Project Management for Healthcare

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.

DEFINITION





Defining a Project
What Is a Project?
What Is a Project Life Cycle?
The History of Project Management
Roles and Responsibilities in Project Management
Project Management and the Healthcare Environment
Establishing Relationships in Healthcare
Differences in Management
Strategic Management
Operations Management
Crisis Management
Project Management
Summary





Planning for a Project
Why Are Projects Chosen?
Personal
Financial
Competitive
Safety
Regulatory
Summary
Decision-Making Tools for Choosing a Project
Root Cause Analysis
Cost-Benefit Analysis
Brainstorming
Consensus Building
Organizational Structure Influences on Project
Choices
Functional Organization
Matrixed Organization
Project-Focused Organization
Other Considerations for Project Choice
Regulatory and Industry/Organization Standards









Getting Started
Project Sponsor
Project Charter
Goals and Objectives
Project Players
Project Plan
The Project Charter
Scope Statement
Requirements and Expectations
Detailed Project Description
Milestones and Deliverables
Acceptance/Success Criteria
Contractual Specifications
The Work Breakdown Structure
Dealing with the Creeps

THE DETAILS



Managing Time
Estimating Time
Historical Information
Lessons Learned
Expert Judgment
3 and 6 Point Estimates
Getting Estimates
Trusting the Data
Pushing Back
Who Will Do the Tasks?
Understanding Scheduling Tools
Network Diagram
Start – End – Float
Gantt Chart
Task Relationships
Other Dependency Considerations
Leads and Lags
Calendars and Updating
Sequencing Tasks
Schedule Development
Schedule Control
Crashing
Fast Tracking





Managing Project Costs
Estimating Cost
Cost Categories
Direct Costs
Variable Costs
Indirect Costs
Special Case Costs
Capital Costs
Assessing Costs
Types of Estimates
Order of Magnitude
Budget Estimate
Definitive Estimate
Pro Forma Assessments
Other Estimating Considerations
Cost Estimating Tools
Analogous Estimating
Parametric Estimating
Bottom-Up Estimating
Allocating Budgeted Costs









Managing Project Quality
History of Quality in the United States
Project Quality Management
Project Planning
Quality Management Tools
Flow Charts
Cause and Effect Diagrams
Check Sheets
Pareto Charts
Histograms
Control Charts
Scatter Plot
Project Quality Control
Project Quality Assurance
What Is Quality?
A Transcendent Approach
Product-Based Approach
User-Based Approach
Manufacturing-Based Approach
Value-Based Approach
Quality of Service Approaches
Basic Statistical Concepts Used in Quality
Assessment
Attributes and Variables
Mean, Median, Mode
Range, Variance, Standard Deviation
The Cost of Quality
Summary









Communications
The Process of Communicating
Methods of Communicating
Conditions of Communications
Barriers to Communications
Improving Your Communications
Variables of Communications
Communications Management Plan
Communications Plan
Improving Communications
Social Media and Healthcare
Reporting









Change
Dealing with Change
Monitoring and Controlling Changes
Change as a Good Thing
Support and Authority
Project Managers as Change Agents
Projects/Change Are One and the Same
Summary









Risk
What Is Risk?
Risk and Reward
Interviewing
Risk Matrices
Risk Identification
What to Consider
Qualitative and Quantitative Risk Analysis
Lesson Learned
Responding to Risk
Mitigating Risk
Accepting Risk
Monitoring and Controlling Risks
Earned Value Management
Specific Example of Risk Assessment
Clarity and Specificity of Requirements Risks









Project Close-Out
Internally Facing Reason
Externally Facing Reason
Contract Closure
Closing Out the Team









MANAGEMENT SKILLS AS A NECESSITY






Motivation, Teaming, and the Project Team
History of Motivation
What Motivates You?
Teaming
Forming
Storming
Norming
Performing
Adjourning
Why Are Teams So Important?
The Project Team
Choosing a Project Team
Planning for the Team
Developing a Project Team





Leadership and Power
Leadership
Leadership versus Management
Leadership Theories
Power
Power Defined
Power Structures









Contracting and Procurement
What Is a Contract?
Contract Types
Fixed Price Contracts
Cost Reimbursable Contracts
Organizing for Contracting
Centralized Contracting
Decentralized Contracting
The Procurement Process
Pre-Purchase
Purchase
Post-Purchase
Contract Administration and Close-Out









Negotiating and Conflict Management
What Is a Negotiation?
The Logical Component
The Emotional Component
Types of Negotiations
Negotiation Styles
People Who Are Different
Specifically Managing Conflict

Program Management
Program Phases
Setting Customer Expectations
Core Program Team Elements
Program Director
Program Engineer
Program Planner/Scheduler
Site Project Manager
Program Clerk
Program Documentation
The Integrated Plan
Statement of Work
Work Breakdown Structure
Costs
Working the Detailed Schedule
Plan, Obtain, Execute
Integration
Ongoing Operations
Close-Out
Summary
Project Management—Pharma and Medical Device
Manufacturing
Project Needs and Initiation
Project Development
Waterfall
Iterative Development

Sustainability and Green Efforts in Healthcare
Sustainability
The Greening of Healthcare
The Organization
The Facility
Your Team
Your Project
Yourself

Appendices
Index



All chapters include Review Questions & Endnotes