Hm 418 harris ch13 ppt
- 1. Chapter Thirteen Measuring the Value of Projects Within Organizations, Healthcare Systems, and Globally
- 2. Introduction • Value – Must be defined, attained, and demonstrable by measurement to ensure resources did advance organization’s mission and vision – Investment of resources in any project should produce value for organization’s stakeholders:
- 3. Measurement • Use of information drawn from databases; often collected specifically for a project based on anticipated outcomes of project • Informative information collected; predesigned plan for its use has been determined • Information must be: relevant to project, and sensitive so that it measures real differences in project’s anticipated impact
- 4. Measurement—cont’d • Unbiased and comprehensive information to capture scope and magnitude of project • Timely information required to measure impact of project • Value expressed by first identifying the stakeholder’s interest
- 5. Measurement—cont’d • Project Manager – Must be clear about stakeholder’s needs and wants to establish appropriate baseline for comparison of outcomes – If project impacts patient care, must consider the patient’s perceptions – Measuring value: complex and requires considerable forethought and design
- 6. Measurement—cont’d • Project Manager—cont’d – Will play multiple roles – Measuring value of impact in any project must be considered before project is initiated – Must understand genesis of the project – Needs to consider cultural context of the work – Must be strategic – Must function as planner, communicator, data analyst, and database administrator
- 7. Project Evaluation • Definition: systematic collection of information about the activities, characteristics, and outcomes, in order to make judgements • Steps: – Considering the evaluation purpose – Identifying stakeholders – Assessing evaluation expertise – Gathering relevant evidence – <NLL>Building consensus
- 8. Aligning Metrics with Project Aims • Projects vary in terms of the: – Magnitude and scope of the change – Stakeholders involved – Degree of linearity or complexity associated with the approach taken to manage the project
- 9. Case Study Application • Project manager appointment based on community desire to be more heart healthy • Project aims • See Table 13-1 • Information management plan
- 10. Principles of Project Evaluation Methods • Project Evaluation – Effort made to measure impact of project-based change – Value proposition to be measured derived from stakeholders – Project manager responsibility: measuring impact of project objectives or aims
- 11. Principles of Project Evaluation Methods—cont’d • Program Evaluation—cont’d – Diligent investigation of program’s characteristics and merits to provide information about its effectiveness in optimizing outcomes, efficiency, and quality of health care – Appraises achievement of a project’s goals and objectives and extent of its impact and costs
- 12. Principles of Project Evaluation Methods—cont’d • Project and Program Evaluation – Major task: to identify a program’s merits – Methods used to capture data include both quantitative and qualitative strategies – Quantitative methods include approaches that measure impact through mechanisms – Qualitative data provide a rich context for evaluating project impact
- 13. Information Dissemination: Roles and Responsibilities for Communication • Information Dissemination – Face-to-face communication: helpful, but insufficient for data presentation – Charts, survey tools, graphs, and other means to display data to fully reflect impact of project during its implementation, conclusion of intervention, and to monitor post-intervention effectiveness and restabilization
- 14. Information Dissemination: Roles and Responsibilities for Communication —cont’d • Presentation of feedback through quantitative and qualitative data offers opportunity for project leader to: – Anticipate risk – Integrate findings with lived reality – Communicate a sense of purpose to stakeholders – Design plans for improving project past its due date and weaving it into fabric of the work of the organization
- 15. Information Dissemination: Roles and Responsibilities for Communication —cont’d • Information Dissemination – Statistical process control charts: helps to determine impact of the change and resets new and improved standard – Final report (summary email): closure event to mark achievements – Run charts with notes attached: denotes accomplishments
- 16. Tools of the Trade • Tools of the Trade – Statistical process control software: control chart that emanates from statistical process control documents change and variability – Graphic presentation of data: dashboard presentation compares and contrasts metrics into a single document
- 17. Summary • Value obtained by knowing specific stakeholder wants and needs related to project. • Can vary widely; often include access to service, cost-effective delivery of service, satisfaction with project’s outcomes. • Metrics encompass art and science of measuring value.
- 18. Summary—cont’d • Metrics must be informative, relevant, unbiased and comprehensive, action oriented, performance targeted, and cost effective. • Projects vary in complexity and the metrics will vary accordingly.
- 19. Summary—cont’d • Metrics can include both quantitative and qualitative data, which are complementary concepts; whereas the former provides information about specific points of achievement, the latter provides context. • Project leaders accountable for fair and honest representation of project and should be prepared to reveal progress toward project’s aims, as well as unanticipated outcomes (positive and negative).
- 20. Summary—cont’d • Project leaders should use decision science tools, such as those associated with statistical process control and dashboard mapping to represent their work and to adapt projects as needed. • Data should support the project from before the onset of the project through to project stabilization, until the work is sustained as part of the way work is done.