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Author: Scott Coplan
ISBN : 0071740538
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Co-written by a certified Project Management Professional and an M.D.,
Project Management for Healthcare Information Technology presents an effective methodology that encompasses standards and best practices from project management, information technology (IT) management, and change management for a streamlined transition to digital medicine.
Each management discipline is examined in detail and defined as a set of knowledge areas. The book then describes the core processes that take place within each knowledge area in the initiating, planning, executing, controlling, and closing stages of a project. Real-world examples from healthcare information technologyproject leaders identify how the integrated approach presented in this book leads to successful project implementations. Coverage includes: - Integrating project, information technology, and change management methodologies
- PMBOK®Guideprocess groups--initiating, planning, executing, controlling, and closing
- Project management knowledge areas--integration, scope, time, cost, quality, human resources, communication, risk, and procurement management
- IT management knowledge areas--user requirements, infrastructure, conversion, software configuration, workflow, security, interface, testing, cutover, and support management
- Change management knowledge areas--realization, sponsorship, transformation, training, and optimization management
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- Paperback: 288 pages
- Publisher: McGraw-Hill Professional; 1 edition (February 1, 2011)
- Language: English
- ISBN-10: 0071740538
- ISBN-13: 978-0071740531
- Product Dimensions: 0.9 x 7.2 x 9 inches
- Shipping Weight: 1 pounds (View shipping rates and policies)
Free Project Management for Healthcare Information Technology
In their book, Project Management for Healthcare Information Technology, Coplan and Masuda have proposed that the successful implementation of projects in health care require the synthesis of three methodologies: project management, information technology management (product management) and change management. The first two methodologies are codified in the Guide to the Project Management Body of Knowledge (PMBOK) and the Software Engineering Body of Knowledge (SWEBOK). The third methodology does not have a formalized document outlining the process for introducing and implementing change in an organization; rather, it relies on theories and practices from the disciplines of organizational behavior and organizational development. They reason that the complexity of the health care environment and the importance of "buy in" of all of the parties to the implementation of new technology in the health care setting require that projects draw on all three methodologies.
The structure of this book enhances the message that the authors are communicating. Each chapter begins with a clear statement of the learning objectives. These objectives are then discussed in a logical order and build upon each other. The narrative is enhanced by multiple quotes from six project leaders in world renown health care organizations describing their understanding of the concepts presented in the text. Finally, each chapter ends with a conclusion summarizing the concepts from the chapter and providing endnotes with further information on the topics covered. The chapters cover each methodology in detail. Thus, making it possible to skip areas that the reader feels that they have fully mastered and permitting them to focus on the methodologies that they need to understand in further depth.
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