Sequence and

 

Schedule Project Activities and Resources Part 2

 

To prepare:

 

 

 

 Review the project plans submitted by each member of your team.

 

 Discuss the merits of each project plan and select one to use for the remainder of this

 

project.

 

 After your team has agreed upon a project plan, each team member selects an activity or

 

activities for which to create, schedule, and level resources. (My activity is Configuration)

 

 Consider the resources that would be required to complete the activity or activities.

 

 

 

To complete Part 3 of your Team Project, address the following:

 

 

 

 For the activity or activities you chose (Configuration), update the project plan your team selected with the

 

following:

 

  1. Identify needed resources.

  2. Schedule resources, including the lead and lag time.

  3. Assign staff to a project schedule.

  4. Level the resources of a project schedule.

 

 

 

Individually, in a 1- to 2-page paper, describe the successes and challenges experienced in creating the project plan and what you would do differently in future projects.

 

 

 

Be sure to support your work with specific citations from your sources of evidence. Refer to the APA Publication Manual to ensure your citations in the text and reference list are correct. Place your reference list at the end of this section. Follow all APA format standards.

 

 

 

 

 

Required Readings

 

 

 

 

 

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

 

  • Chapter 3, “Project Management”

    • “Scope Management” (pp. 50–58)

       This section of Chapter 3 focuses on the planning and controlling of what a project includes and excludes. The text describes how to manage project scope so that it remains within project parameters.

       

      Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.

       

 

  • Chapter 5, “Project Scope Management” (pp. 105–140)

     This chapter focuses on the processes used to manage project scope. The chapter also describes a variety of tools and techniques that support the management of project scope.

     

    Herrmann, R. F. (2012). The pitfalls of “scope-creep.” Architectural Record200(1), 29.

    Retrieved from the Walden Library databases.

     In this article, the author explores cases in which a project can expand in scope without changes to letters of agreement. The author makes recommendations concerning amending letters of agreement to avoid lawsuits.

     

    Hunsberger, K. (2011). Change is good. PM Network25(2), 48–53.

    Retrieved from the Walden Library databases.

     The author of this article explains how scope creep often becomes a focal point of project management teams’ approaches to a project. The author also describes how scope creep may be controlled through change management.

     

    Khan, A. (2006). Project scope management. Cost Engineering48(6), 12–16.

    Retrieved from the Walden Library databases.

     This article emphasizes the importance of managing a project’s scope. The author also specifies how a project’s scope can be subdivided into more specific areas.

     

    Mohan, S. (2008). Schedule acceleration: What, why and how? AACE International Transactions,PS.13.1–PS.13.5. 

    Retrieved from the Walden Library databases.

     In this article, the author describes the significance of accelerating a schedule on a project’s cost. The author also specifies two types of schedule acceleration.

     

    Nekrasova, E., Griffiths, J., Bleen, J., Nelson, T. K., & Hewett, J. (2012, May). (2012, May). Command and control. PM Network, 26(5), 24.

     

    Retrieved from the Walden Library databases.

     This article focuses on how a project manager may avoid scope creep. The article also stresses the criticality of change management.

     

    Simms, J. (2008, February 5). Forget everything you’ve learnt about project delivery, part 1: Scope management. CIO (13284045), 1.

    Retrieved from the Walden Library databases.

     This article specifies the two different types of scope (problem scope and solution scope) and how they may affect scope management. The author describes how being aware of these two different types of scope may prevent issues in scope management.

     

    Simms, J. (2009, July 7). The self evident truths of project management: Truth # 11: “Project scope is a weapon of opportunity not control”. CIO (13284045),  1.

    Retrieved from the Walden Library databases.

     In this article, the author describes the dangers of seeking to control a project’s scope too tightly. The author distinguishes the initial scope and the final scope of a project.

     

    Turk, W. (2010). Scope creep horror. Defense AT&L39(2), 53–55.

    Retrieved from the Walden Library databases.

     This article examines the impact of scope creep on a project. The author also describes some of the causes of scope creep.

     

     

    Smith, S. E. (2012). What is scope creep? Retrieved from http://www.wisegeek.com/what-is-a-scope-creep.htm

     This article defines scope creep. The author describes how scope creep can arise and how it may be remedied.

     

     

    Document: Project Management Tools Available for Apple/Mac Computers (PDF)

     

    This document contains a list of Project Management tools that are compatible with Apple/Mac computers.

     

     

 

© 2013 Laureate Education, Inc. 1

NURS 6441

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 redundant tasks.

 Complying with new federal reporting requirements has increased the time
needed to complete the medication administration process.

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

© 2013 Laureate Education, Inc. 2

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 challenge