Project Management for Healthcare

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.

A Cleland Award winning author, David Shirley's resume includes being an adjunct faculty member for Boston University teaching project management and green IT.  He has been a Member of Graduate Faculty, New England College, Henniker, New Hampshire where he designed, developed and taught a managing projects course with a healthcare focus.  He has been a project management consultant and between 2001 and 2005 as Director, Project Management Certification, Northern Essex Community College, Haverhill, Massachusetts and designed, developed and taught the program.  Most recently he taught the PMP Exam Prep course for Boston University. 

Section I DEFINITION 1 Defining a Project 2 Planning for a Project 3 Getting Started Section II THE DETAILS 4 Time 5 Costs 6 Quality 7 Communications 8 Change 9 Risk 10 Contracting and Procurement 11 Project Close-Out 12 The Role of the Project Manager Section III MANAGEMENT SKILLS AS A NECESSITY 13 Motivation, Teaming, and the Project Team 14 Leadership and Power 15 Negotiating and Conflict Management Section IV BEYOND PROJECT MANAGEMENT 16 Program Management Section V INTERSECTION OF HEALTHCARE AND MANUFACTURING 17 Project Management - Pharma and Medical Device Manufacturing Section VI GREENING HEALTHCARE 18 Sustainability and Green Efforts in Healthcare Section VII HEALTHCARE AGILITY 19 Application of Agile in the Healthcare Environment Appendices A: A New Way to Think about Planning - Set the Stage B: Reports Report C: The Importance of Communication and Risk Management D: Answers to Key Review Questions