Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Managing projects to enable change

202 views

Published on

Overview of how to manage a project in order to enable change

Published in: Health & Medicine
  • Be the first to comment

Managing projects to enable change

  1. 1. Leading projects… enabling change Sarah Stewart Midwifery Adviser, Australian College of Midwives, 2016 Sarah.stewart@midwives.org.au
  2. 2. What we’re going to talk about today •Things to think about when leading a project •How to bring about the change that is needed to make projects successful •How to evaluate the success of a project
  3. 3. Leading a project
  4. 4. Define the problem, question or issue that you want to address
  5. 5. What are you going to do?
  6. 6. SMART
  7. 7. •Specific – target a specific area for improvement •Measurable – quantify or at least suggest an indicator of progress •Assignable – specify who will do it •Realistic – state what results can realistically be achieved, given available resources •Time-related – specify when the result(s) can be achieved
  8. 8. Activity: Use SMART to plan how to make a cup of tea
  9. 9. How are you going to do it?
  10. 10. Principles of change
  11. 11. •Change is a process that can be enabled, not managed •You need to believe that you can make change •Provide inspiration to people to change •Try, try and try again •Change occurs when a person believes there is an need •Change happens at an emotional, not an intellectual level •Resistance to change is a predictable reaction •Change doesn’t happen all at once •People need to be rewarded when they make efforts to change
  12. 12. How do you enable change?
  13. 13. •Create a vision for change •Provide motivation for change •Develop political support •Manage the transition of change •Sustain momentum
  14. 14. Managing risk
  15. 15. •Identify •Analyse •Respond •Ongoing monitoring
  16. 16. What is your time line?
  17. 17. Gantt chart
  18. 18. Activity: Use a gantt chart to plan your time line for making a cup of tea
  19. 19. What resources do you need?
  20. 20. Evaluating a project’s success
  21. 21. •Check the progress of the project •Collect data to share and disseminate eg final report, presentation to staff •Learn from experience for the future •Celebrate success!
  22. 22. Quantitative
  23. 23. Qualitative
  24. 24. Activity: • You work on a post natal ward and you believe staff morale is low, so you decide that you would like to implement a monthly staff morning tea. Using your project plan template, plan how you will implement this initiative. Don’t forget to consider issues such as stakeholders, funding, barriers and evaluation. • Stakeholders include: • Sister May, ward manager who is concerned about workload • Mr Tom, manages funding for the ward and HR • Lelia, new graduate midwife • Rosie, midwife who works permanent night duty • Dr Rani, who is a diabetic • Fred, ward cleaner

×