A fully updated edition of this accessible, practical and concise guide to managing projects in the health and community services environments.
Project management is recognised as a core competency across health and community services environments, yet it can be challenging for new project staff and practitioners to balance the needs of stakeholders and ensure the best outcome for everyone involved.
This wholly revised edition of Project Management in Health and Community Services presents the tools and techniques for effective practice, offering practical problem-solving strategies for managing projects based on real-life scenarios. The expert authors use case studies and examples from the field to illustrate topics such as the project life cycle, project planning, execution and evaluation, risk management, handling change and building effective teams. This edition also features a new chapter on the importance of incorporating evaluation into project design and implementation, and how evaluation can impact on future project design and development.
Written by highly experienced authors and underpinned by the latest research, this is an essential resource for anyone studying or working in health and community services.
Professor Judith Dwyer AM conducts research in the Flinders University College of Medicine and Public Health, and is a former CEO of Southern Health Care Network in Melbourne, and of Flinders Medical Centre in Adelaide. Dr Zhanming Liang is Senior Lecturer and Course Co-ordinator at the Department of Public Health, La Trobe University and President of the Society of Health Administration Programs in Education. Valerie Thiessen holds qualifications in Health Information and Health Services Management and is a senior consultant at MKM Health in Melbourne.
Table Of Contents:
How to use this book
Chapter 1: Why project management?
What is a project?
The project life cycle
Projects in health and community services
Research for this book
Project management challenges
Model for success
Chapter 2: The industry, the organisation and project success
The industry: complex, regulated-and still dynamic
Project capability in organisations
The project Management Office
Projects in government departments
The project portfolio
Chapter 3: Understanding project management
The terminology of project management
The project life cycle
Differentiating projects and programs
Project management methods
Project management tools
Project management resources
Project management skills and careers
Project management courses and professional development
Chapter 4: The initiation phase: what do you want to do, and why?
Where do good ideas come from?
Getting to project goals
Goals, purposes, problem statements and benefits
Project scope and strategies
Turning ideas into projects
Planning and analysis methods
In praise of opportunism
Responding to grants and tenders
Offering project tenders
Chapter 5: The project planning phase: what will you do, and how?
Why plan at all?
The project charter
The project plan
Planning for project assurance
Planning for human resource needs
The quality plan
Managing project change
Organisational change management planning
Planning project logistics
The project information system
Planning for evaluation
Tips for conducting project planning
Chapter 6: Planning for evaluation: assessing project
What is evaluation and why do it?
Types of evaluation
Evaluation approaches and design
Evaluation in practice-challenges and learning
Chapter 7: Planning tools: scheduling, budgeting and the
Work breakdown structure: tasks, sequencing and timing
Estimating time and using scheduling tools
The project business case
Chapter 8: The implementation phase 1: making it happen
Leadership, motivation and teamwork
Achieving sustainable change
Chapter 9:The implementation phase 2: controlling, completing, closing
Control and monitoring during implementation
When things go wrong: getting back in control
Sustaining project outcomes
Paperback - C format