The Resource Project management for healthcare, David Shirley

Project management for healthcare, David Shirley

Label
Project management for healthcare
Title
Project management for healthcare
Statement of responsibility
David Shirley
Creator
Subject
Language
eng
Summary
  • "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
Member of
Cataloging source
DNLM/DLC
http://library.link/vocab/creatorName
Shirley, David
Dewey number
362.1068
Illustrations
illustrations
Index
index present
LC call number
RA393
LC item number
.S476 2011
Literary form
non fiction
Nature of contents
bibliography
NLM call number
W 84.1
Series statement
ESI International project management series
http://library.link/vocab/subjectName
  • Health services administration
  • Project management
  • Delivery of Health Care
  • Health Services Administration
  • Management Information Systems
  • Organizational Innovation
Label
Project management for healthcare, David Shirley
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Contents
  • Roles and Responsibilities in Project Management
  • Budget Estimate
  • Definitive Estimate
  • Pro Forma Assessments
  • Other Estimating Considerations
  • Cost Estimating Tools
  • Analogous Estimating
  • Parametric Estimating
  • Bottom-Up Estimating
  • Allocating Budgeted Costs
  • Key Review Questions
  • Project Management and the Healthcare Environment
  • Endnote
  • ch. 6
  • Managing Project Quality
  • History of Quality in the United States
  • Project Quality Management
  • Project Planning
  • Quality Management Tools
  • Flowcharts
  • Cause-and-Effect Diagrams
  • Check Sheets
  • Establishing Relationships in Healthcare
  • Pareto Charts
  • Histograms
  • Control Charts
  • Scatter Plot
  • Project Quality Control
  • Project Quality Assurance
  • What Is Quality?
  • Transcendent Approach
  • Product-Based Approach
  • User-Based Approach
  • Differences in Management
  • 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
  • Cost of Quality
  • Summary
  • Key Review Questions
  • Strategic Management
  • Endnotes
  • ch. 7
  • Communications
  • Process of Communicating
  • Methods of Communicating
  • Conditions of Communications
  • Barriers to Communications
  • Improving Your Communications
  • Variables of Communications
  • Communications Management Plan
  • Operations Management
  • Communications Plan
  • Improving Communications
  • Social Media and Healthcare
  • Reporting
  • Key Review Questions
  • Endnotes
  • ch. 8
  • Change
  • Dealing with Change
  • Monitoring and Controlling Changes
  • Crisis Management
  • Change as a Good Thing
  • Support and Authority
  • Project Managers as Change Agents
  • Projects/Change Are One and the Same
  • Summary
  • Key Review Questions
  • Endnotes
  • ch. 9
  • Risk
  • What Is Risk?
  • Project Management
  • 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
  • Summary
  • Monitoring and Controlling Risks
  • Earned Value Management
  • Specific Example of Risk Assessment
  • Clarity and Specificity of Requirements Risks
  • Key Review Questions
  • Endnotes
  • ch. 10
  • Project Close-Out
  • Internally Facing Reason
  • Externally Facing Reason
  • Key Review Questions
  • Contract Closure
  • Closing Out the Team
  • Key Review Questions
  • Section III
  • Management Skills as a Necessity
  • ch. 11
  • Motivation, Teaming, and the Project Team
  • History of Motivation
  • What Motivates You?
  • Teaming
  • Machine generated contents note:
  • Endnotes
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
  • Why Are Teams So Important?
  • Project Team
  • Choosing a Project Team
  • Planning for the Team
  • Developing a Project Team
  • ch. 2
  • Key Review Questions
  • Endnotes
  • ch. 12
  • Leadership and Power
  • Leadership
  • Leadership versus Management
  • Leadership Theories
  • Power
  • Power Defined
  • Power Structures
  • Planning for a Project
  • Key Review Questions
  • Endnotes
  • ch. 13
  • Contracting and Procurement
  • What Is a Contract?
  • Contract Types
  • Fixed Price Contracts
  • Cost Reimbursable Contracts
  • Organizing for Contracting
  • Centralized Contracting
  • Why Are Projects Chosen?
  • Decentralized Contracting
  • Procurement Process
  • Pre-Purchase
  • Purchase
  • Post-Purchase
  • Contract Administration and Close-Out
  • Key Review Questions
  • Endnotes
  • ch. 14
  • Negotiating and Conflict Management
  • Personal
  • What Is a Negotiation?
  • Logical Component
  • Emotional Component
  • Types of Negotiations
  • Negotiation Styles
  • People Who Are Different
  • Specifically Managing Conflict
  • Key Review Questions
  • Endnotes
  • Section IV
  • Financial
  • ch. 15
  • Program Management
  • Program Phases
  • Setting Customer Expectations
  • Core Program Team Elements
  • Program Director
  • Program Engineer
  • Program Planner/Scheduler
  • Site Project Manager
  • Program Clerk
  • Competitive
  • Program Documentation
  • Integrated Plan
  • Statement of Work
  • Work Breakdown Structure
  • Costs
  • Working the Detailed Schedule
  • Plan, Obtain, Execute
  • Integration
  • Ongoing Operations
  • Close-Out
  • Safety
  • Summary
  • Key Review Questions
  • Endnotes
  • Section V
  • ch. 16
  • Project Management---Pharma and Medical Device Manufacturing
  • Project Needs and Initiation
  • Project Development
  • Waterfall
  • Iterative Development
  • Regulatory
  • Endnotes
  • Section VI
  • ch. 17
  • Sustainability and Green Efforts in Healthcare
  • Sustainability
  • Greening of Healthcare
  • Organization
  • Facility
  • Your Team
  • Your Project
  • Summary
  • Yourself
  • Endnotes
  • Section I
  • 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
  • Definition
  • Regulatory and Industry/Organization Standards
  • Key Review Questions
  • Endnote
  • ch. 3
  • Gating Started
  • Project Sponsor
  • Project Charter
  • Goals and Objectives
  • Project Players
  • Project Plan
  • ch. 1
  • Project Charter
  • Scope Statement
  • Requirements and Expectations
  • Detailed Project Description
  • Milestones and Deliverables
  • Acceptance/Success Criteria
  • Contractual Specifications
  • Work Breakdown Structure
  • Dealing with the Creeps
  • Key Review Questions
  • Defining a Project
  • Endnotes
  • Section II
  • Details
  • ch. 4
  • Managing Time
  • Estimating Time
  • Historical Information
  • Lessons Learned
  • Expert Judgment
  • 3 and 6 Point Estimates
  • What Is a Project?
  • 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
  • What Is a Project Life Cycle?
  • Leads and Lags
  • Calendars and Updating
  • Sequencing Tasks
  • Schedule Development
  • Schedule Control
  • Crashing
  • Fast Tracking
  • Key Review Questions
  • ch. 5
  • Managing Project Costs
  • History of Project Management
  • Estimating Cost
  • Cost Categories
  • Direct Costs
  • Variable Costs
  • Indirect Costs
  • Special Case Costs
  • Capital Costs
  • Assessing Costs
  • Types of Estimates
  • Order of Magnitude
Dimensions
25 cm.
Extent
xxvi, 257 p.
Isbn
9781439819531
Isbn Type
(hardback)
Lccn
2011018879
Other physical details
ill.
System control number
  • (CaMWU)u2490835-01umb_inst
  • 2494439
  • (Sirsi) i9781439819531
  • (OCoLC)720560553
Label
Project management for healthcare, David Shirley
Publication
Bibliography note
Includes bibliographical references and index
Contents
  • Roles and Responsibilities in Project Management
  • Budget Estimate
  • Definitive Estimate
  • Pro Forma Assessments
  • Other Estimating Considerations
  • Cost Estimating Tools
  • Analogous Estimating
  • Parametric Estimating
  • Bottom-Up Estimating
  • Allocating Budgeted Costs
  • Key Review Questions
  • Project Management and the Healthcare Environment
  • Endnote
  • ch. 6
  • Managing Project Quality
  • History of Quality in the United States
  • Project Quality Management
  • Project Planning
  • Quality Management Tools
  • Flowcharts
  • Cause-and-Effect Diagrams
  • Check Sheets
  • Establishing Relationships in Healthcare
  • Pareto Charts
  • Histograms
  • Control Charts
  • Scatter Plot
  • Project Quality Control
  • Project Quality Assurance
  • What Is Quality?
  • Transcendent Approach
  • Product-Based Approach
  • User-Based Approach
  • Differences in Management
  • 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
  • Cost of Quality
  • Summary
  • Key Review Questions
  • Strategic Management
  • Endnotes
  • ch. 7
  • Communications
  • Process of Communicating
  • Methods of Communicating
  • Conditions of Communications
  • Barriers to Communications
  • Improving Your Communications
  • Variables of Communications
  • Communications Management Plan
  • Operations Management
  • Communications Plan
  • Improving Communications
  • Social Media and Healthcare
  • Reporting
  • Key Review Questions
  • Endnotes
  • ch. 8
  • Change
  • Dealing with Change
  • Monitoring and Controlling Changes
  • Crisis Management
  • Change as a Good Thing
  • Support and Authority
  • Project Managers as Change Agents
  • Projects/Change Are One and the Same
  • Summary
  • Key Review Questions
  • Endnotes
  • ch. 9
  • Risk
  • What Is Risk?
  • Project Management
  • 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
  • Summary
  • Monitoring and Controlling Risks
  • Earned Value Management
  • Specific Example of Risk Assessment
  • Clarity and Specificity of Requirements Risks
  • Key Review Questions
  • Endnotes
  • ch. 10
  • Project Close-Out
  • Internally Facing Reason
  • Externally Facing Reason
  • Key Review Questions
  • Contract Closure
  • Closing Out the Team
  • Key Review Questions
  • Section III
  • Management Skills as a Necessity
  • ch. 11
  • Motivation, Teaming, and the Project Team
  • History of Motivation
  • What Motivates You?
  • Teaming
  • Machine generated contents note:
  • Endnotes
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
  • Why Are Teams So Important?
  • Project Team
  • Choosing a Project Team
  • Planning for the Team
  • Developing a Project Team
  • ch. 2
  • Key Review Questions
  • Endnotes
  • ch. 12
  • Leadership and Power
  • Leadership
  • Leadership versus Management
  • Leadership Theories
  • Power
  • Power Defined
  • Power Structures
  • Planning for a Project
  • Key Review Questions
  • Endnotes
  • ch. 13
  • Contracting and Procurement
  • What Is a Contract?
  • Contract Types
  • Fixed Price Contracts
  • Cost Reimbursable Contracts
  • Organizing for Contracting
  • Centralized Contracting
  • Why Are Projects Chosen?
  • Decentralized Contracting
  • Procurement Process
  • Pre-Purchase
  • Purchase
  • Post-Purchase
  • Contract Administration and Close-Out
  • Key Review Questions
  • Endnotes
  • ch. 14
  • Negotiating and Conflict Management
  • Personal
  • What Is a Negotiation?
  • Logical Component
  • Emotional Component
  • Types of Negotiations
  • Negotiation Styles
  • People Who Are Different
  • Specifically Managing Conflict
  • Key Review Questions
  • Endnotes
  • Section IV
  • Financial
  • ch. 15
  • Program Management
  • Program Phases
  • Setting Customer Expectations
  • Core Program Team Elements
  • Program Director
  • Program Engineer
  • Program Planner/Scheduler
  • Site Project Manager
  • Program Clerk
  • Competitive
  • Program Documentation
  • Integrated Plan
  • Statement of Work
  • Work Breakdown Structure
  • Costs
  • Working the Detailed Schedule
  • Plan, Obtain, Execute
  • Integration
  • Ongoing Operations
  • Close-Out
  • Safety
  • Summary
  • Key Review Questions
  • Endnotes
  • Section V
  • ch. 16
  • Project Management---Pharma and Medical Device Manufacturing
  • Project Needs and Initiation
  • Project Development
  • Waterfall
  • Iterative Development
  • Regulatory
  • Endnotes
  • Section VI
  • ch. 17
  • Sustainability and Green Efforts in Healthcare
  • Sustainability
  • Greening of Healthcare
  • Organization
  • Facility
  • Your Team
  • Your Project
  • Summary
  • Yourself
  • Endnotes
  • Section I
  • 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
  • Definition
  • Regulatory and Industry/Organization Standards
  • Key Review Questions
  • Endnote
  • ch. 3
  • Gating Started
  • Project Sponsor
  • Project Charter
  • Goals and Objectives
  • Project Players
  • Project Plan
  • ch. 1
  • Project Charter
  • Scope Statement
  • Requirements and Expectations
  • Detailed Project Description
  • Milestones and Deliverables
  • Acceptance/Success Criteria
  • Contractual Specifications
  • Work Breakdown Structure
  • Dealing with the Creeps
  • Key Review Questions
  • Defining a Project
  • Endnotes
  • Section II
  • Details
  • ch. 4
  • Managing Time
  • Estimating Time
  • Historical Information
  • Lessons Learned
  • Expert Judgment
  • 3 and 6 Point Estimates
  • What Is a Project?
  • 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
  • What Is a Project Life Cycle?
  • Leads and Lags
  • Calendars and Updating
  • Sequencing Tasks
  • Schedule Development
  • Schedule Control
  • Crashing
  • Fast Tracking
  • Key Review Questions
  • ch. 5
  • Managing Project Costs
  • History of Project Management
  • Estimating Cost
  • Cost Categories
  • Direct Costs
  • Variable Costs
  • Indirect Costs
  • Special Case Costs
  • Capital Costs
  • Assessing Costs
  • Types of Estimates
  • Order of Magnitude
Dimensions
25 cm.
Extent
xxvi, 257 p.
Isbn
9781439819531
Isbn Type
(hardback)
Lccn
2011018879
Other physical details
ill.
System control number
  • (CaMWU)u2490835-01umb_inst
  • 2494439
  • (Sirsi) i9781439819531
  • (OCoLC)720560553

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