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Published: Friday, February 25, 2011 - 15:23 (McGraw-Hill: New York) -- Co-written by a certified project management professional and a medical doctor, Project Management for Healthcare Information Technology (McGraw-Hill, 2011) demonstrates how to integrate project management principles with health care information technology to achieve success. The book discusses the project management body of knowledge (PMBOK), process groups, and knowledge areas, and explains how they apply to health care. This in-depth guide also goes beyond the PMBOK to the areas of technology and change management to ensure that health care projects are started properly, are successful, and can be maintained.
• Written by authors who teach a course titled “Project Management for Healthcare Information Technology” and work with more than 5,000 hospitals on this topic Book chapters include: 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 Co., a project management software and services firm. Coplan helped Milwaukee Children’s Hospital build its HMO and oversaw implementing more than nine financial, administrative, and clinical applications at three separate Los Angeles County hospitals in both in-patient and ambulatory settings. He holds faculty positions at the University of Washington Schools of Public Health and Medicine, where he teaches health care project management. Dr. David Masuda 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 health care higher education. Quality Digest does not charge readers for its content. We believe that industry news is important for you to do your job, and Quality Digest supports businesses of all types. However, someone has to pay for this content. And that’s where advertising comes in. Most people consider ads a nuisance, but they do serve a useful function besides allowing media companies to stay afloat. They keep you aware of new products and services relevant to your industry. All ads in Quality Digest apply directly to products and services that most of our readers need. You won’t see automobile or health supplement ads. So please consider turning off your ad blocker for our site. Thanks, McGraw-Hill Professional helps individuals excel in their learning and occupations by providing timely and authoritative knowledge to professionals around the world. We offer digital tools, services, and books through four core publishing programs: McGraw-Hill Business, McGraw-Hill Medical, McGraw-Hill Technical, McGraw-Hill Education.Book: Project Management for Healthcare Information Technology
Establishing health care information technology projects, and keeping them running
Project Management for Healthcare Information Technology
• Introduces the PMBOK knowledge areas—scope, schedule, cost, quality, human resources, communications, and risk in relation to health care
• Explains how the PMBOK process groups—initiation, planning, execution, control, and closing—apply to health care
• Incorporates the additional areas of technology and change management to ensure that the project is successful
• Uses a fictitious ambulatory electronic health record implementation as a case study
• Includes lessons learned and knowledge checks throughout the book to reinforce the material covered
Healthcare Challenges Today; Problems with the Solution; HIT Project Management (Definitions, Professional Organizations, Standards); Project, Technology and Change Management Definitions; PMBOK Knowledge Areas; Integration; Scope; Time; Cost; Quality; Human Resources; Communication; Risk; Procurement; IEEE Software Engineering Knowledge Areas; Software Requirements; System Infrastructure; Security; Conversion; Interface; Software Design; Configuration; Test; Transition; Support; Change Management Knowledge Areas; Vision; Leadership; Consensus; Training; Process Improvement; Integrating the Three Management Disciplines; PMI Project Process Groups; Project Initiation; Project Planning; Project Execution; Project Control; Project ClosingAbout the authors
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