Introduction

1. Project and knowledge ManagementPresented By:Babatunde k. Ayilegbe[MBA,MHIM,PGDM,PGDE,ARMC,ADHRM,AHR,AMNIM][HOD, Health Records, AKTH, Kano]@A Workshop Organized by the HealthInformation Managers’ Association of Nigeria (HIMAN) @Havana Specialist Hospital, Lagos.7th -8th June, 2011.

2. Introduction • There is need for Health Information Managers to broaden their horizon in order to leapfrog in this information age. One of the ways through • which this can be achieved is by engaging in Project and Knowledge • Management. There is need for the initiation of various relevant projects • and discovery of intellectual capacities, with the ultimate aim of • contributing to sound health service delivery.

3. What is a Project? • A project is a temporary endeavour, having a beginning and end ( can be by funding or deliverables), undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value.

4. The Meaning of Project Management • Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. • It is the planning and organization of an organization's resources in order to make a specific task, event or duty toward completion. • It involves management of both human, and material and financial resources. • A project manager will help define the goal and objectives of the project, determine when the various project components are to be completed and by whom, and create quality control checks to ensure that completed components meet a certain standard.

5. The Primary challenge of project management • To achieve all of the project goals and objections while honoring the preconceived constraints.

6. The Secondary Challenge of Project Management • To optimize the allocation and integration of inputs necessary to meet pre-defined objectives.

7. The Triple Constraints for Projects • These are : • Budget (cost) also known as scope • Time • Quality

8. Who is a Project Manager? • A project manager is a professional in the field of project management • He is a person responsible for accomplishing the stated project objectives • Generally, he is anyone given responsibility to complete a project. • He is a person with full responsibility and the same level of authority required to complete a project. • If a person does not have high levels of responsibility and authority, then they are better described as a project administrator, coordinator, facilitator or expeditor

9. 7 Responsibilities of a Project Manager • The specific responsibilities of a project manager vary depending on the industry, the company size, the company maturity, and the company culture. However, the following responsibilities are common to all project managers: • Developing the project plan • Managing the project stakeholders • Managing the project team • Managing the project risk • Managing the project schedule • Managing the project budget • Managing the project conflicts

10. Components of a Project These are in phases or stages viz: • Project initiation stage • Project planning and design stage/development • Project execution • Project monitoring and controlling system • Project completion

11. Phases or Stages of a Project Initiation Planning and Design Executing Monitoring and Controlling closing

12. Knowledge Defined • Knowledge refers to information which has been internalized through training and or experience. Data gives rise to information, and accumulation of information gives rise to knowledge. • Knowledge is a derivative of information. • In view of Durant (1957), information is turned into knowledge when an individual processes and internalizes it. • Knowledge in human brain leads to applied wisdom or rational decision. • Knowledge is a springboard for action.

13. The Meaning of Knowledge Management • There is no universal definition of knowledge management. • In a nutshell, the following definitions are acceptable: • According to Wright (2005) Knowledge Management refers to the management of knowledge at the individual level. • Knowledge management refers to necessary steps taken to generate, capture, codify and transfer knowledge across the organizations. • It is the process through which organizations generate value from their intellectual and knowledge-based assets. • It comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. • It is an umbrella term of making more efficient use of the human knowledge that exists within an organization. • Knowledge management is the 21st century equivalent of information management.

14. The Focus of Knowledge Management Knowledge Management efforts typically focus on organizational objectives such as: • Improved performance • Competitive advantages • Innovation • The sharing of lessons learned, • Integration and continuous improvement of organization.

15. Hierarchy of Knowledge by Davenport Wisdom Knowledge Information Data

16. The Two Pillars of Knowledge Management (1) Tacit Knowledge: has to do with uncodified knowledge, usually gets lost through death, resignation, retrenchment or retirement. (2)Explicit Knowledge: has to do with codified knowledge e.g databases, paper work, etc. • Kedem (1993) sees information as knowledge communicated and or received in relation to a particular subject. • Popoola (2006) captures information as facts, ideas, opinions, messages, symbols, signals, voices, images, databases, sounds and processed data that are capable of improving the knowledge stage of a user on a random phenomenon or events. • Converting data into information thus requires knowledge (explicit and tacit). • Knowledge is a framework for evaluating and incorporating new experiences and information.

17. Steps to Generate Knowledge • Through research and development (takes place in universities, research institutes, colleges, etc.) • Through buy or rent or knowledge steal. e.g Japan, India, etc. • Through adaptation • Through shared problem-solving e.g conferences, seminars, workshop, symposium, etc. • Through community best practices, etc.

18. Knowledge Audit • It is a scientific measurement of the state of affair of the knowledge of an organization. • Is an attempt to know the knowledge repository in any organization. • Is a technique of identifying where knowledge resides in an organization.

19. Tools Needed For Knowledge Audit • Questionnaire • Interview • Observation Can be done as often as possible

20. Native Intelligence • Everybody is endowed with one form of knowledge or the other. • The illiterates should not be completely neglected in in an organization.

21. Knowledge Mapping • To interconnect all the knowledgeable people in various units or department for productive ventures/activities.

22. Mind Mapping • Examining what makes life to be in shambles. • Deals with satisfiers and dissatisfiers of life.

23. Incentivization • To enhance sharing of knowledge. • Stimulation for maximum productivity • Operating at installed-capacity

24. The Benefits of Project Management • Project Management has a lot of benefits which includes: • [1] Brings about proper planning of projects • [2] Proper organization of resources • [3] Proper coordination of projects • [4] Control of project activities • [5] Minimization of cost • [6] Effective and efficient utilization of resources

25. Benefits of Project Mgt. Cont. • [7] Easy and quick completion of projects • [8] Local and international grants and aids from donors • [9] Brings about quality adjusted life • [10] Satisfaction of sponsors, etc.

26. The Benefits of Knowledge Management • These benefits are also numerous which include: • [1] It unearth the hidden knowledge, skills and experience within an organization. • [2] It identifies information glut • [3] It sharpens our planning tools • [4] It interconnects people for productive activities • [5] It enhances cross fertilization of ideas • [6] It minimizes loss of skilled and experienced personnel during downsizing • [7] It motivates staff for effective performance • [8] It brings about rapid positive change i.e retooling • [9] It identifies obsolete information • [10] It helps to achieve organizational objectives and goals.

27. Conclusion • Project Management has developed over the years, and it involves various activities before a project is completed. Thus, Health Information Managers should be proactive and initiate projects that will add value to our health institutions. • Moreover, the wisdom obtained in Knowledge Management should be fully utilized in making more efficient use of various intellectual capacities that exist within their health care facilities in order to bring about efficacious health service delivery.

28. Thanks for your Decorum.