BRIDGING THE GAP WITH THE "DIFFICULT PERSON"
Several years ago, I was asked to take on a project within my organization for a clinical department branded
as “difficult” and “challenging.” Not being someone who would shirk the challenge I willing took on the
assignment. Before the first meeting with my new end user, I researched and read minutes and charters from
previous projects as well as conducted informal interviews with staff known to have worked with the end user. I
needed to learn why this end user was being perceived in a negative way by the IT department.
What I learned during my research was that the Emergency Department had requested several IT projects in the
past that had not been implemented and service requests that had gone unacknowledged. This was important
information to gain as it provided some insight to the historical relationship of the ED and IT. During the
first several meetings, before beginning any project documentation, I listened as the clinical leadership from
the ED discussed their disappointment and frustration with wanting to move forward with CIS implementations
however the projects often went nowhere or the manner of in which the projects where to be implemented did not
meet the needs of the department.
In order to move the endeavor forward, I needed to establish myself as a person of trust with the department.
This was accomplished by demonstrating a consistent approach, regular meeting schedule and true desire to work
collaboratively with the ED. Meetings were held on a weekly basis with an agenda dually set by both clinical
leadership and myself. The focus on the meetings was less on what the capabilities of the software were, but
more on the workflow of the department. It was essential too; that they realized I understood the specific needs
of their department. In order to effectively communicate this, at the end of the meetings I would close with
comments beginning “I understood you to say…”, “I believe you are asking…” Articulating specific points of
meeting back to the end user affirms that you, as the PM, understood what the end user was communicating.
In addition to the structure of meetings, the original proposed scope was re-examined. Scope change is
sometimes a necessary part of conducting a project and in the case of the ED it became a critical part of
ensuring the project success. Although the project could have gone forward without the few changes in scope, it
would not have been perceived as successful by the department. Additionally, clinical leadership acknowledged my
efforts in going to bat for the changes they needed as someone who was in fact willing to work with their
specific needs.
Another measure taken to assist the project progress was to demonstrate the functionality of the software to
a select group of ED clinicians. After even small components of the build were complete, it was demonstrated to
the ED for their feedback and direction. The frequent demonstrations of the software along with discussions of
how it would be used in their department helped ease the fears of what would happen after the system went live.
As the project progressed and go live approached, a significant amount of time was spent discussing what would
happen during go live and how end-user support would be leveraged after go-live.
In conclusion, the ED project was implemented successfully. I had performed all of the other necessary
components of the project such as the charter, plan, and status reports; however this success occurred from
building the relationship with the end user and maintaining the relationship as a key part of the project.
Furthermore, success was a result of understanding the business/clinical needs of the department and adapting
the project to fit the need. At the end of the project the ED was no longer branded but I became branded, that
is, as the “ED Expert” and have used that expertise to implement several other ED projects successfully.
If you would like more information on tips and tricks from seasoned Project Managers, please contact Joan
Greising at jgreising@getvitalized.com.