Project Management for Healthcare

1. Auflage 2011
ISBN: 978-1-4398-1953-1
Verlag: Taylor & Francis Inc

Buch, Englisch, 283 Seiten, Format (B × H): 161 mm x 242 mm, Gewicht: 564 g

Reihe: ESI International Project Management Series

As a growing number of healthcare organizations implement project management principles to improve cost and service efficiencies, theyare in desperate need of resources thatillustrate the project management needs of today’s 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, it covers thespectrum 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 healthcare 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 amedical facility that illustrates the proper application of the tools and techniques needed to manage healthcare projects effectively and efficiently.

Zielgruppe

Healthcare professionals, and project managers and IT managers in the healthcare field.

Autoren/Hrsg.

Shirley, David

Fachgebiete

• Medizin | Veterinärmedizin Medizin | Public Health | Pharmazie | Zahnmedizin Medizin, Gesundheitswesen Krankenhausmanagement, Praxismanagement
• Medizin | Veterinärmedizin Medizin | Public Health | Pharmazie | Zahnmedizin Medizin, Gesundheitswesen Public Health, Gesundheitsmanagement, Gesundheitsökonomie, Gesundheitspolitik
• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

DEFINITION

Defining a ProjectWhat Is a Project?What Is a Project Life Cycle?The History of Project ManagementRoles and Responsibilities in Project ManagementProject Management and the Healthcare EnvironmentEstablishing Relationships in HealthcareDifferences in ManagementStrategic ManagementOperations ManagementCrisis ManagementProject ManagementSummary
Planning for a ProjectWhy Are Projects Chosen?PersonalFinancialCompetitiveSafetyRegulatorySummaryDecision-Making Tools for Choosing a ProjectRoot Cause AnalysisCost-Benefit AnalysisBrainstormingConsensus BuildingOrganizational Structure Influences on ProjectChoicesFunctional OrganizationMatrixed OrganizationProject-Focused OrganizationOther Considerations for Project ChoiceRegulatory and Industry/Organization Standards

Getting StartedProject SponsorProject CharterGoals and ObjectivesProject PlayersProject PlanThe Project CharterScope StatementRequirements and ExpectationsDetailed Project DescriptionMilestones and DeliverablesAcceptance/Success CriteriaContractual SpecificationsThe Work Breakdown StructureDealing with the CreepsTHE DETAILS

Managing TimeEstimating TimeHistorical InformationLessons LearnedExpert Judgment3 and 6 Point EstimatesGetting EstimatesTrusting the DataPushing BackWho Will Do the Tasks?Understanding Scheduling ToolsNetwork DiagramStart – End – FloatGantt ChartTask RelationshipsOther Dependency ConsiderationsLeads and LagsCalendars and UpdatingSequencing TasksSchedule DevelopmentSchedule ControlCrashingFast Tracking
Managing Project CostsEstimating CostCost CategoriesDirect CostsVariable CostsIndirect CostsSpecial Case CostsCapital CostsAssessing CostsTypes of EstimatesOrder of MagnitudeBudget EstimateDefinitive EstimatePro Forma AssessmentsOther Estimating ConsiderationsCost Estimating ToolsAnalogous EstimatingParametric EstimatingBottom-Up EstimatingAllocating Budgeted Costs

Managing Project QualityHistory of Quality in the United StatesProject Quality ManagementProject PlanningQuality Management ToolsFlow ChartsCause and Effect DiagramsCheck SheetsPareto ChartsHistogramsControl ChartsScatter PlotProject Quality ControlProject Quality AssuranceWhat Is Quality?A Transcendent ApproachProduct-Based ApproachUser-Based ApproachManufacturing-Based ApproachValue-Based ApproachQuality of Service ApproachesBasic Statistical Concepts Used in QualityAssessmentAttributes and VariablesMean, Median, ModeRange, Variance, Standard DeviationThe Cost of QualitySummary

CommunicationsThe Process of CommunicatingMethods of CommunicatingConditions of CommunicationsBarriers to CommunicationsImproving Your CommunicationsVariables of CommunicationsCommunications Management PlanCommunications PlanImproving CommunicationsSocial Media and HealthcareReporting

ChangeDealing with ChangeMonitoring and Controlling ChangesChange as a Good ThingSupport and AuthorityProject Managers as Change AgentsProjects/Change Are One and the SameSummary

RiskWhat Is Risk?Risk and RewardInterviewingRisk MatricesRisk IdentificationWhat to ConsiderQualitative and Quantitative Risk AnalysisLesson LearnedResponding to RiskMitigating RiskAccepting RiskMonitoring and Controlling RisksEarned Value ManagementSpecific Example of Risk AssessmentClarity and Specificity of Requirements Risks

Project Close-OutInternally Facing ReasonExternally Facing ReasonContract ClosureClosing Out the Team

MANAGEMENT SKILLS AS A NECESSITY

Motivation, Teaming, and the Project TeamHistory of MotivationWhat Motivates You?TeamingFormingStormingNormingPerformingAdjourningWhy Are Teams So Important?The Project TeamChoosing a Project TeamPlanning for the TeamDeveloping a Project Team
Leadership and PowerLeadershipLeadership versus ManagementLeadership TheoriesPowerPower DefinedPower Structures

Contracting and ProcurementWhat Is a Contract?Contract TypesFixed Price ContractsCost Reimbursable ContractsOrganizing for ContractingCentralized ContractingDecentralized ContractingThe Procurement ProcessPre-PurchasePurchasePost-PurchaseContract Administration and Close-Out

Negotiating and Conflict ManagementWhat Is a Negotiation?The Logical ComponentThe Emotional ComponentTypes of NegotiationsNegotiation StylesPeople Who Are DifferentSpecifically Managing ConflictProgram ManagementProgram PhasesSetting Customer ExpectationsCore Program Team ElementsProgram DirectorProgram EngineerProgram Planner/SchedulerSite Project ManagerProgram ClerkProgram DocumentationThe Integrated PlanStatement of WorkWork Breakdown StructureCostsWorking the Detailed SchedulePlan, Obtain, ExecuteIntegrationOngoing OperationsClose-OutSummaryProject Management—Pharma and Medical DeviceManufacturingProject Needs and InitiationProject DevelopmentWaterfallIterative DevelopmentSustainability and Green Efforts in HealthcareSustainabilityThe Greening of HealthcareThe OrganizationThe FacilityYour TeamYour ProjectYourselfAppendicesIndex

All chapters include Review Questions & Endnotes

Über Autor(innen)

David Shirley has been an instructor and consultant, and has more than 30 years of experience in management and project management in the corporate, public, and small-business arenas. As a member of the graduate faculty at New England College, Henniker, New Hampshire, he developed and teaches Managing Projects in Healthcare. As part of the Master’s of Management (MoM) in Healthcare Administration and the MoM in Project Management and Organizational Leadership, he has taught project management at hospitals and businesses as well as online and on campus for the past seven years. He also developed, directed, and taught a project management certification program at Northern Essex Community College in Haverhill, Massachusetts.

David is a senior instructor and consultant for Action for Results and a senior instructor for ESI International, both leading project management education and training companies. He is also an adjunct professor for Southern New Hampshire University, teaching corporate social responsibility.

As a distinguished member of technical staff with AT&T and Lucent Technologies Bell Laboratories, David was responsible for managing the first light-wave transmission products as well as several quality efforts. He was also AT&T’s project manager for the first fiber-to-the-home effort in Connecticut, and was the Lucent Technologies program management director, managing several large telecommunications companies’ equipment deployment. David has many years of experience in developing, leading, and managing teams.

David’s educational background includes a BA degree in geology from Windham College, Putney, Vermont, and an honors MBA degree from Monmouth University in Long Branch, New Jersey. He also holds master’s certificates in project management from the Stevens Institute of Technology, Hoboken, New Jersey, and American University in Washington, DC, and is certified as a Project Management Professional (PMP) by the Project Management Institute (PMI).

PMP is a certification mark of the Project Management Institute, Inc., which is registered in the United States and other nations. PMI is a service and trademark of the Project Management nstitute, Inc., which is registered in the United States and other nations.