Lippi Giuseppe, Mattiuzzi Camilla
Section of Clinical Biochemistry, University of Verona, Verona, Italy.
Service of Clinical Governance, Provincial Agency for Social and Sanitary Services, Trento, Italy.
J Med Biochem. 2019 Jul 30;38(4):401-406. doi: 10.2478/jomb-2019-0021. eCollection 2019 Oct.
The role and responsibilities of laboratory managers have considerably evolved during the past decades. This revolution has been mostly driven by biological, technical, economic and social factors, such as deepened understanding of the pathophysiology of human diseases, technical innovations, renewed focus on patient safety, cost-containment strategies and patient empowerment. One of the leading consequences is an ongoing process of reorganization, consolidation and automation of laboratory services, whose propitious realization strongly relies on establishing an efficient project management plan. In a practical perspective, the leading drivers of project management in laboratory medicine encompass various activities supporting a clear definition of the local environment, an accurate planning of technical resources, the acknowledgement of staff availability and qualification, along with the establishment of a positive and constructive interplay with hospital administrators. Therefore, the aim of this article is to provide a personal overview on the main drivers and outcomes of project management in laboratory medicine, which will expectedly contribute to construct a new consciousness and an innovative and multifaceted job description of laboratory professionals worldwide.
在过去几十年中，实验室管理人员的角色和职责发生了相当大的演变。这场变革主要由生物、技术、经济和社会因素驱动，例如对人类疾病病理生理学的深入理解、技术创新、对患者安全的重新关注、成本控制策略以及患者赋权。其中一个主要后果是实验室服务正在进行重组、整合和自动化，而其顺利实现强烈依赖于制定高效的项目管理计划。从实际角度来看，检验医学项目管理的主要驱动因素包括各种活动，这些活动有助于明确界定当地环境、准确规划技术资源、确认人员可用性和资质，以及与医院管理人员建立积极和建设性的互动。因此，本文的目的是对检验医学项目管理的主要驱动因素和成果进行个人概述，预计这将有助于在全球范围内构建一种新的意识以及对实验室专业人员的创新和多方面的工作描述。
