The old expression, "God is in the details," holds true when discussing clinical improvement. While it is critical to carefully prioritize which clinical processes and outcomes to target, and to strategically identify champions and teams to drive forward the work, success or failure is often the result of whether we managed the project day to day and assured follow through with all of the details. Project management, as a planning tool, is critical to successful process improvement or outcomes management.

Many tools have been created to support project management. Frameworks that describe each step and component of the project management process have been created by many authors and consultants. Various software packages are available to coach the process. Though these tools are useful if available, there is nothing that can replace the careful planning and diligent execution of a well-constructed project. The tools are only effective to the extent we follow through.

This, and other issues, of JNCQ describe success stories about effective projects that improved organizations and clinical performance. While reading for the clinical content, readers are encouraged to also look to the process used to manage those projects. The use of a focused, dedicated approach to managing a project is typically the difference between achieving positive end results or taking a long journey that never quite arrives at its destination. In today's rapidly changing health care environment, we can't afford to take that risk.

-Patricia Schroeder, MSN, RN, MBA

Journal Editor