Synopses & Reviews
Proven strategies for establishing healthcare information technology (HIT) projects, and keeping them running successfully
Co-written by a certified Project Management Professional (PMP) and an MD, Project Management for Healthcare Information Technology demonstrates how to integrate project management principles with HIT to achieve success. The book discusses the Project Management Body of Knowledge (PMBOK) process groups and knowledge areas and explains how they apply to healthcare. This in-depth guide also goes beyond the PMBOK to the areas of technology and change management to assure that healthcare projects are started properly, are successful, and can be maintained.
Project Management for Healthcare Information Technology
- Written authors who teach a course on Project Management for Healthcare Information Technology and work with more than 5,000 hospitals on this topic
- Introduces the PMBOK knowledge areas—scope, schedule, cost, quality, HR, communications, risk, etc. in relation to healthcare
- Explains how the PMBOK process groups—initiation, planning, execution, control, and closing—apply to healthcare
- Incorporates the additional areas of technology and change management to ensure that the project is successful
- Uses a fictitious ambulatory electronic medical record (EHR) implementation as a case study
- Includes “lessons learned” and “knowledge checks” throughout the book to reinforce the material covered
Comprehensive coverage:
Healthcare Challenges Today; Problems with the Solution; HIT Project Management (Definitions, Professional Organizations, Standards); Project, Technology and Change Management Definitions; PMBOK Knowledge Areas; Integration; Scope; Time; Cost; Quality; Human Resources; Communication; Risk; Procurement; IEEE Software Engineering Knowledge Areas; Software Requirements; System Infrastructure; Security; Conversion; Interface; Software Design; Configuration; Test; Transition; Support; Change Management Knowledge Areas; Vision; Leadership; Consensus; Training; Process Improvement; Integrating the Three Management Disciplines; PMI Project Process Groups; Project Initiation; Project Planning; Project Execution; Project Control; Project Closing
About the Author
Scott Coplan, PMP, is a project manager, educator, author, and speaker on project management best practices. He is the founder and president of COPLAN AND COMPANY, a project management software and services firm. Scott helped Milwaukee Children’s Hospital build their HMO and oversaw implementing more than nine financial, administrative and clinical applications at three separate Los Angeles County, California, hospitals in both in-patient and ambulatory settings. He holds faculty positions at the University of Washington Schools of Public Health and Medicine, where he teaches healthcare project management.
David Masuda, M.D., is a physician and educator at the University of Washington. During the past 10 years, he developed and delivered courses in clinical care and applied clinical informatics for certificate, masters, and doctoral programs in health administration, medicine, and nursing. He currently develops distance-learning approaches for healthcare higher education.
Table of Contents
Introduction -- Integrating project, information technology, and change management -- Project management. Integration management ; Scope management ; Time management ; Cost management ; Quality management ; Human resource management ; Communication management ; Risk management ; Procurement management -- IT management knowledge areas. User requirements management ; Infrastructure management ; Conversion management ; Software configuration ; Workflow management ; Security management ; Interface management ; Test management ; Cutover management ; Support management -- Change management. Realization management ; Sponsorship management ; Transformation management ; Training management ; Optimization management.