be utilized throughout the PPMO. STANDARD OPERATING PROCEDURE To provide the step-by-step guide of activities for conducting a business process during the normal course of the GRAs operations Description 1 2 Responsible

Receive a request via memorandum or e-mail to prepare an SOP from the Senior Manager Executive Director Determine with the Manager-Operational Procedures Section, the Senior Manager Business Process for which the SOP is to be written, i.e. confirm the Business Function under which the Business Process operates then determine its Name (starts with a Verb) and Objective. Assign the task to an Operational Procedures Officer/Clerk Manager

3 4

Interview the relevant personnel from the Unit/Division as often as Operational necessary to obtain the steps to formulate the SOP. Ensure that a draft Procedures flowchart is prepared and the recommended process name is agreed Officer/Clerk before the interview concludes Use the information obtained to prepare the draft Flowchart using the Operational

Microsoft Visio template provided which governs its standard look and Procedures feel. Save the Flowchart in its respective folder in the path: \\vat- Officer/Clerk fileserver\HSDU_Public_Documents\SOP_MANAGEMENT\TRIPS_BU SINESS_PROCESS_FLOWCHARTS 6 Use the HSDU Report Management Website to confirm if the Business Operational Function exists in order to create the process Procedures Officer/Clerk Is there an existing Business Function under which the process can be Operational created? If yes proceed to Step 9. If no go to Step 8.1 Procedures Officer/Clerk Discuss the issue with the Manager, Operational Procedures Section and Operational agree on a suitable Business Function Procedures Officer/Clerk 8. 2 9 Create the new Business Function using the HSDU Report Management Operational Website ensuring that the grammar/spelling is perfect. Procedures Officer/Clerk Enter the Steps, Responsibilities and Locations using the HSDU Report Operational Management Website ensuring that the grammar/spelling is perfect Procedures Officer/Clerk

10 Create the Business Process with the status 'In Review' ensuring that the Operational grammar/spelling is perfect. Procedures Officer/Clerk 11 Preview the SOP using the system to verify that there are no grammatical Operational or spelling mistakes. Procedures Officer/Clerk 12 Are there any grammatical or spelling mistakes? If yes proceed to Step Operational 13. If no go to Step 12.1 Procedures Officer/Clerk 12 Make corrections where necessary .1 Operational Procedures Officer/Clerk

13 Notify the Manager, Operational Procedures that the draft SOP has been Operational completed Procedures Officer/Clerk 14 View the draft SOP using the HSDU Report Management Website and Manager determine the accuracy of its logic and content. 15 Has the draft SOP been approved? If yes proceed to Step 16. If no go to Manager

Step 15.1 15 Inform the Operational Procedures Officer/Clerk of the necessary Manager .1 corrections to be made to the narratives 15 Make the necessary corrections and re-submit .2 Operational Procedures Officer/Clerk

16 Notify the Senior Manager/Manager of the Unit/Division that the draft Senior SOP has been completed and that they can be viewed using the HSDU Manager/Manag Report Management Website. Request comments/recommendations via er e-mail

Project Support

Administrative Information Technology Hard & software expert (3) Technicians Mail Room (3)office assistants Transportation (4) Drivers
The operations of the Project Support Section will be guided by standardized methodologies as well. Hereunder is the SOP for the Mail Room. STANDARD OPERATING PROCEDURE To process the receipt of Sectional & Project Mail, Memoranda and Correspondence Steps Description 1 2 3 4 5 Receive mail/memoranda correspondence and sign Delivery Book Stamp and number mail/memoranda correspondence Responsible Office Assistant Office Assistant

Manager

Maintenance & cleaning (3) Cleaners

Enter mail/memoranda correspondence in Mail Receipt Book Office Assistant and/or electronically in the Computer Forward mail/memoranda correspondence Manager/Manager/Supervisor of the Section/Section File a copy of the mail/memoranda correspondence to Senior Office Assistant Office Assistant

Schedule of Meetings Type of Attendees Meeting Stakeholders Stakeholder -The Global Fund -IADB -World Bank GOG Ministry of Health National Health Committee Executive Director Executive Executive Management Director, Senior Functional Heads Frequency Issues Discussed Quarterly -Portfolio workin progress -ProjectImplementation status Performance -Expenditure Reviews -GRA governance effectiveness Monthly Strategic Objective To inform stakeholders of portfolio workin-progress Strategic decision making Strategic decision making Performance & risk monitoring Expenditure To Implementation of strategic decisions Translating strategy into action To ascertain Work program commitments and results achieved; reasons for variances Daily operations; monthly progress Daily operations; monthly progress
Duration 2

General Functional Heads Management & Managers

Monthly

Implementation & operations

Operational Areas

Sectional Staff

Monthly

Operational

Projects

Project Meeting

Monthly

Operational

Review the PPMO Of course change is definite. As HSDU matures, methodologies will emerge and structures will evolve, the role and scope of the PPMO must change as well. It is important to work with the executive to regularly review the PPMO's performance and scope so it remains current and relevant to the health sector portfolios needs.

References

Bucero, Alfonso, PMP Implementing The Project Office Case Study Walton. Jane. Creating A Project Management Office (PMO). Serena 2007