Show simple item record

dc.contributor.authorSheppy, B.*
dc.contributor.authorZuliani, J.D.*
dc.contributor.authorMcIntosh, Bryan*
dc.date.accessioned2014-10-21T16:24:04Z
dc.date.available2014-10-21T16:24:04Z
dc.date.issued2012
dc.identifier.citationSheppy, B., Zuliani, J. D. and McIntosh, B. (2012). Science or art: risk and project management in healthcare. British Journal of Healthcare Management, 18 (11), 586-590.
dc.identifier.urihttp://hdl.handle.net/10454/6522
dc.description.abstractDespite its rapid growth in recent literature, risks in project management have received limited critical attention when compared to Lean principles and total quality management. The aim of this article is to examine the ongoing dialogue within health services funders and providers concerning the relationship between project management and its relationship to hard and soft environmental risk factors. The failure of high profile projects and cost to the taxpayer is on the increase. This article argues that the lack of understanding in relation to a holistic assessment of project success factors contributes to increased risk of failure. It argues that greater emphasis is needed on placing risk relative to both operational and cultural factors, as opposed to the frequent use of prescriptive mechanistic methodologies. These changes have the potential not merely to improve the success rates of healthcare management projects, but health outcomes too.en
dc.relation.isreferencedbyhttp://dx.doi.org/10.12968/bjhc.2012.18.11.586
dc.subjectRisk; Project management; Operational factors; Hard and soft environmental risk factors; Healthcare management projectsen
dc.titleScience or art: risk and project management in healthcare
dc.typearticle


This item appears in the following Collection(s)

Show simple item record