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      Effective Project Management of a Pan-African Cancer Research Network: Men of African Descent and Carcinoma of the Prostate (MADCaP)

      research-article
      , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,
      Journal of Global Oncology
      American Society of Clinical Oncology
      329-123-3354, Low and middle income countries, 11, 283-183-180, Prostate cancer, 7, 281-9641-9440, Multicentricity, 5, 613-3262-3435, Risk assessment, 5, 227-294-256-3680, Practice guidelines, 4, 0-513, Monitoring, 4, 227-294-8876, Staffing, 4, 329-123-3354-3357, Middle income countries, 2, 92, capecitabine, 1, 64, pemetrexed disodium, 1, 38092-18183, ARHGAP32, 7, 38092-30063, PRB1, 3, 38092-34755, TWIST1, 2, 38092-17743, AKR1B10, 2, 38092-17860, AMPD1, 1, 38092-22270, ELAVL2, 1, 38092-25460, KCNK3, 1

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          Abstract

          Purpose

          Health research in low- and middle-income countries can generate novel scientific knowledge and improve clinical care, fostering population health improvements to prevent premature death. Project management is a critical part of the success of this research, applying knowledge, skills, tools, and techniques to accomplish required goals. Here, we describe the development and implementation of tools to support a multifaceted study of prostate cancer in Africa, focusing on building strategic and operational capacity.

          Methods

          Applying a learning organizational framework, we developed and implemented a project management toolkit (PMT) that includes a management process flowchart, a cyclical center-specific schedule of activities, periodic reporting and communication, and center-specific monitoring and evaluation metrics.

          Results

          The PMT was successfully deployed during year one of the project with effective component implementation occurring through periodic cycles of dissemination and feedback to local center project managers. A specific evaluation was conducted 1 year after study initiation to obtain enrollment data, evaluate individual quality control management plans, and undertake risk log assessments and follow-up. Pilot data obtained identified areas in which centers required mentoring, strengthening, and capacity development. Strategies were implemented to improve project goals and operational capacity through local problem solving, conducting quality control checks and following compliancy with study aims. Moving forward, centers will perform quarterly evaluations and initiate strengthening measures as required.

          Conclusion

          The PMT has fostered the development of both strategic and operational capacity across project centers. Investment in project management resources is essential to ensuring high-quality, impactful health research in low- and middle-income countries.

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          Most cited references17

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          Systems thinking for strengthening health systems in LMICs: need for a paradigm shift.

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            Rethinking health systems strengthening: key systems thinking tools and strategies for transformational change.

            While reaching consensus on future plans to address current global health challenges is far from easy, there is broad agreement that reductionist approaches that suggest a limited set of targeted interventions to improve health around the world are inadequate. We argue that a comprehensive systems perspective should guide health practice, education, research and policy. We propose key 'systems thinking' tools and strategies that have the potential for transformational change in health systems. Three overarching themes span these tools and strategies: collaboration across disciplines, sectors and organizations; ongoing, iterative learning; and transformational leadership. The proposed tools and strategies in this paper can be applied, in varying degrees, to every organization within health systems, from families and communities to national ministries of health. While our categorization is necessarily incomplete, this initial effort will provide a valuable contribution to the health systems strengthening debate, as the need for a more systemic, rigorous perspective in health has never been greater.
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              Building a learning organization.

              D Garvin (2016)
              Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That's because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. First is the question of meaning: a well-grounded, easy-to-apply definition of a learning organization. Second comes management: clearer operational guidelines for practice. Finally, better tools for measurement can assess an organization's rate and level of learning. Using these "three Ms" as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization. And since you can't manage something if you can't measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.
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                Author and article information

                Journal
                J Glob Oncol
                J Glob Oncol
                jgo
                jgo
                JGO
                Journal of Global Oncology
                American Society of Clinical Oncology
                2378-9506
                2018
                27 September 2018
                : 4
                : JGO.18.00062
                Affiliations
                [1] Emeka Odiaka, Ifeoluwa Makinde, Akindele Olupelumi Adebiyi, and Olufemi Popoola, University College Hospital, Ibadan; Olalekan Hafees Ajibola and Oseremen Aisuodionoe-Shadrach, University of Abuja; Oseremen Aisuodionoe-Shadrach, University of Abuja Teaching Hospital, Abuja, Nigeria; David W. Lounsbury and Ilir Agalliu, Albert Einstein College of Medicine, Bronx, NY; Mohamed Jalloh, Thierno Amadou Diallo, Papa Moussa Sene Kane, and Serigne Magueye Gueye, Hôpital Général de Grand Yoff, Institut de Formation et de la Recherche en Urologie et de la Santé de la Familliale, Dakar, Senegal ; Ben Adusei and Sunny Mante, 37 Military Hospital, Ghana; Isabella Rockson, Vicky Okyne, Edward Yeboah, and James E. Mensah, Korle-Bu Teaching Hospital, and University of Ghana, Accra, Ghana; Hayley Irusen and Pedro Fernandez, Stellenbosch University and Tygerberg Hospital; Lindsay Petersen, Jo McBride, and Desiree C. Petersen, Centre for Proteomic and Genomic Research, Cape Town; Audrey Pentz, Elvira Singh, and Maureen Joffe, University of the Witwatersrand, Johannesburg, South Africa; Ann Hsing, Stanford University, Stanford, CA; Yuri Quintana, Beth Israel Deaconess Medical Center; Brian Fortier, Timothy R. Rebbeck, and Caroline Andrews, Dana-Farber Cancer Institute; and Timothy R. Rebbeck, Harvard TH Chan School of Public Health, Boston, MA.
                Author notes
                Corresponding author: Caroline Andrews, MSc, Dana-Farber Cancer Institute, 1003 Dana, 450 Brookline Ave, Boston, MA 02215; e-mail: caroline_andrews@ 123456dfci.harvard.edu .
                Article
                1800062
                10.1200/JGO.18.00062
                6223501
                30260756
                ab624175-0e24-4df8-981e-696e889af16f
                © 2018 by American Society of Clinical Oncology

                Licensed under the Creative Commons Attribution 4.0 License: https://creativecommons.org/licenses/by/4.0/

                History
                Page count
                Figures: 3, Tables: 3, Equations: 0, References: 30, Pages: 0
                Categories
                40.400, Epidemiology
                Original Report
                Custom metadata
                v1

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