Project Management for Healthcare Information Technology

by Scott Coplan, David Masuda

Overview

A Proven, Integrated Healthcare Information Technology Management Solution

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 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 technology project 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 Guide process groups--initiating, planning, executing, controlling, and closing
• Project management knowledge areas--integration, scope, time, cost, quality, human resource, 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

Product Details

ISBN-13:	9780071740548
Publisher:	McGraw Hill LLC
Publication date:	01/26/2011
Sold by:	Barnes & Noble
Format:	eBook
Pages:	320
File size:	18 MB
Note:	This product may take a few minutes to download.

About the Author

Scott Coplan, PMP, is a project manager, an educator, author, and speaker on project management best practices. He is the founder and president of COPLAN AND COMPANY, a system acquisition project management software and services consulting firm with offices in Seattle and Louisiana. Scott helped Milwaukee Children’s Hospital build their HMO and managed the implementation of 15 HIT applications across three Los Angeles County, California hospitals. He also holds a faculty position at the University of Washington School of Medicine, where he teaches project management for health care information technology.

David Masuda, M.D. (Seattle, WA), a physician and educator, developed and delivered courses in clinical care and applied clinical informatics in Certificate, Masters, and Doctoral Programs in health administration, medicine, and nursing during the past 10 years. He continues to develop distance-learning approaches to higher education.

Table of Contents

PART 1 – Introduction
Chapter 1. Background
1. Healthcare challenges today
2. Problems with the solution
3. HIT Project Management (Definitions, Professional Organizations, Standards)
4. About this book
Chapter 2. Project, Technology and Change Management Definitions
1. Uses the following PMI knowledge areas for all projects regardless of project or industry type (e.g., healthcare IT, construction, event planning): *Integration, *Scope, *Time, *Cost, *Quality, *Human Resources, *Communication, *Risk, *Procurement
2. Uses the knowledge areas derived from IEEE for technology projects only: *Software Requirements, *System Infrastructure, *Security, *Conversion, *Interface, *Software Design, *Configuration, *Test, *Transition, *Support
3. Uses the change management knowledge areas for all projects: *Vision, *Leadership, *Consensus, *Training, *Process Imprvmt
PART 2 – Integrating the Three Management Disciplines
Chapter 3. PMBOK Knowledge Areas
(Integration, Scope, Time, Costs, Quality, Hume Resources, Communications, Risk, and Procurement Knowledge areas)
Chapter 4. IEEE Software Engineering Knowledge Areas
(Software, System Infrastructure, Security, Conversion, Interface, Software Design, Configuration, Test, Transition, and Support Knowledge areas)
Chapter 5. Change Management Knowledge Areas
(Vision, Leadership, Consensus, Training, and Process Improvement Knowledge areas)
PART 3 – PMI Project Process Groups
Chapter 6. Project initiation
1. Case Study
2. Definition of Project Initiation (Project, Technology, and Change Management)
Chapter 7. Project Planning
(Project, Technology, and Change Management)
Chapter 8. Project Execution
(Project, Technology, and Change Management)
Chapter 9. Project Control
(Project, Technology, and Change Management)
Chapter 10. Project Closing
PART 4 – Appendices
Glossary
Examples of project outputs referencing additional resources on book website