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Project Management for Healthcare Information Technology, by Scott Coplan, David Masuda
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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 (IT) management, and change management for a streamlined transition to digital medicine.
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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.
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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 resources, 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
- Sales Rank: #166176 in Books
- Published on: 2011-02-22
- Released on: 2011-02-01
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .66" w x 7.40" l, 1.01 pounds
- Binding: Paperback
- 288 pages
About the Author
Scott Coplan, PMP,� is a project manager, educator, author, and speaker on project management best practices. He is the founder and president of COPLAN AND COMPANY, a project management software and services firm.��Scott managed EHR requirements definition and acquisition for a national specialty healthcare firm's multiple facilities and�oversaw implementing over nine financial, administrative and clinical applications at three separate Los Angeles County, California hospitals in both in-patient and ambulatory settings.��He also�holds faculty positions at the University of Washington Schools of Public Health and Medicine, where he teaches healthcare project management.�
David Masuda, M.D.,�is a physician and educator at the University of Washington. During the past 10 years, he developed and delivered courses in clinical care and applied clinical informatics for certificate, masters, and doctoral programs in health administration, medicine, and nursing. �He currently develops distance-learning approaches for healthcare higher education.
Most helpful customer reviews
6 of 6 people found the following review helpful.
Must read for Healthcare CIOs
By Avid Reader
In their book, Project Management for Healthcare Information Technology, Coplan and Masuda have proposed that the successful implementation of projects in health care require the synthesis of three methodologies: project management, information technology management (product management) and change management. The first two methodologies are codified in the Guide to the Project Management Body of Knowledge (PMBOK) and the Software Engineering Body of Knowledge (SWEBOK). The third methodology does not have a formalized document outlining the process for introducing and implementing change in an organization; rather, it relies on theories and practices from the disciplines of organizational behavior and organizational development. They reason that the complexity of the health care environment and the importance of "buy in" of all of the parties to the implementation of new technology in the health care setting require that projects draw on all three methodologies.
The structure of this book enhances the message that the authors are communicating. Each chapter begins with a clear statement of the learning objectives. These objectives are then discussed in a logical order and build upon each other. The narrative is enhanced by multiple quotes from six project leaders in world renown health care organizations describing their understanding of the concepts presented in the text. Finally, each chapter ends with a conclusion summarizing the concepts from the chapter and providing endnotes with further information on the topics covered. The chapters cover each methodology in detail. Thus, making it possible to skip areas that the reader feels that they have fully mastered and permitting them to focus on the methodologies that they need to understand in further depth. The Appendix is a graphic model of the fully integrated methodology for health information project management. It illustrates how each of the three disciplines fit into the five basic process groups in a project: initiating, planning, executing, controlling and closing. This is a fitting conclusion to this comprehensive work on project management for health care information technology.
4 of 4 people found the following review helpful.
Yes - This Is It
By FAD
I like the "this is it" review and agree 100%. I have now used the books approach on several projects with success. PMBOK does not address the Change Management piece and this is where the fail/succeed of projects falls. It is also one of a handful of books that I now have both the Kindle and print edition. The overall framework also works well in non-HIT and merger integration - as in any framework/methodology, tailoring to the project is essential, and this book has it covered.
5 of 6 people found the following review helpful.
"People side" of Project Management
By Brian Rice, PhD
Great to have the "People side" elevated to equal status with project management and IT management in the real "triple constraint" of healthcare IT. By addressing the communications required to change human behavior, Coplan and Masuda have not only moved Change Management to the forefront of the healthcare IT discussion, they also provide a methodology for Change Management that incorporates the "Knowledge Areas by Process Group" structure familiar to all project managers.
A MUST READ for anyone struggling to effectively address the "people side" of their projects or wanting to AVOID these pitfalls by effectively incorporating a Change Management Plan into their healthcare IT project.
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