22 IPMA World Congress
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The role of project managers in the healthcare of the future
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22 IPMA World Congress
- 1. The Project Manager role in the Healthcare of the future Sara Luisa Mintrone Clinical Solutions and Workflow Manager – Siemens Healthcare 22° IPMA World Congress “ Project Management to Run” 9-11 November 2008, Roma, Italy
- 2. A bit of history…
- 3. Renaissance XV°sec XIX° sec Industrial Revolution
- 4. XX°sec 2 nd World War XXI° sec Information Revolution
- 5. ? XXI°sec Near Future XXII° sec Future
- 6. Project Management Buildings Modalities Computers Clinicians How can I manage all that ?
- 7. More Skills Basic Clinical Knowledge Business Processes Management Change Management
- 11. Information Technology Diagnostic Technology Change Management Building Technology Process Management Future Healthcare Projects More Skills Basic Clinical Knowledge Business Processes Management Change Management Future’s PM skills
- 12. Happy Future’s Project Manager
- 13. 22° IPMA World Congress “ Project Management to Run” Sara Luisa Mintrone Clinical Solutions and Workflow Manager Siemens Healthcare The Project Manager role in the Healthcare of the future Thanks !
Notas del editor
- My responsibility in Siemens Healthcare is in the IT area, specifically on clinical scenarios. I started my career in Healthcare IT in 1986 as programmer and I passed through all the different steps of the PM career, approaching for a period the marketing area and coming back to technical matters in 2005. My scope today is to present how the role of the PM have to change to work on the HC of the future. I strongly believe that to speak about the future it’s mandatory to remember our past and what we’ve learned. So let’s start with…
- I could have started from earlier stages of our history. HC, PM and even IT are part of the true essence of social and organized life of humans . I choose to begin from the Renaissance , an incredible age in which men called all the existing knowledge into question . In the HC area there was a strong interest to widen the knowledge of the human body and its functioning. Scientists , started to investigate the human body literally “slicing ” dead bodies even if considered outlaw and against religion and moral. Even in PM area we saw a relevant development. Complex machines and constructions were designed and put in place in this period. Huge amounts of money were invested from rich princes to realize artifacts for their fame and power demonstration. In the IT area, started to appear initial tools to support calculations (these are the Nepero Bones, to support math calculations). I think we can assume as symbol of this age Leonardo da Vinci who applied his genius both to HC and PM and even to IT. A second relevant step can be set with the industrial revolution. HC have done a lot of improvement , like the discovery of x-rays to investigate the human bodies (this is the x-ray picture of one hand of Lady Roentgen). In the PM landscape, huge projects, adopting even new materials , were put in place and required a new level of knowledge for PM. In IT, the first machines to do calculations appeared , introducing for instance a the new technology based on punched cards . We can assume as symbol of this age is Mr. Frederick Taylor , with his Scientific Management Approach to work organization.
- Around 1950 , HC achieved new relevant goals , through the adoption of different technologies to investigate the human body, like Ultrasounds as in the picture . PM was more and more involved in big public works, like huge communication infrastructures and reconstruction. New tools and skills were built around the work of Mr. Gantt . IT made a huge step forward , through the introduction of the first computers, able to manage bytes, Kilobytes and later even Megabytes. This picture represents one of the bigger supercomputer of this period: the UNIVAC. It could perform about 1,905 operations per second running on a 2.25 MHz clock. The complete system occupied more than 35.5 m² of floor space. All these new technologies consolidated and unfortunately collapsed into military application. Across the old and the new millenniun we can set the era of Information Revolution, were we are living now. HC made enormous improvements, allowing to look deeply into the human body , without damage it, and allowing to analyze both morphology and functionality of organs. This picture is a 3D reconstruction made starting from a Computerized Tomography. In PM environment we saw relevant changes, mainly in designing and creating buildings more related to the organizations that will be hosted and supported , and to the people (in HC patients and clinicians) who will live and work inside . (picture of the main area of Nuovo Ospedale di Mestre). IT today starts to be really “portable” (very differently from the first UNIVAC) and is able to manage, store and retrieve Gb, Tb, and even Pb. The symbol of our age is on my opinion the WEB.
- What about the near future ? We can split it into near future and far future. We already know that HC will be more and more based on genomics , that will allow a personalized way to care each one of us , accordingly with our unique DNA, focusing maily on prevention and early detection. Healthcare systems will have to face more & more with the need to adapt to radically changing diagnosis and healthcare requirements (they already are facing them). In fact there will be many different factors to take in consideration: demographic factors , such as population ageing and migration flows; epidemiological factors , such as the rising incidence of chronic pathologies; and economic factors , such as the shrinking of the active work force, which will result in more limited availability of resources for health and social spending PM will have new and complex goals , more and more having to take in greater consideration a human factor . IT will be more and more portable… we started to say “weareable ” and computers will be able to manage unbelievable amounts of bytes. DNA will be definitely the symbol of this near future. And what about the far future ? Honestly … who knows ?
- Coming back to the role of the PM into the future HC scenario. HC Projects will be increasingly extensive and heterogeneous , and will include a wide range of components and aspects , from building and plant engineering, diagnostic technologies and modalities , information technology as a support for clinical and administrative processes, and all the clinicians who will have to adopt in their own daily work all these innovations. The PM who wants to work on the Healthcare Environment will have to manage and coordinate all these aspects. I think it’s easy to understand how he can feel ….
- Our opinion at Siemens is that we need to improve the PM knowledge through more and new skills . Specifically we think it’s really mandatory that the PMs who will be involved in HC projects must improve their skills on Basic Clinical Knowledge Business Processes Management Change Management Let’s talk a bit about these new skills
- On my personal experience the most difficult thing to manage in large HC project was to gain credibility in front of the project stakeholders which are physicians, nurses and other clinical professionals. Clinicians speak a specific language and its fundamental on my opinion to be able to use their language and to share at least a basic clinical knowledge. This doesn’t means I’ll have to discuss with them about clinical aspects, but they have to recognize my capability to understand them and their needs. That aspect it really a pillar in the PM role: it enable to understand the project complexity, and the large variety of risks related .
- Another aspect on which PMs must improve is the area of BPM . Clinical processes have their own specific characteristics and needs. Only knowing these processes it’s possible to identify the possible splitting of the main project in meaningful and coherent sub-projects , without loosing the final goal. Wide projects like a Future Hospital one, require many concurrent and precisely coordinated sub-projects, having a large number of different suppliers . These multiple suppliers represent a new entity in the Project Risks Management. They must deliver their own components in a proper way always accordingly with the different clinical processes . Just to put few simple examples… For instance, it could be preferable to position a huge Magnetic Resonance modality without having to broke down a wall just completed. or to avoid to build a floor not knowing how the patients will flow around to receive their cares.
- Finally the PM must know how to address the Change Management aspect. In fact, new concepts and new technologies must be shared and not simply imposed to the final users . It’s fundamental to understand clinicians needs and worries. Just as shot mention, more the 90% of Complex HC projects go over timelines (and sometime fail) because of a under-estimation of this aspect . People must be driven in the change path , overcoming the natural barriers that raise every time there are relevant changes in behaviors. This allows to better estimate the project risks associated and to define adequate mitigation measures .
- HC projects will be more and more complex and wide, including many aspects from buildings to clinical technology infrastructure to IT and people management . We are strongly convinced that these additional skills on a basic clinical knowledge, Business Processes Management and change management must be fundamental components of the Future’s PM cultural background. Only with these new skills added to our background we could successfully cope with our future in the HC scenario. Only with these skills we could become a PM of the future happy … like this…
- Thanks for your attention