DANIELA PEDRINI – PRESIDENT, ITALIAN SOCIETY OF ARCHITECTURE AND ENGINEERING FOR HEALTHCARE (SIAIS), ITALY PROJECT MANAGEMENT
COVID’simpact onfuture of project management
Italian Society of Architecture and Engineering for Healthcare (SIAIS) President Daniela Pedrini explains how – in a world beyond COVID-19 – project management remains the key to success for many healthcare projects and building work.
The impact of COVID-19 has been profound for all aspects related to healthcare project management, but the development of project management techniques can become extremely important and useful for the future, especially in the post-emergency reconstruction phase. The global experience in dealing with
the COVID-19 pandemic has been strongly results oriented – overcoming the barriers of professional belonging and organisational ones that limited the ability to work together. Throughout the emergency, everyone had to and knew how to go immediately to the heart of the problems and find the best solutions together to give people an adequate response – both in the different phases of evolution of the pandemic and in the management of the largest vaccination campaign ever faced. The joint work of all healthcare
professionals has highlighted a great added value determined by multi- professionalism and interdisciplinarity, demonstrating that the managerial skills are not something extraneous and additional to the technical and professional skills of those who work in the hospital and healthcare world, but an integral part of the professional identity. All professional roles and positions of responsibility move in highly dynamic
contexts, in which not only knowledge and know-how count, but knowing how to deal with others, in conditions of great uncertainty. In particular, the function of middle management is precisely that of being authoritative and recognised in terms of technical and professional skills and that of knowing how to move and relate within the company by leading their group or
Daniela Pedrini
Daniela is President of the International Federation of Healthcare Engineering; director of the technical, planning, development and investments department of the Hospital-University Authority of Bologna – Sant’Orsola Polyclinic; and current
President of SIAIS (Italian Society for Architecture and Engineer for Healthcare). At Hospital-University Authority of Bologna – one of the major hospitals of Italy, Daniela is project manager for renovations and new hospital construction. Daniela has a long
career in the health sector, with important roles in the management of technical aspects of hospitals, and teaches for many healthcare engineering courses and university Master’s programmes. Daniela is 1st
Vice-President of the International Federation Hospital Engineering (IFHE) and a former President of IFHE-EU. Daniela has been honoured with a medal of the Italian Republic Order of Merit.
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operating unit. A more complete figure is thus outlined, who knows how to make use of managerial tools through which to influence corporate decision-making processes more effectively. The development of managerial
skills comprises in particular: being authoritative in providing/implementing provisions and enforcing the rules; being influential in the work of others, sharing increasingly complex objectives; and being able to delegate and empower their collaborators with a view to professional growth.
Good management is closely
connected to responsibility. By placing itself in an intermediate position between the strategic top and the more operational divisions, middle management plays a fundamental role in the chain of responsibilities and in the pursuit of corporate objectives. Having outlined the managerial skills, it will be possible to better orientate the training planning and the development and enhancement policies of the various professional figures and at the same time rethink many of the themes of innovation
IFHE DIGEST 2022
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