Project Management Institute

Workload on track for management engineers

Project Management in Action

Project Snapshots

With a staff of five engineers, the Management Engineering Consultants at Jewish Hospital HealthCare Services (JHHS) in Louisville, Kentucky, manages ongoing projects for five hospitals. The department's primary responsibilities are system and method improvements, monitoring productivity and involvement in the hospital's Continuous Quality Improvement (CQI). Fortunately their project planning and scheduling application helps this small team of five use its time and resources in the most effective, efficient and cost-saving manner to best serve the enterprise.

The engineers at JHHS utilize a menu-driven application to manage their time across multiple projects. The system schedules each engineer's projects based primarily on estimated completion date and the number of hours available in a work week—making allowances for holidays.

With this application users can schedule and edit projects, and generate progress or status reports during the projects. Reports generated from this project management system provide the team of engineers and their director with information on the status of each current project. It also assists the department's director in following the progress of each project and determining how to distribute upcoming projects among the engineers.

“This application takes information supplied on the edit screen and schedules individual or combined projects and comes up with the most effective scheduling format for the engineers,” said Craig Incorvia, management engineer for the Management Engineering Consultants at JHHS. “This system will give us an estimate of how the completion of the project should flow time-wise. ”

The program pulls information from six different data sets—logic, resource, availability, activity, requirement, and holiday data sets. Any entry made in any of the six data sets automatically adjusts the engineers’ workload when weekly reports are generated. Updated reports may reveal that the engineers need to spend more or less time on a particular project than previously anticipated. If system reports show that sufficient progress has not been made on a project, the engineer can see that an adjustment is needed to the amount of time allocated.

“With the large internal user base served by our department, this application gives the engineer a picture of the future in that we can clearly see the progress we're making in delivering solutions to our internal clients for implementation,” Incorvia said. “Efficient scheduling of multiple projects allows us to provide our individual clients in departments ranging from administrative services to the operating room to emergency services with cost-effective solutions. In the end, each hospital we serve benefits from the projects we handle with this application because most of the time the solutions affect the bottom line.”

From: Miranda Drake, SAS Institute Inc.
Project used: SAS System for
Information Delivery

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