NHS IT Projects Interview

[JoJoGabor]

My brief experience of the NHS is they basically do no work. They dont want a go-getter, they want somebody to come in, who can talk the talk, but not rock the boat and show up their incompetence. Youre probably better talking about hobbies and see if you have anything in common with the interviewers. Hobbies, or shopping during the business day, something like that

[Old Greg]

The role is "Information Change Manager"


Responsible for:

"Information Change Support Officer and lead specialists assigned to projects and work packages"


JOB PURPOSE

 To lead, manage and ensure the successful delivery of national information development project, or work streams of moderate complexity and risk ensuring that they produce the required products, to the required standard of quality and within the specified constraints of time and cost.

 Responsible for the project producing a result that is capable of achieving the benefits defined in the Project Initiation Document or equivalent project documentation.

 To provide task management, mentoring and training for Project Officers and Project Specialists as appropriate.


Cheers

I've only ever worked in or for the NHS and I have no certain idea what that means.

Assuming it means informations standards and reporting it is worth understanding NHS govenrenace structures and planned changes in commissioning from PCTs to CCGs.

If you are working with clinicians (and particularly doctors) it is worth knowing that it is not possible to actually get them to do anything as they have a dual accountbility to their employer and their professional body (hospital doctors). GPs are worse as they are not even employees but members of a private partnership charging the NHS for services. So in this case the emphasis is on soft change management etc.

Things that the NHS undersatnads and values conceptually but rarely get right are:

- Benefits driven approach
- Firm governance structures - project board / SRO / PM / workstream leads.

If you can talk about that and how you have delivered benefits, and also how you have successfully introduced robust approaches to organisations not used to them, then this should help.

They are obviously intereted in complexity so you should talk about projects with multiple external interests (clients / suppliers / other divisions), resistance to change etc. PM me if you like.

[Old Greg]

My brief experience of the NHS is they basically do no work. They dont want a go-getter, they want somebody to come in, who can talk the talk, but not rock the boat and show up their incompetence. Youre probably better talking about hobbies and see if you have anything in common with the interviewers. Hobbies, or shopping during the business day, something like that

Funny. My experience is that they want someone to deliver the project.

[northernladuk]

Funny. My experience is that they want someone to deliver the project.

Hmm I think Jo Jo is nearly right, still have to deliver though, they don't stand incompetance. Procratination and jobsworth yes, do sod all no.

[Old Greg]

Hmm I think Jo Jo is nearly right, still have to deliver though, they don't stand incompetance. Procratination and jobsworth yes, do sod all no.

The NHS is full of PMs whining that the organisation doesn't support the project and won't identify leads from the business side to drive the project forward. The reality is that you need to build that support yourself.

I am continually amazed at the number of senior clinicians with more than full time jobs who are prepared to devote substantial amounts of time (in reality the time they should be spending with their families) working on projects that will improve their clinical practice. Get these people on board and you can build the case for real organisational commitment. But it's not an easy way of working and maybe not everyone is cut out for it.

[SteelyDan]

The NHS is full of so called PMs whining that the organisation doesn't support the project and won't identify leads from the business side to drive the project forward. The reality is that you need to build that support yourself.

WGS. Very true. Be prepared to go where perm NHS staff fear to tread. And be conscious that it is a political minefield, as well as preparing yourself for 'well we did all this x months ago, why are we doing it again?' and 'oh no, not another initiative'. NHS staff are sick of new initiatives.

Part of the problem is that, although the ideas may be sound, in my experience, Board strategy is built on shifting sands which resorts to fire-fighting, depending on who from the executive shouts the loudest - then things change again, so be prepared to change tack as and when required - flexibility is key.

One of the things you could do, if you get the role, is to go through some stakeholder mapping, engagement, develop a communications plan, and then formally communicate the project. As Greg points out they 'won't identify leads from the business side to drive the project forward' and this is why much of the work within NHS fails, or the reason why you meet heavy resistance. They'll want to use you to do what they are incapable of doing, or wish to shy away from. They'll also be watching from the sidelines to see how many times you get flamed, so maybe you could think about this for your interview.

You will get resistance/opposition, even during enquiries, and again at implementation, so think how you would get around that.

[fullyautomatix]

Be prepared to spend days on a task that normally takes an hour for a competent person. We had a project outsourced from NHS once and once we had built the system we had to request the NHS IT guys to do a DNS chnage to a new IP. After the official paperwork etc it took them 10 days to do this.