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WHEN BEGINNING WORK on a reengineering project at William Beamount Hospital, Jean Ann Larson noticed an abundance of materials that talked about what tools to make it happen. After experimenting with a variety of techniques, she developed and implemented an eight-step facilitation methodology and set of corresponding tools.
For those in healthcae who are working on a redesign or reengineering project, this book covers all the key aspects-from team formation, to measurement, to process analysis-and walks you through the hands-on, day-to-day implementation.
Larson's approach for a redesign or reengineering project starts with steps that must be take during the initial stage. Once the teams have been formed and oriented, the actual redesign process occurs, beginning with a concerns analysis and concluding with the employment of project management techniques to begin implementation.
Special highlights include chapters on the enabling role of technology and critical success factors. Three case studies of varying scope illustrate the approach, tools, and methodology:
