Controlling Risks and Project Budgets
Week 7: Controlling Risks and Project Budgets (graded)
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You’ll recall that as part of developing your project charter (Week 2), you submitted a preliminary budget. This week’s lesson went into much greater depth on the financial aspects of a project. This is a good time to look at your preliminary budget, consider what was presented in this week’s lesson, and reflect back on other financial concepts and tools you learned throughout the nurse executive track. Use the following questions as the basis for your discussion this week.
- What variances can you identify on your project to date? If you had to report on the reason for variances +/- 10% of budget, what would your report say?
Think back to lessons and discussions on forecasting. What adjustments do you feel you need to make to your project budget based on your progress to date and what you foresee moving forward? What changed to cause you to have to adjust (forecast) the project budget?
Chamberlain College of Nursing NR631 PICOT Worksheet
PICOT Worksheet—Week 1
Name: Yahima Montero
Date: 05/06/2020
Your Instructor’s Name: DR. Robert Davis
| PICOT Question |
| What is the PICOT question?
My PICOT question is: among patients (P) with declined satisfaction scores, does the use of tracking technology in the Chamberlain emergency department (I), compared to expanded emergency room, help to reduce the rate of Left Without Being Treated and increase revenue collected for one year? Define each element of the question below: P: patients with declined satisfaction scores I: tracking technology C: expanding emergency room O: reduced rate of Left Without Being Treated and increased revenue collected T: one year Research Questions I. Does the tracking system in ER improve service delivery in terms of minimizing the number of patients leaving without treatment? II. How is the effectiveness of ER’s tracking technology in reducing lengthy waits? |
| How were the practice issues identified? How did you come to know this was a problem in your clinical practice?
· Revenue collection from Chamberlain’s emergency department started to decrease at a high rate compared to last year’s collection. · Patients complained about taking too long to see emergency department provider and almost 372 would leave the hospital to seek treatment in other facilities with improved surgical services · Declined patient satisfaction scores as evidenced by high walkout rates and 2.013 lost patients in 2019 · Decreased revenue from diagnostic testing in MRI, CT, labs, and radiology |
| Search terms: Improving the delivery of surgical services in the hospital’s emergency department
Narrowing the Search Terms: Tracking technology in the emergency department |
| NR631 PICOT Worksheet 11/27/17 | 1 |
Running head: PROJECT SCOPE AND CHARTER 1
PROJECT SCOPE AND CHARTER 3
Project Scope and Charter
Yahima Montero
Chamberlain University
Project Scope and Charter
In current healthcare settings, it is in the best interest of hospitals to have project management as the central focus and input to high performance. Project management solves unforeseen issues that may undermine the delivery of services since it is a performance road map that demands significant supervision, an organization, and strategy. The paper outlines the scope and charter’s critical concepts for running the entire project using the available approaches and resources.
Scope Statement
A project requires a well-written scope statement that illustrates the whole thing. Aspects such as deliverables and their characteristics; and stakeholders of interests get considered by the scope. Most significantly, objectives and goals that measure the success form an integral part of the project scope. Project managers may write the scope or assign the role to one of the team members. He closely works together with their teams to have a full understanding of the scope value. This understanding involves assembling of viable techniques, tools, and processes for use (Guanci, 2019). Non-essential activities do not support the scope and need not be performed to ensure the project is completed behind schedule and deliver customer expectations. Signatures of the project manager and sponsor in the scope indicate an agreement for what is included in the plan in the course of the project execution
Project Charter
Any successful project must have a charter. Charter states the objectives, the process of project execution, and identifies the project’s stakeholders. It forms the most critical ingredient in project planning as it is used in the entire lifecycle of the project. Summarily, project charter documents: reasons for the project, objectives and challenges of the project, identified risks, the significance of the project, overview of the budget, and key stakeholders. A well-created charter is the one that project goals and objectives are well understood, the project organization is defined, the implementation plan is ready, and likely challenges listed (Putlitz, 2019). So, the charter is an integral part of the project management process and get approved by a steering committee comprising of stakeholders or by leadership.
Conclusion
Both project scope and charter define the chances of successful project management process and implementation. The two aspects are the project manager’s blueprint and provide the necessary tools and resources for the execution. So, a wrongly-written scope or charter cannot identify some of the unforeseen risks that are likely to sabotage the achievement of the project’s main objectives and overall purpose, leading to change.
References
Guanci, G., & Bjork, C. (2019). An introduction to project management. Nursing management, 50(10), 20-26.
Putlitz, U. (2019). Successful project management depends on team work. Civil Engineering= Siviele Ingenieurswese, 27(v27i6), 38-40.
Appendix A: Scope Statement
Organization’s Name: The Chamberlin Hospital, Emergency Department
Project’s Name: Emergency Department Information System (EDIS)- During Admission
Project Manager: Mr. Anerley Smith
Sponsor(s), Title: The Chamberlin Hospital
Organizational Priority (High, Medium, Low): High
______________________________________________________________________
Mission Statement
“To offer a responsive healing environment for patients seeking emergence healthcare services” (Chamberlain Emergency Department).
Measurable Project Objectives- (5 W’s and H. Sipes, 2016)
Who: Emergency Response Team
What: EIDS
Where: Emergency Department
When: During admission
Why: promote efficient emergency service delivery to reduce walkouts rates and lengthy waits
How: High for leaving without being treated identified. EDIS for emergence department explored, roles traced, and implementation inputs available.
Justification of Project
Chamberlain faces a problem of increased walkouts, high losses in revenue collection within the department, lengthy waits, and patients at the Emergency Department have unsatisfied scores. As a result, EDIS will solve these issues by ensuring many patients are served once since the system is automated.
Implementation Strategy
Share the concepts of successful EDIS in other facilities to streamline the implementation process. All expected changes at ED discussed, and objectives as well as deadline for project implementation stipulated
Project Resources
· IT Specialists and Trainers
· Software Licenses
· Cabling or Switches
· Network
· Fifty Computers.
Completion Date
September 15, 2020
Measures of Success
· Online survey to determine any concerns of the newly implemented EDIS project
· EDIS installed in both emergency waiting rooms and emergency department
Assumptions
The EDIS project will be accepted in the emergency department and has adequate personnel for enforcing the project, and will get support from the hospital’s management.
Constraints
Challenges in the hospital’s fast-paced Emergency Department environment.
Health workers at the department are unable to run the system with greater speed and precision.
| APPROVALS | ||
| Print or Type Name | Signature | Date |
| Project Manager Approval: | May 17, 2020 | |
| Owner or Sponsor Title and Approval: | May 20, 2020 |
Appendix B: Practicum Project Charter
Project Title: Emergency Department Information Systems (EDIS)
Project Start Date: May 30, 2020 Project End Date: September 15, 2020
Project Manager: Mr. Anerley Smith
Budget Information
Salary for Manager for worked hours on the project
125 hrs. x $45/hr. = $5,625.00
Salary for IT experts for worked hours on the project
105 hrs. x $43/hr. = $4,515.00
Amount paid to FQT Project Management Consultancy Company
Paid $3,950.00
Nurses will be given allowances during the period for project execution on an hourly basis
100 hrs. x $25/hr. = $2,000.00
Measurable Project Objectives – – (Use 5 W’s and H. Sipes, 2016)
S=Specific
Emergency Department Information System (EDIS) for patients to serve patients at the hospital’s emergency department
EDIS will start on May 28, 2020, after the training for team members is through
Training will be done for a team comprising of at least five members and at most seven members.
Training to start on May 20, 2020, and end on May 25, 2020.
M=Measurable
Physicians and emergency provider will tract patients as “served” and “not served” on the new system
Weekly reports on the service delivery to identify changes in terms of walkout rates
A=Achievable
Facility’s top management and project manager agreed on the project deadline
EDIS was approved by the Chamberlain Hospital
Salaries on hourly basis approved by the sponsor
R=Relevant
The objectives of the EDIS match with the hospital’s mission to that of the ED
T=Timely
Deadline and the required number of team members highlighted above.
Approach
Utilize the hospital’s top management as the main project’s sponsor…
