The high cost of health care is on everyone’s mind. Health care companies are looking for ways to improve processes and be more efficient. That includes IT and how projects are managed. The search for a better way to get work done requires that we stand back and take an objective look at the project management process with fresh eyes. Thomas Kuhn coined the phrase “paradigm shift” in 1962—which suggests that sometimes it’s possible to see the same information in an entirely different way. Ty will talk about how democratizing work and empowering project teams is the paradigm shift that will help project management offices and IT departments in health care companies gain deeper visibility, ramp up efficiency and streamline repetitive processes.

By attending this session, participants will:

• Understand the paradigm shift in project management that is changing the way project leaders manage projects and lead people
• Discuss how the nature of work has changed and how traditional project management methods don’t address the change
• Learn how to engage the team and effectively work with the Millennial Generation

• Discuss the merits of establishing a PMO based on a case study
• Form arguments in breakout groups in favor of and against establishing a PMO
• Explore the advantages and disadvantages of PMO “heavy” and “light” models

Why are projects constantly late? You might think that the problem is poor planning or lack of discipline. Not true! Using a case study example, this presentation will debunk this conventional wisdom and show that:

• Loss of time and capacity caused by confusion about priorities in execution is the #1 reason killer of efficient project execution.
• 100 years old Gantt Chart based project management can induce and encourage priority confusion in execution
• A different type of project execution systems are required to overcome the limitations of traditional project management and effectively manage project execution.

• Discuss the key strategies and tactics Advocate and Baptist designed to succeed in delivering value-based care
• Outline the project management approach and vital elements including roles, tools, performance metrics and monitoring
• Describe the lessons learned and insights gained