> BT awarded N* (NHS broadband network) contract > Local service provider 10 year contracts awarded (CSC for North West and West Midland cluster BT Capital Care Alliance for London cluster Fujitsu for Southern cluster Accenture for North East and Eastern England clusters. > BT awarded contract for the national data spine
> NPfIT starts with Richard Granger being the appointed NHS IT director. > For an overview of all case studies I have written please click here. If you are interested in reading more about it, I have collected many of these documents here.īefore we continue with this case study. Since NPfIT was a public-sector program, there is a large amount of documentation and press about the case available.
The core aim of the NPfIT was to bring the NHS’ use of information technology into the 21st century, through the introduction of integrated electronic patient records systems, online ‘choose and book’ services, computerized referral and prescription systems and underpinning network infrastructure.ĭespite the failure of many of these services to be delivered, the government, and ultimately taxpayers, incurred significant costs for the program, including contract transition and exit costs which continued to accrue to a total amount of more than £10 billion. These contracts were awarded to some of the biggest players in the IT industry, including Accenture, CSC, Atos Origin, Fujitsu and BT.Īfter a history marked by delays, stakeholder opposition and implementation issues, the program was dismantled by the Conservative-Liberal Democrat government in 2011, almost 10 years after Prime Minister Tony Blair initiated it at a seminar in Downing Street in 2002. Therefore, managers and their organizations have inadequate guidance to help them identify and overcome the obstacles they are likely to encounter.The National Program for IT (NPfIT) in the National Health Service (NHS) was the largest public-sector IT program ever attempted in the UK, originally budgeted to cost approximately £6 billion over the lifetime of the major contracts. Unfortunately, there is little shared understanding of the challenges of implementing a PMO. For many organizations, this has meant ratcheting up project management skills, processes, and governance structures within the organization by implementing a project management office (PMO). Were small steps building on small successes going to get the job done fast enough? With the ever increasing challenge of successfully managing information technology (IT), organizations are recognizing the need for greater discipline in managing IT projects. He was also concerned about the many issues that the PMO implementation had already raised.
He had held back on hiring fill time employees for the PMO and was moving very slowly and cautiously so as not to violate AtekPC's culture. John Strider, AtekPC's chief information officer (CIO), had strong convictions that the PMO-light model was the way to go.
#Atekpc project management office case study solutions how to
Issues brought out in the case include defining the PMO's purpose and mission, the structure and governance of the PMO, and how to successfully implement it in what appears to be a resistant culture. Presents one company's efforts to implement a project management organization, or PMO, and the challenges they faced in doing so.
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