No matter what your choice of weapon, project management in healthcare works best when multiple projects are addressed with parallel task structures. Healthcare facilities have many departments with different purposes but similar structures. Hospital-based clinical specialties such as anesthesiology, pathology, and radiology render different aspects of patient care but they all require monitoring of services scheduled, quality assurance, credentialing, purchasing and capital budgets, and staffing, to name a few. The same is true of diagnostic setups for cardiology or neurology as well as for various screening or rehabilitative facilities. It is efficient to create a single list of project tasks and then apply the same list to each clinical department.
The same technique works when a facility prepares for accreditation or state licensing reviews and site visits. You might create a list of tasks such as:
- Professional credentialing
- Cultural competency
- Ethics training
- Staff-to-patient ratio
- Review of current needs
- Correction of deficiencies
- MSDS book
- Cases referred per fiscal year
- Outcomes of treatment administered
- Review of cases
Compliancewith accreditating body’s policies
- Create a list of policies applying to department
- Review current policies
- Update policies as needed
- Submit updated policies to Board of Directors
This list, while far from complete, can be applied to clinical departments across the board. You can use the same principle to create universal resource lists, categorizing resources as either staff or available materials. Many PMs enhance their chosen software with the use of tools such as pivot charts, PERT analysis, or event-chain diagrams. Whether you are managing a portfolio, a project within that portfolio, or a standalone project, remember that you must create an efficient project management team that will always work together to achieve goals.
Both images are from Allegheny General Hospital in Pittsburgh.
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