Summary
A project management office (PMO) comprises many departments within an organization that maintain and define project accomplishment standards. Common functions of a PMO include Defining standards and rules for project management, improving the success rate of projects, providing training around project management methodologies and standards, creating relevant documentation and templates and ensuring projects align with strategy (Andrews, 2014). This assessment report will analyze Trinity Health organization’s need for a PMO.
Current State of the Company
A close examination of the Trinity Health Care organization illustrates a shortage of nurses and doctors. This has led to high mortality rates resulting from delayed medications and medical errors. The hospital experiences financial challenges as the facility requires more health equipment, which is expensive to purchase. Further, adopting electronic health record systems has increased the operation and maintenance costs. The high cost of getting medication for sick people is a limitation for some poor individuals who lack insurance coverage.
Desired Future State
The organization’s goals and objectives aim to improve the current state, which creates barriers to progress. Cultural changes aim to create equality, sensitivity, and respect in the lives of all citizens across the globe. Alternatively, an increase in the number of workers is desired to handle the large number of patients visiting the facility effectively. An improvement in the feedback mode aims to classify the quality of their services. Diversity, flexibility, and consistency are other desires to promote future health.
Structure and Culture of the Company
Trinity Health is among the famous and most significant multi-institutional Catholic healthcare centers. It offers services to the nation and communities comprising almost 30 million individuals in 22 states in the United States of America (Dempsey et al., 2022). It comprises 109 upcoming care location programs like hospital and home care. Additionally, 92 hospitals work in collaboration with it to offer healthcare attention to the sick. It has an annual operating revenue of around $18.3 billion and assets worth $26.2 billion. One hundred and twenty-nine thousand workers have been employed to offer services, and 7,500 clinicians and physicians have.
The organization has adopted a culture of equity, diversity and inclusion. All the members of society have free access to medical services without discrimination based on their race, financial status, and economic background. The values and cultural aspects of the different societies have been respected and obeyed by all the personnel involved. This has led to the promotion of a sense of belonging to all the members. Common functions of a PMO include, defining project rules and standards, approving and monitoring projects, offering training on project management, improving the rate of success, create relevant templates and documentation, and ensuring the projects collaborate with the strategy.
Current Methodologies
The organization utilizes four primary methodologies in capturing and engaging patients and their family members. Some of those strategies include electronic advisors, focus groups, council/committee representatives, and experience sharing (O’Neill et al., 2021). Focus groups gather information on specific projects, which is later used in project development. Electronic advisors use e-advisor programs, enabling individuals to present their issues electronically. It is a flexible method that allows people to operate from their homes. Experience sharing involves personal medical history shared by affected clients to the public for educational purposes.
Current Structure for Project Managers
Trinity Healthcare is run by executive members who confer responsibilities and roles to enable the organization to run its activities appropriately. The president and chief executive officer is Michael A. Slubowski, and the executive vice president Ben Carter Benjamin (Eamranond et al., 2021). The chief operating officer is Robert Casalou, and Lou FierensLou Fierens is the head of administrative services. All the members work as a team to ensure the goals and objectives of the organization are realized.
Current Portfolio/Inventory
Considering the financial statements of Trinity organization in the just-ended year 2022, it can be pointed out that there was an operating avenue growth of 3.5 percent to $10.1 billion when the provider relief fund was excluded. Annual net patient service revenue improved to $329.2 million, equivalent to 4.0 percent. Due to the COVID-19 pandemic, an increase in patients visiting the facility was reported. Additionally, operation activities have increased by $483.0 million, which equals 5.0 percent (Howell & Grifell-Tatjé, 2022). An increase in wages and salaries was realized by 4.9, and corresponding labor expenses to $161.9 million. Hospital supplies rose to $57.8 million due to expenses in COVID-19 testing and associated drug costs.
Organizational Stakeholders
The employment committee incorporates the health workers and support staff responsible for offering the required services. They include advocacy, human resources, departmental leaders, and organization effectors (Eamranond et al., 2021). The citizens can seek job opportunities at the hospital despite their race. Teamwork has been encouraged to create a community dedicated to services. Additionally, coaching, guidance and counseling sessions have enabled workers to deal with various challenges.
Gap Analysis of the Current State to the Desired State
Some implications can be pointed out by analyzing Trinity Health organization’s current and future state. Insufficient workers, especially clinicians and physicians, are a common problem that needs to be addressed in the coming years. Insufficient resources create a barrier in employing more personnel since more money is needed to make payments. Additionally, for them to achieve set goals and objectives, the employees must obey the set rules and policies (Campbell, 2022). A proper follow-up plan must be implemented in the healthcare system to ensure consistency and eliminate gaps and deficiencies (Thiry, 2012). Cultural differences in the organization create barriers to the delivery of services, and therefore, there is a need to maintain and respect the different beliefs of individuals for improved services.
References
Andrews, T. D. (2014). Starting up an enterprise-wide Project Management Office. Starting up an enterprise-wide project management office (Conference) | OSTI.GOV. Web.
Campbell, E. B. (2022). Contesting deaths’ despair: Local public religion, radical welcome and community health in the overdose crisis, Massachusetts, USA. Open Theology, 8(1), 248–260. Web.
Dempsey, A., Mahony, J., & O’Neill, S. (2022). Introduction: Institutions and Ireland – transforming representations. Irish University Review, 52(1), 1–8. Web.
Eamranond, A., Rodis, J. F., Richard, K. E., Safer, A., Kunupakaphun, S., Grey, M. R., & Eamranond, P. P. (2021). Decade of patient experience improvement at a tertiary care urban hospital. Quality Management in Health Care, 31(2), 53–58. Web.
Howell, C., & Grifell-Tatjé, E. (2022). Market heterogeneity and the relationship between competition and price dispersion: Evidence from the U.S. Airline Market. Transport Policy, 125, 218–230. Web.
O’Neill, D., De Vries, J., & Comiskey, C. M. (2021). Leadership and community healthcare reform: A study using the competing values framework (CVF). Leadership in Health Services, 34(4), 485–498. Web.
Thiry, M. (2012). How to measure real project success. Paper presented at PMI® Global Congress 2012—EMEA, Marseilles, France. Newtown Square, PA: Project management institute. Web.