Blending diverse expertise to optimise and sustain project outcomes

Janine R. Kamath, Jason E. Barclay, Lydia A. Baude, Jeffrey R. Ehman, David M. O’Brien, Bradley E. Williams, Munawwar A. Khan and Nicole K. Hanf
Additional contact information
Janine R. Kamath: Mayo Clinic, USA
Jason E. Barclay: Mayo Clinic, Department of Management Engineering & Consulting, USA
Lydia A. Baude: Mayo Clinic, Management Engineering & Consulting, USA
Jeffrey R. Ehman: Mayo Clinic, Department of Management Engineering & Consulting, USA
David M. O’Brien: Mayo Clinic, Department of Management Engineering & Consulting, USA
Bradley E. Williams: Mayo Clinic, Department of Management Engineering & Consulting, USA
Munawwar A. Khan: Mayo Clinic, Department of Management Engineering & Consulting, USA
Nicole K. Hanf: Department of Management Engineering & Consulting, Mayo Clinic, USA

Management in Healthcare: A Peer-Reviewed Journal, 2020, vol. 5, issue 1, 15-28

Abstract: Strategic projects in large healthcare organisations are often highly complex and dynamic, and they require a team of skilled business professionals to execute them. Examples of difficult, costly and extended project executions have been shared in the literature. Successful project execution involves many critical facets. One facet that continues to be of marked interest is effective resourcing of strategic projects. This paper focuses on describing a staffing approach used at Mayo Clinic (Rochester, Minnesota) to facilitate successful, agile and sustainable execution, with desired outcomes. In 2016, Management Engineering & Consulting (ME&C) began exploring a collaborative staffing model that partnered management engineers with project managers (PMs) to drive strategic, multisite projects. This ongoing collaboration model was evaluated from multiple perspectives, including project outcomes, timeliness, client and staff satisfaction and opportunities for innovation. Data and feedback on the model were collected with historical reports, surveys and focus groups with stakeholders, leaders, PMs and management engineers. The feedback and data indicated that the collaborative staffing strategy and model have further optimised service delivery, enabled professional staff to work at the highest level of their competency and dynamically blended knowledge, expertise and skills to achieve better and more sustainable overall project outcomes.

Keywords: best practice; collaboration; execution; optimisation; project management; systems engineering (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2020
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