By Marian Haus, PMP
We’ve all heard about those projects in crises—the ones that required a quick and firm intervention with the help of a taskforce to bring it back on track.
No project manager wants to be in such a difficult situation, especially not with her or his own project….
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By Wanda Curlee
In my last post, I discussed the project manager-powered management model that centers on neuroscience and people. Many models that discuss project management forget that people are the center of a project team. It is the people that have the power within the project.
Below is …
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by Dave Wakeman
Not all project managers are created equal.
The challenge for many of us is how to stand out in a marketplace where people are constantly talking about being a brand. Also, how do you stand out in culture where selling your importance to the project is often more important than…
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Award-Winning Metrics For 2018
by Kevin Korterud
What are the best metrics for determining if a project is about to experience schedule, budget or quality slippages? These metrics are best categorized as delivery volatility metrics.
Executives already know when a …
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Have you checked out Projectified with PMI yet? This new podcast features lively, insightful conversations about emerging trends impacting your world — the world of project management. Projectified was created with one mission in mind: to inform, to inspire and to prepare you for success &mdas…
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By Peter Tarhanidis
Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.
Most operating models used today were designe…
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by Conrado Morlan
When I started working for a leading global logistics company, I had to wait about three months to get my first regional program assigned. The program, which is still in the works, includes the deployment of a new centralized billing system — including changes to proce…
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by Jen Skrabak, PfMP, PMP
Happy 2018! Make this year your best yet!
I know we’ve been hearing these phrases for several weeks now, but one thing still rings particularly true: There’s no denying the fresh-start effect of the new year.
And with another new year come…
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Transformational leadership, as defined by Bernard M. Bass, is leadership based on “stimulation and inspiration of followers to achieve both extraordinary outcomes and develop their own leadership capability” (Bass & Riggio, 2005). This is in contrast to the more traditional transactional leadership model, which relies on an exchange of one thing for another; i.e. hard work for praise and/or compensation. The transformational leader accomplishes inspiration by, “responding to individual followers’ needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization” (Bass & Riggio, 2005). In order to accomplish performance improvement and, ultimately, true innovation, the transformational leader must establish an infrastructure, or foundation, which elevates the strategic capabilities in an organization. This is increasingly relevant in healthcare, where organizations are feeling the pressure of the transformational imperative and must respond to constant change. It’s been my personal experience, and I’m sure there is research to support this, that simply rewarding an individual for their efforts results in moderate outcomes. However, when employees are empowered to make decisions and be an integral part of the change process, there is of a sense of ownership implied and the process improvement is much more rapid and efficient. For those that are versed in transactional leadership, this approach can be difficult to adopt because it is a break from the “my way or the highway” mentality. This is important, particularly in healthcare, where the emphasis now is moving to a more team-based approach driven by metrics.
References
Bass, B. M., & Riggio, R. E. (2005). Transformational leadership. Psychology Press.
I was recently posed the question as to whether I thought electronic medical records will improve healthcare data collection. As an advocate for technological innovation, I believe that electronic medical records do have the potential to improve data collection. There are some hurdles to overcome, however, in order for that potential to be fully realized. My day-to-day interactions with various healthcare leadership groups have made me aware of the multitude of pressures they face requiring accurate data to make well-informed decisions. Strome states in the book, Healthcare Analytics for Quality and Performance Improvement that, “improving quality in a modern health care organization to the extent and at the pace necessary without the benefit of the information derived from Health Information Technology would be an onerous task” (Strome, 2013, p.7). Electronic medical records can put the information into leaderships’ hands. However, implementation of an EMR is not an end, necessarily, but the means. The roadblocks to effective utilization of these systems, in my opinion, include a health system’s ability to manage the voluminous data collected, to be able to identify and focus on the key data elements necessary for measure, and the ability to share this information across the health care system.
Strome, T. L. (2013). Healthcare analytics for quality and performance improvement. John Wiley & Sons.
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