9/28/12. Managing Multiple Projects, Objectives, and Deadlines

Transcription

1 David Gourley, RRT, MHA, FAARC Executive Director of Regulatory Affairs Chilton Hospital Pompton Plains, New Jersey Managing Multiple Projects, Objectives, and Deadlines What prevents productivity? Goal setting What interferes with getting things done? Techniques for prioritizing Efficiency and organizational skills Seven habit of highly effective people 1

2 Which of these block your productivity? Procrastination Disorganization Interruptions Too many commitments Unnecessary correspondence Meetings without goals Inability to say NO Unclear objectives Too much socializing Ineffective delegation Confusion about priorities Unrealistic time frames Negativity Poor communication Other people s mistakes Understaffing Lack of feedback Shifting priorities Perfection Paperwork Too many appointments Capturing Every Task Master To Do List (what do you do all day?) Carry your calendar or appointment book Make a notation every 30 minutes Note interruptions Determine what activities make up the day What time is dedicated to each? 2

3 Capturing Every Task Telephone calls Drop-in visitors Meetings Paperwork Reading Seeing the boss Assisting staff Emergencies Budget Travel time Planning Delegating HR issues Organizing Relaxation Computer work Chatting Personal business Planning an Effective Week Every Thursday or Friday Review schedule for following week Ensure pre-scheduled events are recorded Prioritize intermediate and long range projects and schedule time Schedule time for yourself Build in cushions Commute time 3

4 Planning an Effective Week Do or advance Activity Priority Est. Time Complete capital requests 1 2 hours Meet with Sales Rep regarding new ABG analyzer 2 1 hour Develop in-service for ICU staff 3 2 hours Work on performance reviews 4 4 hours Complete after action report from recent power failure 5 30 minutes Perform annual policy review 6 4 hours Revise PI plan for hours High Quality (SMART) Goals Specific Measurable Attainable Realistic/Relevant Time bound 4

5 High Quality (SMART) Goals Specific Straightforward WHAT are you going to do? (Direct, organize, coordinate, lead, develop, plan, build, etc. WHY is this important to do at this time? What do you want to ultimately accomplish? HOW are you going to do it? (By ) High Quality (SMART) Goals Measureable If you can t measure it, you can t manage it Establish concrete criteria to measure progress Assists with staying on track How will you know when the goal is accomplished? High Quality (SMART) Goals Attainable Reaching benchmarks will keep you performing Not beyond reach, nor trivial How can the goal be accomplished? 5

6 High Quality (SMART) Goals Relevant Does the goal matter? Does this seem worthwhile? Is this the right time? Does it match the organization goals? Are you the right person? High Quality (SMART) Goals Time bound When? What can I do 6 months from now? What can I do 6 weeks from now? What can I do today? 6

7 Techniques for Prioritizing Item Deadline Payoff Weighted Score + = + = + = + = + = Rank Deadline 1 = long-term 2 = intermediate 3 = short term Payoff 1 = Low impact 2 = Moderate impact 3 = High impact Techniques for Prioritizing Complete capital requests Item Deadline Payoff Weighted Score Rank = 4 4 Meet with Sales Rep = 4 3 Develop in-service = 5 2 Work on Performance reviews = 6 1 Revise PI plan for = 3 5 Deadline 1 = long-term 2 = intermediate 3 = short term Payoff 1 = Low impact 2 = Moderate impact 3 = High impact Techniques for Prioritizing # Item Check Rank Compare 1 1-2, 1-3, 1-4, , 2-4, , Use when you only have enough time to do or advance one item, which should you choose? *Any item from an authority figure takes priority **Better than a gut feeling 7

8 Techniques for Prioritizing # Item Check Rank Compare 1 Complete capital requests 4 1-2, 1-3, 1-4, Meet with Sales Rep 2 2-3, 2-4, Develop in-service 3 3-4, Work on Performance reviews Revise PI plan for Use when you only have enough time to do or advance one item, which should you choose? *Any item from an authority figure takes priority **Better than a gut feeling Refining Efficiency and Organizational Skills What activities take the majority of my time? What activities should be given more time? What activities should be given less time? Refining Efficiency and Organizational Skills Does this activity really need to be done? Does it need to be done by me? Can it be shared? What is the deadline? Can it be done in parts over time? Can it be combined with other activities? Is there a faster, easier way to do it? 8

9 Four Quadrants of Time Management URGENT I Crises M Emergencies P O Dealing with irate patient/family R Addressing urgent staffing issue T Discipline issues A N Pressing problems T Drop-ins N Unnecessary reports O Other people s major issues T I Organizational politicking M Effects of procrastination P Needless interruptions O R T A DECREASE THESE N T Preparation Goal setting Planning/organizing Team building Brainstorming NOT URGENT INCREASE THESE Trivia Busywork Irrelevant s Excessive paperwork Gossip Time wasters/time robbers Project Management Define the project Develop the work breakdown structure Estimate time and budget Develop a schedule Monitor the project s progress Control the project Close it out 9

10 Project Management Gantt Chart Developed by Henry Gantt during World War 1 Timeline chart showing sequence of tasks Identifies start and finish dates Provides easy interpretation of project data Determine resource requirements Define who must perform each function Project Management Why is project planned? Personal Financial Competitive Safety Regulatory Gantt Chart - Readmissions Task # Task Name Time Estimate Predecessors 1 Needs analysis 30 days NA 2 Collaborate with external partners (Home health agencies, DME providers) 3 Develop multi-disciplinary program to reduce COPD readmissions 4 Presentation to Physicians, Senior Management, RT and RN staff 60 days 1 30 days 1, 2 14 days 3 5 Staff education for RTs and RNs 14 days 3, 4 6 Implement Readmission program 90 days 4, 5 7 Collect, aggregate, and analyze data 14 days 6 8 Evaluation of program by PI Committee 14 days 7 10

11 Gantt Chart Seven Habits of Highly Effective People 1. Be proactive 2. Begin with the end in mind 3. First things first 4. Think win/win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw 11

12 Be Proactive Taking responsibility Focus on things you can control Focus on your Circle of Influence Begin With the End in Mind Based on imagination The mental creation precedes the physical creation Develop a personal mission statement Creates your own destiny Put First Things First Organizes your time Manages the events 12

13 Think Win-Win Code of collaboration Life is not a Zero sum game Cooperative, not competitive Approaching conflict win-win requires three traits: Integrity Maturity Abundance mentality Seek First to Understand..then to be Understood Communication is the most important skill in life From listening autobiographically, we tend to respond: Evaluating judge, then agree or disagree Probing ask questions from own frame of reference Advising give counsel, advice, or solutions Interpreting Analyze others motives or behaviors Synergize Teamwork Open-mindedness Valuing differences drives synergy 13

14 Sharpen your Saw Preserving and enhancing you!! Balanced program for self-renewal Physical, social, mental, and spiritual Bibliography Carroll, John, Project Management, 2009 Covey, Stephen, Seven Habits of Highly Effective People, 1989 Dobson, Michael, The Juggler s Guide to Managing Multiple Priorities, 1999 Fred Pryor Seminars, Managing Multiple Priorities Shirley, David, Project Management in Healthcare, 2011 Tobis, Irene and Michael, Managing Multiple Priorities,

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