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leadership in healthcare essential

Questions and Answers of Leadership In Healthcare Essential

9. How can you access other application files from within Project 2016?
8. What are some of the reports built-in to Project 2016? Which ones do you think are commonly used?
7. What type of information do you see in the Earned Value table?
6. How do you establish a baseline in Project 2016 and enter actual information?
5. How do you enter task durations and establish dependencies between tasks?
4. How do you create a WBS in Project 2016?
3. What are the new features of Project Professional 2016?
2. What are some unique features of project management software in general?
1. What are the six different versions of project management software offered by Microsoft as of April 2016? Briefly describe how they differ and who uses them.
3. Based on your team’s experiences on your class project and your work experiences, describe what you believe are the most useful best practices for project management. Be sure to include specific
2. Research two or three different project management maturity models in more detail, such as those described in this chapter. Several include a sample or free assessment you can take to determine
1. Read one of the reports or books listed in the Endnotes. Summarize key information in this document and your opinions of it.
6. Watch the video mentioned in the Video Highlights where Diane Sawyer interviews Dr. Randy Pausch. Watch at least one other video about the lecture (or the entire lecture itself) and review the Web
5. Search for articles and research done in the past three years regarding best practices in project management. What do you think about the quality of what you found? Summarize the findings of least
4. Interview an experienced project manager about best practices he or she has used on an individual and organizational level. Document your findings.
3. Skim PMI’s latest version of OPM3 or the Healthcare Community of Practice list of best practices. Summarize key information in the document and your opinion of it.
2. Read PMI’s “Pulse of the Profession” report published in March 2013. Summarize key information in the document and your opinion of it.
1. Review the project management best practices presented in this chapter or describe several used in an organization you are familiar with. Select any two of them and describe how each practice
5. Do you believe that developing and applying project management skills can help most individuals and organizations, especially those working in healthcare? Justify your response.
4. What is a project management maturity model? What benefits have studies shown from increasing project management maturity levels in organizations?
3. What are some of the things that alpha project managers do differently from other project managers?
2. Why should organizations identify and use best practices? What are the main categories of best practices developed as part of OPM3?What does PMI’s Healthcare Community of Practice suggest as
1. What is a best practice in general? Give examples of best practices in an area unrelated to project management, such as nutrition, exercise, or child rearing.
10. What is the main message of the final cartoon in this chapter in the section on final advice on project management?A. Follow best practices, and keep a sense of humor.B. Don’t invest too much
9. Which of the following is not a best practice listed in this text?A. Determine how project, program, and portfolio management will work best in your own organization.B. Involve key
8. What was the average maturity level (with a high of 5) reported by survey participants for high performing organizations and low performing ones in the 2014 study by PM Solutions?A. 3.4 and 1.7 B.
7. Which of the following is true regarding studies on the value of project management and project management maturity?A. The PMI-sponsored study by Ibbs found that companies with a high maturity
6. Which of the following is a trait of alpha project managers?A. They spend more time on execution than other project managers.B. They spend more time in meetings than other project managers.C. They
5. Alpha project managers represent the top __________.of project managers based on performance.A. 1%B. 2%C. 5%D. 10%
4. Organizations can measure performance against their own past;against peers; and, even better, against __________.A. profits B. potential C. revenues D. the future
3. The Project Management Institute defines best practices in each of the following areas except _________.A. projects B. programs C. project personnel D. portfolios
2. The Project Management Institute initially published the _________ to address the need to bridge the gap between organizational strategy and successful projects.A. Organizational Project
1. A __________ is a procedure that has been shown by research and experience to produce optimal results and that is established or proposed as a standard suitable for widespread adoption.A.
5. Discuss best practices described in this text
4. Describe research on project management maturity
3. Explain how improving project management maturity can improve project and organizational performance
2. Summarize best practices in project management for individuals
1. Define best practices in general and best practices in project management for organizations
4. Perform the closing tasks for one of the case studies provided in Appendix B. If you are working on a real team project, create relevant closing documents, such as a final project report and
3. Using the information you developed in Team Project 1 or 2, roleplay the final project meeting, at which you present the final project presentation to key stakeholders. Determine who will play
2. You are part of a team in charge of a project to help people in your company (500 people) lose weight. This project is part of a competition, and the top “losers” will be featured in a popular
1. Your organization is about to complete a project to raise money for an important charity. Assume that there are 1,000 people in your organization. Also, assume that you had six months to raise as
5. Watch the videos mentioned in the Video Highlights for this chapter about the Space Shuttle Challenger disaster and lessons learned from it. (See www.healthcarepm.com for the direct links.)
4. Find an article or video that provides a good example of closing a healthcare project. Summarize your findings.
3. Compare the lessons-learned template on the companion Web site and one you find from another resource. For example, Microsoft has a Word template for one. Summarize their similarities and
2. Using the lessons-learned template on the companion Web site, write a lessons-learned report for a project you worked on. If you cannot think of one, interview someone who recently completed a
1. Find an example of a large healthcare project that took more than a year to complete. Describe some of the tasks performed to close the project.
7. Why is it critical that you receive formal acceptance from your sponsor that your project objectives were met once the project is completed?
6. What advice about project closing is most useful to you? What other advice would you add?
5. What are the main closing outputs created as part of procurement management?
4. What is a post-mortem?
3. What are the main topics included in a lessons-learned report?
2. What are the main closing outputs created as part of integration management? Why is it important to create a final project report, presentation, and lessons-learned report?
1. What is involved in closing projects? Why should all projects be formally closed?
10. Which of the following is not advice for closing projects or phases?A. You don’t need to celebrate completing a project, especially if it did not go well.B. You should capture lessons learned
9. Which of the following was not a lesson learned from the VAPR project?A. good communications was instrumental to project success B. supplier partnerships were not very effective C. good planning
8. _____________ is the process of communicating knowledge that was developed by one person or in one part of an organization to another person or other parts of an organization.A. Cross training B.
7. A __________ is another name for a project close-out meeting A. celebration B. post project C. final review D. post mortem
6. This approach to project termination occurs when a project is ended by decreasing its budget or suddenly ending funding.A. addition B. integration C. extinction D. starvation
5. What is the most common reason for closing or terminating a project?A. addition B. integration C. extinction D. starvation
4. Answering questions such as, “What will you do differently on the next project based on your experience working on this project?” is part of a __________.A. lessons-learned report B. customer
3. Updating processes, policies, procedures, and knowledge bases is part of __________.A. updating organizational process assets B. archival C. updating project documents D. lessons learned
2. Which of the following statements is false?A. Even though many projects are canceled before completion, it is still important to formally close any project.B. Closing includes releasing
1. Which knowledge areas include processes related to closing?A. project scope, schedule, cost, and quality management B. project integration, scope, schedule, cost, and quality management C. project
5. Summarize advice on closing projects
4. Describe the contents of a customer acceptance/project completion form, final project report, and lessons-learned report
3. Explain the importance of a project close-out meeting and knowledge transfer
2. Discuss the process of closing a project or phase performed as part of project integration management
1. Describe common ways to close or terminate projects
5. Perform the monitoring and controlling tasks for one of the case studies provided in Appendix B. If you are working on a real team project, create relevant monitoring and controlling documents,
4. Brainstorm two different quality related problems that you are aware of at your college or organization. Then review the charts found in the section of this chapter on the seven basic tools of
3. Using the information you developed in Team Project 1 or 2, roleplay a meeting to brainstorm and develop strategies for solving problems with key stakeholders. Determine who will play what
2. You are part of a team in charge of a project to help people in your company (500 people) lose weight. This project is part of a competition, and the top “losers” will be featured in a popular
1. Your organization initiated a project to raise money for an important charity. Assume that there are 1,000 people in your organization.Also, assume that you have six months to raise as much money
5. Watch the YouTube video mentioned in the Video Highlights feature of this chapter called “Rooting Out Waste in Health Care by Taking Cue From Toyota.” Describe the major changes Virginia Mason
4. Assume you are working on a project to improve customer service.Create a Pareto chart based on the information in the following table.Use the Pareto chart template from the companion Web site or
3. Follow the steps for using Microsoft Project 2016 provided in the Brief Guide to Microsoft Project 2016 in Appendix A through the section on earned value management. Open the data files as
1. Find an example of a large project that took more than one year to complete, preferably in the healthcare industry. Describe some of the tasks performed to monitor and control the project.
8. Describe a problem or issue that you have been involved in resolving that could have been detected earlier (or prevented) if using the Seven Basic Tools of Quality. Which tool could have helped
7. Why is it important to document contract changes?
6. Why is it important to keep the risk register up to date?
5. What are some of the tools and techniques for performing time, cost, and quality control? What are the Seven Basic Tools of Quality?
4. What is the difference between scope validation and scope control?Why are both important to project success?
3. What are the three main objectives of integrated change control?
2. Explain how earned value management helps you monitor project performance and forecast future cost and schedule information.What do you need to do to use earned value management?
1. What is involved in monitoring and controlling projects? What outputs of monitoring and controlling are common to all knowledge areas?
10. Which of the following is not part of controlling procurements?A. Selecting sellers B. Monitoring contract performance C. Managing procurement relationships D. Closing out contracts
9. ___________ are unplanned responses to risk events.A. Contingencies B. Reserves C. Workarounds D. Overallocations
8. ____________ predict future project status and progress based on past information and trends.A. Forecasts B. Status reports C. Progress reports D. Histograms
7. Controlling resources involves __________ resources.A. human B. physical C. material D. all
6. When a process is out of control, variations in the results of the process are caused by ________ events.A. random B. nonrandom C. planned D. unplanned
5. A ___________ chart is a histogram that can help you identify and prioritize problem areas.A. Pareto B. control C. run D. scatter
4. ___________ issues cause the most conflict over the life of projects.A. Change control B. Scope creep C. Cost D. Schedule
3. ________ involves formal acceptance of the completed project scope by the stakeholders.A. Verification B. Scope validation C. Deliverable acceptance D. Customer sign-off
2. _______ is a project performance measurement technique that integrates scope, time, and cost data.A. Integrated change control B. Flowcharting C. Earned value management D. Forecasting
1. Which knowledge areas include processes related to monitoring and controlling?A. project scope, schedule, cost, and quality management B. project integration, scope, schedule, cost, and quality
10. Explain how to control procurements
9. Describe the process of monitoring risks
8. Discuss different approaches to monitoring stakeholder engagement
7. Explain the process of controlling resources Summarize methods for monitoring communications

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