topic: Portfolio, Program, & Project Management
Many health care organizations’ business intelligence teams lack the experience, bandwidth and/or big-picture strategic and analytical skills needed to adequately respond to their organizations’ heightened needs.
No matter your type of health care organization, your project management fundamentals should be defined by the terms why, what, when, who, where, and how.
Rome wasn’t built in a day; neither are large-scale health care projects. That’s because large-scale projects typically require sequential step development and extensive input from multiple internal constituents – a process that can take months or even years, depending on your project size.
Moving Health Care Facility Locations? Eight Ways to Ensure Your Move Runs Smoothly By Joella Canales
As seen in Becker’s Hospital Review. Whether your health care organization is physically moving to take advantage of a new location or as part of an organizational need for more space or downsizing, it can be a challenging experience for staff and patients alike. Planning for the move of a health care organization requires specialized skills and experience, and significant amounts of planning time to execute properly. By selecting an appropriate manager for the project, identifying and mitigating any issues, and having...
As seen in Becker’s Health IT & CIO Review. Just as investors use portfolio management to ensure that their resources are appropriately balanced among various types of investments, so too should hospital IT leaders use IT portfolio management to direct their allocation of project resources. Given the inevitable push and pull between IT demands and resources, IT portfolio management allows health care organizations to invest in projects offering the greatest potential return. In that sense, it’s similar to how...