ABSTRACT

Project Management for Healthcare, Second Edition covers the significant changes in both the direction of healthcare and the direction of project management. The most significant change in healthcare is the prevalence of online data and the need for its protection. The book explains how data can be protected during a project’s lifecycle. The most significant change in project management is Agile, and a new chapter covers how Agile can be applied to projects in healthcare. This new edition also covers green technology and sustainability.

Exploring the discipline of project management from the perspective of the healthcare, the book dissects the project process and covers the management skills required to successfully manage a project. By defining a project to include the tools and techniques required, the book shows how to successfully deliver a project from identifying stakeholders and developing and gaining consensus on requirements to constructing a project plan. It also covers in detail the skills required to successfully manage project stakeholders and team members.

At times, healthcare personnel may have to work with program management, or may even be part of program management and must interact with pharmaceutical companies and medical device manufacturers. This book covers program management and how it relates to the healthcare industry and some of the project processes used by those companies involved in pharmaceuticals and manufacturers of medical devices. By giving an inside look at the processes used, the book gives an understanding of how those companies bring their products to market and how to adapt those processes for their own benefit.

Managing healthcare projects using the discipline of project management is a skill that can help healthcare professionals better utilize limited resources, both human and monetary, and ensure the highest possible quality of care to meet or exceed their stakeholders’ expectations. Project Management for Healthcare, Second Edition shows how to use the discipline of project management to achieve those goals successfully.

section I|46 pages

Definition

chapter 2Chapter 1|12 pages

Defining a Project

chapter Chapter 2|18 pages

Planning for a Project

chapter Chapter 3|14 pages

Getting Started

section II|92 pages

The Details

chapter 48Chapter 4|14 pages

Time

chapter Chapter 5|10 pages

Costs

chapter Chapter 6|12 pages

Quality

chapter Chapter 7|14 pages

Communications

chapter Chapter 8|10 pages

Change

chapter Chapter 9|14 pages

Risk

chapter Chapter 10|8 pages

Contracting and Procurement

chapter Chapter 11|4 pages

Project Close-Out

chapter Chapter 12|4 pages

The Role of the Project Manager

section III|30 pages

Management Skills as a Necessity

chapter 140Chapter 13|10 pages

Motivation, Teaming, and the Project Team

chapter Chapter 14|10 pages

Leadership and Power

chapter Chapter 15|8 pages

Negotiating and Conflict Management

section IV|12 pages

Beyond Project Management

chapter 170Chapter 16|10 pages

Program Management

section V|12 pages

Intersection of Healthcare and Manufacturing

section VI|16 pages

Greening Healthcare

chapter 194Chapter 18|14 pages

Sustainability and Green Efforts in Healthcare

section VII|8 pages

Healthcare Agility

chapter 210Chapter 19|6 pages

Application of Agile in the Healthcare Environment