Project Management Made Simple 324kb Ms Word3011

8/12/2019 Project Management Made Simple 324kb Ms Word3011

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Patient Flow Collaborative II Outpatients

Project management made simple

Project managementmade simple

3. ProjectExecution

2. ProjectPlanning

4.ProjectClose

1. ProjectDefinition

ProjectEvaluation


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Table of contents

..................................... ........................................ ......................................... ....................... ....... ...... .... 3Introduction................................... ......................................... ......................................... ........................ 4How to use this Handboo ......................................................................................................................4!hat is a Project"..................................................................................................................................#

Characteristics Of A Project ..................................................................................................7A Project isnt:........................................................................................................................7

!hat is Project $anagement"...............................................................................................................%Characteristics of Project Management................................................................................10Project Management Skills...................................................................................................11Why o Projects !ail"..........................................................................................................1#$esearch Statistics.................................................................................................................1%

Four Phases Project $anagement....................................................................................................&4Phase & ' Project (e)inition............................................................. ........................................ ...... ....... &%

1.1 Organisational Conte&t...................................................................................................1'1.# efining (he )ee* !or (he Project ...............................................................................1'1.% Project Aim ....................................................................................................................#01.+ Project O,jecti-es...........................................................................................................#11. Project $oles...................................................................................................................##1./ Project Sco e...................................................................................................................#%1. /.1 Project Sco e (em late 1.........................................................................................#%1.' Project Constraints..........................................................................................................#1.10 Ass2m tions..................................................................................................................#

1.11 Stakehol*ers .................................................................................................................#/1.11.1 3ey 42estions to ask stakehol*ers: ...........................................................................#/1.11.# Assessing Project Stakehol*er (em late #..............................................................#/1.11.% Comm2nicating 5ith Stakehol*ers............................................................................#71.11.+ Project Stakehol*er Contact 6ist (em late %..........................................................#71.1# eli-era,les..................................................................................................................#'1.1#.1 Project eli-era,les (em late +..............................................................................#'1.1% enefits ........................................................................................................................%01.1+ Meas2res.......................................................................................................................%01.1 Project $isks.................................................................................................................%11.1 .1 $isk Assessment........................................................................................................%#

1.1 .# Project $isk 6og (em late ...................................................................................%%1.1/ $eso2rces $e42ire*.......................................................................................................%+1.1/.1 Project $eso2rces (em late /................................................................................%+

Phase * ' Project Planning..................................................................... .................................. ...... ...... 3+#.1 Project (eam ..................................................................................................................%8#.1.1 Selecting 9o2r Project (eam.......................................................................................%8#.1.# Managing the Project (eam.........................................................................................%'#.1.% (y es Of Planning.......................................................................................................+0#.1.+ efinitions....................................................................................................................+0#.1. stimating....................................................................................................................+1#.1./ Allocating ....................................................................................................................+1#.1.7 Critical Path..................................................................................................................+##.1.' Project Planning (em late 7.......................................................................................+%

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#.1.10 $e-ie5ing (he Project $isk 6og...............................................................................++#.1.11 $e-ie5ing (he Project 2*get..................................................................................++#.1.1# $e-ie5ing (he Comm2nication Strategy..................................................................+#.1.1% Checklist for Project Planning...................................................................................+

3. Project - ecution.................................................................. ................................ ....... ...... ....... ....... 4+%.1 3ey Actions.....................................................................................................................+8%.1.1 $ecr2iting the Project (eam........................................................................................+8%.1.# Sec2ring $eso2rces; !acilities an* 42i ment $e42ire*:...........................................+8%.1.% Comm2nication Strategy..............................................................................................+8%.1.+ Managing


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Introduction!e wor in an environment o) continual change. Changes in the length o) sta/ )orpatients undergoing elective surger/0 changes in what is scienti)icall/ possible0changes in patient e pectations0 changes in economic constraints and changes indemand )or health services.

1ll these changes have one thing in common the/ have to be e))ectivel/ managedi) the/ are to be success)ul. Change that is uncontrolled is subject to considerableris and potentiall/ serious conse2uences )or ever/one and the organisation.

he process o) managing change is important0 )rom the initial idea or identi)ication o)a problem through to controlling the conse2uences and reacting to problems as the/occur. he processes0 procedures and techni2ues to manage a project are notdi))icult to learn. ut success depends on ta ing a disciplined approach to create newwor ing habits.

How to use this Handboohis handboo has been developed )or rea through Collaborative team members0

or an/one who wants a simple methodolog/ )or project management. he handboois written to give practical and well'tested techni2ues to meet /our needs i) /ou have5

6ust been given a project to manage Have managed projects be)ore but see to improve /our s ills 1re a rea through Collaborative team member and want to learn project

s ills

he handboo will help /ou to5

7eep /our project on trac -nsure that project timetables are set and adhered to 7eep control o) costs -nsure the project team is e))ective throughout the project 1void pit)alls

his handboo is a learning aid )or the rea through Collaborative projectmanagement training. he training will step /ou through the methodolog/ and /ouwill have an opportunit/ to tr/ the tools and decide i) the/ would be good )or /ou touse in /our project. 1)ter the training /ou and /our rea through Collaborative teamcan access support to appl/ the tools to /our own rea through Collaborative

project.

Project $anagement $ade ,imple 4


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!hat is a Project"(escription

his section will provide an overview o) what a project is and how projects aredi))erent )rom routine wor .

8earning Objectives

1t the conclusion o) this section0 participants should be able to

- plain the characteristics o) a project

(escribe the di))erence between routine wor and projects

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!hat is Project $anagement"(escription

his section will de)ine project management? outline the )our phases o) projectmanagement methodolog/ and when to use these phases in relation to the

rea through Collaborative.

8earning Objectives

1t the conclusion o) this section0 participants should be able to5

- plain project management

(escribe the )our phases o) project management methodolog/

Project $anagement $ade ,imple %


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Exercise

&n pairs+

Describe t(e c(aracteristics of Project ,anagement

-(at are t(e s#ills re uired to manage a project/

0ist some problems ou or ot(ers (ave experienced "(en managing projectsor participating in projects.

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Project ,anagement is the d/namic process that uliti:es the appropriateresources o) the organisation in a controlled and structured manner0 to achieve someclearl/ de)ined objectives identi)ied as strategic needs. It is alwa/s conducted withina de)ined set o) constraints.Source: How To Be A Better Project Manager. Trevor Young (2001)

C(aracteristics of Project ,anagement

Objective orientate! otherwise wh/ do it"

"#ange orientate! to create something /ou need

Mu$ti !i%ci&$ine! using man/ s ills to achieve success

O&&ortuni%tic b/passing the old norms and see ing new ideas

"ontro$ orientate! without which /ou ma/ never )inish

Per'or ance orientate! ' setting high standards o) wor and 2ualit/

ue%tioning throwing o)) old traditions and habits to e pose the new

Project ,anagement can also be de)ined in the )ollowing 2uote5

AI eep si honest serving men Bthe/ taught me all I now ? their names are !hat and!h/ and !hen and How and !here and !ho.D

*u!+ar! ,i&$ing (1- / 1 )

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In the majorit/ o) organisations the role o) Project $anager is a temporar/management activit/ associated onl/ with a speci)ic project. he project is anadditional set o) activities on top o) /our normal operational duties that /ou aree pected to carr/ out as part o) /our job.

Project ,anagement $#ills

o set targets )or people which are aligned to their personal goals

o create a strong sense o) responsibilit/ )or the project wor

o create commitment in the team members0 to help team members to prioritise

their wor loads and coach them in man/ aspects o) the wor o learn )rom e perts to increase /our nowledge

o e plain /our and management decisions

o encourage people to maintain interest and motivation

o regularl/ eep ever/one in)ormed o) progress

o promote an atmosphere supporting )ree and willing )eedbac

o manage peer and senior groups to in)luence their support

o manage third part/ contractors

o manage con)lict in the team

o show /our concerns )or continuous improvement

o ta e ris s in the interest o) the project

o communicate the alignment between the organisations strategic goals and theproject

Source: T#e Han!boo3 o' Project Manage ent4 ,ogan

Project $anagement $ade ,imple &&


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-( Do Projects ail/

$an/ projects encounter problems through the lac o) one or more o) the )ollowing5

"$ear ai 4 objective%4 re5uire ent%4 %co&e an! !e$iverab$e% at t#e co ence ento' t#e &roject4 eg

Initial planning ta es longer than e pected and management is loo ing )orsome progress in the project0 so planning is not underta en.

he project is brea ing new ground and is not clear as how to proceed or whatwill actuall/ be achieved.

Acce%% to %3i$$%4 a% an! w#en re5uire!4 eg

People are trans)erred to other tas sPeople are overcommitted with the wor load

here is a shortage o) the right s ill and e perience,ic ness and annual leave isn>t ta en into account

Agree! ea%ure ent% an! contro$ &oint% t#roug#out t#e &roject eg

eam members believe that the/ now what the/ are doing and there)oremeasurements and controls seem super)luous and are considered an insult.

here is a lac o) clarit/ about what results will actuall/ be achieved0 andthere)ore on how the project can be measured or controlled

Tea co it ent to t#e &roject eg

1 team member does not see the point o) the project or believes the/ havebeen assigned too much wor 0 responsibilit/

he team has alread/ been chosen and given assignments0 so somediscontent is e perienced b/ team members

Ac#ievab$e !ea!$ine% eg t#e !e$iver+ !ate i% agree! to be'ore t#e &roject &$anning!eter ine% ac#ievab$e ti e'ra e% .

S&on%or%#i& an! t#ere'ore $ac3 o' !irection4 owner%#i& an! i%%ue re%o$ution eg

he is no real project owner or champion )or the project

he assigned project owner has no authorit/ to ma e decisions that direct theproject

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Sco&e anage ent eg

he project scope was not clearl/ de)ined at the project de)inition,cope change management was not e))ectivel/ applied

6!enti'ication an! anage ent o' ri%3% an! i%%ue%4 eg ajor ob%tac$e% were not &ree &te!4 recogni%e! an! t#en trac3e! to re%o$ution%

*ecognition% t#at new in'$uence% a$ter t#e &roject% ai % eg

udget cutsChanges is service deliver/

P#a%e! !e$iver+ 'or $ong running &roject% eg

oo much time elapses be)ore the project delivers an/thinge2uirements eep changing due to length o) time

!esearc( $tatistics

here is a proven direct correlation between project si:e and project )ailure over@EG o) projects in the ;, worth over 9 million have )ailed.

his e2uates to the )ollowing statistics5

3EG o) ;, based projects never reached a )ruit)ul conclusion

;, +#billion is wasted annuall/ in projects that )ail

#&G o) projects in the ;, e ceed their budget b/ &%@G and

$ost ;, based projects deliver onl/ +4G o) )unctionalit/

,ource5 &@@@ artner Institute P$ Core Capabilities

Project $anagement $ade ,imple &3


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Four Phases Project $anagement


3. ProjectExecution

2. ProjectPlanning

4.ProjectClose

1. ProjectDefinition

ProjectEvaluation


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3. ProjectExecution

5. T(e current process6. !edesign7. C(ange $trategies8. &mplementation plan19.Trial : revie" ecruiting /our Project eam ,ecuring esources Controlling $onitoring Chec list

4. ProjectClose

11. &mplementation Completion criteria 1cceptance Process Close out $eeting 1ctive -valuation Post Project -valuation echnical -valuation Post' Project -valuation B)inal report


8earning,ession

* J 3

8earning,ession

3


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P(ase 1 ; Project Definition


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Phase & ' Project (e)inition(escription

his section will consider wh/ it is so important to realisticall/ scope a projectand how organisations prioritise be)ore commencing a project.

8earning Objectives


(escribe the organisational and strategic conte t

(escribe the need )or the project B2uanti)iable

(escribe the aim and objectives

(escribe the project organi:ational chart and roles

(escribe the parameters0 inter)aces0 constraints and assumptions

Process to identi)/ e/ sta eholders

(escribe the deliverables

(escribe bene)its o) the project

Outline e/ per)ormance measures

(escribe project ris s

Identi)/ resources re2uired )or the project

(iscuss how to select appropriate projects

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1.1 %rganisational Context

$ost organisations have limited resources0 projects have to be prioritised to ensurethat the greatest bene)it is gained )rom the resources spent. Projects need to bealigned to the strategic direction o) the organi:ation.

78a &$e%:

Improve patient sa)et/

Increase the appropriate use o) )resh blood productsIncrease elective da/ surger/ procedures

Improve the health o) the local population who have multiple chronic conditions

1.2 Defining T(e 'eed or T(e Project

(ata should be used to 2uanti)/ the severit/ o) the problem and impact on theorganisation0 patients and sta)). his data )orms baseline measures and allows theproject team to assess improvements )rom the progress.

78a &$e:he (=1 rate o) ** percent in outpatients clinic.

Per%ona$:educe the length o) time it ta es to run around 1lbert 8a e )rom 9# minutes to 3E

minutes so I can be )it enough to run the M $arathon in 6une.

&n our Project Definition document+ "rite do"n our

%rganisational contextProject need

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1.3 Project im

In healthcare the project aim should be written )rom the patient


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1.4 Project %bjectives

he objectives are the critical elements in the process to achieve the aim.

Examples*

AiIdenti)/ e/ outpatient constraints that impact the inward and outward )low o) patientsand access to services.

Objective

Increase the number o) re)errals with the re2uired elements b/ 3EG b/ 6une *EE+ Ai&EEG improvement in the time to run # m B1lbert 8a e b/ 6une *EE+

Objectiveo run three times per wee and time each runo weight train three times per weeo see coaching on running techni2ue )rom a pro)essional runner

&n our Project Definition document+ "rite do"n our

Project aim

Project objectives

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1. Project !oles

Exercise

&n pairs describe t(e role of a project facilitator and t(e role of a clinical lead.-rite do"n t(e differences bet"een a clinical leader and project facilitator

Clinical lead Project facilitator

Differences

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1.5 Project $cope

he scope o) the project de)ines5

he boundaries eg geographical0 t/pe o) process or part o) the process.

he start and )inish points

!hat the project is going to cover and what the project is not going to cover.

Example

he Patient Flow Collaborative II Outpatients project will involve *@ health servicesin Nictoria o) which 4 will be communit/ health services all other health services in

1ustralia and will be e cluded.

1ll ,aints Hospital will e amine the )low o) patients in and out o) clinic J /.

1. 5.1 Project $cope ; Template 1

$tart inis(= oundar >

&nclusion Exclusion dditional

9ate agree! Agree! b+

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&. % Inter)aces

-ach project can have inter'relationships with other activities0 programs or projectsboth inside the organisation and outside the organisation. o avoid re'inventingwheels and to gain clarit/ between projects0 it is essential to identi)/ an/ inter)acesthat the project ma/ have.

Example

Kour Patient Flow Collaborative II Outpatients project ma/ inter)ace with e istinginitiatives in /our health service such as5

Clinical is $anagement,ervice (evelopment

ualit/ Committee

Exercise

-or#ing in groups+ select a project ou (ave been involved in and using t(eproject definition document identif *

$cope

&nterfaces

Project $anagement $ade ,imple *4


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1.8 Project Constraints

1ll projects have some constraints. Project Constraints usuall/ )all into the )ollowingcategories5

Time time to deliver the results.or e8a &$e: he project will )inish b/ 6une *EE+

inancial project cost and resource costs to deliver the project.or e8a &$e 5 he budget )or the project is *#0EEE

?ualit speci)ications0 regulations or standards that have to be achieved.or e8a &$e 5 1ll project teams will share progress through simple sampling.

P( sical limited space.or e8a &$e 5 he new hospital will be built within the e isting grounds o) the

1ustin $edical Centre.

!esources access to or abilit/ to recruit s illed people.or e8a &$e 5 ecruiting nurses in Nictoria

1.19 ssumptions

1ssumptions are alwa/s made when de)ining a project. However it is essential to bee plicit about these assumptions and to test t(em with others.

$$ @ A @,E

Exercise

-or#ing in groups+ select a project ou (ave been involved in and using t(eproject definition document identif *

Constraints

ssumptions

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1.11 $ta#e(olders

1 project $ta#e(older is an/ person0 group o) people or organisation who has avested interest in the project either now or in the )uture. ,ome sta eholders are moreimportant than others to support the project.

he interest ma/ be5Positive5 supporting a success)ul outcome or=egative5 striving to hinder or stop the project

Source: How To Be A Better Project Manager. Trevor Young. 2001

1.11.1 Be uestions to as# sta#e(olders*

!h/ are the/ interested"

!hat are the/ expecting to gain )rom the project"

!hat impact will the project have"

1re the/ in )avour o) the project"

!hat involvement do the/ have and how can the/ contribute e perience ornowledge"

1.11.2 ssessing Project $ta#e(older ; Template 2

Process "or#brea#do"n structure is a grap(ical representation of t(e major activitiesand tas#s re uired to complete t(at activit .



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2.1.19 !evie"ing T(e Project !is# 0og

&. eview an/ ris s that have changed ran ing and add an/ new ris s.

*. Produce a short description o) the ris

3. Outline when the ris ma/ occur

4. 1ssess their impact and probabilit/

#. Identi)/ management strategies0 actions )or an/ ris s that can be prevented

9. (evelop contingenc/ plans )or avoidance andever re ove a ri%3 'ro t#e $i%t becau%e it wi$$ act a% va$uab$e $earning 'or'uture &roject%

2.1.11 !evie"ing T(e Project udget

&. eview an/ costs that have changed either increased or decreased

*. Identi)/ the costs )or each activit/ in the project and produce an operatingbudget

3. I) there is great variance between the estimated budget and the operatingbudget /ou will have gain approval )rom the - ecutive ,ponsor again.

4. ,tart to record costs so that /ou can monitor variance against /our operatingbudget.

#. Communicate variances to /our project team.



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2.1.12 !evie"ing T(e Communication $trateg

Communication o) progress to the wider sta eholder groups should have beenidenti)ied in the project de)inition. 1 communication strateg/ should be developed aspart o) the project plan.

e)er to Communication $trateg Template 7

-(o ,ode re uenc =Date> -(o

Project team $eeting !ee l/ 8eader


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Phase 3 ' Project - ecution



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3. Project - ecution(escription

his section will consider the aspect getting started0 controlling andcommunicating.

8earning Objectives


(escribe the e/ actions to get started

- plain how to monitor progress against plan

Outline strategies )or managing variation )rom the project plan

Communicate progress

Implement the project

Project $anagement $ade ,imple 4+


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3.1 Be ctions

e)er bac to the project plan to start the project.

3.1.1 !ecruiting t(e Project Team

1t the beginning project0 each team member and their line manager should receivewritten con)irmation o) role and responsibilities statement including time commitment0reimbursement arrangements0 location and per)ormance measures.

3.1.2 $ecuring !esources+ acilities and E uipment !e uired*

e)lected on the resources0 )acilities and e2uipment outlined in the project planincluding5

Computer hardware and so)tware

O))ice space and )urniture

,tationar/

,torage

3.1.3 Communication $trateg

Communication o) progress to the wider sta eholder groups should have beenidenti)ied in a communication strateg/ as part o) the project plan. hecommunication strateg/ should be implemented.

-(o ,ode re uenc =Date> -(o

Project team $eeting !ee l/ 8eader


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3.1.4 ,anaging &ssues

$ajor issues should be ran ed according to importance an assigned a coloured )lag5

!ed major issues have serious conse2uences )or the project . !esponsibilitExecutive $ponsor

ello" signi)icant impact on the project and


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3.1. Controlling t(e Project

Controlling a project involves three e/ elements5

Measuring determining progress against planned )or )inancial0 time and 2ualit/

Evaluating determining cause o) deviations )or the plan

Correcting ta ing action to correct the deviation against plan

1ll the project documentation re2uires updating regularl/.

3.1.5 ,onitoring Progress

Progress against plan should be monitored against measuring, evaluating andcorrecting and should be communicated.

1n/ variance )rom the plan should be gain approval )rom the - ecutive ,ponsor andthen be communicated with the sta eholders and project team.

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3.1.6 Progress !eporting

Progress meetings should be a ma imum o) one (our. Progress reporting againstthe chec list should be b/ e ception.

$ilestones due and completed

$ilestones due and slippage

Corrective action put in place because o) slippage

$ilestones due )or ne t period

Issues waiting decisions

=ew issues escalated

1n/ ris s escalated

1n/ resource capacit/ changes )orecasted

1n/ team per)ormance problems and issues

Forecast o) project completion

easons )or an/ revision o) previous )orecast

Project $anagement $ade ,imple #&


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Phase 4 ' Closing the Project

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4. Closing the Project(escription

his section will consider the aspects o) closing the project.

8earning Objectives

1t the conclusion o) this section0 participants should understand5

Completion criteria

1cceptance process

Closing meeting

Project $anagement $ade ,imple #3


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4.1 Completion Criteria

(e)ining what completion is and an acceptance process should be included in /ourproject plan. Completion will be what completion means )or /our sta eholders andcustomers.

Completion criteria could include5

1ll tas s )inished

1ll activities )inished and products or services delivered

esting the changes

4.2 cceptance Process

1n acceptance process should con)irm5

!ho is responsible )or the each step o) the process and the wor involved

!hat post'project support is re2uired and who is responsible

!hat post'project support must be given and )or how long

4.3 Close;%ut ,eeting

1t end o) the project have a close out meeting with /our - ecutive ,ponsor0 Clinical8eader and an/ other project team members.

he meeting should5

eview the project achievements and highlight an/ outstanding wor or issues

1gree and con)irm responsibilities )or an/ ongoing wor or support

Con)irm who is responsible )or monitoring project bene)its

han the - ecutive ,ponsor0 team and sta eholders

Project $anagement $ade ,imple #4


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#. -valuating the Project(escription

his section will consider the options )or evaluating /our project

8earning Objectives

1t the conclusion o) this section0 participants should understand5

1ctive evaluation

Post project evaluation

echnical evaluation

Post'project appraisal

he evaluation o) the project will identi)/ what wor ed well and what could have beenimproved and wh/.

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.1 ctive Evaluation

Promoting learning b/ doing. he project team evaluates the methodolog/ as the/are appl/ing this to the project. he team shares their learning with others to help tocontinuall/ improve the methodolog/ o) the project and their progress.

he rea through Collaborative is encouraging active evaluation o) progressthroughout the project. his will allow project teams to identi)/ an/ improvements)rom their baseline positions and an opportunit/ to capture the learning.

.2 Post Project Evaluation

-valuating at the end o) the project. his should be combined with active learning.he evaluation should develop in'depth 2uestions about ever/ aspect o) the project.

.3 Tec(nical Evaluation

he technical evaluation will demonstrate i) the best results were achieved with thes ills0 e perience and technolog/ available to throughout the project. he technicalevaluation would review i) the techni2ues in the project have resulted inimprovements )or patient care and improvements in nowledge and s ill o) projectteams.

.4 Post @Project ppraisal =$ustainabilit >

1t the project de)inition phase /ou outlined the potential bene)its in terms o)5

Increased e))icienc/ )rom redesigning processes and proceduresIncreased patient


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lossar of Terms

oundaries he portion o) a process )rom a ,upplier to a Customerthat will be the )ocus o) the process improvement.Process boundaries de)ine what is in and out o) scope.

C(ec# $(eet 1 data collection )orm consisting o) multiple categories.-ach categor/ has an operational de)inition and can bechec ed o)) as it occurs. Properl/ designed0 the Chec,heet helps to summarise the date0 which is o)tendispla/ed in a Pareto Chart. 1 Chec ,heet is simpl/ atool )or recording and tall/ing observations0 eg times thata test report arrived late.

Customers point o) view. 1lldata collection is driven b/ nowledge o) the process and

guided b/ statistical principles.acilitator Process guide assigned to a team who educates

members in the C I processes and helps them select anduse the appropriate tools and other resources.

round !ules ;sed b/ teams to set a code o) conduct which helps thegroup per)orm more e))ectivel/. Five to ten points shouldbe su))icient0 and the/ should be continuousl/ displa/ed)or the team to see and re)er to.

ction Period

he period o) time between 8earning ,essions0 when teamswor on improvements in their organisations. he/ aresupported b/ the Planning roup members and are connectedto other Collaborative eam $embers.

im 1 written0 measurable0 and time sensitive statement o) thee pected results o) an improvement process.

C(anges Conceptshe list o) essential process changes that will help lead to

brea through improvement0 usuall/ created b/ the Planningroup and


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Collaborative 1 time'limited e))ort Busuall/ 9 to &* months o) multipleorganisations0 that come together with the steering and e pertwor ing groups to learn about and to create improvedprocesses in a speci)ic topic area. he e pectation is that theteams share e pertise and data with each other thus0A-ver/one learns0 ever/one teaches.D

Collaborative TeamInvolves all participants in the improvement e))ort.

C cle or PD$ C cle 1 structured trial o) a change process. (rawn )rom the,hewhart c/cle0 this e))ort includes5Plan ' a speci)ic planning phase?Do ' a time to tr/ the change and observe what happens?$tud ' an anal/sis o) the results o) the trial? and

ct ' devising ne t steps based on the anal/sis.his P(,1 c/cle will naturall/ lead to the Plan component o) a

subse2uent c/cle.

0earning $ession 1 one or two'da/ meeting during which participatingorganisation teams meet with Planning roup members andcollaborate to learn e/ changes in the topic area0 includinghow to implement changes0 an approach )or acceleratingimprovement0 and a method )or overcoming obstacles tochange. eams leave these meetings with new nowledge0s ills0 and materials that prepare them to ma e immediatechanges.

,easure 1n indicator o) change. 7e/ measures should be )ocused0clari)/ /our team>s aim0 and be reportable. 1 measure is usedto trac the deliver/ o) proven interventions to patients and tomonitor progress over time.

,odel for &mprovement 1n approach to process improvement0 developed b/ 1ssociates in Process Improvement0 which helps teamsaccelerate the adoption o) proven and e))ective changes.

Project Management Made Simple 324kb Ms Word3011

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