Project Management for Healthcare: 1st Edition (Hardback) book cover

Project Management for Healthcare

1st Edition

By David Shirley

CRC Press

283 pages | 45 B/W Illus.

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Hardback: 9781439819531
pub: 2011-04-25
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As a growing number of healthcare organizations implement project management principles to improve cost and service efficiencies, they are in desperate need of resources that illustrate the project management needs of today’s healthcare professional. Project Management for Healthcare fills this need. Using easy-to-follow language, it explains how the time-tested principles of project management can help maximize limited resources and ensure the highest possible quality of care.

Exploring the discipline of project management from the perspective of the healthcare environment, the book dissects the project process and provides the tools and techniques required to successfully plan, execute, and control any healthcare-based project. From identifying stakeholders to constructing a project plan, it covers the spectrum of project planning activities. Complete with chapter summaries, exercises, hints, review questions, and case studies, it illustrates applications across a range of healthcare settings.

  • Explains how to utilize the project plan to execute projects within budget, schedule, and quality objectives
  • Covers program management as it relates to healthcare
  • Addresses the interaction between healthcare and information technology
  • Presents best practices from the pharmaceutical and medical equipment industries—that can easily be adapted to any healthcare setting

Because most healthcare personnel will inevitably have to work with program management and need to interact with pharmaceutical companies and medical device manufacturers, the book provides an inside look at the processes and best practices used to bring products to market in these industries. Explaining how to adapt these processes to drive down costs and improve the quality of care in any healthcare setting, the book includes a case study of a medical facility that illustrates the proper application of the tools and techniques needed to manage healthcare projects effectively and efficiently.


…sheds light on project management as it relates to the healthcare profession in a simple and concise manner. … I was impressed by the author’s ability to translate project management into a book that is both a simple and a quick read. It covers the fundamentals of project management in a manner that would be easy for someone with little project management experience to understand, which is valuable for healthcare professionals. … Sustainability and green efforts in general are a growing topic in any business and healthcare is no different. The author touches on sustainability and the questions you should be asking yourself to determine if your facility is acting with sustainability in mind. He then goes into what is being done to make healthcare greener such as improving lighting and HVAC systems to reduce electricity consumption. … would recommend this book to the healthcare professional that is interested in learning more about project management. As I’ve mentioned before the book presents the fundamental project management principals in a concise and simple to read text. … In conclusion, if you are looking for something easy to read with a concise look at project management as it relates to the healthcare industry look no further.

—Gabe Navalta, MBA, PMP, in PM World Today, Vol. XIV, Issue III

Table of Contents


Defining a Project

What Is a Project?

What Is a Project Life Cycle?

The History of Project Management

Roles and Responsibilities in Project Management

Project Management and the Healthcare Environment

Establishing Relationships in Healthcare

Differences in Management

Strategic Management

Operations Management

Crisis Management

Project Management


Planning for a Project

Why Are Projects Chosen?







Decision-Making Tools for Choosing a Project

Root Cause Analysis

Cost-Benefit Analysis


Consensus Building

Organizational Structure Influences on Project


Functional Organization

Matrixed Organization

Project-Focused Organization

Other Considerations for Project Choice

Regulatory and Industry/Organization Standards

Getting Started

Project Sponsor

Project Charter

Goals and Objectives

Project Players

Project Plan

The Project Charter

Scope Statement

Requirements and Expectations

Detailed Project Description

Milestones and Deliverables

Acceptance/Success Criteria

Contractual Specifications

The Work Breakdown Structure

Dealing with the Creeps


Managing Time

Estimating Time

Historical Information

Lessons Learned

Expert Judgment

3 and 6 Point Estimates

Getting Estimates

Trusting the Data

Pushing Back

Who Will Do the Tasks?

Understanding Scheduling Tools

Network Diagram

Start – End – Float

Gantt Chart

Task Relationships

Other Dependency Considerations

Leads and Lags

Calendars and Updating

Sequencing Tasks

Schedule Development

Schedule Control


Fast Tracking

Managing Project Costs

Estimating Cost

Cost Categories

Direct Costs

Variable Costs

Indirect Costs

Special Case Costs

Capital Costs

Assessing Costs

Types of Estimates

Order of Magnitude

Budget Estimate

Definitive Estimate

Pro Forma Assessments

Other Estimating Considerations

Cost Estimating Tools

Analogous Estimating

Parametric Estimating

Bottom-Up Estimating

Allocating Budgeted Costs

Managing Project Quality

History of Quality in the United States

Project Quality Management

Project Planning

Quality Management Tools

Flow Charts

Cause and Effect Diagrams

Check Sheets

Pareto Charts


Control Charts

Scatter Plot

Project Quality Control

Project Quality Assurance

What Is Quality?

A Transcendent Approach

Product-Based Approach

User-Based Approach

Manufacturing-Based Approach

Value-Based Approach

Quality of Service Approaches

Basic Statistical Concepts Used in Quality


Attributes and Variables

Mean, Median, Mode

Range, Variance, Standard Deviation

The Cost of Quality



The Process of Communicating

Methods of Communicating

Conditions of Communications

Barriers to Communications

Improving Your Communications

Variables of Communications

Communications Management Plan

Communications Plan

Improving Communications

Social Media and Healthcare



Dealing with Change

Monitoring and Controlling Changes

Change as a Good Thing

Support and Authority

Project Managers as Change Agents

Projects/Change Are One and the Same



What Is Risk?

Risk and Reward


Risk Matrices

Risk Identification

What to Consider

Qualitative and Quantitative Risk Analysis

Lesson Learned

Responding to Risk

Mitigating Risk

Accepting Risk

Monitoring and Controlling Risks

Earned Value Management

Specific Example of Risk Assessment

Clarity and Specificity of Requirements Risks

Project Close-Out

Internally Facing Reason

Externally Facing Reason

Contract Closure

Closing Out the Team


Motivation, Teaming, and the Project Team

History of Motivation

What Motivates You?







Why Are Teams So Important?

The Project Team

Choosing a Project Team

Planning for the Team

Developing a Project Team

Leadership and Power


Leadership versus Management

Leadership Theories


Power Defined

Power Structures

Contracting and Procurement

What Is a Contract?

Contract Types

Fixed Price Contracts

Cost Reimbursable Contracts

Organizing for Contracting

Centralized Contracting

Decentralized Contracting

The Procurement Process




Contract Administration and Close-Out

Negotiating and Conflict Management

What Is a Negotiation?

The Logical Component

The Emotional Component

Types of Negotiations

Negotiation Styles

People Who Are Different

Specifically Managing Conflict

Program Management

Program Phases

Setting Customer Expectations

Core Program Team Elements

Program Director

Program Engineer

Program Planner/Scheduler

Site Project Manager

Program Clerk

Program Documentation

The Integrated Plan

Statement of Work

Work Breakdown Structure


Working the Detailed Schedule

Plan, Obtain, Execute


Ongoing Operations



Project Management—Pharma and Medical Device


Project Needs and Initiation

Project Development


Iterative Development

Sustainability and Green Efforts in Healthcare


The Greening of Healthcare

The Organization

The Facility

Your Team

Your Project




All chapters include Review Questions & Endnotes

About the Author

David Shirley has been an instructor and consultant, and has more than 30 years of experience in management and project management in the corporate, public, and small-business arenas. As a member of the graduate faculty at New England College, Henniker, New Hampshire, he developed and teaches Managing Projects in Healthcare. As part of the Master’s of Management (MoM) in Healthcare Administration and the MoM in Project Management and Organizational Leadership, he has taught project management at hospitals and businesses as well as online and on campus for the past seven years. He also developed, directed, and taught a project management certification program at Northern Essex Community College in Haverhill, Massachusetts.

David is a senior instructor and consultant for Action for Results and a senior instructor for ESI International, both leading project management education and training companies. He is also an adjunct professor for Southern New Hampshire University, teaching corporate social responsibility.

As a distinguished member of technical staff with AT&T and Lucent Technologies Bell Laboratories, David was responsible for managing the first light-wave transmission products as well as several quality efforts. He was also AT&T’s project manager for the first fiber-to-the-home effort in Connecticut, and was the Lucent Technologies program management director, managing several large telecommunications companies’ equipment deployment. David has many years of experience in developing, leading, and managing teams.

David’s educational background includes a BA degree in geology from Windham College, Putney, Vermont, and an honors MBA degree from Monmouth University in Long Branch, New Jersey. He also holds master’s certificates in project management from the Stevens Institute of Technology, Hoboken, New Jersey, and American University in Washington, DC, and is certified as a Project Management Professional (PMP) by the Project Management Institute (PMI).

PMP is a certification mark of the Project Management Institute, Inc., which is registered in the United States and other nations. PMI is a service and trademark of the Project Management nstitute, Inc., which is registered in the United States and other nations.

About the Series

ESI International Project Management Series

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Project Management
COMPUTERS / Information Technology
MEDICAL / Health Care Delivery
REFERENCE / Yearbooks & Annuals