Danielle Horrigan-Smith

My current role is as a Project Manager for Philips Healthcare Cardiology Informatics Solution to the NHS and Private Healthcare within UK and Ireland. As a Solution Project Manager, I have experienced the following key areas of duties and responsibilities:

• Confirming & using the project objectives and customer success criteria, formulates the project plan, in consultation with project team members and other parties concerned on base of the customer contract.

• Collect inputs from project team members and sub-plans, such as integration plans, clinical consulting plans, etc., and integrate them into an overarching solution project plan.

• Organise the internal and external resources to be used (quality, time, budget and information) and specify the quality standard in the processes. Includes engaging with procurement for quotes / orders from external suppliers.

• Compliance of project management and solution delivery business processes, such as time writing, continuous SOP, etc.

• Using various inputs, including input from project team members to define the risks of the project and develop scenarios to overcome these risks

• Direct project teams and give them operational guidance, regarding content and organisation. Manage external resources (e.g., sub-contractors).

• Is responsible for implementation and realisation according to the project plan or validated project order in terms of quality, money, time, information, organisation and final customer acceptance.

• Responsible for driving compliancy to applicable regulations (Q&R/ H&S) by own organisation, third parties and partners in the project.

• Control the project budget and project progress, evaluate all change requests as to feasibility, costs/benefits and added value, take corrective actions when necessary and generate adequate reporting to internal and external stakeholders.

• Communicate with and manage stakeholders.

• Ensure relevant reports (relating to progress, etc.) are produced.

• Ensure all issues are being managed and resolved in a timely manner.

• Develop recovery plans when a project is not expected to meet its target(s) or constraints.

• Provide forecast for projects, for managing project budget (including labor & travel) and for ensuring changes to the forecast are reported & flagged.

• Execute lessons learned meeting after project completions and convert those lessons into knowledge articles, training content or other actions of improvement.

• Adhered to project governance cadence and escalation routes.

During my role as a clinical application specialist my roles and responsibilities involved supporting customers across UK, Ireland and the Ministry of Health Saudi Arabia;

• To interact with customer and functional organisations to develop specifications for content of courses.
• To develop, manage and execute training plans.
• Deliver on-site training to clinical staff.
• Serve in a consultative role with the customer throughout the implementation to provide for a smooth, effective and successful implementation of Philips solutions.
• To hold a specialty, or multi-specialty role(s) (such as a specialty in Advanced Visualization software, etc.)
• Evaluate new products for requirements for service readiness for the clinical applications domain & function.
• Represent clinical applications domain & function during the new product introduction process.
• Analyse the customer's existing workflow and facilitates proper change management in the clinical or operational environment, ensuring proper testing of the system and establish a comprehensive training plan to provide for a smooth transition of the solution to the customer.

During this role as a Highly Specialist Cardiac Physiologist Manager, I also had a secondment role as a Service Development Transformation Manager with the WCN.

My career aspiration was to contribute and lead in developing and implementing new innovative transformational digital programmes by collaborating with key stakeholders by meeting the organisation strategy to improve performance by delivering a modernised prudent healthcare. Doing so enabled the expansion of the level of services and the quality of care we provide to our patients by enabling and ensuring the work force has opportunities and the skills to maintain and develop within their career to provide the best possible care to our patients. Throughout my time in this role cardiology has become diverse; this is due to the change in modernisation of scientific work force development and the transformation of service change with the introduction of new technology infrastructures, patient pathways, new services and new models of care within the NHS and adopting a co-producing prudent healthcare.
My secondment post as a Service Development Transformation Manager within the WCN was a required complex informatics project within NHS Wales Cardiothoracic. The ‘All Wales Accelerating Cardiac Informatics' (AWACI) project was a national trail blazer, and the overall objective was to improve the availability of appropriate patient information, results and reports at all stages of a patient's journey through cardiac services.
In turn, this should help enable patients to receive their diagnosis and care, from the right clinician, in a shorter time and in a safer auditable pathway. The project spans over seven geographically and culturally diverse Health Boards in NHS Wales which has afforded me the opportunity to exercise my negotiating and influencing skills in order to generate national consensus for the re-design of clinical pathways and an electronic diagnostic test request.
Having been a senior manager within the Wales Cardiac Network / NWIS, I have developed strong working relationships with key stakeholders such as clinical directors, Welsh government policy leads, clinicians and a variety of 3rd party organisations.
I have consolidated my competence and confidence in change management, I embarked on a Management and Leadership NVQ/ILM Level 4. I was currently in a cycle of Improving Quality Together (IQT) Silver project. This is giving me the opportunity to further explore and develop a greater understanding of sustainability, transformation plans, co-production and workforce development.
My main role involved managing staff development, facilitating and presenting educational courses and engaging our team of staff with their personal and team development, sickness reviews and PDRs.
I am aware of and have experienced a demanding, sensitive and collaborative approach. My most recent roles have shared a requirement for confident leadership to ensure engagement from a variety of key stakeholders, as well as offering opportunities to manage and overcome resistance to change. Chairing clinical reference groups, presenting at national forums and holding regular stakeholder interviews have been key methods utilised in achieving this aim, with my relevant clinical background further enhancing my ability to reconcile conflicting viewpoints.

My role involved the setting up of a new cardiac pacemaker device service for cardiac device follow up and device implant. This firstly involved repatriating over 3000 Cardiac Device Patients from Swansea and Cardiff Cardiac Device follow up clinics back to their local services within Hywel Dda. Within this role I set up a cardiac device bradycardia follow up service and a bradycardia cardiac device implants service. This involved training other physiologists and students to support the service. Due to the vast geographical rural area, four of the Hywel Dda hospitals cardiac device satellite clinics were set up to follow up the patients within their local hospitals. This enabled me to develop my expertise within cardiac device along with developing new skills within leadership, service design, transformation and patient safety. All these skills enabled me to improve my communication and engagement skills as an individual having to work alongside other relevant stakeholders and various clinical teams. Within this role I had to become a strategical thinker. Starting up two new services, I developed device patient pathways, processes, clinical documentation, electronic recording of data, training plans, clinics, device implant session, adhere to governing bodies regulations, workforce planning and future service development for remote monitoring and complex device follow up and implant. To enable this to happen I had to establish a provincial vision, goals and objectives for a device service. I had to establish priority and allocate sufficient resources, conduct projection modeling to determine emerging needs for service i.e. number of patients follows ups and implants a year to determine how many clinics a year and forecast number of increasing implants a year. To develop cardiac services and capital requirement plans to respond to emerging patient needs and innovative technologies (includes budgeting, determining what sites will deliver the service and ensuring the necessary expertise and resources are in place to support the service) recommend future initiatives for cardiac services within the province was also part of my role.

Throughout my 6 years as a student in Cardiff, I learnt all areas of invasive and non-invasive Clinical Cardiology. Being a part of a tertiary centre gave me great exposure, experience and skills during the early days within my cardiology career. Being a rotational member of the team, I was involved in ambulatory care, diagnostics, device follow up, device implant and cardiac catheterisation. Due to my interest in education, I assisted my senior colleagues deliver education ECG courses. My time at Cardiff gave me a great steppingstone to where I am today.