Updates on Resource Management: May 2015

- Michael Warden

If you recall in a previous post to this blog, a second post or our most recent post, we have been working together on a process for resource management. That is to say, the budget and positions that are broadly invested into our part of the MSIS organization are discussed and decided within the protocols of this group. The charter is available for viewing here : MSIS Potentates Resource Management Charter. This matches closely with our MSIS Strategy in becoming a strategy driven organization and increasing the value of our portfolios while relying on our shared values of rigor and collaboration.

In our most recent meeting, May 1, we discussed the following:

Operational Excellence

Three positions were reviewed and approved related to MSIS and the Health System value and margin initiative (VMI). The value and margin initiative is a new program within the UMHS that is focusing on exposing opportunities for efficiencies and savings in both hospital and medical school operations. The medical school has been participating in a number of VMI projects throughout the past year and the next phase includes efforts to be devoted to information technology at MCIT, MSIS and the distributed departments.

Additional funding has been provided to MSIS to help organize and compel a School-focused effort that will continue to invest in integration and federation of MCIT and MSIS capabilities, outreach to the departments and analyze information services throughout the medical school administration. VMI at MSIS is ultimately a continuation and recognition that even though MSIS and MCIT have made good progress on infrastructure service integration over the past four years, aligning with the support of business stakeholders through VMI can assist exposing more complex opportunities. Additionally, the MSIS model of engagement through relationship management in the departments will continue as a model for further encounters in the academic departments and centers of the School.

Proposed, reviewed and approved for this effort were two positions for Performance & Improvement Management (an additional VMI-focused CRM and a lead for PIM), as well as 50% of a project manager to work with the main UMHS PMO office and the Departments on this effort.

Line of Business Service Managers

MSIS has been working for the past months on strategic alignment and adoption of enhanced portfolio management representation for operational investments.  Work has been done to align our service management roles into Lines of Business that are directly connected to our seven portfolios across the Medical School.  This preparation has reached a sufficient maturity for us to make the first investments in Line of Business (LoB) service management shifts.  The first areas of investment to make this shift are by using funds that have been made available to create service managers for the clinical affairs and education and global initiatives portfolios. With UME/GME needs arising and a growing catalog of clinically oriented technologies being provided or supported from MSIS we have the obligation to help extend our service model to these domains.

Reviewed and approved in this direction were the creation and posting of two new positions for service managers for clinical affairs and UME/GME and a shift to align our existing Medical Education service manager as an investment in the line of business associated with graduate education and continued medical education.

Third Century Deep Monitoring

The last item shared in Resource Management on Friday was informational.  Discussion was held regarding ongoing interaction MSIS is having with the Deep Monitoring U-M Third Century initiative, led by Dr. David Burke.  MSIS has been working with Dr. Burke over the past month and he has offered to provide 50% funding for a Project Manager to help continue this work of alignment and project support.    

Roll out!
As MSIS continues to pursue transformational efforts, we appreciate the involvement of the Directors across the organization in aligning on these resource management efforts - allowing us to take scarce resources and deliver the most value to the School and the Health System.   I have been proud to be a part of the maturing of this process and am eager to see what the future holds.