Project Management


About CHI Project Management

Within the project lifecycle of initiation, planning, execution, monitoring and closing, the focus of the Project Management (PM) platform is to improve quality and produce efficiency in the delivery of health care and patient-oriented research. We effectively transfer and integrate evidence to clinical practice and care models to improve patient outcomes, experiences and access to care.

COLLABORATION

PM initiatives feature a high degree of collaboration with first line subject matter experts and stakeholders to drive solutions in:

  • Diagnostic & Discovery Projects
  • Research and/or Implementation Projects
  • Inter-disciplinary Quality Improvement Projects

Our Services

Project Managers and Process Engineers collaborate with health stakeholders to facilitate a variety of projects from managing clinical and health research studies to improving processes, policies, and patient outcomes using tools and methods such as:

  • Value Stream & Process Mapping
  • 5S, SIPOC, FMEA & Demand/Capacity Analysis
  • Strategic Planning
  • Risk Mitigation & Communication Planning
  • Compliance Navigation
  • Knowledge Discovery
  • Network Development
  • Simulation modelling

Training Opportunities

  • Introduction to Project Management
  • Project Management & Process Improvement Mentorship
  • Project Management in Research Workshop
  • Process Improvement Methods Workshops: Lean, FMEA, 5S
  • PM for Managers

    Duration 1 day (6.5 hours of class time) Target Audience Management (not strictly enforced) that wish to, or do, manage projects Those interested in incorporating project management best practices into their project work Those interested in understanding project management principles Description This workshop is designed for managers who have a need for the tools and skills available to effectively manage small to medium-sized projects in their departments. No prior experience in project management is required. Upon successful completion of this workshop, managers will have the ability to: Understand the reasons why projects fail Design a project plan that will guide you to a successful outcome Assess project risks and develop contingency plans Assemble a project team Manage change request while improving the project’s success Create status reports that will banish surprises and help your project stay on schedule

     
  • LEAN

    Duration Varies from 1 hour to full day events Target Audience Any staff effected by projects aimed at improving efficiencies and or quality. Description The PMO offers a variety of training alternatives aimed at teaching Lean and Six Sigma principles and techniques. While historically found in the manufacturing industry, they can be applied in any setting. Lean focuses on identifying and eliminating waste from the customers point of view (i.e. Patient or Co-worker), while Six Sigma is focused on reducing defects and process performance variation. Both offer a variety of tools that can help in building an environment of continuous improvement, which empowers employees in creating safe and efficient processes with patient satisfaction in mind.

     
  • FMEA

    Duration 2.5 – 3 hours Target Audience Personnel directly participating in or facilitating an FMEA or improvement initiative Managers of units, areas or sites performing FMEA analysis Personnel involved with accreditation Improvement initiative facilitators Six Sigma and Lean practitioners Quality and Accreditation Quality Committee members and leads Patient Safety Disaster Management Description This course provides an understanding of FMEA, a hands on approach to learning the processes involved and a brief study of some FMEAs completed within the WRHA. This course introduces participants to the FMEA process in which potential failure modes, failure effects and causes of failure are identified. Participants will gain an understanding of severity, occurrence and detection as it relates to failure modes, calculate the Risk Priority Number and identify and prioritize corrective actions for implementation in improvement initiatives. At the end of the course, participants will be able to: Lead and/or participate in a real life FMEA improvement initiative List the benefits, requirements and objectives of a FMEA Explain the steps and methodology used to analyze a FMEA Compare a variety of tools utilized when performing a FMEA Identify corrective actions or controls and their importance in minimizing or preventing failure occurrence

     
  • 5S

    Five S (5S) is an approach to management and operations and is considered a very important Lean Tool. There are many other Lean Tools that have been developed to support individuals in working effectively and increasing job efficiency, with greater satisfaction for customers, clients and for individuals themselves. The philosophy of Lean Tools is that we can continually develop and improve our processes in order to reduce all kinds of waste (including time and effort) and improve value to the people we serve. Five S is an approach to organizing a workplace, and particularly the materials and supplies in the workplace, to make sure that staff have what they need, with minimal searching and waste. The Five S’s refer to the steps taken to organize supplies: Sort, Set in order, Shine, Standardize, and Sustain. Kanban is a visual signal mechanism to replenish these supplies based on the actual demand and reduces the need to verify and count. For more information on training, facilitation and/or workshops surrounding 5S, Kanban and/or Supply Systems, please contact Cathy Hay at 204.594.5336 or chay@wrha.mb.ca To see an example of a Kanban learning activity developed by the Project Management Team, please click here.

     

Project Management Toolkit

  • Action Log

    Action items are tasks that arise out of completing project tasks or holding project meetings and are usually a task agreed to be done as a result of a discussion at a meeting. Project managers assign action items when the project team does not have enough data, expertise or available time to deal with the item immediately. Action items are ordinarily recorded in the Action Log and capture who proposed the action item, what the results will be and should be reviewed periodically to ensure action items are being completed successfully.


    Click HERE to download an example of an Action Log.

     
  • Closure Report

    Some project closures will be informal, perhaps just an assurance from the sponsor that all deliverables are complete and that the project is a success. Other projects may need to follow a formal process using a Project Closure Report. The closure report is linked to the Project Charter, and goals and objectives are listed with comments noting achievements or challenges. Other sections include:

    Project Overview
    Project Goals, Objectives and Timelines
    Project Expectations/Metrics
    Project Leadership and Resources
    Reflection on Risks and Risk Response Plan
    Reflecting on Communication Plan
    Project Implementation Plan and Results
    Project Scope
    Project Learnings
    Ongoing Work and Next Steps
    Project Closeout Signoff

    See the Project Management Forms section below for an example of a Project Charter.


     
  • Communication Plan
    The project manager’s role in the execution phase of a project is to ensure that useful work products are created and that reasonable change requests are included.The Communication Plan is created during this phase and consists of determining and documenting the communication and information needs of a project’s stakeholders.

    Click HERE to download an example of a Communications Plan.
     
  • Project Charter

    The Project Charter is a planning document that describes a project’s objectives, budget, risk management strategy and other technical details about the project. It is created by the project manager in collaboration with the sponsor as a tool to guide the development of the project plan and to provide information to the reader on what the project is expected to deliver, and includes the following:

    The organizational need for the project
    What will be done to meet that need and how success will be measured
    Assumptions and constraints that could inhibit the project’s success
    The project’s organization: team members, sponsors, identification of working groups, etc. 

    One of the most important benefits to authoring a charter is that it identifies risks, issues and other potential problems before the project work gets underway.

    See the Project Management Forms section below for an example of a Project Charter.


     
  • Project Plan

    A Project Plan is the documentation of a project’s schedule, personnel responsibilities, risk management strategy and other information to guide the project’s execution. One advantage of creating a detailed project plan is that the project manager will know early on if the project is moving over the forecasted end date. This document will cease being useful if it is not kept up-to-date. On most projects, that would mean updating the project plan at least once a week.

     
  • Risk Log/Plan

    There will always be potential circumstances that can have positive or negative effects on a project.  The focus of project planning is to prepare for the risk of negative impacts using a Risk Log/Plan.  Unanticipated or negative effects such as delays, cost over-runs or reductions in effectiveness are far more common than unanticipated positive effects.  As part of project planning, factors that can affect your project will need to be anticipated and a plan created. 

    Click HERE to download an example of a Risk Log/Plan.


     
  • Scope Change

    A projects scope includes what the project is and is not expected to produce. Scope could also include the programs, sites and services affected, transactions included or excluded, staff members included or excluded and more.

    All Scope Changes requests should be processed through the project manager. Ordinarily, the project manager would have authority to approve simple changes that will not affect the budget or schedule. The project sponsor must approve more significant changes, but only after the project manager has seen them.


     

Project Management Forms

Our Team

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Heather Tabin

Director, Project Management

tel: 204.594.5335
fax: 204.594.5394
email: htabin@wrha.mb.ca


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Hussieni Azad

Project Manager

tel: 204.996.0136
fax: 204.594.5394
email: hazad@wrha.mb.ca


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Alanna Baldwin, B.N., M.Ed., PhD

Project Manager, Research

Alanna Baldwin is a seasoned professional in research and education for the health care sector, with over 20 years of experience in study coordination, project management, program development and administration, and consultation for a variety of private and public sector organizations, health care institutions, government (regulatory sector), and academia.

 

Alanna has a Bachelor of Nursing, a Master’s degree in Education specializing in the foundations of adult teaching and learning behaviour applied to the health sciences, and a PhD from the Faculty of Education specializing in leadership and administration, interdisciplinary education for the health professions, professionalism in health care, and collaboration in interprofessional practice. 

 

Alanna has held numerous mentorship and teaching roles and she has presented at national and international conferences, seminars, and workshops. Many of the research initiatives she has undertaken throughout her career have focussed on expanding awareness, use, and contributions to empirically-based evidence for various topics, practices, and issues important for health care.

tel: 204.594.5342
fax: 204.594.5394
email: abaldwin2@wrha.mb.ca


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Matt Borgford

Process Improvement Specialist

email: mborgford@wrha.mb.ca


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Cristina Buonpensiere, B. Comm. (Hons.)

Project Coordinator

email: cbuonpensiere@wrha.mb.ca


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Rose Djukic, BSc Eng., M.Eng., P.Eng.

Process Engineer

Rose (Ruzica) Djukic, P.Eng.  has a Bachelor’s degree in Mechanical Engineering.  In 2005, she completed a Masters Degree in Mechanical Engineering at the University of Manitoba.

She has a strong background in the manufacturing industry.  She has practiced Engineering in diverse areas including ecological chambers design, coach bus industry, mining machines and kitchen cabinets manufacturing.

Rose is a registered member with the Association of Professional Engineers and Geoscientists of the Province of Manitoba (APEGM) and a certified Lean Six Sigma Black Belt.

Rose joined the Project Management Office in August of 2011 as a Process Engineer.

tel: 204.594.5344
fax: 204.594.5394
email: rdjukic@wrha.mb.ca


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Isadora Ferreira

Project Coordinator

tel: 204.791.2097
email: iferreira@wrha.mb.ca


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Brendon J. Foot, BA., CCRP

Project Manager - Research

Brendon joined the George and Fay Yee Centre for Healthcare Innovation’s Project Management Office in September of 2014 as a Project Manager – Research.  He has worked in healthcare for over 20 years, dedicating the last 17 years to clinical and health research working directly in the fields of mental health/psychiatry, cardiovascular and vascular and renal sciences and has experience working within both the private and public sector.  Brendon brings project management experience that is specifically tailored to the needs of clinical and health research with experience in both industry sponsored and investigator initiated research.  His experience includes clinical research project planning and management including, feasibility and needs assessment, budgeting, risk assessment and development of mitigation strategies and coordination of multi-center national and international clinical trials. He has an extensive background in regulatory affairs, including drug, device and natural health product filings to both Health Canada and the FDA. He has participated in over 45 clinical and health research projects and has consulted extensively in research administration and management.

Brendon is certified as a Clinical Research Professional and is in good standing with the Society of Clinical Research Professionals (SoCRA) and continues ongoing education in project management with a desire to become certified as Project Management Professional in 2017. 

tel: 204.594.5338
fax: 204.594.5394
email: bfoot@wrha.mb.ca


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Kristen Friedenberg

Kristen Friedenberg joined the Centre for Healthcare Innovation as a Project Coordinator under the Project Management platform in 2017. Kristen obtained a Bachelor of Science in Biosystems Engineering with a minor in Arts (English) from the University of Manitoba, specializing in Biomedical and Environmental Engineering. Most recently Kristen completed the AGC Certificate of Management-Lean Construction (CM-lean) Certification.

Prior to joining the Centre, Kristen worked as a student technical assistant within the Process Improvement Sector of the Wastewater, Water and Waste Department for the City of Winnipeg and as a Bed Safety Audit Project Assistant for the WRHA. Most recently, Kristen worked as a Project Coordinator in Project Management at FWS Industrial Group in Winnipeg, MB.

email: kfriedenberg@wrha.mb.ca


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Laurie Gosselin, B.Sc.I.E., M.Sc.I.E., P.Eng.

Process Engineer

Laurie Gosselin, P.Eng.  is a Process Engineer and Lean Six Sigma Black Belt with the George and Fay Yee Centre for Healthcare Innovation.  She holds both a Bachelor and a Master of Science Degree in Industrial Engineering from the University of Manitoba focusing in Operations Research and Queueing Theory. 

Laurie has experience in industries ranging from healthcare, aerospace, windows, power transformers, motor coaches, apparel and consulting.  She has a strong background in Lean Six Sigma, process re-engineering and transformation, simulation modeling, ISO implementation, and quality improvement initiatives to streamline process and increase productivity and flow.

 

tel: 204.594.5346
fax: 204.594.5394
email: lgosselin2@wrha.mb.ca


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Teri Greenwood

Project Manager

tel: 204.390.0128
fax: 204.594.5394
email: TGreenwood@wrha.mb.ca


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Dave Johnson , B.Admin, MScMgmt, PMP

Project Manager - Research

Dave Johnson joins the team at CHI as the Project Manager – Research.  Dave has completed a wide range of community health projects.  Some of his past projects include pharmacy automation, community-wide scheduling, patient flow enhancement and patient access initiatives.

Dave holds his Project Management Professional certification.  Both his Masters of Science Management and his Bachelor of Administration Degree were earned at Lakehead University in Thunder Bay, Ontario.  He is also certified in Lean.  While pursuing his Masters, Dave conducted research into strategic organizational performance and since then has researched emergency medical service performance variables as well as performance metrics design and application.

Dave’s project management experience spans over 12 years in the dental industry, manufacturing and now in healthcare.  In his spare time, Dave taught Project Management at Confederation College in Thunder Bay.

tel: 204.791.1094
fax: 204.940.1763
email: djohnson28@wrha.mb.ca


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Arjun Kaushal, MSc, CAPM

Process Improvement Specialist

Arjun Kaushal holds a B-Tech degree in Mechanical engineering from India. He started his career as a project manager for his family-owned architectural firm. He moved to Winnipeg in 2011 to pursue MSc in Mechanical and Manufacturing engineering from the University of Manitoba, with a focus on virtual manufacturing and its applications in region’s healthcare sector. In 2012, Arjun received a fellowship from the Western regional training center (Faculty of Medicine) which is one of the six centers supported by CIHR, for pursuing healthcare services research.

Over the last 3 years Arjun has done extensive research to build a forecasting tool for Winnipeg’s emergency rooms using simulation; the purpose of the tool being current state modeling and predicting impact of performance improvement measures. His main research contribution was that he was able to incorporate human behavioral factors into simulation models by using a combination of discrete-event and agent-based simulation strategies. He has built forecasting tools for Victoria general hospital-ER as part of his thesis project and for Seven Oaks General Hospital-ER where he has been working as a process engineer since 2012.

Arjun is also a certified associate project management professional (CAPM). He joined CHI in October 2014 and will be working with Home-Care program initiatives.

tel: 204.794.5359
fax: 204.594.5394
email: akaushal2@wrha.mb.ca


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Mike Lewkiw, B.Sc. (M.E.), P. Eng.

Process Engineer

Mike Lewkiw, graduated from the University of Manitoba with a BSc in Mechanical Engineering in 1985. He has 25 years experience in manufacturing, production management, capacity planning and growth plans.

His expertise includes Design for Manufacturing (DFM), Lean/Just-In-Time Flow-line and Total Quality Management (TQM) methodologies. He has held management and process engineering positions in the commercial, military, agricultural and metal fabrication sectors.

He was an associate in three start-up companies, creating policies, setting strategic directions, and overseeing the design and build of their proprietary products.

Mike is a member of the Association of Professional Engineers and Geoscientists of the Province of Manitoba (APEGM) and the Society of Manufacturing Engineers (SME) and is a Lean Six Sigma Black Belt.

Mike joined the George and Faye Yee Centre for Healthcare Innovation’s Project Management Office as a Process Engineer in November of 2009. Mike has been involved in several projects during this time, with the most current being part of the Women’s Hospital Redevelopment Project. As the Process Engineer on this project, he is responsible in working with staff to develop and implement efficient and effective operational processes reflecting industry standards and best practices in support of the timely opening and smooth transition to the new women’s hospital.

tel: 204-250-8312
fax: 204.594.5394
email: mlewkiw@wrha.mb.ca


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Kerenza Plohman, LL.B., LL.M.

Project Manager, Research

Kerenza joined the Project Management Office in 2014, bringing several years of experience leading and managing multi-stakeholder research projects.  She holds a Bachelor’s Degree in Law from the University of Colombo, Sri Lanka and a Master’s Degree in Law from the University of Manitoba.  Her research concentration was Human Rights Law. 

Her background in law has informed her ability to deliver quality leadership in projects involving public health policy issues.  Her previous research work includes health promotion, program development and evaluation, Aboriginal health and wellness, urban Aboriginal engagement, and children with critical medical needs.

tel: 204.330.9658
fax: 204.594.5394
email: kplohman@wrha.mb.ca


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Tolu Olubodun, Msc, PMP

Project Coordinator

fax: (204) 594.5394
email: dolubodun@wrha.mb.ca


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Pusha Sadi

tel: 204-250-8309
email: psadi@wrha.mb.ca


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Jennie Yang, MSc ENG, EIT

Project Coordinator

tel: (204) 594.5373
email: jyang3@wrha.mb.ca