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PROJECT MANAGEMENT (PM) PROJECT MANAGEMENT (PM) STRATEGIES FOR CLINICAL STRATEGIES FOR CLINICAL
ENGINEERINGENGINEERING
Sanjeev HiremathSanjeev HiremathPrincess Margaret Hospital, PerthPrincess Margaret Hospital, Perth
Brett AndersonBrett AndersonPerfect Project Planning, Perth Perfect Project Planning, Perth
Why Project Management ?Why Project Management ?Specific goalsSpecific goals
Time bound Time bound
Limited budgetLimited budget
Higher QualityHigher Quality
Benchmarking Benchmarking - C.I. process- C.I. process
My goodness!
Last time I
marked a
bench was
during my
school days!
Triangle of ObjectivesTriangle of Objectives
Resources
= People
+
Materials
TIME COST
QUALITY
PM strategiesPM strategies
= Plan= Plan
= Organise= Organise
= Implement = Implement
= Network= Network
= Train= Train
POINT strategic mix was used successfully POINT strategic mix was used successfully to control costs and deliver results on timeto control costs and deliver results on time
Endless cycles of continuous improvement processes
PlanningPlanning
The success of a project will depend critically The success of a project will depend critically upon the effort, care and skill you apply in upon the effort, care and skill you apply in its initial planning………its initial planning………
- Gerard M. Blair, Senior Lecturer- Gerard M. Blair, Senior LecturerThe University of EdinburghThe University of Edinburgh
• Key to successful implementation
• Clarity of specifications
• Specific goals and Deliverables
• Work breakdown structure
Organisation Organisation
Critical PathCritical Path
Earned Value ManagementEarned Value Management
Earned Schedule
0
2
4
6
8
10
12
Y1-Q1 Y1-Q2 Y1-Q3 Y1-Q4 Y2-Q1 Y2-Q2 Y2-Q3 Y2-Q4
Review Quarters
$$$
Planned Value Earned Value
ImplementationImplementation
Resources Resources RiskRisk CostCost BenefitBenefit
BETTER PROJECTBETTER PROJECTChanged the service Changed the service
level dramaticallylevel dramatically
ORBIS International Project - BETTER was conducted in Ethiopia in 2001-03
Prior to the project 50% of the medical equipment in a state of disrepair.
Changed to 80% functional equipment.
Capacity Building achieved for continued support.
PM implications for Clinical PM implications for Clinical Engineering Engineering
NETWORKNETWORK = NET + “WORK” = NET + “WORK”
S.M.A.R.T Work S.M.A.R.T Work Specific, Measurable, Specific, Measurable,
Actionable, Realistic, Time-bound Actionable, Realistic, Time-bound
Training : Training : A life long process for a professionalA life long process for a professional
Before we go…..Before we go…..
““Quality expert Dr. J. M. Juran defined Quality expert Dr. J. M. Juran defined a ‘Project’ as a ‘Project’ as ..a problem ..a problem scheduledscheduled for solution.”for solution.”
- - Juran’s Quality Handbook: Fifth Edition Juran’s Quality Handbook: Fifth Edition
ISBN 0-07-034003-X 1999ISBN 0-07-034003-X 1999
Thank youThank you
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