Project managers – health care sector
Job description
Health care project managers work for companies, laboratories, hospitals, clinics, and independent or government organizations. Their job is to make sure that projects run smoothly and are completed successfully. Types of projects include new drugs, enhancing a health care system, deploying activities, setting up studies, etc. To do this, they are in charge of observing deadlines and ensuring the effective involvement of the various stakeholders. At the same time, they make sure projects stay on budget and note any potential drifts.
They are in permanent contact with their higher-ups to report the progress of the initiative they are setting up. The tasks of health care project managers vary depending on the size and type of organization for which they work. Usually, they establish a detailed project plan that maps out the risks, required investments and strategies to be implemented. Often considered a resource person by participants, they are also called upon to organize and host internal and/or external meetings.
Working in a sector that is itself continually changing, project managers must stay current with what's new in the field (e.g. legislative, scientific and technological changes). This may require actively participating in conventions, symposiums, information meetings, workshops and conferences.
Required skills
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advanced degree in health science, health information, social science or a related field; a relevant combination of education and experience may be sufficient
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knowledge of the Canadian health care environment, current legislation, players and legal constraints
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supervisory aptitudes
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knowledge and understanding of the chain of responsibilities in the health care sector
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proficiency in the use of computer tools (MS Project an asset)
Desired qualities
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time management skills
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teamwork skills
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multi-team coordination skills
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self-starting
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good communication skills (oral and written)
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ability to step back
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adaptability
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listening skills
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ability to manage highly specialized individuals (knowledge of the field's jargon, ability to simplify)
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thoroughness
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charisma
Carlee-Ann Dueck, project officer with the Health Department of Manitoba
Since she started working for Health Manitoba almost three years ago, Carlee-Ann Dueck has been in charge of the Physician Integrated Network Initiative, a local initiative that will be extended if it is successful.
Could you tell us what your project is about?
The initiative I head up aims to improve access to care in the area of family medicine. For now, it involves four medical centres and 65 doctors in Manitoba. That number should double since we are beginning the second phase of the project. One of the means of improving the health care system is to use the electronic health record. In order to use it to its full potential, which is far from being the case right now, we need to help professionals change their habits. Within three years, we will be evaluating the second phase, and, if the results are conclusive, we will extend the project to the entire province.
What does your work involve?
As the project manager, I am in touch with all the players. I essentially handle strategic planning and budget control. Most of my work is done in my office at Manitoba Health, but at least once a month, I go on site to meet with the medical professionals of one of the four clinics we work with. This allows me to see what progress has been made in the field.
Why did you choose the health care sector?
Working in such a sector is very fulfilling, since it involves providing citizens with the best possible care. Every day, I see the results of my work. For example, when a doctor tells me that he or she is now implementing more personalized treatment, I know that it makes a very big difference for the patients. Moreover, it's a field that is continually changing, and health care professionals are always asking for improvements.
Does this field require specific skills?
It's impossible to successfully carry out a project in the health care sector if you don't have enough management experience. Most of the people I deal with are very experienced people with a high level of skill. You have to know how listen to them and be able to support them as a partner at the same time.
One of the difficulties of working in this field comes to the forefront during the planning phases. Doctors and nurses are used to quickly finding solutions to the problems they face, to take action and set up treatments. It becomes a little more delicate when the situation involves planning and developing long-term strategies. I have to bring them to think beyond the present.