How to
Monitor and Control your VA Projects
Greetings,
Saving
money or improving quality is a good thing with your value analysis
projects, but monitoring and controlling them is even
more important to ensure that the savings or improvements have
really happened.
We have
found that there are FOUR essential project management tools to
establish a sound foundation to do so as follows:
1.
Status Report
Requiring your VA project managers to give a short and precise
project status report on their projects every two weeks is
the best way we know of to make certain that your VA projects are on
time, on budget and on target. We all have the tendency to
procrastinate, therefore this technique reduces the possibility
that your project managers will drag there feet on your VA
projects.
2.
Savings Baselines
All of
your VA saving projects should have a targeted savings goal
established prior to the start of any and all VA projects to measure
the success of your projects. This will enable you to see clearly if
your savings goals or improvements have been met. For instance, if
your hospital is buying new IV pumps you need to know how much
savings will be generated by this modification in your practices.
Otherwise, how would you know if you met or missed your savings
target?
3.
Project Variances
Using
your savings baseline as your target you need to measure, after a
project is completed, how much savings were achieved on each and
every project that you assigned to your value analysis teams. This
should be an easy computation for you if you are keeping records on
your project’s progress.
4.
Project Audit
Any VA
project that misses its savings target by 10% or more should
be audited to find out why. The reason for this course of action is
three-fold:
1.
You could be leaving money on the table untouched.
We have
found that 98% of the time when a VA project misses their targeted
savings that the VA project manager assigned to the project didn’t
do a thorough job of uncovering the savings. When this happens you
need to send back these projects to your project managers so they
can squeeze even more savings dollars from them.
2.
You need to learn why your original savings estimate was
wrong, so that you can correct it in the future.
Too
often we find that the initial data used to estimate the targeted
savings was WRONG, therefore the savings calculation was wrong going
into the projects. You need to learn from these mistakes!
3.
You need to build a knowledge database of what can goes wrong
with your VA projects, so that you can fix them.
The best
way to do so is to have a project debrief with your VA project
managers to understand the challenges that they faced during their
projects. It might be that they didn’t have enough time to do their
project or they didn’t have the management support for it to
succeed. Whatever the reason you need to know why your VA projects
aren’t meeting their stated goals and remove them on the next go
around.
It all
comes down to this!
Successful
value analysis teams develop a repeatable VA SUCCESS model for their
VA teams to follow in order to make certain that each and every VA
project will have an equal chance of success. These four
tools that I have shared with you to monitor and control your VA
projects should be integrated into your own VA SUCCESS model as the
four steps that will lead you to a successful project closure on
every VA project that you undertake.
Your Partner In Savings Beyond Price™,

Robert T Yokl
Chief Value Strategist
Strategic Value Analysis® In Healthcare
Bobpres@strategicva.com
1-800-220-4274
P.S.
We
just released an enhanced version of our Enterprise
Utilizer® Dashboard for Systems and IDNs to make your savings
job easier. If you would like to read more about it please just
click on our recent
Press Release to get the details.
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