How do you break through white noise? How do you communicate to your audience that what you need them to do is important? What it boils down to is a thoughtful communication plan that includes a focus on people, process and technology.
Find answers to these questions and more in this Healthcare Practice Area. If you are new to Healthcare, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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The University Health Network (UHN) in Toronto, Ontario, Canada wanted to ensure that patients who are discharged from hospitals receive the necessary support for a successful recovery. In 2014, UHN embarked on a 3-year, CA$955,000 quality improvement initiative which included creating a standardized electronic Discharge Summary for UHN’s 35,000 annual inpatients, detailing their hospital experience and requirements for ongoing care. The program finished on schedule and under budget and was a winner of the 2018 PMI Award for Project Excellence. Learn about this awarded program’s challenges, best practices, and lessons learned in this webinar.
We have all heard of Lean and Six Sigma, but what about blending the two approaches into a complementary systemic approach to excellence? This presentation will talk about the evolution of process improvement from both lean and six sigma perspectives—and how the methods complement each other in the healthcare and service industries. Case studies from two organizations that successfully deployed Lean Sigma thinking will be presented.
This report helps you provide a concise and precise update on the current status of a clinical study and the achieved progress during the reporting period. It is usually distributed to a sponsor of the project, as well as the management of the company where the PM works. The main benefit of this report is that it addresses the major project constraints and provides only the relevant information needed to successfully manage the project and communicate with a diverse international team, typical for a matrix-based pharmaceutical company.
Project management skills can also be applied to improve the quality of care when you or your loved ones are a patient. Use this tracking template to help you keep track of patient medications and essential information. For more advice, see < href=http://www.projectmanagement.com/articles/290312/The-Patient-as-a-Project--Optimizing-Your-Healthcare-Experience>The Patient as a Project Part 1 and Part 2.
One of the key benefits of the human resource knowledge area is that it helps establish project roles and responsibilities and a plan to acquire, manage and release project team members. In the case of a "grand old lady" of a village, we see an illustrative example of how her own role and responsibility evolved over a period of time--and how she then used her skills to define these functions for the "organization" that she was a part of.
The healthcare industry has been relatively late to adopt outsourcing. However, there has been an ample push from prominent healthcare stakeholders to delegate the non-core processes to third-party service providers and focus on core competencies. The reason to outsource is not a luxury anymore, but more of a compelling need.
For a physician who is a patient's project manager, the world of digital applications helps minimize risk in the treatment and deliver quality care. Read more about how the digital age promises a whole new dimension of care.
What is truly important to keep in mind as we embark on a career path, no matter what stage of our life? This writer shares the story of a medical professional by relaying an interview with some valuable lessons on work--and life.
In the case of life-threatening illness, timely communication is of utmost importance--especially when a patient’s clinical parameters are variable and changing. Communication in healthcare is all about planning, providing and tracking appropriate information needs of users to enhance the integrity and quality of healthcare.
How do you do both at the same time and not pull your hair out? This article explores the alignment of medical device product and project risk management--and leveraging product risk tools for project risk.
In events of seemingly unfavorable project outcomes, principles such as responsibility, fairness and honesty can help project managers uphold integrity and credibility with the client and team. Here, one PM practitioner shares an experience from the healthcare field.
| A. | International and federal regulations must be complied with, and knowing which regulations apply to your type of business so you can merge compliance into your plans at the project level will help satisfy the mandatory requirements to avoid large fines in the future. |
| B. | Most staff members are reluctant to move forward with required changes to their daily routine, whether technological or manual. To get their cooperation and meet the audit list, fire the first three people who speak out in opposition. Setting an example clearly conveys that this change will occur with or without the agreement of the employees. |
| C. | If your organization has been running smoothly and profitably, ask the legal team to search the past rulings to find ways to avoid altering the violation items listed by the compliance inspectors. |
| D. | Each type of business has a single federal mandate to govern how they manage their profits. Know that the depreciation versus capitalization of corporate expenses should be recorded and tracked to meet audit specifications. |
At her first day on the job as a doctor, this new practitioner faced challenges and insecurities she wasn't expecting. How can we overcome these doubts, no matter our specialty or profession?
A manager was suffering through a “project” in crisis--but it was not a project that he was managing at his office. The project is crisis was himself. Despite having three decades of project experience, he didn't have a risk response plan at the ready. That's when his project manager brain got to work...
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