1. PROJECT MANAGEMENT (PM) STRATEGIES FOR CLINICAL ENGINEERING Sanjeev Hiremath Princess Margaret Hospital, Perth Brett Anderson Perfect Project Planning, Perth

2. Why Project Management ? Specific goals Time bound Limited budget Higher Quality Benchmarking - C.I. process My goodness! Last time I marked a bench was during my school days!

3. Triangle of Objectives Resources = People + Materials TIMECOST QUALITY

4. PM strategies = Plan = Organise = Implement = Network = Train POINT strategic mix was used successfully to control costs and deliver results on time Endless cycles of continuous improvement processes

5. Planning The success of a project will depend critically upon the effort, care and skill you apply in its initial planning……… - Gerard M. Blair, Senior Lecturer The University of Edinburgh Key to successful implementation Clarity of specifications Specific goals and Deliverables Work breakdown structure

6. Organisation Critical Path Earned Value Management

7. Implementation Resources Resources Risk Risk Cost Cost Benefit Benefit

8. BETTER PROJECT Changed the service level dramatically ORBIS International Project - BETTER was conducted in Ethiopia in 2001-03 Prior to the project 50% of the medical equipment in a state of disrepair. Changed to 80% functional equipment. Capacity Building achieved for continued support.

9. PM implications for Clinical Engineering NETWORK = NET + “WORK” S.M.A.R.T Work Specific, Measurable, Actionable, Realistic, Time-bound Training : A life long process for a professional

10. Before we go….. “Quality expert Dr. J. M. Juran defined a ‘Project’ as..a problem scheduled for solution.” - Juran’s Quality Handbook: Fifth Edition ISBN 0-07-034003-X 1999 Thank you Any questions and / or comments please email : sanjeev_mh@yahoo.com