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Implementation of Evidence-Based Practices in the Context of a Redevelopment Project in a Canadian Healthcare Organization

Authors

  • Mélanie Lavoie-Tremblay N, PhD,

    1.  Tau Gamma, FRSQ Junior 2 Career Award, Associate Professor and joint coordinator of FERASI program, School of Nursing, Nurse Scientist McGill University Health Centre, McGill University, Montreal, Quebec, Canada
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  • Marie-Claire Richer N, PhD,

    1.  Director, Transition Support Office, McGill University Health Centre and Assistant Professor and joint coordinator of FERASI program School of Nursing, McGill University, Montreal, Quebec, Canada
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  • Caroline Marchionni N, MSc,

    1.  Knowledge Broker, Transition Support Office, McGill University Health Centre, Montreal, Quebec, Canada
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  • Guylaine Cyr PhD,

    1.  Research coordinator, School of Nursing, McGill University, Montreal, Quebec, Canada
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  • Alain D. Biron N, PhD,

    1.  Assistant to the director, Quality, Patient Safety and Performance, Senior Evaluation Advisor, Transition Support Office, McGill University Health Centre, and Assistant Professor, School of Nursing, McGill University, Montreal, Quebec, Canada
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  • Monique Aubry PhD,

    1.  Professor, Department of Business and Technology, School of Business and Management, University of Quebec at Montreal, Montreal, Quebec, Canada
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  • Arielle Bonneville-Roussy MSc,

    1.  Department of Social and Developmental Psychology, University of Cambridge, Cambridge, UK
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  • Michel Vézina DSc, MSc, CA

    1.  Professor, École des Hautes Études Commerciales, Montreal, Quebec, Canada
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Dr. Mélanie Lavoie-Tremblay, School of nursing, McGill University, 3506 University Street, Montreal, Quebec, Canada H3A 2A7. E-mail: melanie.lavoie-tremblay@mcgill.ca

Abstract

Purpose: The recent introduction of a project management office (PMO) in a major healthcare center, led by a nurse, provides a unique opportunity to understand how a PMO facilitates successful implementation of evidence-based practices in care delivery.

Design: A case study with embedded units (individuals, projects, and organization). In this study, the case is operationally defined as the PMO deployed in a Canadian healthcare center.

Methods: The sources of evidence used in this study were diverse. They consisted of 38 individual interviews, internal documents, and administrative data. The data were collected from March 2009 to November 2011. Content analysis was used to analyze the qualitative data.

Findings: PMO experts help improve practices, and the patients thus receive safer and better quality care. Several participants point out that they could not make the changes without the PMO's support. They mention that they succeeded in changing their practices based on the evidence and acquired knowledge of change management with the PMO members that can be transferred to their practice.

Conclusions: With the leadership of the nurse director of the PMO, members provide a range of expertise and fields in evidence-based change management, project management, and evaluation.

Clinical Relevance: PMO facilitates the implementation of clinical and organizational practices based on evidence to improve the quality and safety of care provided to patients.

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