Project Management Strategies To Improve Healthcare Project Outcomes

28 February

Abstract

Many health care organizations are challenged by their capacity to move projects from ideas to implementation. This paper is intended to help healthcare leaders recognize the need to change their behavior to the way change initiatives are selected and implemented within their organizations to achieve a major improvement in return on their business investments. Using portfolio project management (PPM) as a core business process will enable leaders to select, prioritize and direct limited resources to efficiently deliver the right project investments in order to meet the organization’s strategic goals and objectives.

Introduction

“Many health care organizations are challenged by their capacity to move projects from ideas to implementation. Over the past several years we have observed a dramatic increase in the level of interest in project management from health care organizations. Now that health care reform is a reality, organizations must build project management capacity in order to respond to new initiatives and gain competitive advantage.” (Shore 2010).

This paper focuses on using portfolio project management (PPM) as a core process to enable leaders to select, prioritize and direct limited resources to efficiently meet the organization’s strategic goals and objectives. This paper also introduces using PPM as a component of an integrated project management process within an organization. PPM incorporates strategic, developmental and tactical thinking to ensure projects are completed much more quickly and benefits to the organization are realized much sooner.

The paper is intended to help healthcare leaders recognize the need to change their behavior to the way change initiatives are selected and implemented within their organizations to achieve a major improvement in return on their business investments. Focusing on a select few top priorities that are aligned with the strategic plan and allocating the limited supply of key resources to implement those priorities is the way the company will move forward. Organizational leaders must face the truth and realize that their companies cannot survive with management and management systems that do not have a bias towards action. Utilizing an integrated project management process as an accountability system and execution model to make things happen and get required results positions executives to execute their strategic initiatives instead of just thinking and talking about them.

Typically projects are initiated in silos by functional areas or divisions but the people initiating those projects do not attempt to evaluate, in any detailed way, how that initiative aligns with strategy and what the impact has on existing projects and resources. This could be compared to a hospital taking in new patients who need surgery, without any regard to the availability of either surgeons or the operating room. A hospital operating in this way would be in chaos within a week. Chaos, is that the state of strategic projects in your organization?

 

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