Medesthetics

MAR 2014

MedEsthetics—business education for medical practitioners—provides the latest noninvasive cosmetic procedures, treatment trends, product and equipment reviews, legal issues and medical aesthetics industry news.

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BUSINESS CONSULT | © THINKSTOCK By Cheryl Whitman Project Management A project-based approach can help practices achieve their strategic goals. 18 MARCH 2014 | Med Esthetics Behind every successful medical aesthetic practice is a se- ries of incremental, accomplished goals. Whether a facility is seeking to improve the patient experience, integrate new procedures or launch a new marketing campaign, bringing these goals to fruition requires project management skills. A project manager must be able to conceptualize an idea, build a team that will make that idea a reality and supervise that team to complete the project on time and on budget. Any new project requires two key factors: the right con- cept to provide focus to the project and the right person to serve as project manager. While the concept differs from practice-to-practice and project-to-project, there are typi- cally three choices for the right leader: • A practice owner who has the time, the skills and the motivation to serve as the hands-on project manager. • An offi ce manager or other senior employee in the practice, who has the time, skills, and the delegated authority to oversee the project. • A third-party professional who is able to marshal the in-house and external resources needed to create success. IDENTIFY THE LEADER The project leader is responsible for managing the day-to-day and week-to-week progress of her team. The success of the project depends on the strengths and weaknesses of the chosen leader, and on the authority given to that person by the practice owner. Often, the offi ce manager is selected as the person to tackle a new project. If she has the skills—as well as the free time necessary—to get the job done, this is an ideal solu- tion. After all, the practice manager has an eagle-eye view of the practice's operations, including personnel, budgets and staff time allocations. But there are pros and cons to this option, as we'll see with the following two case studies. What if you held an event … and nobody came? A practice in suburban Maryland, close to the District of Columbia, came up with a bold concept: reach out to the staff members at area Embassies and Consulates, with special offers and hours, providing an elite service mix to an elite clientele. This was a brilliant concept that could have worked. However, an already overworked offi ce manager was given the responsibility for launching this project. She had a good team, all from within the practice, and all of who depended upon her goodwill for their continued employment. The event was scheduled and held—thousands of dollars Because projects vary, one project's dream team may not be right for other initiatives. B u s i n e s s C o n s u l t M E D 3 1 4 . i n d d 1 8 Business Consult MED314.indd 18 2 / 1 1 / 1 4 3 : 4 8 P M 2/11/14 3:48 PM

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