Project Charter And Team Plan For Collaboration

HOW DO COLLEAGUES/DIFFERENT HEALTH PROFESSIONALS WORK TOGETHER AS AN INTER-PROFESSIONAL TEAM IN NURSING HOMES?NAME DIFFERENT DEPARTMENTS IN NURSING HOMES?
July 10, 2019
Health Statistics Part 1 Case
July 10, 2019

Project Charter And Team Plan For Collaboration

Assignment 1: Team Project Part 1: Project Charter and Team Plan for Collaboration

This week you begin working with a team to manage a fictional information technology project being implemented at the Casino Medical Center.

Work with your team members to create and submit a Project Charter and Team Plan for Collaboration based on the Team Project Scenario and the Team Project Overview document. Review the details about the Project Charter and Team Plan for Collaboration below:

Team Project Scenario

Casino Medical Center (CMC) in Las Vegas, a 600-bed hospital, has expanded significantly over the past 3 years. In an effort to respond to the increased workload of all hospital staff, the chief information officer (CIO) and the vice president of patient care services (VP-PCS) at CMC determined the need to analyze hospital processes throughout the organization.

The CMC organizational analysis revealed a number of areas that needed improvement. At the same time, broad changes in regulatory requirements required immediate adjustments in processes.

The organizational analysis was conducted across all departments and found the following organization-wide issues.

·         Quality reviews discovered a hospital-wide medication administration error rate of 20% with some tasks identified as redundanttasks.

·         Complying with new federal reporting requirements has increased the time needed to complete the medication administrationprocess.

CMC responded to the problem by purchasing an enterprise-wide health care information system from Topmost, one of the leading enterprise-software vendors in the country. The functionality of the system directly addresses the medication administration issues found in the organizational analysis. Several modules of an electronic health record system (EHRS) have already been implemented, as shown in the table below.

As employees of Topmost, you and your team are charged with implementing this medication administration system for CMC, the final phase of the EHRS project. This medication administration system includes an electronic medication administration record (eMAR), Barcode Medication Administration (BCMA), and physical administration of medication. Note: For the remainder of this scenario, this whole process will be referred to as the Medication Administration System (MAS).

 

 

 

Module Implementation Status

Module in the HIS System Status of Module Implementation
Fully implemented Partially implemented In pilot Not yet implemented
ADT (Accounting System) X      
Order Entry/Results Reporting OE/RR) X      
Billing and Financials X      
Ambulatory and Acute Care Clinical Documentation System   X    
Module in the HIS System Status of Module Implementation
Fully implemented Partially implemented In pilot Not yet implemented
Laboratory X      
Medication Administration System (MAS)       X

Note that the Medication Administration System (MAS) module has not been implemented.

The CIO and VP-PCS relate that there are a number of challenges associated with the CMC health care information system program, including the MAS project. One risk is that the initial implementation of the MAS may result in a temporary increase in medication errors. Another risk is that staff resistance to the new workflows and processes brought about by the MAS may cause delays in the completion of the implementation.

In meetings with the CIO and VP, they state that the first task for the team is to develop the project charter. The MAS team is assigned specific elements to be included in the project charter: the mission of the project, the problem statement, the project objectives, key stakeholders, milestones, and risks for the project. A list of the team members and the team’s plan for collaboration on this project also will be integrated into the charter.

A new chief medical information officer (CMIO) has been hired. This CMIO does not have the informatics expertise required to lead this critical and large project. However, the CMIO has gained solid experience on small-scale decision-support projects at a former institution while studying informatics in graduate school. The CMIO is looking forward to learning from you and your team.

The budget for the MAS project is approved up to $1 million. If more than $1 million is needed to implement the project, the additional expenditure must be justified in a project plan that key stakeholders approve. The software application for the Medication Administration System and necessary hardware have already been purchased, but they have not been delivered. Your team has a timeline of 6 months to complete the MASproject.

Project Charter

Work with your team to create a project charter that includes the following:

  • Mission of the project
  • Problem statement
  • Project objectives
  • Scope of the project
  • Milestones within the project
  • Deliverables—a defined product produced as part of the project
  • Assumptions
  • List of key stakeholders
  • Project risks
  • List of team members, roles, and a plan for collaborationMuch of the information for the project charter can be extrapolated from the Team Project Scenario. As the project moves forward, additional hypothetical situations for the project can be developed by the team members.  2- Team Plan for Collaboration Working as a team, create and submit your team’s plan for collaboration. In this plan, you identify and describe the general guidelines and plan you will follow to work successfully online and optimize your collective skills. Address the following:

1.      Team identification: A listing of all team members. (Susan N., Barbara W., Jaime W.).

2.      Team vision: A brief statement that embodies your team’s ideal in completing this project and targets all you want to accomplish together.

3.      Processes and expectations for communication: The most effective means of working together from a distance are asynchronous modes that allow team members to express thoughts and share ideas according to their own schedules. You also need to consider the best ways to share any documents or information you may gather from speaking directly to an expert in a field or from a source that is only available to you in hard copy.

4.      Determination of roles and division of work for the project: Typical roles include an organizer, who makes sure that everyone stays on track; editors, who take the agreed-upon final contributions of team members and fit them into the team-project deliverable; and a presenter, who uploads the assembled version of the project into the document sharing area and writes a summary introduction. These suggested roles are guidelines. For the purposes of this project, you may discover that different or additional roles that fit the project scenario are most effective. Each team member could be assigned a position title and credentials that match their role in the project scenario. Keep in mind that the team roles may change as requirements change. None of the roles you decide on takes the place of participation when it comes to the content of the project. All team members should contribute to the project content and discussions. (DO NOT DO THIS PART)

5.      Approaches to conflict and agreement: This item should address the way you would like to see conflicts resolved and determine agreed-upon guidelines or processes you will follow to resolve them. Consider a worst-case scenario and agree to specific actions the team will take should this scenario occur. Include a description of potential negative consequences that may result from the actions.

6.      Expectations for participation: One of the biggest objections to working with an online team is the fear that some members will not participate or that one or two members will be burdened with the majority of the work. In this section, determine and agree upon expectations for participation and the measures you will take when someone is not participating as fully as you expect or when someone seems to be doing too much, such as taking over all of the discussions. Have a plan for taking on a team member’s work, should the need arise to do so.

To prepare:

  • Review this week’s Learning Resources on project charters.
  • Thoroughly examine the Team Project Overview document in this week’s Learning Resources to familiarize yourself with the requirements of this Assignment. Write a 3- to 4-page document in APA format that includes a project charter and a team plan for collaboration. Cite at least 3 references from the list provided. Include an introduction with a purpose statement (e.g. the purpose of this paper is …), and a summary.
Required Readings

Biafore, B. (2010). Microsoft Project 2010: The missing manual. Sebastopol, CA: O’Reilly.

  • Chapter 1, “Projects: In the Beginning”
    • “Publicizing a Project and Its Manager” (pp. 35–37) In this section of Chapter 1, the author describes the typical elements of a project charter. The author also provides guidelines for generating stakeholder support using a project charter.  Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.
  • Chapter 3, “Project Management”
    • “Prepare Project Charter” (pp. 42–43) This section of Chapter 3 explains the basic principles of preparing a project charter. The authors summarize a project charter’s key elements.  Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.
  • Chapter 3, “Project Management Processes” (pp. 47–61)  Review this chapter, which supplies information on managing a single project that uses networked processes. The chapter describes project management processes related to each phase of a project. Chapter 4, “Project Integration Management”
    • 4.1, “Develop Project Charter” (pp. 66–72) This section of Chapter 4 details the process of developing a project charter. The text focuses on the inputs, outputs, and tools and techniques of project chartering.  Patel, V. N. (2008). Project management [Ebrary version]. Jaipur, India: Oxford.Retrieved from the Walden Library databases.
  • Chapter 2, “Project Origination/Initiation” (pp. 22–74)  This chapter explores the initiation phase of a project in great detail. The chapter focuses on the key tasks and performers of this phase.   Cortelyou-Ward, K., Noblin, A., & Martin, J. (2011). Electronic health record project initiation and early planning in a community health center. Health Care Manager30(2), 118–124. Retrieved from the Walden Library databases. This article explores the application of project initiation and early planning in a community health center. The authors delve into the issues of quality improvement, planning, and finance.  Kloppenborg, T. (2012). Project selection and initiation questions leading to good risk management [Special section]. PM World Today14(1), 1–5.Retrieved from the Walden Library databases. This article presents questions that project managers may ask to promote effective risk management. The author details questions applicable to the creation of a project charter and the selection of a project. Eurorec.org. (n.d.). Project charter. Retrieved March 12, 2013, from http://www.eurorec.org/files/filesPublic/ehrworkshop/2007/Project%20Charter%20-%20CRFQ%20Pilot.ppt This is one of the three files for this week that are examples of project charters for health care organizations.  Hart, S. (2012, July 28). PM-foundations – the project charter [Blog post]. Retrieved from http://pm-foundations.com/2012/07/28/pm-foundations-the-project-charter/ The author of this article reviews the basic elements and considerations of a project charter. In particular, the article explains project charter content, the assignment of charter responsibilities, and six attributes of a good project charter.  Karim, S. (2012, May 24). A project with no project charter? [Blog post]. Retrieved from http://blogs.pmi.org/blog/voices_on_project_management/2012/05/a-project-with-no-project-char.html This article focuses on cases in which projects have no corresponding project charter. The author specifies reasons for neglecting a charter and analyzes the potential negative repercussions.  Microsoft Corporation. (2012c). Project management goal: Initiate a project. Retrieved from http://office.microsoft.com/en-us/project-help/project-management-goal-initiate-a-project-HA102598143.aspx?CTT=5&origin=HA101978264  This article describes the process of initiating a project. The article provides a large-scale overview of planning a project.  Microsoft Corporation. (2012e). The project triangle. Retrieved from http://office.microsoft.com/en-us/project-help/the-project-triangle-HA010351692.aspx?CTT=5&origin=HA010359477  This article examines the impact of time, money, and scope on any project. The article suggests various strategies for balancing these three constraints.  Purdue University. (2006). Electronic health record project charter. Retrieved from http://www.docstoc.com/docs/136685338/EHR-Project-Charter This is one of the three files for this week that are examples of project charters for health care organizations.  University of Wisconsin-Madison. (2006). Course guides on the web: Project charter (Version 2.2). Retrieved from http://psst.doit.wisc.edu/Uploads/258_Course%20Guide%20Charter%20V2.2%5B1%5D.doc This is one of the three files for this week that are examples of project charters for health care organizations.  Document: Team Project Scenario (PDF)(SEE ATTACHED FILE) This document contains the scenario you will use for your Team Project.  Document: Team Project Overview (PDF) This document provides an overview of the Team Project you will work on throughout this course. (SEE ATTACHED FILE) 
Required Media

Laureate Education (Producer). (2013f). Project initiation [Video file]. Retrieved from https://class.waldenu.edu

Note: The approximate length of this media piece is 13 minutes.

In this video, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss how a project gets off the ground, who and what should be included in initial planning, the consideration of project risks, and the crucial role communication plays throughout the process.

 

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