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Running Head: Evaluation of Project Management Costs in Healthcare 1 THE EVALUATION OF PROJECT MANAGEMENT OVERHEAD COSTS WITHIN HEALTHCARE MSA 600Foundations of Research Methods in Administration Central Michigan University
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SHORT REPORT TITLE (no more than10 words) 2 Submitted by: Maxine Herron Project Instructor: Scott Mertes, Ph.D. Submission Date March 6, 2016
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Evaluation of Project Management Costs In Healthcare 3 Table of Contents Page Number List of Tables ………………………………………………..……….. 3 List of Figures ………………………………………………………… 3 Chapter 1 Problem Definition ……………………………………. 4 Chapter 2 Literature Review …………………………………….. 10 Chapter 3 Research Methodology ……………………………….. 26 Chapter 4 Data Analysis ……………………………………… 32 Chapter 5 Summary, Conclusions, and Recommendations……. Future Definition of Terms ………………………………………………….. Future References ………………………………………………………… Future Appendix A Permission to Conduct Study ………………………… Appendix B Consent Form (Anonymous Survey, Informal Interview or Formal Interview) ………………………. Appendix C Survey/Interview Questions ……………………………
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Evaluation of Project Management Costs In Healthcare 4 Chapter 1: Problem Definition Introduction With the alarming rise in project management costs in healthcare, it is becoming essential to find viable solutions to the problem. The aim of this project is to give an explicit explanation on project management costs in healthcare centers which have in one way or another infringed the economic situation of the service providers and the service seekers. This report focuses on ways in which a solution to this can be arrived at through various ways that largely calls for a contribution of all parties within the managerial and not managerial sphere. Over and above, the need to seek solutions to management problems that includes control techniques given limited or a wide range of resources is fostered in order to achieve flexibility of control systems. Ultimately, solutions geared towards reducing the cost are found and they include; value engineering, scope reduction, deferral of scope items and forecasting routines that are essential in planning. Background It is estimated that as of 2002 the number of successful IT projects have doubled, from 16 percent in 1994 to 34 percent in 2002, (Schwalbe, p. 15). Also, The United States spent less money on failed projects in 2002 than in 1994. (Schwalbe, p. 15) There are many reasons why projects are successful. There are many reasons why project managers are successful. First, it is due to project managers meeting the budget of the project. This can be accomplished through eliminating overtime, hiring skilled employees, and meeting the project deadline. Another
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