Introducing a New Genre of Care at the Hospital

The Project’s Scope 

The scope of the project refers to the features and set of deliverables of a project. The features and deliverables are usually derived from the requirements of the project. The introduction of a new genre of care at Johnsonville Community Hospital begins with pre-project approval. This is mainly the initiation phase of the project, where the idea of the project is explored and elaborated. The idea of the need to introduce a new genre of care at the hospital is discussed with the management and approval is obtained. While analyzing the scope of this project, the major factors are taken into consideration at the initiation stage (Cummings, Bridgman & Brown, 2016). The first factor that has to be taken into consideration is the major objective of the project and whether it will be of any benefit to the organization. In this area, the introduction of a new genre of care can be viewed as a feasible project because it will increase the scope of the services provided by the healthcare organization. The expected result is enhanced efficiency and an increase in the number of services provided by this organization. 

The initial phase of this project also entails the identification of the key stakeholders in the project. Because of the criticality of this project, several categories of stakeholders are to be included to ensure success. The top management, as well as other stakeholders within the healthcare sector, are required as part of this process (Freire, Batista & Martinez, 2015). The employees are also to be included through effective communication. Engaging everyone through communication is an essential process in enhancing the success of the project. Once the pre-project approval and initiation process is complete, and all the important factors, as well as features of the project, are identified, the process of taking the project to the next step begins. At this stage, the expected results are already known when the new genre of care is introduced. The new service line work to increase the scope of the services provided by the organization. 

The scope management of this project requires three major processes to enhance success. The first process is the planning of the project, which entails the definition of the work to be done to effective have the new genre of care introduced within the organization (Eskerod, Huemann & Savage, 2015). At the planning stage, the people to be involved, what role is to be played by each of the team members, and the levels of their responsibility are to be identified. With a team of 18 members, the tasks are divided into groups with each having to perform a particular task towards the successful implementation of the project. The task to be accomplished is determined by the need of the project. The need is to have a new genre of care introduced and have it work in compatibility with the already existing service line without causing any problem or inefficiency within the organization. It is, therefore, necessary to define the project needs, understand the project objectives, and to identify what is required to accomplish the tasks. 

Timelines 

The project timelines are one of the most important aspects of project management because it captures what and when the project will be accomplished and how everything will be done. The solution to this problem requires a duration of up to 60 days due to the many tasks that are involved. These activities come in the second phase of project management, the organization, and definition. At this second phase, the work is to identify the expectations, tasks, and the timeline for the project (Harris et al., 2018). With this project, the aim is to identify the means to smoothly introduce and integrate a new genre of care within the organization. After the thorough brainstorming and research by the members of the team, it was agreed that the desired outcome for this project is to have an effective and smooth integration of the new genre of care with the already existing service line. Upon setting an appropriate timeline, the project requirements are set at the definition phase with a focus on areas such as preconditions, operational requirements, functional requirements, and design limitations. 

To effectively introduce the new care into the organization, the first functional requirement to be considered is the staffing and whether it will have benefits to the hospital and the patients it serves. The quality of the care that will be provided by the new genre of service is a factor to be considered (Hornstein, 2015). A new facility needs to be provided where the new services will be provided and made accessible to the patients. The current hospital facility is already being overused, and for the quality to be improved, the team assessed that there is a need to have a new facility where the new genre of care will be provided. Similarly, the preconditions for the project have been assessed, and it is important for the healthcare organization to consider the law, working conditions regulations and the approval requirements to ensure that the new care to be provided meets the requirements of the law (Mohamadi et al., 2016). These are some of the requirements that cannot be influenced from within the project, and thus, it is necessary to adhere to it. The team has also reached a common resolution that the operational requirements during the second phase of the project management. 

However, the team did not agree on the integration of the new genre of care within the existing service line. The problem requires a collaborative effort and a bureaucratic-minded system of administration to have the two to collaborate and produce the desired outcome effectively. At this second phase, the timelines of the project need to focus on the collaboration where all the members of the team work together with the organization members who will be using the project results (Kaiser, El Arbi & Ahlemann, 2015). During the integration of the new genre of care within the organization, users are to be involved in increasing their understanding of how the whole system will operate. Because this is an elaborate project, it will require sufficient time so that everything is in the right place. Harassing in the implementation of this project without first considering all the relevant factors can lead to failure of the whole system. 

The timeline for this project is based on the Gantt chart format, which gives a visual depiction of the whole project using the horizontal bars to represent the duration of each of the tasks to be accomplished. The project uses an interactive Gantt chart to ensure that there is a graphical illustration of the performance of the project. This is based on the breakdown of the work structure as defined in the project requirements. Each of the activities is given deadlines, and each team members required to meet the deadlines. Within 60 days, each group of the team members presents the outcome of their tasks, with the group tasked with the gathering of the information about the effective implementation of the project needed to come first (Todorović et al., 2016). Sixty days period for this project was used to ensure that every information is gathered, analyzed, and utilized rightly to get the solution to the problem. The team leading in the processing of the data to create an effective strategy were to provide the data at the second stage of the project management process. 

Required Resources 

Every project requires resources, both the physical, financial, and personnel to be successfully be executed. The identification of the resources that is required occurs at the third stage of the project management. The project scheduling and design as the third stage are used to provide a mechanism for the communication of the tasks to be completed and the resources that are required to implement the project successfully. In this phase, a design was developed that can help achieve the expected results. The design for the project requires the use of flow charts and sketches as well as the use of photo impressions to give a visual impression of how the whole project will be implemented to achieve the required design. The supervisor of the project is responsible for the choice of the right design. 

The completion of the project on time required the setting of the due date and identification of the resources required for the completion. The identification of the resources required for the completion of this project involved the identification of the activities and then reaching out on what resource is needed to complete the activity (Parker, Parsons & Isharyanto, 2015). The activities are broken down using the work breakdown structure and a deliverable diagram. The major activities identified within this healthcare organization include the collection of the data, identification of the design, the communication of the expected outcome for the project to the stakeholders, and the implementation strategy. Assigning resources is therefore based on the identified activities and what will be required of them. 

One of the resources required in this project is financial resources. Each of these activities requires to be funded. The team charged with the collection of data require funds that they can use to achieve the most accurate and relevant data. The healthcare organization also require resources in terms of funds to help in the introduction of the new genre of care. Facilities are needed to promote the effectiveness of the whole system. Finding a solution to the issue also requires human resource and personnel to work through each of the tasks to achieve the desired outcome (Serra & Kunc, 2015). At the scheduling and design phase, many tasks are involved, thus the need to have the required team members to help in the design and implementation of the required solution. The human personnel needed include the supervisor to lead each of the team members in the identification and implementation of the required solution. Also, each of the team members needs to provide their effort and determination in the identification of the solution through brainstorming and data analysis. The combination and collaboration of all the team members and joint analysis allow for the identification of the best solution to the problem. 

Other than the financial and human resources, the team also needs physical resources such as computers and other electronic equipment to increase the chances of the success of the project. The computers and other data analysis tools are the required resources to enhance the process of identifying the best solution to the problem. The implementation of the process may also call for the need to travel to one area or the other to seek various data and clarification concerning the feasibility of the process. Therefore, resources such as vehicles are needed to enhance the effectiveness of the whole project. 

Deliverables for Leadership 

Effective management of a project depends on the kind of leadership that is provided. Leadership is required throughout all the stages of project management to foster innovation and ensure that everything moves on as expected. The role of leadership is to innovate, seek a solution to the challenges, motivating the team members, and have the influence to make everything work right and in the required direction (Stanley, Malone & Shields, 2016). Some of the key areas to provide leadership include during the design and scheduling of the project. An error in the design can lead to a failure in the whole project. Therefore, a leader must ensure everything is done right at the scheduling and design phase by leading the team members through every step. 

Communication is essential for the success of the project. As a project manager, constant communication with both the team members and the other stakeholders ensures that everything goes on as planned and eliminate the presence of obstacles at a later stage of the implementation process. Within the healthcare organization, the project manager needs to communicate with the hospital administration, the hospital staff, and the team members to create a collaborative system where everyone understands what is going on. The leader also leads in team management and delegation of the tasks to the team members. The team needs guidance and direction in every step of the project management. They decide what tasks to prioritize and which ones to come later. 

Assessing the Progress 

The assessment of the progress of the project can be measured using an incremental milestone. This method is based on the tasks that have been completed. When tasks have been effectively completed, then it means that there is a positive response being made within the system. Monitoring and evaluation are necessary to have an effective assessment of the performance of the project. In the evaluation, the initially set goals are compared with the outcome to identify whether there is any progress towards meeting the goal (Svejvig & Andersen, 2015). When the new genre of care is successfully implemented and have a positive outcome on the organization, then the project is said to have been successful. The evaluation provides an opportunity to reflect and learn on what has been done and assessing the outcomes and effectiveness of the project. This helps inform the future actions and if there is any need for review. 

The plan milestones are a means to indicate the beginning and end of the major phases of a project. These milestones are essential for the scheduling of the project into parts and then measure the progress of each of the phases. If each of the four phases of the project management comes out as planned, then the project can be said to be successful. However, a failure in any of the phases means somewhere needs a review and correction to arrive at the required results. The milestone plan offers a great way to measure the progress of a project. 

References 

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60 

Eskerod, P., Huemann, M., & Savage, G. (2015). Project stakeholder management—Past and present. Project Management Journal, 46(6), 6-14. 

Freire, E. M. R., Batista, R. C. R., & Martinez, M. R. (2016). Project management for hospital accreditation: a case study. Online Brazilian Journal of Nursing, 15(1), 96-108. 

Harris, J. L., Roussel, L. A., Dearman, C., & Thomas, T. (2018). Project planning and management. Jones & Bartlett Learning. 

Hornstein, H. A., (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298 

Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), 126-139. 

Mohamadi, S. A., Hariri, S. Y., Mousavi, R., & Sabzikaran, E. (2015). The role of project management offices (PMOs) in the healthcare system. International Journal of Current Research and Academic Review, 3(6), 429-435. 

Parker, D. W., Parsons, N., & Isharyanto, F. (2015). Inclusion of strategic management theories to project management. International Journal of Managing Projects in Business, 8(3), 552-573 

Serra, C. E. M., & Kunc, M. (2015). Benefits realization management and its influence on project success and the execution of business strategies. International Journal of Project Management, 33(1), 53-66. 

Stanley, D., Malone, L., & Shields, L. (2016). Project management supports the change process. Nursing Management, 47(6), 52-55. 

Svejvig, P., & Andersen, P., (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290. 

Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.