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Project Management in Health and Community Services
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Table of Contents

How to use this book Chapter 1: Why project management? What is a project? The project life cycle Projects in health and community services Research for this book Project management challenges Model for success Chapter 2: The industry, the organisation and project success The industry: complex, regulated-and still dynamic Project capability in organisations The project Management Office Projects in government departments The project portfolio Chapter 3: Understanding project management The terminology of project management The project life cycle Differentiating projects and programs Project management methods Project management tools Project management resources Project management skills and careers Project management courses and professional development Chapter 4: The initiation phase: what do you want to do, and why? Where do good ideas come from? Getting to project goals Goals, purposes, problem statements and benefits Project scope and strategies Turning ideas into projects Planning and analysis methods In praise of opportunism Responding to grants and tenders Offering project tenders Chapter 5: The project planning phase: what will you do, and how? Why plan at all? The project charter The project plan Planning for project assurance Project structures Planning for human resource needs Risk management Issue management The quality plan Communications planning Managing project change Organisational change management planning Planning project logistics The project information system Planning for evaluation Tips for conducting project planning Chapter 6: Planning for evaluation: assessing project performance What is evaluation and why do it? Types of evaluation Outcome evaluation Evaluation approaches and design Evaluation in practice-challenges and learning Chapter 7: Planning tools: scheduling, budgeting and the business case Work breakdown structure: tasks, sequencing and timing Estimating time and using scheduling tools Budgeting The project business case Chapter 8: The implementation phase 1: making it happen Getting started Leadership, motivation and teamwork Achieving sustainable change Chapter 9:The implementation phase 2: controlling, completing, closing Control and monitoring during implementation When things go wrong: getting back in control Project completion Sustaining project outcomes

About the Author

Professor Judith Dwyer AM conducts research in the Flinders University College of Medicine and Public Health, and is a former CEO of Southern Health Care Network in Melbourne, and of Flinders Medical Centre in Adelaide. Dr Zhanming Liang is Senior Lecturer and Course Co-ordinator at the Department of Public Health, La Trobe University and President of the Society of Health Administration Programs in Education. Valerie Thiessen holds qualifications in Health Information and Health Services Management and is a senior consultant at MKM Health in Melbourne.

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