Managing Healthcare Integration

2018 ◽  
Vol 49 (5) ◽  
pp. 5-21 ◽  
Author(s):  
Aaron Gordon ◽  
Julien Pollack
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Change Management ◽  
Healthcare Services ◽  
Life Cycles ◽  
Project Managers ◽  
Project Life Cycle ◽  
Management Literature ◽  
Management Approaches ◽  
Project Life

Healthcare integration projects typically involve significant organizational change, with the intention of providing improved patient services and outcomes through the integration of healthcare services. Some of the management needs of healthcare integration arguably go past the traditional domain of project management, leading practitioners in these projects to use change management in combination with project management. The focus of this article is on the ways that project managers, responsible for merging and integrating healthcare services, have used project management and change management approaches in combination when delivering these projects. The article involves an inductive analysis of data from the integration of 10 healthcare networks. The aim of this article is to contribute to the growing stream of project management literature that explores the blending of both project management and change management. Analysis of these healthcare integration projects led to five key themes, which can be summarized as: (1) traditional project management only partly aligns to the needs of healthcare integration projects; (2) benefits were found in combining project management with change management; (3) change management was particularly beneficial if used early in the project life cycle; (4) the life cycles of these two disciplines did not align, causing complications in practice, and (5) practitioners used an intuitive and improvisational approach to combining the disciplines.

scholarly journals Time Error in Project Management: A Case Study in Yanbu, Saudi Arabia

2016 ◽  
Vol 2 (1) ◽  
pp. 58 ◽  
Author(s):  
Umar Ammar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Content Analysis ◽  
Life Cycle ◽  
Project Management ◽  
Project Managers ◽  
Time Error ◽  
Project Life Cycle ◽  
Project Life ◽  
Insight Into

Time error is a reality in the majority of projects. This paper presents empirical research which investigates the influence of time error during project life cycle. Data were collected using interviews with project managers and analyzed using content analysis. The findings explore the causes of time error in projects in Yanbu, Saudi Arabia. This study gives an introductory insight into the influence of time error. It finds that time error affects the triple constraints of project management.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

scholarly journals PROJECT RISK MANAGEMENT BASED ON A SET OF BEST PRACTICES

2021 ◽  
Vol 26 (3) ◽  
pp. 79-86
Author(s):  
Agnieszka JĘDRUSIK
Keyword(s):  
Risk Management ◽  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Project Manager ◽  
Project Risk Management ◽  
Project Risk ◽  
Golden Triangle ◽  
Project Life Cycle ◽  
Project Life

The purpose of this article is to present the process of risk management in project management. The analysis was based on a comparison of two best practices of IPMA and PRINCE. Risk management differs significantly between the two approaches, but it is up to the organization to choose its own management, monitoring and methodology tailored to the specific industry or sector. Risk management is an important aspect of the entire project life cycle and must be monitored throughout the project life cycle to protect not only the budget but all areas of the so-called "golden triangle". A very important aspect is the organization's awareness that risk management is everyone's responsibility, not just the project manager. This paper presents two different approaches to project risk management in two different methodologies.

Managing Project Sustainability

2016 ◽  
pp. 708-732
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Life Cycle ◽  
Assessment Tool ◽  
Project Managers ◽  
Evaluation Framework ◽  
Design And Implementation ◽  
Project Life Cycle ◽  
Research Findings ◽  
Project Sustainability ◽  
Key Barrier ◽  
Project Life

Managing project sustainability is becoming important in the last two decades since the Earth Summit in 1992. An increasing number of projects have built in sustainability considerations into project design and implementation. Recent research findings show that lack of sustainability knowledge for project managers is a key barrier to drive projects and programs contributing towards a sustainable society. Definitions and approaches (pillar-based and principles-based) to sustainability in project management together with project manager competence requirements are discussed. The purpose of this chapter is to devise an assessment tool for project managers incorporating the concept of pillar-based and principles-based sustainability approaches as well as the EIA-driven and objectives-led assessment methodologies. Criteria for selecting assessment scheme appropriate to various project initiatives are developed. Integrating selected assessment methodology into sustainability evaluation framework within the project life cycle forms a complete tool. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

Variations in Critical Success Factors Over the Stages in the Project Life Cycle

1988 ◽  
Vol 14 (1) ◽  
pp. 5-18 ◽  
Author(s):  
Jeffrey K. Pinto ◽  
John E. Prescott
Keyword(s):  
Life Cycle ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Team Members ◽  
Critical Success ◽  
Life Cycle Stages ◽  
Project Life Cycle ◽  
Ridge Regression Analysis ◽  
Project Life

Afield study was conducted to investigate changes in the importance of project critical success factors across four stages in the project life cycle. A total of 408 project managers or project team members cur-rently involved in a project responded to the questionnaire. Ridge regression analysis was performed on the initially derived ten critical success factors, reducing the final number of critical success factors to eight. A stepwise regression was then done on the critical success factors at each of the four stages in the project life cycle. Results indi-cated that the relative importance of several of the criticalfactors change significantly based on life cycle stages.

scholarly journals Project Communication in Functions, Process and Project-Oriented Industiral Companies

2012 ◽  
Vol 20 (Special-Number) ◽  
pp. 120-125
Author(s):  
Jana Samáková ◽  
Kristína Koltnerová ◽  
Rudolf Rybanský
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Communication Management ◽  
Industrial Enterprises ◽  
Project Life Cycle ◽  
Process Oriented ◽  
Project Life

Abstract The article is focused on the project communication management. Industrial enterprises, which use project management must constantly search the new ways for improving. One of the possibilities is the change of management from a functional oriented to the projectoriented or process-oriented. Process-oriented and project-oriented companies have better project communication management during the all project life cycle. Communication in the project is a very important factor. According to the arguments of several authors, one of the biggest problem is that threaten the success of the project is just the communication. In each project is an important pillar - and that is communication. Only on the base of communication can the project move forward and achieve the target.

scholarly journals Methodology Proposal for Increasing Swift Trust within Virtual Teams in the Inception Phase of a Project Life-Cycle: Project Manager’s Perspective

2015 ◽  
Vol 1 (1-2) ◽  
pp. 95-109
Author(s):  
Bojan Morić Milovanović ◽  
Tomislav Krišto ◽  
Stjepan Srhoj
Keyword(s):  
Life Cycle ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Team Building ◽  
Project Managers ◽  
Team Members ◽  
Trust Development ◽  
Project Life Cycle ◽  
Swift Trust ◽  
Project Life

AbstractThis paper proposes team building methodology for project managers in virtual teams as means to develop swift trust between new team members in the inception phase of the project life cycle. Proposed methodology encompasses activities within the first three days after the team formation and proposes the measuring tools for monitoring and managing trust development within the project team. Aim of this paper is to provide new insights to various decision makers potentially interested in increasing the performance of project teams operating in virtual environment, such as: investors, business owners and project managers working in virtual environment.

scholarly journals ROADMAP FOR THE IMPLEMENTARION OF A PROJECT MANAGEMENT MODEL IN A SME OF ENGINEERING AND TURN-KEY SUPPLY OF INDUSTRIAL EQUIPMENT

2016 ◽  
Vol 13 (3) ◽  
pp. 252 ◽  
Author(s):  
David Hermida ◽  
David De la Fuente ◽  
Fernando García
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Qualitative Analysis ◽  
Management Model ◽  
Industrial Equipment ◽  
Unique Result ◽  
Project Life Cycle ◽  
Project Life

Project management is focused on planning, executing, monitoring and controlling of all aspects of a project, defined as a temporary effort to carry out a unique result, in order to achieve the targets set under the criteria of time, quality and cost restrictions. In a small or medium-sized organization focused on this type of activity, the integration of the various factors involved in the project life cycle is needed. A roadmap developed as a set of guidelines for effective project management, tailored to this type of organizations but based on the existing sets of best practices and methodological standards (traditionally oriented to huge corporations), is pursued in this work through a comprehensive-qualitative analysis added to an interview approach.

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