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.
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
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
- 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
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.
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
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 email@example.com To see an example of a Kanban learning activity developed by the Project Management Team, please click here.
- 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 Goals, Objectives and Timelines
Project Leadership and Resources
Reflection on Risks and Risk Response Plan
Reflecting on Communication Plan
Project Implementation Plan and Results
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.
- RASCI (Stakeholder Identification)
See the Project Management Forms section below for an example of a Project Charter.
- 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.
Director, Project Management
Rose Djukic, BSc Eng., M.Eng., P.Eng.
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.
Brendon J. Foot, BA., CCRP
Project Manager - Researchbio
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 50 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.
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.
Laurie Gosselin, B.Sc.I.E., M.Sc.I.E., P.Eng.
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.
Mike Lewkiw, B.Sc. (M.E.), P. Eng.
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.
Process Improvement Specialistbio
Aaron Nelson, is a Process Improvement Specialist with the George & Fay Yee Centre for Healthcare Innovation. He holds a Bachelor of Commerce (Honours) from the University of Manitoba along with certifications in LEAN, Six Sigma, PROSCI Change Management, PRINCE2 Project Management, CMMI, ISO, ITIL.
Aaron has experience in Health Care, ICT, Manufacturing, Supply Chain, Agriculture, Real Estate, Mining, Government and Retail. Aaron has a passion for engaging and collaborating with people to deliver value to the healthcare system through efficient and effective process, performance and systems (re)design and implementation best practices.
Kerenza Plohman, LL.B., LL.M.
Project Manager, Researchbio
Kerenza joined the Project Management Office in 2013, 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, where she graduated at the top of her class, and received the University Gold Medal. She then received a full scholarship to pursue her Master’s Degree in Law at the Faculty of Law, 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 analysis, Aboriginal health and wellness, urban Aboriginal engagement, and children with critical medical needs.
Dayna joined the George and Fay Yee Centre for Healthcare Innovation (CHI) as a Research Coordinator in the Project Management Platform in October 2017.
Prior to joining the Centre, Dayna worked in Clinical Research as a Research Study Coordinator with St. Boniface Hospital’s Cardiac Sciences Program and the Children’s Hospital Research Institute of Manitoba.