Project Management for Healthcare (ESI International Project Management Series)

Project Management For Healthcare, Second Edition Covers The Significant Changes In Both The Direction Of Healthcare And The Direction Of Project Management. The Most Significant Change In Healthcare Is The Prevalence Of Online Data And The Need For Its Protection. The Book Explains How Data Can Be Protected During A Project's Lifecycle. The Most Significant Change In Project Management Is Agile, And A New Chapter Covers How Agile Can Be Applied To Projects In Healthcare. This New Edition Also Covers Green Technology And Sustainability. Exploring The Discipline Of Project Management From The Perspective Of The Healthcare, The Book Dissects The Project Process And Covers The Management Skills Required To Successfully Manage A Project. By Defining A Project To Include The Tools And Techniques Required, The Book Shows How To Successfully Deliver A Project From Identifying Stakeholders And Developing And Gaining Consensus On Requirements To Constructing A Project Plan. It Also Covers In Detail The Skills Required To Successfully Manage Project Stakeholders And Team Members. At Times, Healthcare Personnel May Have To Work With Program Management, Or May Even Be Part Of Program Management And Must Interact With Pharmaceutical Companies And Medical Device Manufacturers. This Book Covers Program Management And How It Relates To The Healthcare Industry And Some Of The Project Processes Used By Those Companies Involved In Pharmaceuticals And Manufacturers Of Medical Devices. By Giving An Inside Look At The Processes Used, The Book Gives An Understanding Of How Those Companies Bring Their Products To Market And How To Adapt Those Processes For Their Own Benefit. Managing Healthcare Projects Using The Discipline Of Project Management Is A Skill That Can Help Healthcare Professionals Better Utilize Limited Resources, Both Human And Monetary, And Ensure The Highest Possible Quality Of Care To Meet Or Exceed Their Stakeholders' Expectations. Project Management For Healthcare, Second Edition Shows How To Use The Discipline Of Project Management To Achieve Those Goals Successfully. Cover......Page 1 Half Title......Page 2 Title Page......Page 4 Copyright Page......Page 5 Contents......Page 6 Preface......Page 14 Acknowledgments......Page 24 About the Author......Page 26 Section I: Definition......Page 28 What Is a Project?......Page 30 What Is a Project Life Cycle?......Page 31 The History of Project Management......Page 32 Project Management and the Healthcare Environment......Page 33 Establishing Relationships in Healthcare......Page 35 Strategic Management......Page 36 Crisis Management......Page 38 Key Review Questions......Page 39 Endnotes......Page 40 Financial......Page 42 Safety......Page 44 Artificial Intelligence (AI)......Page 45 Root Cause Analysis......Page 46 Cost–Benefit Analysis......Page 49 Brainstorming......Page 51 Functional Organization......Page 52 Matrixed Organization......Page 53 Project-Focused Organization......Page 54 Other Considerations for Project Choice......Page 56 Regulatory and Industry/Organization Standards......Page 57 Endnote......Page 58 Project Sponsor......Page 60 Project Charter......Page 61 Goals and Objectives......Page 62 Project Players......Page 64 Scope Statement......Page 66 Requirements and Expectations......Page 67 Detailed Project Description......Page 68 Acceptance/Success Criteria......Page 69 The Work Breakdown Structure......Page 70 Dealing with the Creeps......Page 72 Endnotes......Page 73 Section II: The Details......Page 74 Historical Information......Page 76 3- and 6-Point Estimates......Page 77 Trusting the Data......Page 78 Who Will Do the Tasks?......Page 79 Network Diagram......Page 80 Start–End–Float......Page 81 Task Relationships......Page 84 Other Dependency Considerations......Page 85 Calendars and Updating......Page 86 Schedule Control......Page 87 Fast Tracking......Page 88 Key Review Questions......Page 89 Estimating Cost......Page 90 Indirect Costs......Page 92 Capital Costs......Page 93 Definitive Estimate......Page 94 Other Estimating Considerations......Page 95 Parametric Estimating......Page 96 Allocating Budgeted Costs......Page 97 Endnote......Page 98 History of Quality in the United States......Page 100 Project Planning......Page 102 Check Sheets......Page 103 Histograms......Page 104 Control Charts......Page 105 Project Quality Assurance......Page 106 User-Based Approach......Page 107 Quality of Service Approaches......Page 108 Range, Variance, Standard Deviation......Page 109 The Cost of Quality......Page 110 Endnotes......Page 111 7. Communications......Page 112 Methods of Communicating......Page 114 Barriers to Communications......Page 115 Improving Your Communications......Page 117 Variables of Communications......Page 118 Communications Management Plan......Page 119 Improving Communications......Page 120 Social Media and Healthcare......Page 121 Reporting......Page 124 Endnotes......Page 125 Dealing with Change......Page 126 Monitoring and Controlling Changes......Page 129 Change as a Good Things......Page 133 Project Managers as Change Agents......Page 134 Endnotes......Page 135 What Is Risk?......Page 136 Risk and Reward......Page 137 Risk Matrices......Page 138 What to Consider......Page 140 Qualitative and Quantitative Risk Analysis......Page 141 Responding to Risk......Page 142 Mitigating Risk......Page 143 Monitoring Risks......Page 144 Earned Value Management......Page 145 Clarity and Specificity of Requirements Risks......Page 147 Endnotes......Page 148 What Is a Contract?......Page 150 Cost Reimbursable Contracts......Page 152 Decentralized Contracting......Page 153 Pre-Purchase......Page 154 Post-Purchase......Page 155 Endnotes......Page 156 11. Project Close-Out......Page 158 Contract Closure......Page 159 Key Review Questions......Page 160 12. The Role of the Project Manager......Page 162 Processes and Procedures......Page 163 Provide Necessary Status and Tracking......Page 164 Endnote......Page 165 Section III: Management Skills as a Necessity......Page 166 History of Motivation......Page 168 What Motivates You?......Page 170 Forming......Page 171 Adjourning......Page 172 Choosing a Project Team......Page 173 Planning for the Team......Page 174 Developing a Project......Page 175 Endnotes......Page 176 Leadership......Page 178 Leadership versus Management......Page 180 Power......Page 182 Power Defined......Page 183 Power Structures......Page 184 Key Review Questions......Page 185 Endnotes......Page 186 15. Negotiating and Conflict Management......Page 188 The Emotional Component......Page 189 Types of Negotiations......Page 191 People Who Are Different......Page 192 Specifically Managing Conflict......Page 193 Endnotes......Page 195 Section IV: Beyond Project Management......Page 196 16. Program Management......Page 198 Program Engineer......Page 199 The Integrated Plan......Page 200 Statement of Work......Page 201 Work Breakdown Structure......Page 202 Working the Detailed Schedule......Page 203 Plan, Obtain, and Execute......Page 204 Close-Out......Page 205 Summary......Page 206 Endnotes......Page 207 Section V: Intersection of Healthcare and Manufacturing......Page 208 Project Needs and Initiation......Page 210 Waterfall......Page 214 Iterative Development......Page 216 Endnotes......Page 219 Section VI: Greening Healthcare......Page 220 18. Sustainability and Green Efforts in Healthcare......Page 222 Sustainability......Page 223 The Greening of Healthcare......Page 224 The Organization......Page 225 The Facility......Page 227 Your Project......Page 228 The Sustainability Wheel......Page 229 Have a Good Mission Statement......Page 231 Develop an Environmental Management Plan......Page 232 Summary......Page 233 Endnotes......Page 234 Section VII: Healthcare Agility......Page 236 Understanding the Agile Process......Page 238 Agile Basics......Page 240 Summary......Page 241 Endnotes......Page 242 Appendix A: A New Way to Think about Planning – Set the Stage......Page 244 Appendix B: Reports Report......Page 252 Appendix C: The Importance of Communication and Risk Management......Page 256 Appendix D: Answers to Key Review Questions......Page 260 Index......Page 266 "A growing number of healthcare organizations are implementing project management principles to improve cost and service efficiencies. They are in desperate need of resources that clearly illustrate the project management needs of todays healthcare professional. Project Management for Healthcare fills this need. Using easy-to-follow language, it explains how the time-tested principles of project management can help maximize limited resources and ensure the highest possible quality of care. Exploring the discipline of project management from the perspective of the healthcare environment, the book dissects the project process and provides the tools and techniques required to successfully plan, execute, and control any healthcare-based project. From identifying stakeholders to constructing a project plan, this book covers the complete spectrum of project planning activities. Complete with chapter summaries, exercises, hints, review questions, and case studies, it illustrates applications across a range of healthcare settings. Explains how to utilize the project plan to execute projects within budget, schedule, and quality objectives Covers program management as it relates to healthcare Addresses the interaction between healthcare and information technology Presents best practices from the pharmaceutical and medical equipment industries that can easily be adapted to any helthcare setting Because most healthcare personnel will inevitably have to work with program management and need to interact with pharmaceutical companies and medical device manufacturers, the book provides an inside look at the processes and best practices used to bring products to market in these industries. Explaining how to adapt these processes to drive down costs and improve the quality of care in any healthcare setting, the book includes a case study of a fictitious medical facility that illustrates the proper application of the tools and techniques needed to manage healthcare projects effectively and efficiently"--Provided by publisher. "Preface I was a healthcare professional. My first "real" job after graduating from college was as a licensed health inspector, then as a licensed health officer, and finally as a health administrator for a small town with a population of about 15,000 people. It was there that I became an accidental or incidental project manager. Until recently, project management was an "accidental profession." Few started out as project managers. They were usually something else and either were handed a project to undertake, or suggested an enhancement to an existing process, procedure, or product, and were told to "run with it." Either way, their primary job was doing something else. As the health administrator, I was responsible for the animal control program in my town. Because I had a full-time animal control warden and an animal control van, the town suggested I offer those services to other local municipalities to generate income to be able to expand my program. Two of the abutting towns agreed and signed a contract with our Board of Health. Part of that agreement was to pick up stray dogs and cats. It immediately became clear that we needed a place to house the animals"--Provided by publisher. Updated for agile project management and the latest standards on project management, this bestseller explores the discipline of project management from the perspective of the healthcare environment.