This facility project engaged facility stakeholders in the development of the emergency response plan, staff training, and facility upgrades (needed to implement the plan).
Each project is unique. No single tool, practice, process, or strategy is equally successful across all projects. What this means is that the approach taken on each project is different, and often depends on context, goals, available resources, progress to date, and the team’s readiness to use the results of the project. Despite this variability, the project management process groups (initiate, planning, execute, controlling & monitoring, closeout) are often useful for framing how a project should proceed.
The Project Management Body of Knowledge (PMBOK) integration tools are often crucial to incorporate team efforts across the enterprise. And yet not all of the integration tools are necessarily used for each project. The spreadsheet below provides an example of how the PMBOK integration tools were used in a handful of projects:
The following section provides a very brief overview (often just 1-2 sentences) of some of the projects that we have worked on.
This department project engaged the team to identify project management best practices, develop standardized templates to be used across projects, and establish expectations for stakeholders when engaging future projects.
This provincial project engaged primary stakeholders and facilities within BCMHSUS in their implementation, training, and development of TIP practices.
This project engaged agency wide stakeholders to validate and develop the new BCMHSUS website architecture, content, and migration efforts.
This site project engaged programs staff and the Cisco team to identify, evaluate, and build a healthcare information and documentation program for the site.
This site project engaged programs staff, volunteers, and committee members to facilitate a community based fundraiser and public relations campaign.
This project engaged programs in the training, use, and troubleshooting of the new timesheet technology.
This project engaged agency wide stakeholders to confirm evidence based practices, reinforce existing practices, review policies and procedures, and to formalize & align efforts with the upcoming CARF recertification.
This project included financial and business model analysis, risk assessment, and identification of strategic opportunities to leverage immediate growth.
This project engaged programs staff in consultation, training, and implementation of the new healthcare clinical information software.
This project engaged stakeholders across companies to better understand existing and proposed legislation, evaluate impact, support member group advocacy, and lobby government representatives for improvements.
This agency project engaged stakeholders and programs leadership to develop a cross agency marketing and public relations video.
This project involved the evaluation, stakeholder consultation, presentation, and delivery of suggestions for implementing a service delivery model in the international community.
This project engaged agency wide stakeholders to develop, implement, and evaluate the new service line
This project include upgrading all of the MSOffice applications and employee training across 7 sites.
This project included consultation regarding NGO registration, structure, risk assessment, and product development recommendations.
This project involved agency staff, leadership, and the board to develop and implement the agency policy and procedures manual.
This site project engaged programs staff to draft and implement the policies and procedures manual.
This project included board engagement, risk assessment, strategic planning & alignment of an organizational merger.
This project engaged agency wide stakeholders to validate and develop the new PHSA/BCMHSUS shared intranet architecture, content, and migration efforts.
This project engaged programs staff in action learning model with an emphasis on developing leadership, value alignment, lean practices, and refresh the mission statement.
This project engaged stakeholders to draft, evaluate, and implement existing and future public relations and media strategies across the lower mainland.
This regional project engaged leadership teams to identify best practices, establish aligned messages, develop engagement strategies, and reinforce engagement of existing recruitment efforts, programs, and membership.
This project engaged agency wide stakeholders to map out the existing server architecture and identify information management practices in preparation for the server’s technology upgrade.
This project engaged agency wide stakeholders in the review of the existing SV architecture, user experience, and content resources to identify suggestions for the site’s refresh.
This project involved engaging the agency board, stakeholder agencies, and funding sources to purchase a new site/property and implement the redevelopment/restoration process.
This project engaged programs staff in training, implementation, and troubleshooting of the new timesheet technology.
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This project engaged stakeholders and members to develop event specific content to facilitate enhanced program/project engagement and visibility.
This project engaged stakeholders to evaluate the existing website architecture, identify best practices, update content and site architecture, and build the new website.