Introduction
Modern technologies continue to transform healthcare delivery models and procedures. In the field of nursing, informatics nurse specialists (INSs) undertake numerous responsibilities that can meet the changing needs of the targeted patients. One of the critical roles for INSs is that of coordinating, monitoring, and implementing projects that bring together professionals from different disciplines. Using role theory, the paper below describes the role of an INS in project management. The outstanding attributes of a terrific manager are also analyzed.
Role of the INS in Project Management
Role theory is a model that asserts that people perform duties in accordance with defined categories. Each responsibility is viewed as an expectation, norm, behavior, or right of a given individual. Leaders can go further to encourage their followers to act within the specified role expectations (American Nurses Association, 2015). With this kind of understanding, INSs should be ready to be part of every clinically-driven project if the outlined results are to be realized.
The above theoretical model supports the power of teamwork to deliver projects in a timely manner. The emerging partnership creates the best environment for promoting performance. In accordance with this framework, a computer technologist will provide adequate technical skills and ideas to drive the project in the right direction. Synnott (2014) indicates that projects typically have five phases. INSs can undertake specific roles at each of these stages to deliver positive results.
During the initiation stage, INSs will offer insights to identify the right technological requirements or scope. This means that different stakeholders will be able to sign the project charter. The second phase is that of planning. During this stage, INSs can offer insights to design appropriate systems, select the right hardware, analyze the targeted workflow, and complete testing processes (Sipes, 2016b). The execution phase succeeds when INSs examine the targeted project and acquire the right technology to improve efficiency.
The monitoring phase is completed successfully when INSs and project managers collaborate throughout the period. These professionals will monitor specific technological processes, promote safety, and improve the efficient use of different applications. Additionally, such experts can guide managers to meet the regulatory requirements for acquiring and implementing the use of various innovations (Sipes, 2016a). They can also focus on existing policies and update them, respectively. Their involvement will also make sure that emerging technical issues are addressed in a timely manner.
During the closing stage, INSs will resolve the challenges affecting the targeted project. Teams can identify issues that have been missed much faster. Informaticists can also guide targeted practitioners to use targeted systems effectively. Project managers should embrace the power of role theory to minimize conflicts and ensure that actions are pursued in a seamless manner (American Nurses Association, 2015). INS’ role is to match technological requirements with the targeted results and confirm that everything is clinically-driven and information technology-enabled (Synnott, 2014). Throughout the project period, there is a need for these professionals to engage final users and participants, test implemented systems, and educate caregivers to address their patients’ needs.
Attributes of a Terrific Project Manager
Project management is a concept that nurses can take seriously to implement evidence-based practices and transform patients’ experiences. Project managers in the field of healthcare can focus on various principles that will produce meaningful results and improve care delivery. It is appropriate for such managers to possess appropriate attributes. The first skill associated with terrific project managers is that of teamwork. Such leaders will attract different participants, use adequate resources to empower them, and create the best vision (Sipes, 2016a). Each person will be able to present some form of expertise, depending on his or her training.
Another attribute of a terrific project manager is that of a strategic partnership. Such a professional will promote aspects and activities that can deliver appropriate outcomes. They will partner with key stakeholders to maximize project portfolio or success rate (Synnott, 2014). The third aspect is the power to motivate and respect all participants. Skilled project managers will communicate with stakeholders efficiently, motivate followers, and introduce evidence-based behaviors for promoting project delivery.
Accountability is a critical skill possessed by successful project managers. This attribute guides them to make appropriate decisions and create the best vision for their respective teams. They will put other people’s needs first, implement change, and offer resources to promote performance. Competent managers are also visionary. This means that they can identify projects that will result in improved processes and support their organizations’ goals (Sipes, 2016b). Finally, terrific managers encourage contributions from different partners and liaise with key stakeholders. These attributes will increase the possibility of driving performance.
Conclusion
The above discussion has revealed that healthcare institutions should implement new projects in order to introduce superior applications, processes, action plans, or clinical guidelines that can maximize patients’ health outcomes. Whenever pursuing such projects, it is always appropriate for managers to collaborate with INSs to deliver positive results. Project managers should develop the identified elements in order to achieve their potential.
References
American Nurses Association. (2015). Nursing informatics: Scope and standards of practice (2nd ed.). Silver Spring, MD: ANA.
Sipes, C. (2016a). Project management for the advance practice nurse. New York, NY: Springer Publishers.
Sipes, C. (2016b). Project management: Essential skill of nurse informaticists. Studies in Health Technology and Informatics, 225, 252-256.
Synnott, L. (2014). Setting the record straight: Why you need to learn project management. Physician Executive, 40(2), 102-103.