Maturity of a radiological department

Maturity of a radiological department - The experience of a
central hospital
Poster No.:
C-2475
Congress:
ECR 2013
Type:
Scientific Exhibit
Authors:
C. M. D. S. almeida , F. I. G. Batalha , S. S. Alves , J. Fialho , A.
1
2
2
1
2
1
2
1
2 1
Morais , P. Ferreira , P. Madeira , N. Vital , I. Vital ; Lisboa/PT,
2
Lisbon/PT
Keywords:
Workforce, Quality assurance, Health policy and practice,
Education, Conventional radiography, Management
DOI:
10.1594/ecr2013/C-2475
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Purpose
The development of an organization through projects is something increasingly used by
organizations today. Thus, the importance of project management becomes intuitively
recognized by all so that they can be developed as efficient. The realization that this
is an important area that needed further studies led us to the development of this
research project, were we asked "What are the perceptions of radiology technicians with
responsibility in middle management, given the maturity of radiology services?
The goal of a correct management is to minimize the obstacles to a implementation
of a quality and organizational model and maximize their strengths, optimizing the
management of a radiological department, according to the PMBOK Maturity Model (Fig.
1, Fig. 2), with the following objectives:
• Assess the maturity of the radiology department through systematic evaluations and
optimization of care;
• Compare the perceptions of Radiology Technicians with responsibility in middle
management in the face of a model that evaluates the development, processes and
management in the studied organization and the respective quality improvement.
Images for this section:
Page 2 of 19
Fig. 1: PMBoK Maturity Model.
Page 3 of 19
Fig. 2: PMBoK Maturity Model. Levels of Managment.
Page 4 of 19
Methods and Materials
Initially we rely on PMBOK Maturity Model (Fig. 1), which assesses the maturity
model development process or the project management organizations, simultaneously
improving their quality.
Analyzing this model (Fig. 1), and considering the maturity of a base model, we develop
a general model of five levels:
• Initial;
• Structured;
• Organized;
• Managed;
• Optimized;
Fig. 1: PMBoK Maturity Model.
Page 5 of 19
References: - Lisboa/PT
During the second phase a plan was made to optimize the radiology department at the
institution selected with the intention of developing metrics for improving the operation
and profitability of the radiology department of that hospital.
The goal in the management is to minimize the obstacles preventing implementation
and to maximize their strengths, resulting in the optimization of the organization of a
determined radiology department under the PMBOK Maturity Model (Fig. 2).
Fig. 2: PMBoK Maturity Model. Levels of Managment.
References: - Lisboa/PT
The population of study consists of the totality of the Radiographers working on a public
central hospital of Lisbon (Portugal) that included four semi-autonomous hospitals. Of
this population, a sample was created that included the coordinator and three subcoordinators.
Page 6 of 19
A questionnaire composed of a set of 37 questions with closed and open answers was
used for collecting data and then statistically analyzed with SPSS 20 (IBM Corporation,
USA).
Images for this section:
Fig. 1: PMBoK Maturity Model.
Page 7 of 19
Fig. 2: PMBoK Maturity Model. Levels of Managment.
Page 8 of 19
Results
It was verified that the value "three" was the most selected answer for the evaluation of
maturity on the studied radiological department, with a average value of 3.257, which
corresponds to the level status of "organized" (Fig. 3, Fig. 4).
Fig. 3: Table of Results.
References: - Lisboa/PT
Once there is a classification of level 3, we can assess the existence of a plan and the
major role that it has in the concepts of project management throughout the organization,
reflecting the commitment of the entire radiological department.
Page 9 of 19
Fig. 4: Results.
References: - Lisboa/PT
There are also different profiles or patterns of perception of maturity identified among
participants for each knowledge area in project management. The small divergences as
a function of variation of the standard deviation, 0.45 to 0.85, may be related to individual
perception expressed in questionnaires.
With respect to maturity levels for each area measured, the quality management is the
area where we observe a higher level - level 4 (3.75), followed by the human resources
managment with a level 4 (3.56). All other areas are classified as level 3 (ranging between
2.69 and 3.31) (Fig. 5).
Page 10 of 19
Fig. 5: Results - Actual Vs. Pretended Levels.
References: - Lisboa/PT
Images for this section:
Page 11 of 19
Fig. 3: Table of Results.
Page 12 of 19
Fig. 4: Results.
Page 13 of 19
Fig. 5: Results - Actual Vs. Pretended Levels.
Page 14 of 19
Conclusion
When speaking of maturity, we assume the existence of a continuous growth process
that should be firstly graded and assessed, so that the result of each planned action
can be evaluated in terms of efficiency and can be absorbed by the organizational
environment. On the other hand, this process should be constant, so that changes and
positive results from its application can create a positive environment for change in
organizational culture, encouraging new positive action. Siqueira, (2005) states that the
maturity of an organization is a process explicitly defined, managed, measured, controlled
and effective.
The success of an organization involves the implementation of a performance culture
that adds responsibility in management functions. A clear definition of objectives to be
achieved, when well planned, coordinated and developed, translates into benefits in the
short, medium and long term for all stakeholders and the organization itself.
Knowing the maturity level of a service is fundamental to any decision maker as
demonstrated by obtained conclusions (Fig. 6). To know this maturity level in radiological
departments is also important as it allows the surpassing of gaps in project management,
enabling reflection on the measures that provide assertions that the Department of
Radiology can be more efficient, effective and efficient in providing care that is intended
close to excellence.
Page 15 of 19
Fig. 6: Conclusion - Summary.
References: - Lisboa/PT
Images for this section:
Page 16 of 19
Fig. 6: Conclusion - Summary.
Page 17 of 19
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