Project Managment Intro
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MBA-TM academic presentation. Trans + references. Overview of PMI project management needs at a fictitious company.
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1Fujitsu, Tokyo, Japan
2ETH Zurich, Zurich, Switzerland
865226CMRXXX10.1177/1536504219865226California Management ReviewDemystifying AI: What Digital Transformation Leaders Can Teach You
research-article2019
https://us.sagepub.com/en-us/journals-permissions
https://journals.sagepub.com/home/cmr
Demystifying AI: What Digital Transformation Leaders Can Teach You 111
provider of AI solutions and co-created an innovative new AI application tailored
to their specific needs. After one year, the system was ready for field testing. Six
months later, first results showed that the diagnostic and patient’s risks assessment
solution can cut the time in half for preliminary assessment of patient ...
110httpsdoi.org10.11771536504219865226California
110
https://doi.org/10.1177/1536504219865226
California Management Review
2019, Vol. 61(4) 110 –134
© The Regents of the
University of California 2019
Article reuse guidelines:
sagepub.com/journals-permissions
DOI: 10.1177/1536504219865226
journals.sagepub.com/home/cmr
Special Issue on AI
Demystifying AI:
What Digital transformation
leaDers Can teaCh You about
realistiC artifiCial intelligenCe
Jürgen Kai-Uwe Brock1 and Florian von Wangenheim2
SUMMARY
Recent years have seen a reemergence of interest in artificial intelligence (AI) among
both managers and academics. Driven by technological advances and public interest,
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empirical advice on how to prepare and use AI in their firm’s operations. Based on
case studies and the results of two global surveys among senior managers across
industries, this article shows that AI is typically implemented and used with other
advanced digital technologies in firms’ digital transformation projects. The digital
transformation projects in which AI is deployed are mostly in support of firms’
existing businesses, thereby demystifying some of the transformative claims made
about AI. This article then presents a framework for successfully implementing AI in
the context of digital transformation, offering specific guidance in the areas of data,
intelligence, being grounded, integrated, teaming, agility, and leadership.
KeYwoRDS: artificial intelligence, polls and surveys, managers, management,
management skills
I
n 2014, Dr. Julio Mayol wondered, “We have access to a vast quantity of
data but it’s hard to extract meaningful information that helps us improve
the quality of the care we provide.” Dr. Mayol, Medical Director and Director
of Innovation at the Carlos Clinical Hospital in Madrid, Spain, founded in
1787, found the answer after consulting with an external group of technology advi-
sors: artificial intelligence (AI). About six months later, the innovation unit of the
hospital, under his leadership, embarked on a project to apply AI. Rather than opt-
ing for an off-the-shelf generic solution, the team worked closely with a technology
1Fujitsu, Tokyo, Japan
2ETH Zurich, Zurich, Switzerland
865226CMRXXX10.1177/1536504219865226California Management ReviewDemystifying AI: What Digital Transformation Leaders Can Teach You
research-article2019
https://us.sagepub.com/en-us/journals-permissions
https://journals.sagepub.com/home/cmr
Demystifying AI: What Digital Transformation Leaders Can Teach You 111
provider of AI solutions and co-created an innovative new AI application tailored
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Discussion Change ManagementChange often involves moving out.docx
Discussion : Change Management
Change often involves moving outside one’s comfort zone. The greater the change, the more discomfort it is likely to cause. The substantial changes associated with implementing major health care information technology projects can be disconcerting for individuals within health care organizations. People become comfortable with following a routine process and knowing their job expectations. For some, changes to routine may cause anxiety. Project managers must be able to apply change management methods that enable stakeholders to recognize and accept the benefits of a change. Project managers have a variety of methods at their disposal to mitigate uneasiness resulting from change, including conflict resolution, communication strategies, or team-building. With new health care technologies emerging at an increasingly rapid rate, proficiency in applying change management methods is critical.
In this Discussion, you analyze different methods that project managers employ to facilitate change.
To prepare:
Review this week’s Learning Resources on managing teams and change.
Explore the methods project managers use to expedite change in Chapter 5 of the course text
Project Management for Healthcare Information Technology
.
Consider how project managers use conflict resolution, communication, and team-building to facilitate change brought about by new projects.
Think about a personal experience in which change was handled ineffectively. What could have been done differently?
Post by tomorrow 09/06/2016, a 550 words essay in APA format with a minimum of 3 references from the list provided under required readings. Apply the level 1 headings as numbered below:
1)
A description of a personal experience in
the healthcare setting
(hospital, nursing unit, homecare, or doctor's office... etc), in which change was ineffectively managed.
2) Explain which management methods could have been applied to more successfully to facilitate the change.
Required Readings
Biafore, B. (2010).
Microsoft Project 2010: The missing manual
. Sebastopol, CA: O’Reilly.
Chapter 2, “Planning a Project” (pp. 39–57)
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Coplan, S., & Masuda, D. (2011).
Project management for healthcare information technology
. New York, NY: McGraw-Hill.
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Project Management Institute. (2013).
A guide to the project management body of knowledge (PMBOK guide)
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110httpsdoi.org10.11771536504219865226California
110
https://doi.org/10.1177/1536504219865226
California Management Review
2019, Vol. 61(4) 110 –134
© The Regents of the
University of California 2019
Article reuse guidelines:
sagepub.com/journals-permissions
DOI: 10.1177/1536504219865226
journals.sagepub.com/home/cmr
Special Issue on AI
Demystifying AI:
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SUMMARY
Recent years have seen a reemergence of interest in artificial intelligence (AI) among
both managers and academics. Driven by technological advances and public interest,
AI is considered by some as an unprecedented revolutionary technology with the
potential to transform humanity. But, at this stage, managers are left with little
empirical advice on how to prepare and use AI in their firm’s operations. Based on
case studies and the results of two global surveys among senior managers across
industries, this article shows that AI is typically implemented and used with other
advanced digital technologies in firms’ digital transformation projects. The digital
transformation projects in which AI is deployed are mostly in support of firms’
existing businesses, thereby demystifying some of the transformative claims made
about AI. This article then presents a framework for successfully implementing AI in
the context of digital transformation, offering specific guidance in the areas of data,
intelligence, being grounded, integrated, teaming, agility, and leadership.
KeYwoRDS: artificial intelligence, polls and surveys, managers, management,
management skills
I
n 2014, Dr. Julio Mayol wondered, “We have access to a vast quantity of
data but it’s hard to extract meaningful information that helps us improve
the quality of the care we provide.” Dr. Mayol, Medical Director and Director
of Innovation at the Carlos Clinical Hospital in Madrid, Spain, founded in
1787, found the answer after consulting with an external group of technology advi-
sors: artificial intelligence (AI). About six months later, the innovation unit of the
hospital, under his leadership, embarked on a project to apply AI. Rather than opt-
ing for an off-the-shelf generic solution, the team worked closely with a technology
1Fujitsu, Tokyo, Japan
2ETH Zurich, Zurich, Switzerland
865226CMRXXX10.1177/1536504219865226California Management ReviewDemystifying AI: What Digital Transformation Leaders Can Teach You
research-article2019
https://us.sagepub.com/en-us/journals-permissions
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Demystifying AI: What Digital Transformation Leaders Can Teach You 111
provider of AI solutions and co-created an innovative new AI application tailored
to their specific needs. After one year, the system was ready for field testing. Six
months later, first results showed that the diagnostic and patient’s risks assessment
solution can cut the time in half for preliminary assessment of patient ...
110httpsdoi.org10.11771536504219865226California
110
https://doi.org/10.1177/1536504219865226
California Management Review
2019, Vol. 61(4) 110 –134
© The Regents of the
University of California 2019
Article reuse guidelines:
sagepub.com/journals-permissions
DOI: 10.1177/1536504219865226
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Special Issue on AI
Demystifying AI:
What Digital transformation
leaDers Can teaCh You about
realistiC artifiCial intelligenCe
Jürgen Kai-Uwe Brock1 and Florian von Wangenheim2
SUMMARY
Recent years have seen a reemergence of interest in artificial intelligence (AI) among
both managers and academics. Driven by technological advances and public interest,
AI is considered by some as an unprecedented revolutionary technology with the
potential to transform humanity. But, at this stage, managers are left with little
empirical advice on how to prepare and use AI in their firm’s operations. Based on
case studies and the results of two global surveys among senior managers across
industries, this article shows that AI is typically implemented and used with other
advanced digital technologies in firms’ digital transformation projects. The digital
transformation projects in which AI is deployed are mostly in support of firms’
existing businesses, thereby demystifying some of the transformative claims made
about AI. This article then presents a framework for successfully implementing AI in
the context of digital transformation, offering specific guidance in the areas of data,
intelligence, being grounded, integrated, teaming, agility, and leadership.
KeYwoRDS: artificial intelligence, polls and surveys, managers, management,
management skills
I
n 2014, Dr. Julio Mayol wondered, “We have access to a vast quantity of
data but it’s hard to extract meaningful information that helps us improve
the quality of the care we provide.” Dr. Mayol, Medical Director and Director
of Innovation at the Carlos Clinical Hospital in Madrid, Spain, founded in
1787, found the answer after consulting with an external group of technology advi-
sors: artificial intelligence (AI). About six months later, the innovation unit of the
hospital, under his leadership, embarked on a project to apply AI. Rather than opt-
ing for an off-the-shelf generic solution, the team worked closely with a technology
1Fujitsu, Tokyo, Japan
2ETH Zurich, Zurich, Switzerland
865226CMRXXX10.1177/1536504219865226California Management ReviewDemystifying AI: What Digital Transformation Leaders Can Teach You
research-article2019
https://us.sagepub.com/en-us/journals-permissions
https://journals.sagepub.com/home/cmr
Demystifying AI: What Digital Transformation Leaders Can Teach You 111
provider of AI solutions and co-created an innovative new AI application tailored
to their specific needs. After one year, the system was ready for field testing. Six
months later, first results showed that the diagnostic and patient’s risks assessment
solution can cut the time in half for preliminary assessment of patient ...
Discussion Change ManagementChange often involves moving out.docx
Discussion : Change Management
Change often involves moving outside one’s comfort zone. The greater the change, the more discomfort it is likely to cause. The substantial changes associated with implementing major health care information technology projects can be disconcerting for individuals within health care organizations. People become comfortable with following a routine process and knowing their job expectations. For some, changes to routine may cause anxiety. Project managers must be able to apply change management methods that enable stakeholders to recognize and accept the benefits of a change. Project managers have a variety of methods at their disposal to mitigate uneasiness resulting from change, including conflict resolution, communication strategies, or team-building. With new health care technologies emerging at an increasingly rapid rate, proficiency in applying change management methods is critical.
In this Discussion, you analyze different methods that project managers employ to facilitate change.
To prepare:
Review this week’s Learning Resources on managing teams and change.
Explore the methods project managers use to expedite change in Chapter 5 of the course text
Project Management for Healthcare Information Technology
.
Consider how project managers use conflict resolution, communication, and team-building to facilitate change brought about by new projects.
Think about a personal experience in which change was handled ineffectively. What could have been done differently?
Post by tomorrow 09/06/2016, a 550 words essay in APA format with a minimum of 3 references from the list provided under required readings. Apply the level 1 headings as numbered below:
1)
A description of a personal experience in
the healthcare setting
(hospital, nursing unit, homecare, or doctor's office... etc), in which change was ineffectively managed.
2) Explain which management methods could have been applied to more successfully to facilitate the change.
Required Readings
Biafore, B. (2010).
Microsoft Project 2010: The missing manual
. Sebastopol, CA: O’Reilly.
Chapter 2, “Planning a Project” (pp. 39–57)
This chapter supplies a brief introduction on project planning. The chapter describes the contents of a project plan along with the process of creating relevant documents.
Coplan, S., & Masuda, D. (2011).
Project management for healthcare information technology
. New York, NY: McGraw-Hill.
Chapter 5, “Change Management” (pp. 193–237)
In this chapter, the authors review change management knowledge areas. The authors describe a variety of analysis methods applicable to change management processes and outputs.
Project Management Institute. (2013).
A guide to the project management body of knowledge (PMBOK guide)
(5th ed.). Newtown Square, PA: Author.
Chapter 3, “Project Management Processes” (pp. 47–61)
This chapter supplies information on managing a project that uses networked processes. The chapter .
Foundations of organizational design robbins&coulter ch11 moghimi
The document discusses organizational design and reengineering work processes. It provides an overview of key topics in chapter 11 of the Management textbook by Robbins and Coulter, including the essentials of organizational design, how contingency factors influence design, issues in subsystems design, and how to reengineer work processes. Specifically, it examines concepts like mechanistic versus organic designs, the influence of environment and strategy on structure, managing subsystem differentiation and integration, and the steps to reengineer core business processes.
Death of the library website redesign
Presentations describing the steps involved in a library website redesign are ubiquitous. Most redesigns
involve exhaustive plans, dense reports, and thorough documentation of site requirements. When the
website is perfected, this brand new site is rolled out to users. This is often a lengthy process.
The principals of Agile development champion interactions over processes, working software over
comprehensive documentation and responding to change over following a plan. These methods
encourage small, iterative changes on a rapid development and delivery cycle. This allows developers to
respond to needs more quickly and decreases the cognitive load on users while allowing them to more
easily adapt to change.
This presentation makes the case that library websites should adopt Agile practices. Small improvements through
iterative changes allow users to adapt and increase user satisfaction.
Project Management: "made simple" using quick connects
Job aids for initiating, planning, executing, controlling, and closing projects for project team members and project managers.
The project management presentation for the 23rd Annual Southeast ASQ FDC/FDA Conference held February 12, 2010.
Project Management Made Simplev2003final
Presentation for the 23rd Southeast ASQ FDC/FDA Conference on February 12, 2010.
The 3 key principles and 5 guidelines for project management.
Pmi mass bay v3
This document summarizes a presentation about integrating request management and project management tools. The presentation demonstrated how a request management solution called ReQue-MTM can be integrated with Microsoft Project Server and SharePoint to improve collaboration across organizational units. It showed how new requests are automatically routed for approval via email workflows, and how approved requests can then be linked to new projects created in Project Server. The integration of these tools allows organizations to more efficiently plan, prioritize, and deliver projects that fulfill stakeholder requests.
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The document discusses key aspects of project planning according to the PMBOK guide. It notes that proper planning and project management are crucial to successfully complete temporary projects. Effective project management involves bringing together project components to achieve objectives. Key steps in planning include developing a work breakdown structure, defining activities and resources, and designing communication and monitoring systems. Establishing roles and an organizational structure is also important for integration and buy-in across stakeholders. Overall, thorough planning of the project scope, schedule, costs and quality aspects is the foundation for effective project execution and control.
Treasury Board of Canada Secretariat. (2012). Policy on evalua.docx
This document provides an overview of key steps in designing and implementing an effective performance measurement system for public organizations. It discusses 12 steps, emphasizing both technical/rational and political/cultural perspectives on organizations. The steps include identifying organizational champions, understanding what performance measurement can and cannot do, establishing communication channels, clarifying intended uses of performance information, identifying resources, understanding organizational history, developing logic models, involving users, measuring constructs, analyzing and reporting data, and getting user feedback. The document stresses that both the technical and political aspects must be considered to build sustainable performance measurement systems that can improve efficiency, effectiveness and accountability.
Daniel Zitter: The Expectations of Project Managers from Artificial Intelligence
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People Analytics Conference
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