‘s Lands
Hospitaal, LH for its acronym in Dutch, is a well-known hospital in the country
of Suriname. This hospital is owned by the government and provides care to all
layers of society. The hospital was established in 1760 and is based in the
capital of Suriname, Paramaribo. The hospital daily serves more than 300
walk-in patients. These patients are referred by their primary physician or are
there for a (surgical) procedure or repeating checkup.
Even though the
hospital was established in an era where there was minimal innovation in
medicine, the hospital staff managed to improve their skills and services
during all those years and remained standing.
The hospital
used paper charts to register appointments for patients. All appointments were written by the
administrative staff on a calendar or in an agenda. It even occurred that
appointments were never registered at all, even though the doctor in charge or
patient requested one. This caused confusion and mismanagement at the different
clinics in the hospital. It was also true that the contact details of patients
were not always available. These patients could not be contacted in case a
reschedule of an appointment needed to be made.
The generic
objective of this final graduation project was to develop a project management
plan based on the Project Management Institute’s guidelines to manage implementation of an electronic
patient scheduling application.
The specific
objectives of this project were to create: a project integration management
plan able to coordinate the different project management processes; a scope
management plan to clearly identify the work needing completion; a project
schedule management plan in order to finish the project within the planned
timeframe; a project cost management plan in order to track the budget of the
project and avoid cost overruns; a project quality management plan to apply the
organization’s quality guidelines; a project resource management plan to
properly apply project resources and adjust where needed; a project communications management plan to
properly communicate with project team members and project stakeholders; a
project risk management plan to identify possible risks and ways to mitigate
these risks; a project procurement management plan detailing ways to conduct
procurements for this project; and, finally, a project stakeholder management
plan for proper management of expectations and activities among the different
project stakeholders.
This project
utilized an analytical methodology. The most important resources were hospital
documents, the PMBOK® guide sixth edition, and interviews with the managing
board.
The project
management plan that was created using the Project Management
Institute’s
guidelines and the Project Management Body of Knowledge was a revelation for
the hospital, since this way of managing projects had never been applied in
full. There are intentions to perform future projects using this
methodology.
With the
implementation of the electronic patient scheduling application, the hospital
will have improved patient scheduling activities and patient experiences due to
the flexibility and reduction of double or missed appointments.
Indirectly, the
hospital staff will acquire competencies in the use of computers and computer
applications.
It is
recommended that the hospital completely implements a project management
methodology in order to implement future projects according to a certain set of
(international) standards.
Descargar aquí :
https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2090.pdf
Estudiante: ERNST V. TERBORG
Tutor: Paula Villalta Olivares
Lector: Sophia Crawford
Lector: Jorge Trejos
