The document outlines nine elements for successful healthcare consulting project initiation: 1) Understand the project objectives and benefits, 2) Identify major stakeholders, 3) Start drafting the Statement of Work early and evolve it throughout initiation, 4) Establish stakeholder commitments, 5) Define the project scope starting with the desired end state, 6) Spend adequate time defining the scope, 7) Identify and analyze all stakeholders, 8) Define roles and responsibilities, and 9) Make the Statement of Work sign-off meaningful. Following these nine elements provides engagements a good start and maximizes chances of success.
A helping hand: The benefits of consultants to SMEsJames Baker
Published in Autumn 2020 print edition of Inside Small Business Magazine.
Small Businesses rely on consultants for a range of activities to meet their potential. However, without a clear direction no consultant can reach their potential.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
A helping hand: The benefits of consultants to SMEsJames Baker
Published in Autumn 2020 print edition of Inside Small Business Magazine.
Small Businesses rely on consultants for a range of activities to meet their potential. However, without a clear direction no consultant can reach their potential.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
Becoming the Change Agent Your Healthcare System NeedsHealth Catalyst
I’ve met many clinical and operational leaders across the U.S. and seen how many have become progressively cynical and disengaged when faced with important healthcare reform issues like cost cutting and tight budgets. These clinicians would agree that equally important are quality and safety issues. However, most don’t have the tools available to actually measure that quality or patient outcomes. When clinicians do have access to the ability to measure, and the work together, I’ve seen enormous energy arise as they ask questions they really care about: What is quality? What do we measure? How do we achieve the best outcome?
The slide is all about Healthcare Marketing. How you can develop marketing strategies in healthcare market.
Healthcare is booming industry & in accordance with marketing concepts it is very necessary to do marketing of services.
Quality Improvement In Healthcare: Where Is The Best Place To Start?Health Catalyst
One of the biggest challenges providers face in their quality improvement efforts is knowing where to get started. In my experience, one of the best ways to overcome that “where do we begin?” factor is by using data from an enterprise data warehouse to look for high-cost areas where there are large variations in how health care is delivered. Variation found through the KPA is an indicator of opportunity. The more avoidable variation that is reflected in a particular care process, the more opportunity there is to reduce that variation and standardize the process. Suppose after performing a KPA you discover three areas of opportunity. How do you determine which one to pursue, especially if it’s your first journey into process improvement? The most obvious answer would seem to be the one with the largest potential ROI. That may not always be the best course to pursue, however. You will also want to take into consideration the readiness/openness to change in each of those areas.
7 Features of Highly Effective Outcomes Improvement ProjectsHealth Catalyst
There’s a formula for success when putting together outcomes improvement projects and organizing the teams that make them prosper. Too often, critically strategic projects launch without the proper planning, structure, and people in place to ensure viability and long-term sustainability. They never achieve the critical mass required to realize substantial improvements, or they do, but then the project fades away and the former state returns. The formula for enduring success follows seven simple steps:
Take an Accountability Versus Outcomes Focus
Define Your Goal and Aim Statements Early and Stick to Them
Assign an Owner of the Analytics (Report or Application) Up Front
Get End Users Involved In the Process
Design to Make Doing the Right Thing Easy
Don’t Underestimate the Power of 1:1 Training
Get the Champion Involved
Appendix ABusiness Plan AssignmentThe Business Plan will be ab.docxjustine1simpson78276
Appendix A
Business Plan Assignment
The Business Plan will be about health organization thinking about buying MRI.
One of the ways that organizations prosper is through the introduction of new programs, projects, and other ventures. A business plan is a document that provides the information needed to determine whether the venture is likely to fail or to succeed. A business plan should help you assess whether the proposed venture is sensible, whether it fits the organizational mission, and whether it will be financially viable.
WHY DEVELOP A BUSINESS PLAN
The more time and effort managers put into a project, the more committed they become to it, and the harder it becomes to recognize the project’s limitations. So the first and foremost reason for developing a business plan is to discover weaknesses and eliminate bad proposals at an early stage.
If the plan provides evidence that the proposed venture is a good one, then the plan becomes a vital tool in a number of ways. It provides the details of why the idea is a good one, supporting the idea with evidence instead of merely opinion. It helps to clarify what we do and don’t know about the venture. It provides a basis to identify and analyze elementary tools for convincing others (e.g., our boss or investors) that the idea is a good one, worthy of financial support.
A business plan also serves other purposes. First, it communicates the purpose of the project to everyone throughout the organization. The plan also provides a road map for the future, laying out the steps that will be needed to fully implement the new venture. It should include a formal statement of both financial and nonfinancial goals for the project, and forecasts of what resources will be needed and how they will be obtained. These resources are not only financial, but also include elements such as management talent that will be needed to implement and run the new program. Finally, we prepare a plan so that we will have a basis for assessing and controlling organizational performance once the venture is fully operational.
QUESTIONS THAT DRIVE A BUSINESS PLAN
A business plan document represents an effort to provide answers to many questions:
· What is the venture that is being proposed?
· Why would our organization want to do it?
· Who will we provide products or services for?
· How much will potential customers pay?
· How many potential customers are there?
· What will our share of the market be?
We must be as clear as possible in defining the business concept. To make an evaluation of a project, we need to know whether we are responding to an opportunity or a competitive threat, or simply following the next logical step in achieving the organization’s mission. We must clearly identify the customer for the products or services that will be provided. Understanding the likely possible pricing and demand for the product or service is critical. Similarly, we must address questions related to marketing approaches. There .
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Essay on Planning Retirement
Essay about project Planning
Succession Planning Essay
Essay on Plan for Success
Essay on Wedding Planning
Planning Process Paper
Management Planning Essay
C H A P T E R 1GETTING STARTEDOverview of the Project.docxRAHUL126667
C H A P T E R 1
GETTING STARTED
Overview of the Project
Nothing is impossible for the man
who doesn’t have to do it himself.
—A.H. Weiler
INTRODUCTION
The job of a business executive requires coordination of the many activities
necessary to create a successful business. Markets must be analyzed, potential
customers identified, strategies for creating and delivering products and services
must be developed, financial goals established and reported, legislative mandates
followed, and many different stakeholders satisfied. To ensure that all of these
objectives are met, businesses eventually develop a series of processes designed
to produce the desired result. But the world is a dangerous place. Earthquakes,
floods, tornadoes, pandemics, snow storms, fire, and other natural disasters can
strike at any time and interrupt these important processes. Terrorism, riots, arson,
sabotage, and other human-created disasters can also damage your business.
Accidents and equipment failures are guaranteed to happen. As an executive
responsible for the well-being of your organization, it is critical that you have a
plan in place to ensure that your business can continue its operations after such
a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation
and create a plan. A disaster recovery plan keeps you in business after a disaster
by helping to minimize the damage and allowing your organization to recover as
quickly as possible. While you can’t prevent every disaster, you can with proper
planning mitigate the damage and get back to work quickly and efficiently. The
key is having a well thought out and up-to-date disaster recovery plan. This
chapter will lead you through the creation and implementation of a project plan
for creating an effective disaster recovery plan.
GETTING STARTED 1
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EBSCO : eBook Collection (EBSCOhost) - printed on 1/4/2018 10:52 AM via AMERICAN PUBLIC UNIV SYSTEM
AN: 349248 ; Wallace, Michael, Webber, Larry.; The Disaster Recovery Handbook : A Step-by-Step Plan to
Ensure Business Continuity and Protect Vital Operations, Facilities, and Assets
Account: s7348467.main.ehost
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other
business project. A formal project management process is necessary to coordinate
the various players and company disciplines required to successfully deliver the
desired results of the project. This chapter will give you a high-level roadmap of
what you should expect as you prepare to lead or manage a disaster recovery
project. A sample project plan is included on the CD-ROM accom ...
GETTING STARTEDOverview of the ProjectNothing is impossible fo.docxgilbertkpeters11344
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu.
GETTING STARTEDOverview of the ProjectNothing is impossible fo.docxshericehewat
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu ...
Governance in Healthcare: Leadership for Successful ImprovementHealth Catalyst
Successful outcomes improvement in healthcare requires strong leadership to make decisions, allocate resources, and prioritize initiatives. For improvement to succeed and endure, health systems can’t leave any part of leadership to chance. Instead, effective governance requires thoughtful, deliberate development. Otherwise, improvement initiatives stall or fail to launch, as stakeholders debate goals and strategies. To succeed, governance structure must be solid enough to withstand any challenges to improvement initiatives—from resource constraints to skeptics. Effective governance in healthcare operates with four guiding principles:
Engage the right stakeholders.
Establish a shared understanding of objectives.
Align incentives and rules of engagement.
Practice disciplined prioritization.
Becoming the Change Agent Your Healthcare System NeedsHealth Catalyst
I’ve met many clinical and operational leaders across the U.S. and seen how many have become progressively cynical and disengaged when faced with important healthcare reform issues like cost cutting and tight budgets. These clinicians would agree that equally important are quality and safety issues. However, most don’t have the tools available to actually measure that quality or patient outcomes. When clinicians do have access to the ability to measure, and the work together, I’ve seen enormous energy arise as they ask questions they really care about: What is quality? What do we measure? How do we achieve the best outcome?
The slide is all about Healthcare Marketing. How you can develop marketing strategies in healthcare market.
Healthcare is booming industry & in accordance with marketing concepts it is very necessary to do marketing of services.
Quality Improvement In Healthcare: Where Is The Best Place To Start?Health Catalyst
One of the biggest challenges providers face in their quality improvement efforts is knowing where to get started. In my experience, one of the best ways to overcome that “where do we begin?” factor is by using data from an enterprise data warehouse to look for high-cost areas where there are large variations in how health care is delivered. Variation found through the KPA is an indicator of opportunity. The more avoidable variation that is reflected in a particular care process, the more opportunity there is to reduce that variation and standardize the process. Suppose after performing a KPA you discover three areas of opportunity. How do you determine which one to pursue, especially if it’s your first journey into process improvement? The most obvious answer would seem to be the one with the largest potential ROI. That may not always be the best course to pursue, however. You will also want to take into consideration the readiness/openness to change in each of those areas.
7 Features of Highly Effective Outcomes Improvement ProjectsHealth Catalyst
There’s a formula for success when putting together outcomes improvement projects and organizing the teams that make them prosper. Too often, critically strategic projects launch without the proper planning, structure, and people in place to ensure viability and long-term sustainability. They never achieve the critical mass required to realize substantial improvements, or they do, but then the project fades away and the former state returns. The formula for enduring success follows seven simple steps:
Take an Accountability Versus Outcomes Focus
Define Your Goal and Aim Statements Early and Stick to Them
Assign an Owner of the Analytics (Report or Application) Up Front
Get End Users Involved In the Process
Design to Make Doing the Right Thing Easy
Don’t Underestimate the Power of 1:1 Training
Get the Champion Involved
Appendix ABusiness Plan AssignmentThe Business Plan will be ab.docxjustine1simpson78276
Appendix A
Business Plan Assignment
The Business Plan will be about health organization thinking about buying MRI.
One of the ways that organizations prosper is through the introduction of new programs, projects, and other ventures. A business plan is a document that provides the information needed to determine whether the venture is likely to fail or to succeed. A business plan should help you assess whether the proposed venture is sensible, whether it fits the organizational mission, and whether it will be financially viable.
WHY DEVELOP A BUSINESS PLAN
The more time and effort managers put into a project, the more committed they become to it, and the harder it becomes to recognize the project’s limitations. So the first and foremost reason for developing a business plan is to discover weaknesses and eliminate bad proposals at an early stage.
If the plan provides evidence that the proposed venture is a good one, then the plan becomes a vital tool in a number of ways. It provides the details of why the idea is a good one, supporting the idea with evidence instead of merely opinion. It helps to clarify what we do and don’t know about the venture. It provides a basis to identify and analyze elementary tools for convincing others (e.g., our boss or investors) that the idea is a good one, worthy of financial support.
A business plan also serves other purposes. First, it communicates the purpose of the project to everyone throughout the organization. The plan also provides a road map for the future, laying out the steps that will be needed to fully implement the new venture. It should include a formal statement of both financial and nonfinancial goals for the project, and forecasts of what resources will be needed and how they will be obtained. These resources are not only financial, but also include elements such as management talent that will be needed to implement and run the new program. Finally, we prepare a plan so that we will have a basis for assessing and controlling organizational performance once the venture is fully operational.
QUESTIONS THAT DRIVE A BUSINESS PLAN
A business plan document represents an effort to provide answers to many questions:
· What is the venture that is being proposed?
· Why would our organization want to do it?
· Who will we provide products or services for?
· How much will potential customers pay?
· How many potential customers are there?
· What will our share of the market be?
We must be as clear as possible in defining the business concept. To make an evaluation of a project, we need to know whether we are responding to an opportunity or a competitive threat, or simply following the next logical step in achieving the organization’s mission. We must clearly identify the customer for the products or services that will be provided. Understanding the likely possible pricing and demand for the product or service is critical. Similarly, we must address questions related to marketing approaches. There .
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Essay on Planning Retirement
Essay about project Planning
Succession Planning Essay
Essay on Plan for Success
Essay on Wedding Planning
Planning Process Paper
Management Planning Essay
C H A P T E R 1GETTING STARTEDOverview of the Project.docxRAHUL126667
C H A P T E R 1
GETTING STARTED
Overview of the Project
Nothing is impossible for the man
who doesn’t have to do it himself.
—A.H. Weiler
INTRODUCTION
The job of a business executive requires coordination of the many activities
necessary to create a successful business. Markets must be analyzed, potential
customers identified, strategies for creating and delivering products and services
must be developed, financial goals established and reported, legislative mandates
followed, and many different stakeholders satisfied. To ensure that all of these
objectives are met, businesses eventually develop a series of processes designed
to produce the desired result. But the world is a dangerous place. Earthquakes,
floods, tornadoes, pandemics, snow storms, fire, and other natural disasters can
strike at any time and interrupt these important processes. Terrorism, riots, arson,
sabotage, and other human-created disasters can also damage your business.
Accidents and equipment failures are guaranteed to happen. As an executive
responsible for the well-being of your organization, it is critical that you have a
plan in place to ensure that your business can continue its operations after such
a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation
and create a plan. A disaster recovery plan keeps you in business after a disaster
by helping to minimize the damage and allowing your organization to recover as
quickly as possible. While you can’t prevent every disaster, you can with proper
planning mitigate the damage and get back to work quickly and efficiently. The
key is having a well thought out and up-to-date disaster recovery plan. This
chapter will lead you through the creation and implementation of a project plan
for creating an effective disaster recovery plan.
GETTING STARTED 1
Co
py
ri
gh
t
@
20
11
.
AM
AC
OM
.
Al
l
ri
gh
ts
r
es
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U
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.
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EBSCO : eBook Collection (EBSCOhost) - printed on 1/4/2018 10:52 AM via AMERICAN PUBLIC UNIV SYSTEM
AN: 349248 ; Wallace, Michael, Webber, Larry.; The Disaster Recovery Handbook : A Step-by-Step Plan to
Ensure Business Continuity and Protect Vital Operations, Facilities, and Assets
Account: s7348467.main.ehost
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other
business project. A formal project management process is necessary to coordinate
the various players and company disciplines required to successfully deliver the
desired results of the project. This chapter will give you a high-level roadmap of
what you should expect as you prepare to lead or manage a disaster recovery
project. A sample project plan is included on the CD-ROM accom ...
GETTING STARTEDOverview of the ProjectNothing is impossible fo.docxgilbertkpeters11344
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu.
GETTING STARTEDOverview of the ProjectNothing is impossible fo.docxshericehewat
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu ...
Governance in Healthcare: Leadership for Successful ImprovementHealth Catalyst
Successful outcomes improvement in healthcare requires strong leadership to make decisions, allocate resources, and prioritize initiatives. For improvement to succeed and endure, health systems can’t leave any part of leadership to chance. Instead, effective governance requires thoughtful, deliberate development. Otherwise, improvement initiatives stall or fail to launch, as stakeholders debate goals and strategies. To succeed, governance structure must be solid enough to withstand any challenges to improvement initiatives—from resource constraints to skeptics. Effective governance in healthcare operates with four guiding principles:
Engage the right stakeholders.
Establish a shared understanding of objectives.
Align incentives and rules of engagement.
Practice disciplined prioritization.
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What if I can offer you a solution that will help you to attain greatness, to become a success and learn about the best ways to get and stay motivated?
Beginnings middles ends: A Systematic Approach to Organizational TransformationBob Prieto
Some years ago I had a very bright Australian colleague, Sally, helping with a transformational program. During that effort she accomplished all that I could have asked, and more, and in the process educated me a bit about the notion of beginnings, middles and ends.
This paper in no way captures what she taught me at the time but I remain struck by the notional idea that many organizational programs suffer from failing to recognize that the nature of the transformational program and therefore the tools and techniques used, must in themselves “transform” throughout the course of the program.
The beginnings, middles and ends of an organizational transformation program strike me today as involving three distinct phases:
• Defining the imperative
• Unlocking the current paradigm
• Re-forming to achieve desired outcomes
Part 3 in a 3 part series on defining financial literacy in the workplace. Part 3 walks you step by step through the process to successfully implementing an employee financial education program at your workplace.
Similar to The 9 Elements of Successful Health Care Consulting Whitepaper.Final (20)
The 9 Elements of Successful Health Care Consulting Whitepaper.Final
1. SUCCESSFUL PROJECT INITIATION 1
Nine Elements of Successful Healthcare Consulting: Project Initiation
Paul Capello, PMP
Nine Elements of Successful Healthcare Consulting: Project Initiation
2. SUCCESSFUL PROJECT INITIATION 2
The purpose of this whitepaper paper is to discuss the nine elements needed for
successful healthcare consulting project initiation, which provides engagements a good start in
life for maximizing the chances of success.
Introduction
There is a great deal of time, effort, and money spent on ensuring that various aspects of
our lives get off to a good start – from wedding planning, to the first few days in a new job, to
even the “quick start” guide that came with your latest smart phone or tablet. Clearly, it is
important that things get off on the right foot and yet how a healthcare consulting engagement
starts is often an afterthought – pretty ironic when you think about it.
Before We Start: Definitions
Healthcare consulting engagement initiation seems to have a very different meaning
depending on the organization and who might be involved in the conversation. Part of initiation
is determining who the project executive sponsor is. According to Kloppenberg, Manolis,and
Tesch (2009), the executive sponsor has long been critical to project success and the “sponsor is
considered to be, in addition to provider of funds, the individual or group for whom the project
is undertaken, the primary risk-taker, and the person(s) to whom the project manager reports”
(p.140). Project initiation itself can be defined as everything that happens before a healthcare
consulting engagement is approved, and planning begins (capturing requests, prioritizing
potential initiatives and determining which are to be pursued and which are not). This is still a
little open to interpretation, but it becomes clearer as we proceed. There is also some confusion
as to where healthcare consulting engagement initiation starts – is it with a good idea, a
completed business or clinical case, or something in between? As is the case so often in
3. SUCCESSFUL PROJECT INITIATION 3
healthcare consulting engagements, the answer is: “It depends.” If a healthcare consulting
engagement is initiated as part of an annual software upgrade, there may well be a business or
clinical case already complete (and you may have authored it, or at least contributed to it);
however, if the healthcare consulting engagement is the result of an unexpected opportunity,
there is likely the need for some kind of business or clinical case to be completed. This leads to
the nine elements for successful healthcare consulting.
Nine Elements for Success
Element #1 Know the Healthcare Consulting Engagement
It sounds very obvious, but can you answer the most fundamental questions about the
initiative? Why are you doing this healthcare consulting engagement? Why now? What is the
business or clinical benefits that the healthcare consulting engagement is expected to deliver? It
is too early to have detailed deliverables, timelines and budgets, but if you do not have the basic
information then you do not have much chance of success. It would be like building a house
without first laying a foundation. This is where experienced healthcare consulting engagement
stakeholders seek out the business or clinical case – not because it is always the definitive answer
to these questions, but because it should at least document the thought process and reasoning
behind the decisions. (If you do not have a business or clinical case, get one!) Just so we are
clear, that is not a case of seeking out the template and putting a couple of sentences in each
section. The document is secondary; it is about talking to all of the stakeholders, understanding
their motivations for wanting the healthcare consulting engagement completed, capturing the
assumptions and risks that inevitably have to be made this early on, and providing a common
starting point for the healthcare consulting engagement. This gives every stakeholder the same
knowledge base, which brings us to element two.
4. SUCCESSFUL PROJECT INITIATION 4
Element #2: Know your major stakeholders
Technically, a stakeholder is anyone who can impact, or be impacted by the healthcare
consulting engagement. The identification of the full list of those people occurs later on during
initiation, but at this point it is important to identify the major stakeholders whose decisions
impact the engagement in general (and the initiation in particular). Engaging these people early
on in the process helps ensure that their concerns and needs are incorporated into the core
deliverables coming out of the initiation – the Statement of Work (SOW) and the scope. Failure
to identify and engage the influencers of decision-makers that go into those documents simply
drives change and confusion into later stages of the engagement when the costs to correct are far
greater.
Tthe sponsor and the customer are two obvious stakeholders that come to mind, but
others may not be so obvious. Ask yourself: Who needs to help shape the scope of this initiative?
Who has the ability to significantly impact the engagement’s success (positively or negatively)?
Who will be required to make major healthcare consulting engagement-related decisions
(provision of resources, approval of work, etc.)? This helps you define the list of people who
need to be engaged in initiation activities. Do not allow stakeholders to exclude themselves from
the process – it is not an optional role (and do not allow them to delegate to a proxy unless that
proxy is completely authorized to make decisions). Once this group is identified, their first task
is the development of the healthcare consulting engagement SOW.
Element #3: Start the Statement of Work early…and evolve
5. SUCCESSFUL PROJECT INITIATION 5
The SOW is not an optional document! It should be the formal justification for the
healthcare consulting engagement, and until it is approved, the healthcare consulting engagement
does not exist. Many organizations structure their SOWs differently, and there is no right or
wrong templates. There are; however, clear guidelines leading to a strong SOW that can act as
the backbone of the engagement. The SOW needs to evolve throughout the initiation phase; you
cannot sit down and write it in one session; it. is not be complete until the end of the initiation
phase, when its approval is the key requirement to enter planning.
There are some sections of the SOW that need to be captured early as guides to the
initiation phase, and refined throughout the process. These include: Assumptions – At the start of
the engagement there is uncertainty, and unless assumptions are made, it is impossible to make
progress. What is important is that these assumptions are documented so they can be tested and
confirmed or adjusted when additional information is available. Failure to accurately capture
assumptions leads to decisions made on the basis of incomplete or inaccurate information, which
in turn adversely affects the chances of success; Constraints – All healthcare consulting
engagements are subject to constraints. Constraints need to act as “guides” to the decision-
making process on the healthcare consulting engagement –decisions are made in order to keep
the healthcare consulting engagement within the boundaries defined by the constraints, so these
need to be captured early on. As more detail is added to engagement and the initiation phase
progresses, there is likely to be a need to refine these constraints; Risks – Identification of, and
planning for, risks is seen as an activity that takes place during the planning phase of the
healthcare consulting engagement; however, the SOW should be an input document for that
process, and in particular should capture strategic, business-focused risks. These are the risks
best identified by the major stakeholders; they focus more on the implications to the business of
6. SUCCESSFUL PROJECT INITIATION 6
a failure to successfully deliver, and potential for the organizational environment to impact the
engagement; categories such as regulatory, competitive and environmental are included here.
Again, these are refined and evolve as the initiation phase continues and the potential for impact
is better understood. There is one other major section of the SOW that needs to evolve
throughout the initiation phase, and deserves its own element.
Element #4: Establish and document stakeholder commitments
If you ask any healthcare consulting engagement manager to list their top challenges in
managing an initiative, most of them identify stakeholder engagement right up near the top of the
list. Recognizing this from the beginning and capturing stakeholder commitments right at the
start of initiation is paramount to managing this challenge. These act as “ground rules” for the
major stakeholders during the initiation phase and become part of the formal agreement when
each of the stakeholders signs the SOW at the end of the phase. Typically, these commitments
include:
• The number of stakeholders required for a quorum. The number of stakeholders needed
for a decision-simple majority, minimum percentage, etc.
• The amount of time required for a decision/opinion to be provided. In many ways, this
forms a contract between the stakeholders and the healthcare consulting engagement, and
helps them understand the importance of their role.
These commitments should be allowed to evolve from the start of the engagement
initiation through the SOW approval because the stakeholders have a better understanding of
their role as initiation progresses; their level of involvement changes as the engagement moves
into planning and the team starts to assume greater responsibility for the work. Major
7. SUCCESSFUL PROJECT INITIATION 7
stakeholders may want (or need) to reduce their level of engagement once the project is initiated,
but they cannot renounce their accountability.
This is also an appropriate time to consider the need for a steering or governance
committee that acts as a facilitator between engagement management and the major stakeholders.
To be successful, this committee needs a clearly defined mandate – and that too should be
captured within the SOW. Once these SOW elements have come together you can move on to
the most visible aspect of initiation – scope definition, and the associated elements.
Element #5: Scope starts with the finish
To many people, the scope is simply the documented requirements before the
requirements are documented – in other words, a simple interim step that has no real significance
after the required work begins. Scope involves much more than that – it must summarize the
work that is necessary to make the healthcare consulting engagement a success; that means
starting at the end and answering the question, “What makes this healthcare consulting
engagement a success?” Defining success can be established as a series of objectives, or as a
description of the desired end state. But it needs to be well defined keeping SMART (Specific,
Measurable, Achievable, Results-focused and Time-bound) objectives in mind. Of course, before
these SMART objectives make it into the SOW they need to be agreed upon by the stakeholders
(using the decision-making commitments described above). Once complete, a common
understanding of what success looks like on the healthcare consulting engagement is available,
and you can move on to the scope itself.
8. SUCCESSFUL PROJECT INITIATION 8
Element #6: You cannot rush the scope!
The scope is often seen as simply “requirements lite” – the high-level summary of what is
going to be completed on the healthcare consulting engagement. As a result, the scope is often
not given the attention that it deserves. The thinking is that it does not really matter how accurate
the scope is because it can simply be adjusted, corrected or updated during the requirements
gathering and review phase. In truth, the scope is absolutely vital to the success of the
engagement. It is the black-and-white statement of what the engagement includes and perhaps
just as importantly – what it excludes. A well-written scope should leave no shades of gray; it
should leave the reader with a clear understanding of what falls within the engagement
boundaries. It requires clarity and precision, which in turn requires time and effort as it is created
to ensure that the boundaries are in the right places and can be readily identified and understood.
According to Khan (2006), “Effective management of scope has a positive effect on other project
management areas too. These can include procurement management, contracts management, risk
management, and human resource management” (p.12) .In addition, the scope is part of the SOW
– which is reviewed and approved by the major stakeholders at the end of the initiation phase;
they need to agree to the scope as it is documented. That approval does not occur when the
stakeholders are presented with the final document for review and sign-off. It is a process of
discussion and negotiation that occurs throughout the initiation phase to develop a scope that all
stakeholders can agree to. This inevitably involves trade-offs between the major constraints –
you can deliver more scope with more time and/or money, but it also involves stakeholders’
personal biases.
Scope definition is the process whereby stakeholders work to ensure that their own
personal objectives are achieved in addition to the overall organizational objectives. If there is
9. SUCCESSFUL PROJECT INITIATION 9
not time set aside for this negotiation, then the engagement is either faced with a challenging
SOW approval process or there is undermining of the approved scope during later phases. Once
the scope is finally agreed upon by the major stakeholders involved in initiation, the end of the
phase starts to come into sight. There are; however, still a few additional elements to consider.
Element #7: Identify and analyze your stakeholders
Let us review something we identified earlier. A stakeholder is anyone who can impact,
or be impacted by, the healthcare consulting engagement. That is a pretty wide definition, but it
is accurate. This definition includes the obvious ones that we have already identified, plus: Team
members End users (different from the customer) Vendors Resource owners Regulatory bodies
Internal departments, etc. According to Assudani and Kloppenborg (2010), “the success of
project work, is in part, dictated by identifying various salient stakeholders, managing robust
relationships with them, making decisions that satisfy stakeholder objectives and leveraging the
resources necessary to achieve the objectives” (p. 67). It is not enough to simply identify a list of
these individuals; you also need to conduct a degree of analysis to establish the following:
• What does the healthcare consulting engagement need from them?
• What do they want from the healthcare consulting engagement?
• How can they impact the healthcare consulting engagement?
• How do they like to be engaged/communicated with (detail vs. summary, e-mail vs. in
person, etc.)?
• What period are the stakeholders for (entire healthcare consulting engagement, one
phase, one work package, etc.)?
10. SUCCESSFUL PROJECT INITIATION 10
This analysis is not included in the SOW, it is for the project manager’s own use, but it provides
a vital package of background information to assist the engagement manager in prioritizing and
managing the stakeholders effectively.
Element #8: Establish clear roles and responsibilities
One of the final pieces to include SOW is the assignment of roles and responsibilities. By this
stage of the initiation phase there is a very good idea of the major players (the stakeholders), and
a good sense of the work to be performed (the healthcare consulting engagement execution steps
dictated by the methodology in use within the organization and the healthcare consulting
engagement-specific major work areas). These two sections need mapped together, and one of
the best ways to do that is through a tool called a RASCI chart (Kasmala, 2009).
• Responsible – The role(s) that is expected to complete the work. Every task .These
responsibilities are then slotted into a matrix where the columns represent the
stakeholders and the rows represent the healthcare consulting engagement work elements.
• Accountable – The role that is expected to ensure that the work is completed (escalation
point). Every task has to have one (but only one) person accountable; that should not be
the same person who is responsible.
• Sign-Off – The role(s) that is expected to approve the work.
• Consulted – The role(s) that is consulted on/contributes to the completion of the work.
• Informed – The role(s) that receives output of the work and/or receives status reports on
the progress of the work.
Once is the RASCI chart is complete, there is only one final element to execute before the
Initiation phase is complete.
11. SUCCESSFUL PROJECT INITIATION 11
Element #9: Make sign-off meaningful
At the end of the initiation phase, the major stakeholders are asked to formally sign off on
the SOW. For healthcare consulting engagements; this is seen as a rubber stamp exercise, a
necessary hoop to jump through without any particular significance. Stakeholders need to
understand the implications of their approval of the SOW, and they should not sign it lightly.
They are providing: (a) Approval of the healthcare consulting engagement itself,(b)Authority to
the project manager and healthcare consulting engagement team to begin healthcare consulting
engagement planning, (c) Personal commitment to their obligations on the healthcare consulting
engagement, (d) Confirmation of the accuracy and completeness of the healthcare consulting
engagement scope, and (e) Agreement that the assumptions, constraints and risks are accurate to
the best of their knowledge and ability. There should not be any surprises in the final version of
the SOW that the major stakeholders are asked to approve; they have been instrumental in the
development of the contents, but they should be left in no doubt as to the significance of their
signature. A good way of ensuring that this is the case is to replace the standard signature page
with one that contains a statement underlining the significance of the commitment that they are
making. Stakeholders should be given sufficient time to review and understand the SOW before
signing, but they should also be held to the agreed-upon time period for making a decision.
Conclusion
Healthcare consulting engagement initiation is rarely given the attention it deserves. It is
often seen as a necessary step before the “real” work starts, and is rushed through as quickly as
possible so that planning can be started and what are considered to be the ‘tangible deliverables’
can start. At times, it is skipped entirely with some tasks (stakeholder identification, scope
definition) combined with planning and some (formal SOW development, stakeholder
12. SUCCESSFUL PROJECT INITIATION 12
commitments) eliminated entirely. Yet, initiation is the foundation of the entire healthcare
consulting engagement; it is the groundwork that helps ensure success later on and drives
effectiveness and efficiency. According to Pinto and Prescott (1988), “past project management
prescriptions and process frameworks involving project success factors have been theoretically
based, rather than empirically derived” (p. 6). This paper applies empirical knowledge, which is
needed to bring theory and practice together in the intiation phase for a success project
beginning, which leads to a successful project finish.
Without a comprehensive healthcare consulting engagement initiation, the likelihood of
delivering on scope, time, budget and quality for an acceptable level of risk is severely
diminished. Initiation is not simple. It requires a lot of time and effort, but there are plenty of
tools available to assist with the work – tools that can help people collaborate, track work items,
support version control as SOW elements evolve and mature, capture risks and assumptions for
further review. Using the right tools in the right way, and establishing clear accountability among
stakeholders ensures the initiation goes smoothly and gets the healthcare consulting engagement
off to that proverbial good start.
13. SUCCESSFUL PROJECT INITIATION 13
References
Assudani, R., & Kloppenborg, T. J. (2010). Managing stakeholders for project management
success: an emergent model of stakeholders. Journal of General Management, 35(3), 67- 80.
Khan, A. (2006). Project Scope Management. Cost Engineering, 48(6), 12-16.
Kloppenberg,T.J., Manolis, C., & Tesch, D. (2009), Successful Project Sponsor Behaviors
During Project Initiation: An Empirical Investigation. Journal of Managerial Issues, 21(1), 140-
159.
Kosmala, M. (2009). Project Management: 6 Steps to Creating a Successful RASCI Chart.
Pinto, J. K., & Prescott, J. E. (1988). Variations in Critical Success Factors over the Stages in the
Project Life Cycle. Journal of Management, 14(1), 5-18.