Models of adaptive and value-based management of projects for the functioning and development of hospital districts
DOI:
https://doi.org/10.30837/2522-9818.2024.4.097Keywords:
hospital districts; adaptive value-based management; projects; sustainability; risks; value logical-structural modeling; healthcare facilities development.Abstract
The subject matter of the article is the methodology and principles of adaptive-value-based project management of hospital districts’ functioning and development, which ensure the achievement of goals within the specified budget, and time and with due regard to the expectations of the stakeholders. The goal of the work is to substantiation of the principles and, on their basis, development of a logical and principled model of adaptive and value-based management of hospital district development projects, which takes into account adaptability to changes in the project environment, as well as ensures effective planning, allocation and use of resources, taking into account risks and value for stakeholders. The following tasks were solved in the article: 1) analysis and description of the structure of hospital districts in a particular region; 2) substantiation of the principles on which the adaptive value-based approach to project management of hospital district functioning and development is based; 3) description of the process flowchart and logic-principle model of adaptive value-based management of hospital district development projects, which describes the relationships between the identified principles. The following methods used are – analysis and synthesis; logical and structural modeling; systematic approach; expert evaluation and project management methodology. The following results were obtained – the principles of adaptive value-based management of hospital district development projects are formulated; a logical-principled model is built that integrates key project success factors such as adaptability, value for stakeholders, risk management, sustainability and quality of health care services; a scheme of adaptive value-based management processes is developed that reflects the interaction between the defined principles. Conclusions: The use of sound principles and, on their basis, the developed logical and principled model of adaptive value-based management of hospital district development projects allows to increase the efficiency of implementation of these projects by ensuring management actions taking into account changes in the project environment, as well as planning, allocation and use of resources taking into account risks and value for stakeholders. This contributes to obtaining the desired product of hospital districts' functioning and development projects, which is reflected in the improvement of the quality of medical services and sustainable development of hospital districts.
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Chen, S., Wang, C., Yan, K. (2024), "Assessing project resilience through reference class forecasting and radial basis function neural network", Applied Sciences, Vol. 14, 10433 р. DOI: https://doi.org/10.3390/app142210433
Hnatchuk, Y., Pavlova, O., Havrylyuk, K. (2021), "Method of forecasting the characteristics and evaluating the implementation success of IT projects based on requirements analysis", CEUR Workshop Proceedings, Vol. 2853, P. 248–258. available at: https://ceur-ws.org/Vol-2853/paper23.pdf
Schnegg, M., Möller, K. (2022), "Strategies for data analytics projects in business performance forecasting: A field study", Journal of Management Control, Vol. 33, P. 241–271. DOI: https://doi.org/10.1007/s00187-022-00338-7
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