Team project closeout | Nursing homework help

Team Project Closeout

 

One way to control the progress and quality of a project is to set up a formal review-and- approval process that documents the completion of each major milestone. For Week 9’s Team Project Assignment, you will work together to develop a sign-off document that each project team member will sign (use a different font and color to “virtually” sign-off off on the project) and date upon approval of the final project document. Included in this document will be a 1-page paper from each team member including the lessons learned through participating in the team project. This sign-off form will be attached to the front of the final project document. 

 

The team also revises the project charter and the project schedule (in Microsoft Project Schedule) to integrate any changes or modifications required.

 

To prepare:

 

 Review your Team Project as a whole, taking note of its merits and deficiencies.

 Consider the lessons you learned through the process of completing your Team Project.

 Think about how each team member contributed to the Team Project.

 Communicate with your team about how the sign-off document will be constructed, signed, and dated.

 

To complete the Assignment, include the following in your submission:

 

1.      A 5-page team sign-off document that summarizes the following:

2.      Team contributions and kudos

3.       Lessons learned

4.      Each team member must include a 1-page Lessons Learned

5.      Virtual sign-off

6.      An updated project charter (use the template provided)

7.      An updated MS Project plan

Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.

 

Chapter 3, “Project Management”

“Close Phase or Project” (pp. 48–49)

 In this section of Chapter 3, the authors explain the processes that occur during a phase or project closeout. The text also outlines the components of a closeout report.

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 for a Project”

3.7, “Closing Process Group” (pp. 57–58)

 This section of Chapter 3 describes the processes used to finalize the activities necessary for completing a project, phase, or contract. The authors describe the inputs and outputs of closing a project and closing procurements.

 

 Chapter 4, “Project Integration Management”

4.6, “Close Project or Phase” (pp. 100–104)

 This section of Chapter 4 describes the steps that a project manager must take during the process of closing a project or phase. The text also describes the final outputs of a closeout.

 

Gruber, D., Cummings, G. G., LeBlanc, L., & Smith, D. L. (2009). Factors influencing outcomes of clinical information systems implementation: A systematic review. CIN: Computers, Informatics, Nursing, 27(3), 151–163.

Retrieved from the Walden Library databases.

 The authors of this article describe a literature review on the factors that influence the success or failure of implementing clinical information systems. The article provides recommendations for managers and decision makers in the go-live portion of a project.

 

Make ‘go live’ go smoothly. (2012). Hospital Access Management, 31(7), 84.

Retrieved from the Walden Library databases.

 

This article describes the go-live of a new admission, discharge, and transfer system in a Florida-based hospital. The author specifies three points that helped the go-live occur smoothly.

 

Owens, K. (2008). Triumphs and tribulations of an EMR go-live. The Journal of Medical Practice Management, 23(6), 379–381.

Retrieved from the Walden Library databases.

 In this article, the author describes the implementation of an electronic medical record system and explains what lessons were learned during the go-live process.

 

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 Manager, 30(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 Today, 14(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)

 

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.

 

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.

 

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

 Note:  The approximate length of this media piece is 7 minutes.

 In this presentation, Dr. Judy Murphy discusses the importance of conducting a sign-off meeting and building historical data for repeatable processes.

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