The document provides contact information for an individual with 15 years of experience in healthcare consulting including project management. It then lists visions and goals for a healthcare system including providing quality care, comprehensive access to information, and reducing costs. Several key aspects of project success and common causes of project failure are identified. Finally, it discusses various tools and frameworks for managing change including defining the need for change, shaping a vision, mobilizing commitment, and monitoring progress.

1. Contact Details
Cell Phone: 250-507-4343
Victoria , BC
Canada
moniefeied@gmail.com
or
moniefeied@yahoo.com
15 years healthcare specialist experience and practice
management consulting. Utilizing extensive industry
experience within medical equipments, IT healthcare
(PACS/RIS/CIS & CVIS), pharma, biotech, clinical
research and healthcare to execute and implement
certain process as well as methodology into diverse
operational roles at all organizational levels. Prince2
Certified.

2. Change the Change
In Healthcare
Project Management

3. • We want a system that enables us
to provide the best quality of care to
our patients and assist us in making
decisions.
• We want a system modeled on how
we work that provides access to
comprehensive, real-time
information from anywhere.
• We want a system that will help us
Reduce our costs and be easy to
maintain and update.
Do we understand
Identifies key decisions and scope decisions:
• What processes are being impacted?
• Which applications are needed to support
automating the impacted processes?
• What members of the care delivery team
need to be involved?
• What are the interface or integration issues?
• Identifies Sequencing of Automation
Our Vision…….. Workflow
Optimization
Organizational
Strategy
Organizational
IM/IT Strategy

4. What is Project Success?
Project success occurs when we have:
Objectives
Time Cost
Project Success
A delighted client (expectations met)
Delivered the agreed objectives
Met an agreed budget - $, resources etc.
Within an agreed time frame
Why Do Projects Fail?
•Changing scope
•Insufficient planning
•No risk or issues
management
•Poor communication
•Lack of commitment
and responsibility by
stakeholders
Project is temporary activities or services required by the organization Which means the change
will come to the project as well as to the organization within certain time to deliver that agreed
service. This change has start and end.

5. Project Management Best Practices
Define Measure Analyze Improve Control
Define the project
( Assignment ) goals
and customer
(internal and
external)
deliverables.
Measure the
process to
determine
current
performance.
Analyze and
determine the
root causes of
the defects.
Improve the
process by
working on the
validated root
causes
Control the
improved process
performance to
ensure
sustainable
results.

6. Healthcare Projects Delivery will create the change need
Registration Health
Status Admission
Area/
Location
(Process)
Access
(Policy)
Provider
(Staff)
Service
Treatment
Quality & Safety Productivity
Technology
Patients Care Delivery
•Ensure priorities in the strategic plan are aligned with the organization’s overall goals
•Outline plan to achieve the IM/IT vision
•Establish a decision framework for future IM/IT projects that the organization pursues
Six
Sigma
Project
Management
Operational
Technology

7. People positions from the change
It’s not just
what
you
connect
Or
how
you
connect it

8. The Relation Between Change
Management and the
Project Management

9. CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
CAP Model: Change Acceleration Process
(six sigma based approach)

10. Leading
Change’
Having a sponsor/champion who sponsors the change; who has visible, active
public commitment and support of change.
Creating
A Shared Need
The reason to change, whether driven by threat or opportunity, is instilled within
the organization and widely shared through data, demonstration or demand. The
need for change must exceed its resistance.
Shaping
A Vision
The desired outcome of change is clear, legitimate, widely understood and
shared; the vision is shaped in behavioral terms.
Mobilizing
Commitment
There is a strong commitment from constituents to invest in the change, make it
work, and demand and receive management attention; Constituents agree to
change their own actions and behaviors to support the change.
Making Change
Last
Once change is started, it endures, and learnings are transferred throughout the
organization. Change is integrated with other key initiatives; early wins are
encouraged to build momentum for the change.
Monitoring
Progress
Progress is real; benchmarks set and realized; indicators established to
guarantee accountability.
Changing
Systems And
Structures
Making sure that the management practices (Staffing, Development, Rewards,
Measures, Communication, Organizational Design and Information Technology
Systems) are used to complement and reinforce change
CAP Model: Change Acceleration Process
(six sigma based approach)

11. Set up for
success
Create a
shared need
Shaping a
Vision
Mobillize
commitment
Monitor
progress
Making
Change lastCAP
• Team assembled
• Problem
statement
• Goal statement
• Scope in/out
• Metric defined
• Perf baseline
• Ease / Impact
chart … prioritize
improvements
• Future state
• Trystorming
• Pilot started
• Preliminary impact
(Target sheet)
• Chase follow-up
actions
• Deliver IT
• Design sustain
mechanisms
• Communicate &
educate
• Extend scope of
changes
• Check compliance
on new process
• Did we change the
way we work?
• Assess final
business /
customer impact
•Forces any
resistance or apathy
to be addressed
head-on.
•Validates why the
project is important
and critical to do.
•Builds the momentum
needed to get the
change initiative
communicated
and launched.
•Awareness of the
dissatisfaction
with the current state.
•A shared recognition,
by both the team and key
stakeholders, of the
need and logic for change.
•The ability to frame and
Communicate the need for
change as a combination
of threats and opportunities.
-Visions paint a picture
that appeals to
the “head and heart”
and answers the
question,
“Where are we heading?”
-A clear statement about
the future situation helps
gain genuine commitment
-An understandable vision
helps establish the milestones
to monitor progress and
change systems & structures
-A clear statement about the
outcomes of the change-
-A view of the future state that is:
•Customer focused
•Not just one person’s dream
Challenging
•Evolving, not static
Behavioral and actionable
•Easy to understand
•Clear roles,
responsibilities and
expectations for all
parties (Sponsor,
Team Leader,
Team Members,
CAP Coach, Others)
•A well-defined scope
of work for the project
that all parties
understand and are
committed to
achieving
•An effective project
execution structure
and process
Time Invested
up-front
Pays Rich Rewards
‘Down-Stream’
Go Slow
To Go Fast!
Creating a Shared Need produces
the ‘urgency’ to build momentum
for acceptance of the change initiative
Visions provide Direction
and Motivation
for Change
•Coalition of
committed
stakeholders.
•Identification
of potential
resistance and
a strategy to
overcome it.
Mobilizing the
Commitment of
Key Stakeholders
is Essential
to the Success
of the Change.
•Consistent, visible,
tangible reinforcement
of the change initiative
•Integration of new
initiative becomes
the way we work
•Changes to Systems
and Structures enable
the new behavior that
supports the Vision
Launching
a Change is
just the beginning.
It must become
the Way of Life

12. Short
Term
Long
Term
Threat
If we don’t make this change
Opportunity
if we do make this change
Types of Proof Examples
Data/ Facts:
 Numbers / trends / statistics
 Graphs / Financials
 Benchmark / competitive data
Demonstrate:
 Finding Examples
 Best Practices
 Visiting other Organizations /
Panels/ Pilots/ Testimonials
Demand:
 Dynamic Leadership (Setting
High Standards/ Accountability)
 Customers / Suppliers /
Competition (Int. / Ext.)
Threat / Opportunity Matrix Chart Three D’s Matrix Chart
VisionVision
MindsetMindset
BehaviorBehavior
MakingaVision
Actionable
Vision
_________________________
Behaviors
More of Less
of
• •
• •
Vision
_________________________
Behaviors
More of Less
of
• •
• •
More of/Less of Exercise Chart
Bull's Eye Chart Exercise Chart
ChangeChange
SkillsSkills
FOCUS / AGENDA
• Enroll Others
• Facilitative Leadership Skills
• Win/Win
ENERGY / PASSION
• Personal involvement
• Is "known for . . . "
TIME
• Planning
• Behavior: “Walk
the talk”
Time x Focus/ Agenda x Energy/ Passion = Attention
Innovators Resistors
%of
Population
Late
Adopters
Early
Adopters
Attitude Charting
TOOLS

13. TOOLS
Names Strongly
Against
Moderately
Against
Neutral Moderately
Supportive
Strongly
Supportive
Stakeholder Analysis for Change
Stakeholder Analysis For Change
Sources of
Resistance
Definition Causes
of Resistance
Examples Rating
Technical
Political
Cultural
Technical-Political-Cultural Analysis
Source of
Resistance
Definition of Sources
of Resistance
Examples from Our Project Rating*
Technical People fear or lack skills & resources to
change.
Habit, fear of the unknown, prior
investment/sunk costs.
Political People fear the loss of Power, Influence,
Resources and Decision Making
Authority.
Power struggles, turf, relationships, who
gets to talk to who…
Cultural People resist because it is different from
“how we do things around here”.
Old cultural mindsets, the good old
days, blinders, afraid to let go….
* Rating – Divide 100 points by how often this type of resistance exists in your business. 100%
TPC Analysis of Change Resistance