The document discusses the need for healthcare project management training and the benefits it provides. It notes that recent US legislation and industry trends have led to an increased number of healthcare projects. Good project management is required to implement projects successfully and achieve goals like improved quality and reduced costs. However, healthcare workers often lack project management skills since they are more familiar with operational versus project work. The document advocates for training clinical leaders in project management principles and provides suggestions for developing effective training programs.
The document discusses project management in healthcare. It begins by explaining the growing need for project management in healthcare due to rising healthcare costs and spending. It then discusses key aspects of healthcare projects, including their context and characteristics. The document goes on to define what a project is, provide healthcare project examples, and describe common project attributes and constraints. It also covers core project management principles, knowledge areas, tools and techniques. Overall, the document provides an overview of project management fundamentals and their application in the healthcare industry.
Understanding the difference between project scope and product scope is important for anyone attempting a PMP exam. This PPT will help you understand the difference with examples.
Project Management equips the business professional with leading methodologies and practices in the health project management field. Public health professional need to manage different health related programme intervention, development and evaluation. Professionals need to accompany the knowledge about the project management and this chapter describes all the matters of project management. Project management is a requirement for professionals in many fields, with many employers now identifying project management skills as vital for corporate success.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
Healthcare Project Management Techniques - A Pragmatic Approach to Outcomes I...Health Catalyst
24 slides•44.7K views
The document discusses project management techniques for improving healthcare outcomes. It describes both waterfall and agile project management methods. Waterfall involves sequential phases with clear requirements, while agile uses short sprints for iterative development. A hybrid approach is recommended that combines waterfall for high-level planning with agile sprints for detailed work. Project management skills are important for controlling costs, managing risk, and improving outcomes in healthcare.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
The document provides study notes on project management concepts from the PMBOK. It covers key topics such as the project life cycle, organizational structures that influence projects, and the nine knowledge areas of project management. The project life cycle involves dividing a project into sequential phases with increasing cost and staffing levels and decreasing risks and stakeholder influence. Organizational structures range from functional to projectized, with varying levels of project manager authority and resource availability. The nine knowledge areas are integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
The document summarizes the key changes between the 1st and 2nd editions of the Standard for Program Management. The 2nd edition expands the scope significantly, adding 9 new knowledge areas and restructuring the document around these areas. It also strengthens the framework for program management, eliminates themes, and provides more details on processes, tools, and techniques. The glossary was also expanded to include new terms from the 2nd edition.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
The document discusses project scope management. It describes defining and managing the scope of a project as including all required work and only the required work to complete the project successfully. The scope management process involves planning scope management, collecting requirements, defining the scope, creating a work breakdown structure, validating the scope, and controlling the scope. It provides examples of collecting requirements for a project to develop an online banking website.
The document provides 10 golden rules for new project managers. Rule 1 emphasizes developing a strong business case with high-level support and measurable benefits. Rule 2 is to define critical success factors for the project that are measurable. Rule 3 stresses the importance of creating a good project plan with milestones, timelines, resources, and contingency. Rule 4 advises managing expectations by breaking projects into smaller chunks and delivering frequently. Rules 5-7 cover keeping the team motivated, communicating clearly, and learning to say "no". Rules 8-9 warn against scope creep and identify risks and mitigation plans. Rule 10 is about properly closing the project by getting sign-off and feedback. Following these 10 rules can help a project manager survive by avoiding
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
36 slides•1.7K views
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
The document discusses creating highly adoptable improvement initiatives to engage clinicians and sustainably implement medication reconciliation. It introduces a model that assesses initiatives based on perceived workload and value. Initiatives with low workload and high value for clinicians are most likely to be adopted. The document provides a guide to apply this model, including evaluating initiatives based on end-user involvement, alignment with goals, estimated workload, complexity, and evidence of effectiveness. Applying this guide can help identify opportunities to simplify initiatives and increase adoption of medication reconciliation and other improvements.
This document provides a summary of Carolyn Isaacson's background and experience. She has over 23 years of experience in healthcare, including leadership roles as Director of Nursing and Manager of Clinical Services. Currently, she is the Director of Quality and Compliance Management at Altus ACE, where she is building the infrastructure for quality and compliance. Previously she held national roles at UnitedHealthcare managing clinical adherence programs. She has extensive experience in quality monitoring, ensuring regulatory compliance, and training and developing staff.
This document discusses using a benefits-driven approach to change management and service transformation in the NHS. It provides examples from demonstration projects that delivered benefits like reduced wait times, improved patient and staff experience, and cost savings. The key messages are that a benefits approach keeps stakeholders engaged, makes evaluation and reporting of progress easier, and helps change initiatives contribute to shared objectives over the long term.
Contemporary issues in healthcare managementAj Raj
41 slides•23.1K views
This document discusses contemporary issues in healthcare management. It describes healthcare management as overseeing hospitals, health systems, and public health. It outlines the unique aspects of healthcare including its products, people, processes, structure, technology, and focus on quality. Some key issues discussed are strategic management challenges like changing environments and costs; financial issues like budgeting and cost cutting; human resource concerns like staffing shortages and training; operations challenges like efficiency and patient satisfaction; and ensuring quality, ethics, and reducing legal risks. The document emphasizes the complexity of balancing high quality care with reducing costs in a rapidly changing healthcare system.
OverviewConduct a health information technology needs assessment.docxjacksnathalie
14 slides•40 views
Overview
Conduct a health information technology needs assessment. Then, present your findings and recommendations, in a 4–5-page executive summary, regarding a new or upgraded telehealth technology for your organization or practice setting.
Note:
Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, complete the assessments in the order in which they are presented.
SHOW LESS
Nurse leaders play a key role in the decision-making processes associated with the purchase of a health information technology and any subsequent technology upgrades and improvements. A thorough and accurate needs assessment establishes a foundation for evaluating the overall value to an organization of the various technologies that can be used to support nursing and improve patient care.
The needs assessment you will conduct in your first assessment enables you to take a systematic approach to developing knowledge about a new or upgraded telehealth technology that would impact nursing practice. The needs assessment also identifies assessment work that may already have been completed and any gaps that still exist and must be addressed. The goals of completing the needs assessment are to:
Identify gaps in practice that must be addressed to improve patient care.
Understand the nature and scope of needed changes and identify associated opportunities and challenges.
Enable a thoughtful and systematic approach to change implementation and management.
This assessment provides an opportunity for you to work through the needs assessment process and present your findings in a way that will help you gain the support of executive leaders.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate technologies used to gather patient data; inform diagnoses; and enhance care quality, safety, and outcomes.
Explain the relevance and importance of a needs assessment.
Identify the safety requirements and regulatory considerations when using a new or upgraded telehealth technology.
Competency 2: Develop a collaborative technology integration strategy.
Describe the potential impact of internal and external stakeholders and end users on the acquisition of a new or upgraded telehealth technology.
Competency 3: Develop a strategy for managing technology use that enhances patient care and organizational effectiveness.
Identify the key issues in nursing care affecting patient outcomes that a new or upgraded telehealth technology will address.
Competency 4: Promote effective technology use policies that protect patient confidentiality and privacy.
Identify the patient confidentiality and privacy protections that a new or upgraded telehealth technology must address.
Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable o.
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
This document outlines a business continuity plan for a laboratory. It includes the laboratory's vision and mission, which is to provide high quality services. The plan's purpose is to maintain operations if a critical incident occurs. Objectives are to minimize impacts, ensure continuity, and identify roles. A SWOT analysis identifies strengths like experienced staff and weaknesses like financial limitations. Risks like fires and equipment failures are assessed. Priorities are patient safety and quick recovery. Roles define the director's leadership and staff responsibilities to be aware of and participate in the plan. The plan will be activated in an emergency, tested annually, and reviewed yearly.
Hello Everyone,
I would like to share the project management presentation.this presentation helps for healthcare students or anyone who is interested in project management.
Reversible energy absorbing behaviors of shape-memory thin-walled structures.pdfNaVi207280
10 slides•81 views
In this work, a shape-memory thin-walled circular structure was proposed. The structure was processed based on
the 3D printing technique of fused deposition modeling. The shape memory thermoplastic polyurethane was used
as the shape-memory material. After the progressive collapse during the quasi-static compression (2 mm/min), it
was observed that the recovering behaviors were triggered by heating at 55 ◦C. Focusing on reversible energy
absorption, compressive force responses were investigated under different cycles and ambient temperatures.
With increasing cycles, the specific energy absorption showed a decreasing tendency and then converged. At
ambient temperatures of 20 ◦C and 40 ◦C, the shape-memory thin-walled circular structure presented the pro
gressive collapse mode during compression. While brittle fracture failure occurred due to the cold brittleness of
the shape memory polymer at ambient temperatures of 0 ◦C, − 20 ◦C, and − 40 ◦C. The study offered new insights
into designing 3D-printed thin-walled structures that could show reversible energy-absorbing capacity and great
potential for engineering application.
FURNACE FOR CASTING-CUPOLA, DIRECT, INDUCTION, ARCJaya Teja (Ph.D)
38 slides•31 views
Cupola Furnace, Direct fuel fired Furnace, Induction Furnace, Electric Arc Furnace their construction and process steps, applications and advantages and limitations and disadvantages.
INTRODUCTION TO AUTOMOBILE ENGINEERING.pptxVirajPasare
98 slides•18 views
This Power Point discusses the history of automobiles before delving into the field of automobile engineering. PPT covers all aspects of cars, including classification, general layout, various drives, key systems and subsystems, various car bodywork and shapes, and information on the materials used to make the cars.
Layouts :
1. Front Engine Front Wheel Drive
2. Rear Engine Rear Wheel Drive
3. Front Engine Rear Wheel Drive
4. All Wheel Drive
Above drives have been clearly discussed in the topic.
Disclaimer: working at BGSW, especially in the EMN department, was one of the most unforgettable times of my life. This report does not disclose any internal information. I understand that grammar errors exist in this report; please ignore them. Thank you very much.
- You can visit my personal blog: https://npdat08.substack.com/
- Final score: 10 (maximum)
2. American Recovery & Reinvestment Act
(2009)
Included the Health Information Technology for
Economic & Clinical Health (HITECH) Act
Increased HIPAA rules, enforcement, fines
Creates incentives / penalties for meaningful use
of EMRs
Patient Protection and Affordable Care Act
(2010)
Accountable Care Organizations (ACO)
Disproportionate Share payments gone
Forces improvements in efficiencies
3. These acts, coupled with movements to patient-
centered care, evidence-based medicine,
centers of excellence, and other forces have
spawned a current climate of what may be an
unsurpassed number of healthcare projects
Our industry is in a state of chaos…
4. Public health and healthcare leaders need to:
• Work on the right projects
• Get the most bang from every buck
• Educate IT staff on clinical work & clinical staff on IT work
• Make investments in IT, infrastructure, and quality improvements that will allow them to
reduce costs while improving (or maintaining) quality…
Good project management is required!
Training clinical leaders on PM is a must!
5. Findings from Recent Study*
Healthcare workers do not understand the differences
between service work and project work. They understand
activities to provide better service to patients, but they have
not been trained to make more radical, disruptive changes
that challenge the status quo.
Healthcare projects are done to create something that is
delivered to the organization, unlike operational work which
produces outcomes aimed at patients. “In other words, it is
only once the project’s outcome is implemented and
becomes ‘the new way we work now’ that it starts
exerting its impact on patients.”
*Francois Chiocchio et al, “Stress and Performance in Health Care Project Teams,” Project
Management Institute (2012).
6. Suggestions from Recent Study
Train healthcare workers on PM, emphasizing
collaborating on achieving project goals and
understanding their roles on project teams,
which may differ from their roles in their day-
to-day work
Management needs to structure project teams
by properly planning workers’ time and
payment to allow them to successfully engage
in project work!
7. There are two major “camps” of staff:
clinical (patient focused)
enterprise viability and sustainability (business
focused)
Healthcare has unique terms / processes
Projects often have separate paths that can be
divided into phases – technical and clinical
Project management is not as mature / practiced
in healthcare
Small changes in project success rates and can
have a large impact on patient outcomes and
delivery costs!
8. Improving efficiency or margins is often
considered to demonstrate a lack of caring
Expertise in the industry is critical
Many projects affect clinical workflow, and
patient care must take priority
Healthcare is a rapidly changing industry
Healthcare is investing tens of billions of dollars
on new technology
Healthcare changes are requiring the addition
of at least 70,000 more technology staff
members!
9. Why Should We Teach PM to Nurses?
Healthcare is different and we need clinicians
leading projects
Our risks (and rewards) are different
We want to maintain control of our own
industry
Nurses are typically the largest stakeholder
group impacted
Nurses are natural communicators
Nurses are strong leaders
Nurses know the business
Because our success criteria are different!
11. PM Conceptual Framework
-Same for All Projects*
*Kathy Schwalbe and Dan Furlong, Healthcare Project Management,
Schwalbe Publishing (2013).
12. Healthcare vs. Other Industries
Projects include 10 knowledge areas and 5
process groups
Projects have similar attributes and constraints
Projects use similar tools and techniques
Projects require structure and methodology
Consumers keep expecting more for less
13. Provide motivation to take a course(s) in PM
Explain key concepts
Provide real-world examples with references of
what went right, what went wrong, best
practices, healthcare perspectives, and videos
Explain how to apply concepts with samples –
like our running case on Ventilator Associated
Pneumonia Reduction (VAPR)
Help students apply PM practices in real-world
situations
14. Initiating: business case, stakeholder analysis, charter
Planning: project management plan, scope statement,
requirements traceability matrix, WBS, project schedule,
cost baseline, quality metrics, human resource plan,
project dashboard, probability/impact matrix, risk
register, supplier evaluation matrix, stakeholder
management plan
Executing: deliverables, milestone report, change
requests, project communications, issue logs
Monitoring and controlling: earned value chart,
accepted deliverables, quality control charts,
performance reports
Closing: project completion form, final report, transition
plan, lessons-learned report, contract closure notice
16. Challenges in Developing and Teaching a
Course In Healthcare PM
What are the challenges you face?
How can we overcome them?
17. Little basis in topic
Business, project management,
healthcare, basic software
Access to projects
Privacy, complexity,
timeframe, prior knowledge
Time
Group, you, client,
breaks, graduation
GOAL Healthcare
Quality, real effect
19. Give them hands-on experience
Online/executive – project assessments
Resident/face-to-face – run live projects
Tailor the course to your students & course
delivery method
Use students as project resources
Steal, adapt, then own it
Find clever ways to connect the dots…
20. Let them fail (a bit)
Provide overwhelming support, tools,
templates, etc.
Provide lots of current, real-world examples
Provide mentors, preceptors, or access to other
healthcare project managers if possible
Keep it real (in their terms)…
21. In Bandit Terms…
Clarify Objectives Drive from Atlanta to Texarkana to get 400
cases of Coors and deliver to Atlanta within 28 hrs in order to win
$80,000 for a new rig
Prioritize Objectives 28 hours Atlanta-Texarkana-Atlanta; 400
cases
Identify and Manage Threats Smokies >> Blocker Car & CB
Develop a Plan to Implement the Solution …
Execute the Plan Snowman drives truck, Bandit blocker
Manage Issues Closely Warehouse locked; Frog; Sheriff Justice
Communicate to Stakeholders Breaker! Breaker!
Manage Plan Changes Did they adapt?
Verify Objectives are Met Delivery was made on time!
22. In Clinical
Terms…
Clarify Objectives Diagnose Patient
Prioritize Objectives Prioritize Patient Needs
Identify and Manage Threats Identify Allergies
Develop a Plan to Implement the Solution
Plan of Care
Execute the Plan Intervention - Treat Patient
Manage Issues Closely Monitor Patient
Outcomes
Communicate to Stakeholders Communicate !
! !
Manage Plan Changes Evaluate Plan Success
& Modify
Verify Objectives are Met Verify Patient is
Responding
23. Ten Reasons Why We Must Teach
Nurses Project Management
If nurses aren’t prepared to take the lead, then
who will?
Just as nurses learned in nursing school, if you
can’t measure it and you can’t describe it, how
can you get others to believe it?
70% of projects fail; the patients are counting
on nurses to lead projects to success.
The nursing process (Assess, Diagnose, Plan,
Implement, Evaluate) has made nurses a
project manager all of this time and they didn’t
even know it!
How many times has a nurse shown up to work
and found a change that they had no input on?
24. Ten Reasons Why We Must Teach
Nurses Project Management
Learn to talk the talk – project management
language will allow you to speak a language that
crosses all professions.
Why not give your project a care plan? We use
pathways and care plans for our patients, transfer
these skills to create project success on your unit.
If nurses are not at the table, then we’ll be on the
menu. Being a knowledgeable stakeholder is vital.
Resources are limited, this makes communication
and project success vital.
You manage projects everyday, think of your
workflow and processes you use to deliver patient
care!
25. FREE companion Web site for Healthcare
Project Management includes
Over 60 template files
Links to great videos
Interactive quizzes, cases, PMP info, etc.
Secure instructor site (lecture slides, sample
syllabi, test banks, etc.) and desk/review copies
also available
www.healthcarepm.com
26. Conclusions
The healthcare industry is behind most other
industries in terms of project, program, and
portfolio management
There’s a huge need to educate clinical staff in
managing the many healthcare-related projects
If we don’t improve the way we do business in
healthcare, there will be even more outside
influence on the way we do business
We can improve healthcare in this country –
one student, one course, and one project at
a time!