Project Initiation for Telemedicine Services

2014 ◽  
Vol 9 (2) ◽  
pp. 64-85 ◽  
Author(s):  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Suzanne Wood
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Qualitative Data ◽  
Business Models ◽  
Healthcare Organizations ◽  
Data Set ◽  
Telemedicine Service ◽  
Service Line ◽  
Strategic Vision ◽  
Management Literature

This study investigates project initiation for telemedicine, a technology innovation in healthcare organizations that manifests both intra- and inter-organizational collaboration. Moving from a telemedicine project to a sustainable telemedicine service line can be a challenge for many organizations (LeRouge, Tulu, & Forducey, 2010). Project definition (a.k.a., initiation) sets the strategic vision for a project and has been categorized as the most important stage in a project (C. Gray & Larson, 2008) and a key element for project success (Stah-Le Cardinal & Marle, 2006). Although project management best practices have been applied in many domains, there are few studies that link published best practices to the telemedicine domain. This study first presents a model, resulting from a review of project management literature that specifies the recommended components project definition. Using this model as a foundation, the authors explore how project definition is deployed in the telemedicine domain, using the instantiation of telestroke projects for this study. The authors base their findings on a multi-case qualitative data set, with each case representing a distinct telemedicine business model. Findings from this study explicate how the telestroke project initiation process is collaboratively managed and how this process impacts the overall success of the telemedicine programs through the lens of the five distinct telemedicine business models. Specifically, this study contributes insights on key elements of project initiation in the telemedicine context as well as the effects of the varying business models (focusing on commonalities and differences).

Project Initiation for Telemedicine Services

2016 ◽  
pp. 1-24 ◽  
Author(s):  
Cynthia M. Lerouge ◽  
Bengisu Tulu ◽  
Suzanne Wood
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Business Model ◽  
Business Models ◽  
Technology Innovation ◽  
Healthcare Organizations ◽  
Data Set ◽  
Telemedicine Service ◽  
Service Line ◽  
Strategic Vision

This study investigates project initiation for telemedicine, a technology innovation in healthcare organizations that manifests both intra- and inter-organizational collaboration. Moving from a telemedicine project to a sustainable telemedicine service line can be a challenge for many organizations (LeRouge, Tulu, & Forducey, 2010). Project definition (a.k.a., initiation) sets the strategic vision for a project and has been categorized as the most important stage in a project (C. Gray & Larson, 2008) and a key element for project success (Stah-Le Cardinal & Marle, 2006). Although project management best practices have been applied in many domains, there are few studies that link published best practices to the telemedicine domain. This study first presents a model, resulting from a review of project management literature that specifies the recommended components project definition. Using this model as a foundation, the authors explore how project definition is deployed in the telemedicine domain, using the instantiation of telestroke projects for this study. The authors base their findings on a multi-case qualitative data set, with each case representing a distinct telemedicine business model. Findings from this study explicate how the telestroke project initiation process is collaboratively managed and how this process impacts the overall success of the telemedicine programs through the lens of the five distinct telemedicine business models. Specifically, this study contributes insights on key elements of project initiation in the telemedicine context as well as the effects of the varying business models (focusing on commonalities and differences).

Similar but Different: A Top-Down Benchmarking Approach to Investigate Nuclear Decommissioning Projects

2017 ◽  
Author(s):  
Diletta Colette Invernizzi ◽  
Giorgio Locatelli ◽  
Naomi J. Brookes ◽  
Martin Grey
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Key Factors ◽  
Top Down ◽  
Rocky Flats ◽  
Nuclear Decommissioning ◽  
Key Stakeholders ◽  
Nuclear Site ◽  
Recent Emergence ◽  
Management Literature

Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases. Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” [1] and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs. This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.

Revisiting Project Definition/Initiation for Telemedicine Services

2020 ◽  
pp. 1215-1241
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

Revisiting Project Definition/Initiation for Telemedicine Services

2018 ◽  
pp. 439-466
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

scholarly journals Collaborative Autoethnography: Best Practices for Developing Group Projects

2021 ◽  
Vol 16 ◽  
pp. 104-114
Author(s):  
Elizabeth Robertson Hornsby ◽  
Allyson Davis ◽  
James Reilly
Keyword(s):  
Qualitative Research ◽  
Project Management ◽  
Collaborative Learning ◽  
Best Practices ◽  
Learning Environments ◽  
Research Group ◽  
Course Design ◽  
Group Interaction ◽  
Management Literature ◽  
Group Projects

Collaborative Autoethnography (CAE) is an emerging practice that combines group interaction with qualitative research. Group projects are often deployed in course design to maximize the value of collaborative learning environments. Using existing scholarship, we describe best practices for group projects that apply principles of CAE. To advance the premise of the paper beyond descriptive summaries of pedagogical inquiry, we utilize a best practices mechanism to present a coherent guide for project collaborators to use in various classroom settings. The best practices proposed are research validated by existing CAE and project management literature.

Reproducibility and efficiency in handling complex neurophysiological data

Neuroforum ◽  
2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Michael Denker ◽  
Sonja Grün ◽  
Thomas Wachtler ◽  
Hansjörg Scherberger
Keyword(s):  
Best Practices ◽  
Data Management ◽  
Data Integrity ◽  
Behavioral Neuroscience ◽  
Data Set ◽  
Data Publication ◽  
Electrophysiological Data ◽  
Data Formats ◽  
Neurophysiological Data ◽  
Community Effort

Abstract Preparing a neurophysiological data set with the aim of sharing and publishing is hard. Many of the available tools and services to provide a smooth workflow for data publication are still in their maturing stages and not well integrated. Also, best practices and concrete examples of how to create a rigorous and complete package of an electrophysiology experiment are still lacking. Given the heterogeneity of the field, such unifying guidelines and processes can only be formulated together as a community effort. One of the goals of the NFDI-Neuro consortium initiative is to build such a community for systems and behavioral neuroscience. NFDI-Neuro aims to address the needs of the community to make data management easier and to tackle these challenges in collaboration with various international initiatives (e.g., INCF, EBRAINS). This will give scientists the opportunity to spend more time analyzing the wealth of electrophysiological data they leverage, rather than dealing with data formats and data integrity.

scholarly journals Building impactful systems-focused simulations: integrating change and project management frameworks into the pre-work phase

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Mirette Dubé ◽  
Glenn Posner ◽  
Kimberly Stone ◽  
Marjorie White ◽  
Alyshah Kaba ◽  
...  
Keyword(s):  
Project Management ◽  
Complex Systems ◽  
Change Management ◽  
Systematic Approach ◽  
Reflective Learning ◽  
Healthcare Organizations ◽  
High Quality ◽  
Comprehensive Collection ◽  
Enabling Institutions ◽  
Efficient Care

AbstractHealthcare organizations strive to deliver safe, high-quality, efficient care. These complex systems frequently harbor gaps, which if unmitigated, could result in harm. Systems-focused simulation (SFS) projects, which include systems-focused debriefing (SFD), if well designed and executed, can proactively and comprehensively identify gaps and test and improve systems, enabling institutions to improve safety and quality before patients and staff are placed at risk.The previously published systems-focused debriefing framework, Promoting Excellence and Reflective Learning in Simulation (PEARLS) for Systems Integration (PSI), describes a systematic approach to SFD. It includes an essential “pre-work” phase, encompassing evidence-informed steps that lead up to a SFD. Despite inclusion in the PSI framework, a detailed description of the pre-work phase, and how each component facilitates change management, was limited.The goal of this paper is to elucidate the PSI “Pre-work” phase, everything leading up to the systems-focused simulation and debriefing. It describes how the integration of project and change management principles ensures that a comprehensive collection of safety and quality issues are reliably identified and captured.

Computer-facilitated Qualitative Data Analysis: Potential Contributions to Management Research

1993 ◽  
Vol 19 (3) ◽  
pp. 637-660 ◽  
Author(s):  
Richard A. Wolfe ◽  
Robert P. Gephart ◽  
Thomas E. Johnson
Keyword(s):  
Data Analysis ◽  
Qualitative Data ◽  
Management Research ◽  
Qualitative Data Analysis ◽  
Current State ◽  
Management Literature ◽  
Software Programs ◽  
Effective Use

The development of software programs designed to facilitate qualitative data analysis has proltferated recently. Despite their potential to contribute much to management research, very little concerning the use of such programs has appeared in the management literature. The purpose of this paper is to review the current state of computer-facilitated qualitative data analysis [CQDA] in order to contribute to its effective use by management researchers. In an effort to achieve this purpose we discuss why CQDA programs are proliferating, describe the potential of such programs to contribute to management research, address program capabilities and features, describe CQDA applications in management research, and review issues researchers should be aware of in considering the use of C&DA.

Customer satisfaction, value for money and repurchase intent in the context of system delivery projects: a longitudinal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matti Haverila ◽  
Jenny Carita Twyford
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Effect Sizes ◽  
Relational Exchange ◽  
Value For Money ◽  
Data Set ◽  
Content Type ◽  
Repurchase Intent ◽  
The Relationship ◽  
Relational Exchange Theory

PurposeDrawing upon the relational exchange theory, the longitudinal relationship between various stages of project management customer satisfaction, value for money and repurchase intent are examined.Design/methodology/approachUsing a survey questionnaire, data were gathered over four consecutive quarters (N = 2,537). The statistical methods included exploratory factor analysis, confirmatory composite analysis (CCA) and partial least squares structural equation modeling (PLS-SEM).FindingsProject management was perceived as a three-dimensional construct (proposal, installation, commissioning/start-up). There was a significant longitudinal relationship between project stages and satisfaction in the complete data set. The results varied on the quarterly basis. The relationship customer satisfaction/repurchase intent was significant in the whole data set and during all quarters. This was the case for the relationships between value for money and customer satisfaction and between value for money and repurchase intent. The effect sizes were small between project management stages and customer satisfaction, small to medium for the value for money construct and large for the customer satisfaction construct.Originality/valueAn important implication is the significant relationship between the stages of project management and satisfaction. However, the effect sizes were small, however. The importance of the effect size in comparison to the significance of the relationships is highlighted especially when the sample size is large. The paper also confirms the linear relationship between satisfaction and repurchase intent. The nature of the relationship between customer satisfaction and loyalty is based on a moderate exchange relationship in the relational exchange continuum. The study contributes to the relational exchange theory in the context of project management.

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