PROJECT MANAGEMENT (PM) STRATEGIES FOR CLINICAL ENGINEERING

Sanjeev Hiremath
Princess Margaret Hospital, Perth

Brett Anderson
Perfect Project Planning, Perth

Why Project Management ?

Specific goals Time bound Limited budget Higher Quality
Benchmarking - C.I. process

Triangle of Objectives
QUALITY

Resources
= People + Materials TIME COST

PM strategies
POINT strategic mix was used successfully to control costs and deliver results on time
= Plan = Organise

= Implement
= Network Endless cycles of continuous improvement processes

= Train

Planning

Key to successful implementation

Clarity of specifications Specific goals and Deliverables Work breakdown structure

The success of a project will depend critically upon the effort, care and skill you apply in its initial planning - Gerard M. Blair, Senior Lecturer The University of Edinburgh

Organisation
Critical Path Earned Value Management
Earned Schedule

12 10 8

$$$

6 4 2 0 Y1-Q1

Y1-Q2

Y1-Q3

Y1-Q4

Y2-Q1

Y2-Q2

Y2-Q3

Y2-Q4

Review Quarters Planned Value

Earned Value

Implementation
Resources Risk Cost Benefit

BETTER PROJECT
Changed the service level 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 Engineering

NETWORK = NET + WORK

S.M.A.R.T

Work

Specific, Measurable, Actionable, Realistic, Time-bound

Training : A life long process for a professional

Before we go..
Quality expert Dr. J. M. Juran defined a Project as ..a problem scheduled for solution. - Jurans Quality Handbook: Fifth Edition
ISBN 0-07-034003-X 1999

Any questions and / or comments please email : sanjeev_mh@yahoo.com

Thank you