Managing Projects in Health and Social Care is designed for anyone who is asked to manage a public services project but who lacks the experience or training to feel confident in this role. The book shows how to use project management techniques to ensure that your project will be successful. The key dimensions discussed are: * budget * time * feasibility * planning / scheduling * implementation * evaluation. The book includes many examples to show how people have used the techniques described in health and care settings. There are clear explanations of how and when to use each technique and consideration of the differences between large and complex projects and smaller, less complicated ones. It is a valuable resource for anyone who wants to be sure that their project will make a useful contribution to improvement of health and care services.

This is a practical handbook for professionals wanting to develop the skills they need to manage and improve health care and social services. Management concepts, models and approaches are explained in detail, with practical and relevant examples. The focus throughout the book is the role of the manager in ensuring effective delivery of high quality services. Themes covered include: taking on management responsibility in health and social care; how to manage effectively; managing service provision; improving and developing services. Drawn from materials produced by the Management Education Scheme for Open Learning (MESOL), this book should provide a resource both for first-time managers moving into an operational role and for more senior and experienced staff who support or mentor managers and team leaders.

In the health and community service industries, projects are increasingly used for the development of new services, and to achieve change in existing services, work practices and delivery models. Until now, project workers in these fields have had to rely on books designed for architects, builders and IT administrators. This is the first textbook to take the principles of project management and place them into a context relevant for people working in health and community services. This book provides a critical guide to both the strategic and operational aspects of using projects and making them work. Covering topics such as the lifecycle of a project, planning, execution and evaluation, risk management, change and effective teams, Project Management for Health and Community Services uses extensive international case studies and examples from the field. Written by authors with years of practical experience, this is a valuable resource for anyone studying or working on health and community services. Project Management for Health and Community Services offers students and professionals practical problem solving strategies and provides a comprehensive guide to managing projects as well as tips on managing a team and the stakeholders.

Table of Contents List of Illustrations Introduction 1 Overview of the chapters 2 1 Your job as a manager in health and social care 5 2 Improving your effectiveness as a manager 24 3 Management and leadership 39 4 Values and vision 57 5 Mapping the service environment 75 6 Developing effective performance 93 7 Managing change 113 8 What do your customers and service users want? 135 9 Managing outcomes for service users 157 10 Quality in services 177 11 Working with standards 192 12 Management control 211 13 Managing processes 233 14 Planning and managing projects 248 15 Service planning, accountability and risk 267 16 Working with a budget 286 17 The flow of work and information 303 18 Evidence and investigation 323 Contributors 340 Acknowledgements 343 Index 345.

As a growing number of healthcare organizations implement project management principles to improve cost and service efficiencies, they are in desperate need of resources that illustrate the project management needs of today’s healthcare professional. Project Management for Healthcare fills this need. Using easy-to-follow language, it explains how the time-tested principles of project management can help maximize limited resources and ensure the highest possible quality of care. Exploring the discipline of project management from the perspective of the healthcare environment, the book dissects the project process and provides the tools and techniques required to successfully plan, execute, and control any healthcare-based project. From identifying stakeholders to constructing a project plan, it covers the spectrum of project planning activities. Complete with chapter summaries, exercises, hints, review questions, and case studies, it illustrates applications across a range of healthcare settings. Explains how to utilize the project plan to execute projects within budget, schedule, and quality objectives Covers program management as it relates to healthcare Addresses the interaction between healthcare and information technology Presents best practices from the pharmaceutical and medical equipment industries—that can easily be adapted to any healthcare setting Because most healthcare personnel will inevitably have to work with program management and need to interact with pharmaceutical companies and medical device manufacturers, the book provides an inside look at the processes and best practices used to bring products to market in these industries. Explaining how to adapt these processes to drive down costs and improve the quality of care in any healthcare setting, the book includes a case study of a medical facility that illustrates the proper application of the tools and techniques needed to manage healthcare projects effectively and efficiently.

An understanding of leadership and management theory and practice is integral to the success of a new generation of health and social care professionals, and managers of services. It is equally important for educators in the field. Leading and Managing in Contemporary Health and Social Care by Elizabeth Rosser and Cate Wood supports the development of all health and social care professionals as managers and leaders in today’s rapidly evolving environment. This new title addresses pertinent topics including: integration and enhancement of health and social care services; interprofessional working; the importance of a strong organizational culture; developing individual resilience; leading innovation; and practising successful project and financial management within global and culturally sensitive contexts. With a growing mandate for health and social care professionals to understand leadership and management within their organizations, and a strong appreciation of these skills by employers, this new book is an important contribution that students and educators alike will welcome. Comprehensive and authoritative text written by experts in their field Fifteen chapters offer current thinking from a range of different perspectives Presents leadership management theory that can be applied across a wide range of workplaces Includes summary points and case studies for reflection and application Ideal reference for Master’s students and those undertaking MBA courses with a focus on health and social care

Managers in social work and social care contexts are required to manage a wide range of projects: long-term and short-term, on large and small scales, in partnership with other agencies, and covering a broad range of issues and contexts. Management of these projects requires specific expertise, and this book sets out what these core skills are and how they can be achieved. Topics such as managing resources, assessing risks, and measuring outcomes are covered, as well as how to start and end a project. The authors acknowledge the values and ethics inherent to care environments, as well as the business skills necessary for good management. Detailed case studies demonstrate the ideas in action, and reflective activities, practical tools and action checklists are included throughout. This practical handbook provides a clear and comprehensive guide to how to be an excellent project manager, and is a must-read for all social work and social care managers and post-qualifying social work and social care students.

Project management is recognised as a core competency across health and community services environments, yet it can be challenging for new project staff and practitioners to balance the needs of stakeholders and ensure the best outcome for everyone involved. This wholly revised edition of Project Management in Health and Community Services presents the tools and techniques for effective practice, offering practical problem-solving strategies for managing projects based on real-life scenarios. The expert authors use case studies and examples from the field to illustrate topics such as the project life cycle, project planning, execution and evaluation, risk management, handling change and building effective teams. This edition also features a new chapter on the importance of incorporating evaluation into project design and implementation, and how evaluation can impact on future project design and development. Written by highly experienced authors and underpinned by the latest research, this is an essential resource for anyone studying or working in health and community services.

Through its use of real clinical examples, this book provides an explanation of the project management process tailored for nurses. It first describes, in detail, the project management process along with its relationship to the phases of the project life cycle. Coverage includes the tools available to successfully complete each phase of the project management process and advance the project life cycle. With the aid of case studies and project examples, the book then examines how to apply these principles in the day-to-day work of the nurse, whether manager, staff nurse, educator, researcher, or informatician.

Managing in Health and Social Care is about developing skills to manage and improve health and social care services. The focus throughout is on the role that a manager can play in ensuring effective delivery of high-quality services. Examples from social care and health settings are used to illustrate techniques for managing people, resources, information, projects and change. This new edition has been extensively revised and updated, and includes many new case studies and examples, as well as a new chapter on motivation. It covers topics such as: interorganisational and interprofessional working leadership responding to the needs of service users the service environment accountability and risk working with a budget standards and quality managing change. The authors explore how managers can make a real and positive difference to the work of organisations providing health and social care. They consider what effectiveness means in managing care services, the values that underpin the services, the roles of leaders and managers in developing high-quality service provision, and the necessary skills and systems to enable service users to contribute to planning and evaluation. Managing in Health and Social Care is a practical textbook for students of management in health and social care, whether at undergraduate or postgraduate level. It includes case studies with textual commentary to reinforce learning, activities, key references and clear explanations of essential management tools and concepts. The first edition of this book was published in association with The Open University for the Managing Education Scheme by Open Learning (MESOL)