QUM HMR Peters Presentation ProjectManagement

Project Management: 

Project Management Working out the logic that will underpin successful HMR uptake in your division, and planning your approach for 2004-05 Peter Larter General Practice Divisions - Victoria

Where to from here?: 

Where to from here? At this conference, we have all: (a) Gained new knowledge and skills about how to break down some of the HMR barriers (b) Been orientated to what will be entirely new work for MMR facilitators (c) Been shown how HMR stats may be meaningfully interpreted for evaluation

How can we apply these learnings?: 

How can we apply these learnings? By taking a step back to understand the various factors that will enhance QUM (including HMR uptake) in your division By writing a project management plan guide your work

Definition of Project Management: 

Definition of Project Management “A project is an undertaking that has a beginning and an end and is carried out to meet established goals within cost, schedule, and quality objectives” “Project management bring together and optimises the resources necessary to successfully complete the project”

The Project Life Cycle: 

The Project Life Cycle Plan Do Study Act

DEFINE: What are the systems at play?: 

DEFINE: What are the systems at play? An MMR facilitator is really a systems engineer whose work is to ensure that each component of the system is prepared to fire when signalled the relationships between the components are established & positive HMR is a system of interrelated components that each need to fire people - tools - processes

DEFINE: What is success? : 

DEFINE: What is success? Success depends on what is possible in your division! Consider: what is in your power to change, and what is not Remember: Rome was not built in a day You must set goals. They need to be quantified achievable when achieved, set slightly higher again

PLAN: Program Logic - a project planning tool : 

PLAN: Program Logic - a project planning tool What is the “logic” behind success for your project? What factors are within your control of the project, and what are outside? What activities should you undertake and what resources do you need? How will you know if you have been successful?

Slide9: 

1. Outcomes Hierarchy Improved population health outcomes in my division due to 100 HMRs completed by June 2005 GPs and pharmacists have the capacity to generate, and respond to, HMR referrals GPs and pharmacists know about the benefits of the HMR program and have the tools available to generate and respond to HMR referrals Practices respond to HMR referrals within 4 weeks Every town has access to an accredited pharmacist

Slide10: 

2. Success Criteria (Indicators of success) Enhanced QUM in my division due to *insert evaluation measure here* KPIs for GP and pharmacist contacts are met KPIs for educational events are met & rated highly Your own KPIs: eg: 50% of GPs in my division are willing and able to generate electronic referral forms Practices and pharmacies are more responsive to referrals - complaints decrease by x% The number of accredited pharmacists increases

Slide11: 

3. Factors Within My Control I have planned and managed my time effectively to enhance QUM in my division Practice/pharmacy visits are convenient & effective I follow “best practice” in educational workshop planning, execution and evaluation My division can help practices to electronically refer Practices/pharmacies have agreed to acceptable turnaround times for response to referral I met the objectives that I set for my workshops

Slide12: 

4. Factors Outside My Control Systematic factors exist that will affect optimal QUM in my division Some GPs and pharmacists are just not interested I cannot force health professionals to attend my wonderfully enlightening educational workshops There are no HMR plan forms on “Locum” program Some referrals will go unnoticed by busy health professionals Time constraints will affect my influence

Slide13: 

5. Program Activities/Resources 6. Performance Information 7. Comparisons for Evaluation

Your mission, should you choose to accept it... : 

Your mission, should you choose to accept it... Taking a good 3 hours to plan your work when you get back home could mean the difference between optimal performance and sub-optimal performance It could mean that more HMRs are done = decreased morbidity and/or mortality increased work satisfaction

A final word: time management : 

A final word: time management Know thyself… what motivates you? Bad habits are hard to break. Tips: launch a program plan with gusto and tell your colleagues you’ve done it be committed face up to procrastination: yes we all do it, but how can you manage it?

Further Help - Where to Get It: 

Further Help - Where to Get It Ask your state facilitator or SBO for assistance… and if they can’t help you, they can direct you to someone who can Books - see reference list at end of this presentation Other education and training: PHCRED / universities, State training

References: 

References 1. Davis, Lionel. 1989. Time Management for Community Organisations. Module #2. Sydney: Local Community Services Association. 2. Funnell, Sue. 1997. “Program Logic: An Adaptable Tool for Designing and Evaluating Programs”. Evaluation News and Comment. 6(1):5-17. 3. Nacarella, Lucio and Jane Sims. 2004. Program Logic Workshop: What, Why & How. Melbourne: University of Melbourne. 4. O’Connor, J. and McDermott, I. 1997. The Art of Systems Thinking. London: Thorsons.