Population or Public Health Informatics Presentation Writing Homework Help

Population or Public Health Informatics Presentation Writing Homework Help 

Description

Prior to beginning work on this assignment, read Chapter 29 in your text as well as the following articles: Public Health Surveillance for Zika Virus: Data Interpretation and report validity (Links to an external site.), Effective uses of social media in public health and medicine: a systematic review of systematic reviews (Links to an external site.), The Capacity of Primary Care for Improving Evidence Based Care: Early Findings From AHRQ’s EvidenceNOW (Links to an external site.), and MDPHnet: Secure, Distributed Sharing of Electronic Health Record Data for Public Health Surveillance, Evaluation, and Planning (Links to an external site.).  Review the instructions below and research three additional scholarly  sources, not including course resources, to support your statements.

For this week’s assignment, you will prepare a PowerPoint  presentation on the population and public health informatics pillar of  health informatics.

Create your PowerPoint presentation with  speaker notes that critically address each of the following elements.  (Remember that your presentation slides should have short,  bullet-pointed text with your speaker notes including the bulk of the  information provided in the following list.)

  • Evaluate the role of informatics in population or public health.
  • Evaluate the role of evidence-based health care as it relates to population informatics.
  • Analyze and interpret Figure 29.5, Biosurveillance and infection outbreak response rely on multiple communication flows, from the text.
  • Analyze  Dr. John Snow’s contribution to public health informatics models and  the National Notifiable Diseases Surveillance System (NNDSS)  modernization initiative.
  • Examine the relationship and flow of  information between the Centers for Disease Control and Prevention and  your state and local health departments with regards to decision-making  issues. reveals that high performers realize the critical importance of communications to the success of their projects—much more so than low-performing organizations (69 percent versus 58 percent). And, placing importance on communications isn’t the only area in which high performers excel; high-performing organizations report all project management-related tasks as much more important compared to their low-performing counterparts. (See Figure 13) 95% 94% 92% 79% 74% 89% 85% 76% 70% “A few years ago we had a major media project involving new technology and it was very complex. Communication was confusing because it was new technology and there were high expectations. So the sales department was very good at communicating a vision and communicating some benefits… But the technical language in the communications wasn’t that clear… So when I received the project, I started to put together all the parts, going through the contract and preparing all the resources. And I realized that there was a disconnect between the vision and what the solution was going to deliver. Because of the lack of technical knowledge and because of the complexity in the contract and how the proposal was created, there were many inaccurate assumptions.” “So the first step in the project was clarifying that for senior management. There was a misunderstanding about what the solution was going to deliver. After many conversations between the technical people and senior management we decided that instead of being one project it would be three phases in order to meet the deliverables desired by senior management.” IDENTIFYING PROJECT REQUIREMENTS PROJECT MANAGEMENT COMMUNICATIONS BALANCING PROJECT MANAGING SCOPE, QUALITY, PROJECT SCHEDULE, BUDGET, STAKEHOLDERS RESOURCES AND RISK HIGH PERFORMERS 66% SOURCING AN EFFECTIVE PROJECT TEAM LOW PERFORMERS Figure 13. High-performing organizations report that projectmanagement related tasks are much more important compared to their low-performing counterparts. (Percent Top 2 Box (Critically/ Very Important)) – Victor Olvera, Program Manager, Cisco Systems ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. 7 THE WAY FORWARD Organizations that want to improve their communications and become high performers, should consider the following strategies. 1. Close the communications gap around business benefits. PMO directors and senior project leaders need to take ownership and better communicate the strategic and business benefits of projects to those responsible for their implementation. When the gap is closed, projects are more successful. High performers are able to optimize outcomes by relaying this information to project teams frequently and effectively. 2. Tailor communications to different stakeholder groups. Many organizations have difficulty communicating with the appropriate level of clarity and detail and in the appropriate language to all stakeholders. High performers understand that various stakeholder groups use language differently and tailor communications accordingly; they also recognize that all groups need to have a clear vision for the project and, ultimately, organizational success. 3. Acknowledge the value of project management, including project management communications. The Pulse reports that most organizations undervalue project management, which results in poor project performance. Findings show that high performers place more importance on project management tasks, particularly project management communications. As demonstrated, successful communications are more apparent in high-performing organizations, because they recognize the importance and value of effective project management communications, and project management. 4. Use standardized project communications practices, and use them effectively. The Pulse reports that high performers are almost three times more likely than low-performing organizations to use standardized practices through the organization, and have better project outcomes as a result. One form of standardized project management practice is a formal communications plan, which, though standardized, must be adaptable and suitable to all stakeholders. Findings show that high performers are using formal project communications plans more frequently and more effectively, allowing them to successfully operate in a complex and competitive business climate. With US$75 million at risk due to ineffective communications – more than 50 percent of the US$135 million for every US$1 billion spent – the need for effective communications for project and ultimately, organization success, is clear. Project success is dependent upon communicating the right information to the appropriate stakeholders using clear and relevant language that resonates with the audience. Ultimately, more effective communications leads to improved project and program management, more successful projects, high performance, and fewer dollars at risk. 8 ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. CONSISTENT COMMUNICATIONS FROM PROJECT TO PROJECT LEAD TO EFFICIENCIES Consistent communications is critical to any successful project. Communications protocol developments and appropriate information and knowledge distribution allows the team to meet original business goals efficiently. The more information that is shared across the organization regarding a project or deliverable, the chances of scope creep diminishes. IBM’s “Keys to Building a Successful Enterprise Project Management Office” found: “One consistent project management delivery approach across IBM that improves delivery timeliness and delivery timeliness and deliverable quality while reducing project costs. Communication is simplified and more timely with standardized tools, formats, and terminology. Project managers across IBM benefit from others’ experience so they no longer waste time reinventing techniques already successfully used.” PMI’s Pulse of the ProfessionTM In-Depth Report: The Essential Role of Communications research was conducted in March 2013 among 742 project management practitioners with three or more years of project management experience and who are currently working in project management full-time, and among 148 executive sponsors and 203 business owners who have been involved in large capital projects with total budgets of US$250,000 or more in the past three years and are within organizations with a minimum of 1,000 employees worldwide. PROJECT OWNERS NEED TO SPEAK THE LANGUAGE OF THE C-SUITE Communicating to an organization’s top leadership requires sensitivity to both language and form with the right amount of detail is critical to success. In “Speak the Language of Leadership” by Phil Bristol and Gary Yeatts, they explain “With an expertise in the science of project management, a project manager (PM) communicates complex concepts using a highly defined, specialized language… have specific meaning and help project management professionals converse concerning the technical aspects of a project. This specialized project management language assists a PM to understand then apply knowledge in a particular project.” “Just as the technical language for managing a project helps to define outcomes, the language of leadership assists a PM to understand and apply communication skills in a way, which creates trust, manages conflict, invites commitment, and embraces accountability while producing the right results. Successful PMs have both, project management and leadership skills.” Director of Project Management at AT&T Jason Gadsby notes “I think the folks that fail are not tying it back to our senior level strategy.” ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. 9 Project Management Institute — Headquarters | 14 Campus Blvd, Newtown Square, PA 19073-3299 USA Toll number: +1 610 356 4600 | Toll free number: +1 855 746 4849 Fax: +1 610 482 9971 | PMI.org | #pmipulse Running head: FULL TITLE OF YOUR PAPER IN CAPS ON ONE LINE Paper Title by Your Name PJM 6XXX Name of the Course Month, day, year 1 ABBREVIATED TITLE OF YOUR PAPER 2 Abstract Abstracts begin flush left and identify your findings and implications. Keywords: the key words themselves are lowercase and are not italicized. Use three to five words that someone might use to look up this work in a search engine. [“Keywords” is indented and italicized and the actual key words are not italicized and are not indented if they go beyond one line]. Please note: The title page, abstract and reference page does not count toward your overall paper length. If the assignment requires 2-3 pages, the page count begins with the introduction section and ends with the conclusion. ABBREVIATED TITLE OF YOUR PAPER 3 Introduction Include an introduction for your paper that introduces the reader to what the paper will discuss. Example: In this paper, a description of a potential research topic will be introduced along with highlighting key characteristics of the intended audience. Then, in order to reach the targeted audience, a description of a venue will be provided along with relevance to the research topic. Finally, the process required to submit as well as participate in the venue will be explored. Topic / Question Title 1 In the second paragraph, begin addressing your first topic or question. This should directly align to what you stated you were going to talk about in the first sentence of the introduction. When citing sources, be sure to follow APA 6th edition. Example: As an educator and a practitioner within the project management profession, the importance of transformation that is occurring in the workplace, specifically the adoption of digital strategies and technology is becoming increasingly relevant (Sundararajan, 2017). Topic / Question Title 2 Please follow the same pattern as above. Topic / Question Title 3 Please follow the same pattern as above. Conclusion Here is where you summarize your work. The conclusion should inform the reader of what they just read. Example: As the field of project management continues to evolve, it will be important to capture the voices of participants within the profession. To do this effectively will require engaging research participants throughout the entire process. Methods such as coconstructive interviews and subsequent dialogue will ensure participants are actively engaged ABBREVIATED TITLE OF YOUR PAPER and their voices to be heard further shaping the professional abilities of students and future project managers. The last item is the reference page. The reference list begins on a separate page. 4 ABBREVIATED TITLE OF YOUR PAPER 5 References It is critical that you know, understand, and apply the knowledge that APA requires that EACH reference cited in the text or body of your paper MUST appear in the reference list. Chapter seven in the APA manual gives you reference examples. Everything is double-spaced and there is a hanging indent. You will need to use the APA Publication Manual to ensure that your reference list is correct. This information may be different than what you remember from your undergraduate days. Each reference cited in the text or body of your paper must appear in the reference list and each entry in the reference list must appear in the text. Example references are below: Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, PA, USA: Project Management Institute. Project Management Institute. (n.d.). Global conference overview. Retrieved from https://www.pmi.org/global-conference. Project Management institute. (2018). PMI global conference champions of change. Retrieved from https://www.eiseverywhere.com/eSites/2018globalconference/Homepage. Sundararajan, A. (2017). The future of work. Finance & Development, Vol. 54, No. 2 Thiry, M. (2013). The future of project management in a digitised economy. Paper presented at PMI® Global Congress 2013—EMEA, Istanbul, Tu

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Description

Prior to beginning work on this assignment, read Chapter 29 in your text as well as the following articles: Public Health Surveillance for Zika Virus: Data Interpretation and report validity (Links to an external site.), Effective uses of social media in public health and medicine: a systematic review of systematic reviews (Links to an external site.), The Capacity of Primary Care for Improving Evidence Based Care: Early Findings From AHRQ’s EvidenceNOW (Links to an external site.), and MDPHnet: Secure, Distributed Sharing of Electronic Health Record Data for Public Health Surveillance, Evaluation, and Planning (Links to an external site.).  Review the instructions below and research three additional scholarly  sources, not including course resources, to support your statements.

For this week’s assignment, you will prepare a PowerPoint  presentation on the population and public health informatics pillar of  health informatics.

Create your PowerPoint presentation with  speaker notes that critically address each of the following elements.  (Remember that your presentation slides should have short,  bullet-pointed text with your speaker notes including the bulk of the  information provided in the following list.)

  • Evaluate the role of informatics in population or public health.
  • Evaluate the role of evidence-based health care as it relates to population informatics.
  • Analyze and interpret Figure 29.5, Biosurveillance and infection outbreak response rely on multiple communication flows, from the text.
  • Analyze  Dr. John Snow’s contribution to public health informatics models and  the National Notifiable Diseases Surveillance System (NNDSS)  modernization initiative.
  • Examine the relationship and flow of  information between the Centers for Disease Control and Prevention and  your state and local health departments with regards to decision-making  issues. reveals that high performers realize the critical importance of communications to the success of their projects—much more so than low-performing organizations (69 percent versus 58 percent). And, placing importance on communications isn’t the only area in which high performers excel; high-performing organizations report all project management-related tasks as much more important compared to their low-performing counterparts. (See Figure 13) 95% 94% 92% 79% 74% 89% 85% 76% 70% “A few years ago we had a major media project involving new technology and it was very complex. Communication was confusing because it was new technology and there were high expectations. So the sales department was very good at communicating a vision and communicating some benefits… But the technical language in the communications wasn’t that clear… So when I received the project, I started to put together all the parts, going through the contract and preparing all the resources. And I realized that there was a disconnect between the vision and what the solution was going to deliver. Because of the lack of technical knowledge and because of the complexity in the contract and how the proposal was created, there were many inaccurate assumptions.” “So the first step in the project was clarifying that for senior management. There was a misunderstanding about what the solution was going to deliver. After many conversations between the technical people and senior management we decided that instead of being one project it would be three phases in order to meet the deliverables desired by senior management.” IDENTIFYING PROJECT REQUIREMENTS PROJECT MANAGEMENT COMMUNICATIONS BALANCING PROJECT MANAGING SCOPE, QUALITY, PROJECT SCHEDULE, BUDGET, STAKEHOLDERS RESOURCES AND RISK HIGH PERFORMERS 66% SOURCING AN EFFECTIVE PROJECT TEAM LOW PERFORMERS Figure 13. High-performing organizations report that projectmanagement related tasks are much more important compared to their low-performing counterparts. (Percent Top 2 Box (Critically/ Very Important)) – Victor Olvera, Program Manager, Cisco Systems ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. 7 THE WAY FORWARD Organizations that want to improve their communications and become high performers, should consider the following strategies. 1. Close the communications gap around business benefits. PMO directors and senior project leaders need to take ownership and better communicate the strategic and business benefits of projects to those responsible for their implementation. When the gap is closed, projects are more successful. High performers are able to optimize outcomes by relaying this information to project teams frequently and effectively. 2. Tailor communications to different stakeholder groups. Many organizations have difficulty communicating with the appropriate level of clarity and detail and in the appropriate language to all stakeholders. High performers understand that various stakeholder groups use language differently and tailor communications accordingly; they also recognize that all groups need to have a clear vision for the project and, ultimately, organizational success. 3. Acknowledge the value of project management, including project management communications. The Pulse reports that most organizations undervalue project management, which results in poor project performance. Findings show that high performers place more importance on project management tasks, particularly project management communications. As demonstrated, successful communications are more apparent in high-performing organizations, because they recognize the importance and value of effective project management communications, and project management. 4. Use standardized project communications practices, and use them effectively. The Pulse reports that high performers are almost three times more likely than low-performing organizations to use standardized practices through the organization, and have better project outcomes as a result. One form of standardized project management practice is a formal communications plan, which, though standardized, must be adaptable and suitable to all stakeholders. Findings show that high performers are using formal project communications plans more frequently and more effectively, allowing them to successfully operate in a complex and competitive business climate. With US$75 million at risk due to ineffective communications – more than 50 percent of the US$135 million for every US$1 billion spent – the need for effective communications for project and ultimately, organization success, is clear. Project success is dependent upon communicating the right information to the appropriate stakeholders using clear and relevant language that resonates with the audience. Ultimately, more effective communications leads to improved project and program management, more successful projects, high performance, and fewer dollars at risk. 8 ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. CONSISTENT COMMUNICATIONS FROM PROJECT TO PROJECT LEAD TO EFFICIENCIES Consistent communications is critical to any successful project. Communications protocol developments and appropriate information and knowledge distribution allows the team to meet original business goals efficiently. The more information that is shared across the organization regarding a project or deliverable, the chances of scope creep diminishes. IBM’s “Keys to Building a Successful Enterprise Project Management Office” found: “One consistent project management delivery approach across IBM that improves delivery timeliness and delivery timeliness and deliverable quality while reducing project costs. Communication is simplified and more timely with standardized tools, formats, and terminology. Project managers across IBM benefit from others’ experience so they no longer waste time reinventing techniques already successfully used.” PMI’s Pulse of the ProfessionTM In-Depth Report: The Essential Role of Communications research was conducted in March 2013 among 742 project management practitioners with three or more years of project management experience and who are currently working in project management full-time, and among 148 executive sponsors and 203 business owners who have been involved in large capital projects with total budgets of US$250,000 or more in the past three years and are within organizations with a minimum of 1,000 employees worldwide. PROJECT OWNERS NEED TO SPEAK THE LANGUAGE OF THE C-SUITE Communicating to an organization’s top leadership requires sensitivity to both language and form with the right amount of detail is critical to success. In “Speak the Language of Leadership” by Phil Bristol and Gary Yeatts, they explain “With an expertise in the science of project management, a project manager (PM) communicates complex concepts using a highly defined, specialized language… have specific meaning and help project management professionals converse concerning the technical aspects of a project. This specialized project management language assists a PM to understand then apply knowledge in a particular project.” “Just as the technical language for managing a project helps to define outcomes, the language of leadership assists a PM to understand and apply communication skills in a way, which creates trust, manages conflict, invites commitment, and embraces accountability while producing the right results. Successful PMs have both, project management and leadership skills.” Director of Project Management at AT&T Jason Gadsby notes “I think the folks that fail are not tying it back to our senior level strategy.” ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. 9 Project Management Institute — Headquarters | 14 Campus Blvd, Newtown Square, PA 19073-3299 USA Toll number: +1 610 356 4600 | Toll free number: +1 855 746 4849 Fax: +1 610 482 9971 | PMI.org | #pmipulse Running head: FULL TITLE OF YOUR PAPER IN CAPS ON ONE LINE Paper Title by Your Name PJM 6XXX Name of the Course Month, day, year 1 ABBREVIATED TITLE OF YOUR PAPER 2 Abstract Abstracts begin flush left and identify your findings and implications. Keywords: the key words themselves are lowercase and are not italicized. Use three to five words that someone might use to look up this work in a search engine. [“Keywords” is indented and italicized and the actual key words are not italicized and are not indented if they go beyond one line]. Please note: The title page, abstract and reference page does not count toward your overall paper length. If the assignment requires 2-3 pages, the page count begins with the introduction section and ends with the conclusion. ABBREVIATED TITLE OF YOUR PAPER 3 Introduction Include an introduction for your paper that introduces the reader to what the paper will discuss. Example: In this paper, a description of a potential research topic will be introduced along with highlighting key characteristics of the intended audience. Then, in order to reach the targeted audience, a description of a venue will be provided along with relevance to the research topic. Finally, the process required to submit as well as participate in the venue will be explored. Topic / Question Title 1 In the second paragraph, begin addressing your first topic or question. This should directly align to what you stated you were going to talk about in the first sentence of the introduction. When citing sources, be sure to follow APA 6th edition. Example: As an educator and a practitioner within the project management profession, the importance of transformation that is occurring in the workplace, specifically the adoption of digital strategies and technology is becoming increasingly relevant (Sundararajan, 2017). Topic / Question Title 2 Please follow the same pattern as above. Topic / Question Title 3 Please follow the same pattern as above. Conclusion Here is where you summarize your work. The conclusion should inform the reader of what they just read. Example: As the field of project management continues to evolve, it will be important to capture the voices of participants within the profession. To do this effectively will require engaging research participants throughout the entire process. Methods such as coconstructive interviews and subsequent dialogue will ensure participants are actively engaged ABBREVIATED TITLE OF YOUR PAPER and their voices to be heard further shaping the professional abilities of students and future project managers. The last item is the reference page. The reference list begins on a separate page. 4 ABBREVIATED TITLE OF YOUR PAPER 5 References It is critical that you know, understand, and apply the knowledge that APA requires that EACH reference cited in the text or body of your paper MUST appear in the reference list. Chapter seven in the APA manual gives you reference examples. Everything is double-spaced and there is a hanging indent. You will need to use the APA Publication Manual to ensure that your reference list is correct. This information may be different than what you remember from your undergraduate days. Each reference cited in the text or body of your paper must appear in the reference list and each entry in the reference list must appear in the text. Example references are below: Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, PA, USA: Project Management Institute. Project Management Institute. (n.d.). Global conference overview. Retrieved from https://www.pmi.org/global-conference. Project Management institute. (2018). PMI global conference champions of change. Retrieved from https://www.eiseverywhere.com/eSites/2018globalconference/Homepage. Sundararajan, A. (2017). The future of work. Finance & Development, Vol. 54, No. 2 Thiry, M. (2013). The future of project management in a digitised economy. Paper presented at PMI® Global Congress 2013—EMEA, Istanbul, Tu

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