Project Management for Healthcare

Project Management for Healthcare, Third Edition covers the significant changes in both the direction of healthcare and the direction of project management in the post- COVID pandemic area. A new chapter lets the reader reflect on the COVID pandemic in terms of project management. The third edition features changes related to The Project Management Institute's PMBOK® Guide, Seventh Edition and emphasizes tailoring, performance domains, and value delivery systems, all from the perspective of the healthcare field. The book details the prevalence of online data and the need for its protection.The book explains how data can be protected during a project's lifecycle. Another 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 a healthcare perspective, 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. 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, Third Edition shows how to use the discipline of project management to achieve those goals successfully.

In addition to a Cleland Book Award, 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 Chapter 1. Defining a Project Chapter 2. Planning for a Project Chapter 3. Getting Started Section II. The Details Chapter 4. Time Chapter 5. Costs Chapter 6. Quality Chapter 7. Communications Chapter 8. Change Chapter 9. Risk Chapter 10. Contracting and Procurement Chapter 11. Project Close-Out Chapter 12. The Role of the Project Manager Section III. Management Skills as a Necessity Chapter 13. Motivation, Teaming, and the Project Team Chapter 14. Leadership and Power Chapter 15. Negotiating and Conflict Management Section IV. Advanced Topics Chapter 16. Program Management Chapter 17. Project Management-Pharma and Medical Device Manufacturing Chapter 18 Pandemic Reaction- A Strain on Healthcare Chapter 19. Sustainability and Green Efforts in Healthcare Chapter 20. Application of Agile in the Healthcare Environment Appendices A. A New Way to Think about Planning-Set the Stage and Tailoring B. Reports Report C. The Importance of Communication and Risk Management D. Answers to Key Review Questions

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