The team

Ken Kelly, Director, Viam Change Management

Ken Kelly founded Viam Change Management in 2011. He has over 20 years’ experience gained within clinical and managerial health care roles in both the public and private sectors that includes working alongside PwC and ACCENTURE and gaining formal programme management qualifications.

Ken has developed his interest in approaches to business improvement through people, is often hands on and supported by a small team. Several training and improvement initiatives have received national recognition. Focused on delivery of increased organisational capability and capacity for change.

For more information about:

• Mentorship for change

• Training in project management

• Support to plan and deliver complex projects and programmes

Email web.enquiry@viamcm.com or call to discuss how Viam Change Management can support delivery of outcomes and benefits on 0754 7059402.

Key areas of expertise

• Major project and programme management utilising the principles of PRINCE2, MSP, AGILE
• PMO set up and governance/reporting structures to Executive teams
• Relationship management with management and clinical teams (health care)
• Business analysis and Executive team reporting to identify requirements or establish baselines for improvement
• PFI bid writing and contract management

Why Viam

• A detailed knowledge of the culture and experience to operate effectively in complex clinical and other organisational environments to deliver business analysis and reporting
• A track record of delivery of projects, customer requirements and bids with excellent references
• Numerous examples of benefits realisation (financial and other) for organisations

Viam delivers

• A range of bespoke solutions offered to customers, uniquely tailored to meet client needs and requirements, can be completed from a period of a matter of days
• A unique opportunity to have any aspect of a service managed, with rapid progress and quick results. Interventions can be from initial project scoping or problem identification through to delivery of the entire lifecycle of the change and benefits reporting
• Sustained changes with team development and a legacy of a repeatable approach and increased confidence

Values driven

Viam is committed to ensuring that companies' values and guiding principles are reflected throughout all aspects of work undertaken. This approach promotes good relationships with clients, resulting in referrals and recommendations, repeat business and sustainability of change initiatives introduced.

Integrity

Viam have a great deal of experience working in complex and fast moving pressurised organisations and have demonstrated the ability to develop relationships at all levels including Executive teams, very quickly indeed. A reputation for being able to operate within health care organisations, to be honest, supportive, challenging whilst appreciating the challenges of effective, quality driven health care delivery is achieved consistently and illustrates integrity.

Credibility

Viam work to develop a collaborative approach and to share emerging findings from analysis and service reviews with client representatives. This open approach and the process of discussion with appropriate key stakeholders ensure that outputs are seen as credible and outcomes deliver sustainable change.

Delivery focused

Viam are regularly engaged when a project, programme or business improvement change is identified as required by the senior management team however, either internal capability or capacity does not exist or for whatever reason an important strategic change is behind schedule and requires recovery.

Changes delivered and sustained after Viam involvement have included a diverse range of initiatives: cost improvement programme planning and delivery (CIP) with tracked savings and other benefits delivered, bid writing and management with them progressing to the next stages on submission, PFI contract management for large Acute NHS Trusts with improved contractual service delivery and financial benefits, project and programme management/business analysis with complete lifecycle management for IT, supply chain and major construction programmes delivered. Excellent references and recommendations.

Tenacity

Viam has a reputation for being persistent and with an attention to detail, doing what it takes in order to get the job done. Known to have resilience and to provide appropriate challenge whilst building team capability and supporting to generate sustained improvements.

Call: 0754 7059402

or

Email: web.enquiry@viamcm.com

 

Case study 1 - Installation of a new state of the art scanner at a private hospital

The brief

Following selection of a latest TOSHIBA CT scanner to replace the existing equipment VIAM Change Management where engaged to plan and manage the project for the removal of the existing equipment and redesign/build of the clinical areas ahead of the installation of the new equipment.

There needed to be several key considerations as key success factors:

• Engagement of the main supplier of equipment (TOSHIBA MEDICAL SYSTEMS, now CANON MEDICAL)
• Engagement of internal stakeholders both locally and nationally for this private hospital group
• Establishment of the project structure and governance arrangements to include the project board and Executive team support
• Confirmation of the detailed specification for the design and build of the imaging centre
• Development of the plan including a communication (with key clinical stakeholders) and transition plan to ensure business continuity and maintenance of the scanning service throughout the `changeover` of equipment
• Establishment and management of the milestones and work of the work stream leads identified at the start of the project

The project

VIAM Change Management was able to apply knowledge of the health care environment and pragmatic application of project methodology to ensure delivery on time and within budget, as confirmed by the senior management team.

The project incorporated:

• Equipment removal and installation
• Tender development for the construction elements to include redevelopment of clinical rooms and removal of walls to accommodate delivery of a new scanner
• The interim scanning solution and business continuity to maintain the service income
• Patient flow and clinical engagement
• Testing of equipment and associated software
• Training for staff
• Communication and stakeholder engagement
• Benefits realisation and reporting
• Lessons and closure

The outcome

Outcomes achieved included:

• CT scanner removed whilst maintaining business as usual throughout the replacement
• Clinical staff and Consultant recognition of the benefits and capability of the new scanner
• Communication of the changes and benefits to staff and patients
• Stakeholder engagement including key suppliers
• Delivery on time and budget
• National recognition of the highly successful project by the hospital group senior team

 

Case study 2 - Installation of a new laminar flow theatre system at a private hospital

The brief

In order to support the ability for the private hospital to increase the number of orthopaedic procedures undertaken an additional new laminar flow system which was the first of its type to be installed within the Country. The installation was to be within an existing operating theatre within a busy department.

Several key considerations included:

• Development of stakeholder engagement with key clinical teams
• Establishment of communication and the relationship with suppliers
• Business continuity and tracking of benefits in support of the business case
• Development of the detailed plan with key dates including for the milestones of delivery, installation, commissioning and theatre opening
• Establishment of programme governance and reporting

The project

VIAM change management was able to quickly establish momentum, achieving a realistic delivery and completion date in support of both the hospitals business case and the increase in revenue by providing increased capacity.

The project included:

• To confirm exact specification and requirements
• Risk management for the delivery and timescale for completion
• The continuity planning in order to maintain business as usual in all other theatres during the installation and testing
• To confirm the quality of the final product

The outcome

The outcomes achieved included:

• Working closely with the supplier to develop innovative approaches to the delivery and installation (BRANDON)
• Focus on delivery and appropriate urgency given to the project
• Installation within an operational clinical setting and maintaining business as usual
• Increased capacity for Orthopaedic surgery delivered on time and budget

 

Case study 3 - Development of new software to support patient flow and discharge planning

Viam worked as the sole Business Analyst within a software house that had been established specially to develop an entirely new software product for NHS customers.

Viam was selected based on our detailed knowledge of the health environment. The software was a strategic priority with investor funding provided for a short period to complete this project. AGILE methodology applied throughout. The requirements of this project included:

• The need to quickly establish relationships and access to several NHS partner sites
• To capture and collate user stories in enough quantity to support the sprints and workflow for the new development team from the very start
• To contribute to the team weekly sprint meetings
• To be the voice of the customer during all discussions about the developing software
• Contribute to the reviews of development, user interface development and testing
• Maintaining the relationships with the customer sites including the clinical site teams
• Process mapping of patient flow from admission to discharge
• Documenting the user stories in a clear and concise format to ensure clarity for development
• Documentation of the MVP for the product with demonstration of the software back to the customer sites with very positive feedback collated
• Use on mobile devices too and links to other clinical data (MEWS etc.)

Outcomes achieved:

• A product that provided the right information to the various hospital teams at the right time, in a clear and accessible format
• A product that was built on the user stories and according to the customer sites was exactly what they required
• A product that according to the customer feedback illustrated that ` customers had clearly been listened to and this was reflected in the software`
• The build team worked very well together to complete the rapid develop of the new software
• Several different role-based views available of the information

Benefits delivered included:

• Improved access to real time information and informed decision making related to capacity, discharge, progress and admissions
• A complete overview by site or sites for senior teams and decision makers giving the bed state in real time
• Improved security and appropriate access with role-based views of the information on wards, patient view as well as clinical
• Improved understanding of what was required and outstanding before a patient could be discharged
• Improved visibility of the available beds, occupied, to be free, to be cleaned etc.
• Improved visibility of the location of patients in the hospital in real time (Radiology etc.)
• VITALFLO software developed and company since acquired by System C

 

Case study 4 - New website development and implementation

Viam Change Management provided project management support for a private hospital marketing team during key stages of the development of a new web site. The contribution (as part of a small team) was to provide governance and planning support especially during the initial stages of the development.

The contribution included:

• Ensuring that a very detailed scope and specification, that included core outputs, functionality and deliverables was developed and agreed by all parties
• A review of the key supplier arrangements
• Support for initial planning and supplier engagement
• Working in partnership with internal and external teams

The support, working in partnership with the very capable internal marketing team and external suppliers, ensured that:

• The new website was introduced on time
• The site was fully tested to ensure that functionality, performance and use of the site met the requirements including mobile first
• That content developed and planned SEO considerations had been incorporated
• That the information is accessible to potential patients in a format that supports their journey and answers any initial questions
• That there is additional information and support available
• That anticipated benefits of the investment in a new site are being measured

 

Case study 5 - Endoscopy new business model development and support for NHS clients

Viam Change Management drawing upon its experience and knowledge of clinical services including Endoscopy units, design and build, supply chain, equipment and accreditation (JAG), supported a group of NHS hospitals in the South East of England with a detailed review of elements of their Endoscopy services.

The review included:

• A review of capacity, throughput and activity
• Analysis of supply and demand for current and future services
• A detailed analysis of the type of equipment in use
• A review of equipment condition and impact when out of use and not available
• Confirmation of the customer requirements and opportunities for growth for a large private company (IHSS)
• A review of facilities at several different sites including the similarities and differences of each in order to inform the solutions offered
• Development of a new offering with the external provider to include considerations of cost reduction, equipment specification, requirements and turnaround

Working closely with managers and clinical end users, ensured that:

• The benefits of a significant change were realised and supported by local teams
• The open and honest relationship between supplier and customer was maintained with positive, long term results
• Customer confidence in the information collated was high as was their ability to make informed decisions based on that analysis too

 

Case study 6 - Strategic review of hospital wide IT systems to ensure that they are fit for purpose

Viam Change Management undertook both business process analysis and project/programme management roles in order to undertake a complete review of IT systems within a large private hospital. The purpose of the work undertaken was to review if the IT systems implemented where fit for purpose and fully supportive of the hospitals strategic objectives and goals.

Viam:

• Reviewed the entire end-to-end process flow for patient journeys, information and decision making
• Identified and listed all the IT systems (clinical and others) installed within the hospital
• Reviewed the core requirements and functionality of each system
• Reviewed the relationship, dependency and the interface between each of the systems in support of patient flow and billing
• Mapped each process and identified the complete list of gaps
• Engaged at a strategic level with individual suppliers and presented the gaps compared to the hospital’s expectations
• Met with and challenged suppliers to reengage and work to bridge the gaps and implement the requirements in full
• Review of contracts and specification

The outcome was:

• The rapid identification of priorities and plans to address each issue
• The development of detailed plans for improvements to IT systems
• The management of costs for implementation of gaps
• Relationship management of suppliers and engagement at senior level (often CEO)
• Governance and reporting to exec team
• Project management of the improvement plan
• The replacement of a small number of systems (found to be not fit for purpose)

Benefits included:

• Improved functionality and performance of key systems
• Improved integration of all system interfaces
• Improved engagement with key suppliers and their commitment gained to support the improvement programme
• Improved mapping of requirements for the new systems introduced
• Improved flow, clinical services and billing as a result of access to IT systems
• Improved staff engagement, confidence and use of systems
• Improved quality of the replacement systems and performance in support of clinical end users and revenue capture

 

Case study 7 - Development of new software – a new integrated RIS module with EPR

Viam Change Management worked with a hospital and an IT provider in a role as business analyst to develop the requirements for an entirely new software module that would be incorporated within their latest version of an Electronic Patient Record (EPR) or provided separately. The need for a Radiology Information System (RIS) solution was based on an urgent requirement for an extremely busy imaging department.

Viam worked with the internal imaging team and the external provider to:

• Capture the list of requirements for the new software
• Complete process mapping of radiology pathways
• Complete list of user stories and use of AGILE methodology
• Develop the testing plan

Benefits and outcome:

• A newly developed RIS module is available and as an integrated part of an EPR
• Improved software that accurately reflects the needs and requirements of end users
• Improved process and systems within Radiology
• Improved workflow and staff confidence
• Improved patient flow, experience and billing

 

Case study 8 - Operational support to establish a new clinical facility

Viam Change Management worked closely with the local operational team to establish the operational environment (diagnostic imaging) centre. The work required hands-on support for the team with many aspects of the initial set up of systems and processes.

This work included:

• Identifying the end to end workflows for both private and NHS patients
• Establishing the workflow within the new centre with support of the operational team
• Ensuring that the IT providers and processes matched and supported the required workflow to include off site reporting
• Development of the relationship with the operational and clinical teams (including Radiographers and Radiologists)
• Testing and sign off for systems for imaging connectivity to scanners, RIS, EPR, billing, storage and reporting ahead of go live

Outcomes:

• A new imaging centre established and processes in place to be used as the blueprint for others
• The ability to accept NHS and private patients with associated reporting and billing
• Installation of state-of-the-art CT, MRI scanners with US and XRAY too
• Staff trained on IT systems, process and the imaging equipment

Benefits (based on a new establishment):

• Improved patient flow and experience for patients
• Improved confidence and capability of staff when using new equipment and technology (RIS, PACS and EPR)
• Improved ability to track performance and capture income
• Improved ability to report including off site
• Improved storage of images and sharing
• Improved relationships between main supplier and client

Communication can ensure a positive result from a radiology IT update

Radiology departments or hospitals deciding that a change of system or provider is required need to capture and document a detailed understanding of radiology processes and flow, early in the process, according to Viam Change Management Ltd director Ken Kelly.

Radiology process steps are generally similar while supporting IT systems often have common core functionality however, it is the detail that is important such as how people access and use the IT (including remote working), how key decisions are made, what information is required to make informed decisions and who is best placed to make them.

"From our experience of successfully providing rapid intervention support with business analysis, procurement and project implementation Viam Change Management have found that through communication and observation it is possibleto rapidly establish exactly what happens now and what would be the improved flow and process. Changes are then implemented based on the functionality and requirements developed that have informed the procurement decision".

As featured in RAD Magazine, August 2020

Viam Change Management Ltd shares tips on getting the best from change

Director of Viam Change Management Ltd, Ken Kelly has shared his insight into how organisations can get the best from any radiology system changes, "taking the time to really understand the way that teams interact with any current system is critical to success and is something that can easily be overlooked in the move to a new system" he said. "Identifying any other linked systems and how they are dependent on each other – mapping these and establishing supplier contacts is important too".

Ken also suggests the importance of establishing the engagement of all key stakeholders, including external suppliers, since the importance of communication (and engagement) cannot be underestimated. Finally ensuring the benefits are tracked in order to realise an improvement and to ensure a return on initial investment.

As featured in RAD Magazine, December 2019

Engagement is critical when introducing radiology services, says change management company

Viam Change Management has reported on its experiences when supporting organisations to deliver new radiology services. The company says that in order to deliver real and workflow improvements with associated benefits, it is critical to engage all users of that service.

Once listed and known user requirements should be incorporated in an inclusive, organisation-wide approach to fully appreciate the impact and potential for radiology. Viam Director, Ken Kelly said "Radiology services and the dependency the service has on other areas of the hospital in terms of performance and the many pathways of care it supports need to be fully appreciated in order to get the very best from the expert resources available. With resources limited and the challenge for 2020 of new capital investment, changes can be made relatively quickly if a departments interaction with others is considered across the entire hospital site".

Ken completed the article by saying "Identifying a list of internal and external customers is an important first step towards true engagement to go on and map key interactions and dependencies".

As featured in RAD Magazine, December 2019

Contact us to find out more about:

• How Viam can work with your organisation to perform rapid diagnostics reviews and provide a range of flexible/cost effective solutions from analysis through to definition and delivery of solutions.
• Interim professionals to lead or support your organisation through a significant change
• Interim management resource to support change programmes, bid development, contract management, operational management
• Establishing governance, senior reporting and risk management to track and manage change
• Establishing Project Management Office (PMO) functions across an organisation to monitor and deliver multiple change programmes
• Exploring how change can be implemented and sustained and benefits realised in support of a business case
• Delivery of change/project management training for an existing team
• To equip the existing operational management teams with skills and confidence to take forward significant change initiatives. This will include equipping staff with appropriate competencies and processes so that they are confident to manage future change.
• To provide mentorship and change management support (on a flexible basis) for management teams thereby adding capacity initially and growing internal confidence over time.

Call: 0754 7059402

or

Email: web.enquiry@viamcm.com

or use this form:

Viam Change Management contact form