Project Charter: Project Charter Template.docx . Also, here is an example of completing a charter, from the textbook: Project Charter – She’s Got a Ticket.doc
WBS: go to this Link (Links to an external site.), scroll down to Work Breakdown Structure at the bottom, and download the documents in that row. I recommend starting by skimming the Practice Guide, then looking at the two leftmost documents in the Template column. You can decide to use any of these templates, or make your own that is based on pages 109-112 in the textbook.
Gantt Chart: free template Microsoft Excel: Link (Links to an external site.) (e.g., see under the Windows tab)
RASIC: RASIC Diagram Template.doc
Mitigation Plan: see Exhibit 5.15 on page 120 of the textbook for an example of the format you should use for your table. I do not plan to provide a template example at this time, since a similar format to this one is rather easy/quick to construct in Excel or Word
But from my observation the easiest one is RASIC and Gantt Chart you can do these to unless if you feel more comfortable with something else.
The organization is Feeding American Eastern Wisconsin.
This template is provided courtesy of
The University of St. Thomas
Center for Business Excellence
RASIC diagram
Person 1
Person 2
Person 3
Person 4
Person 5
Person 6
WBS Tasks
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
R= Responsible
A=Approval
S=Support
I=Inform
C=Consult
Health Administration Press
Chapter 4
Strategy and the Balanced Scorecard
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
The Balanced Scorecard
What gets measured gets managed
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Roadblocks to Effective Strategy
Execution
The leadership team does not understand the strategy.
The leadership team is overconfident.
The organization is incapable of moving with speed and pace.
The organization focuses on short-term goals.
The strategy is too diffuseit has too many goals.
The communication of strategy to the entire organization is poor.
The strategy is not linked to organizational mission.
Organizational leaders lack accountability.
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Whats on Your Desk Today?
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Traditional Management Tools
Operating
Statistics
Financial
Reports:
P/L
Balance
Sheet
ROI-ROCE
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Strategic
Plan
Health Administration Press
Traditional Management Tools
Operating
Statistics
Strategic
Plan
Operations
Management
Control
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Financial
Results
Health Administration Press
Traditional Management Tools
Created by different departments
Reviewed by different managers
Reviewed in different time frames
No connection to each other
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
The Problem
Poor linkage of strategic plan to operations and expected
financial results; strategies are not actionable
Strategies are not linked to departmental, team, and individual
goals
Strategies are not linked to both long-term and short-term
resource allocation
Feedback is tactical, not strategic
(e.g., focuses on financial reporting only)
The resultpoor execution leading to poor outcomes
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Balance on the Balanced Scorecard
Four common perspectives
Financial stakeholders
Customers
Internal process and innovation
Employee learning and growth
Each perspective contains objectives, measures, targets, and actions
Leading and lagging indicators
Internal and external performance
Links strategy with action
Developing a theory of the company
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
The Four Perspectives
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
The Balanced Scorecard in
HealthcareFactors for Success
Senior management support
Central involvement of clinicians and some flexibility at lower levels
Demonstration of empirical benefits
Cascading of the balanced scorecard to lower levels
Ongoing communication with all staff
Regular management review and monitoring
Supporting information technology for monitoring and reporting
performance
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Balanced Scorecard as a
Strategic Management System
Clarify and translate vision and strategy
Communicate and link strategic objectives and
measures
Plan, set targets, and align strategic initiatives
Enhance strategic feedback and learning
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Elements of the Balanced Scorecard
Mission and vision and their relationship to strategy
Perspectives
Financial
Customer
Internal business process
Learning and growing
Linking measures to strategy
Strategy maps
Targets, resources, initiatives, and budgets
Feedback and the strategic learning process
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Feedback and the Strategic
Learning Process
Clarifying vision
and strategy
Communication and
linking strategy
Strategic feedback
and learning
Planning and
target setting
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Mission and Vision:
Some Balanced Scorecard Examples
Achieve financial strength
Develop reputation/brand
Increase the volume of obstetric care
Be able to demonstrate operational excellence
Recruit five new primary care physicians
Renegotiate health plan contracts to include incentives for
improved chronic disease management
Expand accountable care organization
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Financial Strategies
Growth
Increasing revenue
Profitability
Cost reduction
Investment
Physical assets, human capital
Risk management
Diversification of revenues and expenditures
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
CustomersMarket Segmentation
What is the key value proposition to be delivered to
the targeted market segment?
Healthcare market segment examples:
Patient with chronic illnesses (e.g., diabetes)
Obstetric care
Sports medicine
Cancer
Emergency care
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Traditional Customer Measures
Market share
Customer retention
Customer acquisition
Customer satisfaction
Customer profitability
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
The Value Proposition
Product and service attributes
Low price, leading edge, high performance, etc.
Time: quick, slow
Customer relationship
More personal relationship (e.g., primary care) or not
(e.g., anesthesiology)
Image and reputation
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Hospital Example
Market segment: pregnant women
ages 1835
Product attributes
Quick access to care
Warm, welcoming facilities
Customer relations
Strong relationships with nurses, midwifes, and doctors
Image
High-quality care
Excellent referrals and transport for high risk
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Internal Business Process
Identify
Market
Create
Product/
Service
Innovation
Build
Product/
Service
Deliver
Operations
Process
Service
Post-sale Services
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Innovation
Identify the market
What benefits will customers value in tomorrows market?
How can we innovate to deliver these benefits?
Create the product
Basic research
Applied research
New product to market
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Measures for
Product Development
Percentage of sales from new products
Percentage of sales from proprietary products
New product introductions
Time to develop new products
Time to break even
(development cost = accumulated profit)
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Operations Process
(Chapters 5, 611, 15)
Process optimization in a stable environment
Statistical process control
Lean
Six Sigma
Quality function deployment
Real-time simulation and control
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Post-sale Services
Poorly executed in most of healthcare
Billing and collection
Follow-up information on services
Reminders to patients with chronic diseases
Feedback on product performance to drive
improvement
Well-designed patient experience surveys
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Challenge of External Operational
Metrics Today and into the Future
Influence of value purchasing on business process perspective
Value purchasing emphasizes meeting external goals
Complicates strategy maps
2019 implementation of Merit-Based Incentive Payment
System (MIPS)
Temptation to develop strategy linking physician payment to MIPS
Temptation to develop overly complex scorecards
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Learn and Grow
Results
Employee
Productivity
Employee
Retention
Employee
Satisfaction
Staff
Competencies
Information Technology
and Data
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Employee
Motivation
Health Administration Press
Measures of
Employee Satisfaction
Involvement with decisions
Recognition for doing a good job
Access to sufficient information to do the job well
Active encouragement of creativity and initiative
Support for staff-level functions
Overall satisfaction with the organization
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Drivers of
Learning and Growing
Reskilling
Level and intensity of reskilling
Number of employees involved
Information systems capabilities
Motivation, empowerment, alignment
Suggestions and involvement in decisions
Team performance and rewards
Personal alignment and rewards
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Strategic Alignment: Linking
Measures to Strategy
Cause-and-effect relationship
Outcomes and performance drivers
Link to financials
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Cause-and-Effect Relationships
A strategy is set of hypotheses about cause and effect
(if, then statementse.g., If the wait time in the
emergency department is lowered, then the patient
will be more satisfied.)
Every measure selected for a Balanced Scorecard
should be an element of a chain of cause-and-effect
relationships that communicates the organizations
strategy
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Outcomes and
Performance Drivers
Outcome indicatorslagging indicators
Tend to be generic
Examples: profitability, market share, patient satisfaction
Performance driversleading indicators
Predict the future
Are specific to strategy
Examples: emergency room wait time, remodeling on timelines
Need equal mix of both types
Suggested maximum is 20 measures
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Link to Financials
Financial goals are topmost in balanced scorecard
Each other strategy eventually needs to link to
financial goals
Some healthcare organizations make the
customer/patient topmost
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Strategy Maps and Initiatives
Method to graphically display initiatives, outcome, and
performance driver indicators
Set of linked initiatives
Can be small action or major project
If, then statements
Links to top quadrant results (finance, customer)
Causal pathways need to be clear and quantitative, if possible
Metrics
Leading
Lagging
Dates
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
General Strategy Map
Improve
financial
results
Finance
Customers
Improve marketing
and customer
service
Improve
operations
Business
Processes
Learning
and Growth
Provide employees
with skills, tools, and
motivation
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Obstetric (OB) Service Strategy Map
Increase net revenue
of OB product line:
Goal = 10%
Finance
Measure market share:
Goal = 5% increase
Customers
Business
Processes
Measure patient
satisfaction (facilities):
Goal: >90%
Measure patient satisfaction
(perceived clinical quality):
Goal: >90%
Measure patient
satisfaction (high touch):
Goal: >90%
Remodel OB
suite:
Goal = complete
by November 1
Contract for emergency
transportation:
Goal = 10 runs/month
Begin tours and survey:
Goal = patient
satisfaction >90%
Learning
and Growth
Customer service training:
Goal = 90% avg. score
Copyright © 2017 Foundation of the American
College of Healthcare Executives.
Health Administration Press
Emergency Department (ED) Strategy Map
Increase net revenue
of ED product line:
Goal = 10%
Finance
Measure market share:
Goal = 5% increase
Customers
Business
Processes
Learning
and Growth
Measure patient wait
time:
Goal:
Purchase answer to see full
attachment
Recent Comments