Sequence and Schedule Project Activities and Resources


In Part 2 of your Team Project (See attached file for part 2 of the Team project), your team identified project deliverables and related activities for the Casino Medical Center project (See attached file for the Team project scenario). In Part 3, your team will identify tasks for each deliverable’s activities and generate a schedule of activities and resources in Microsoft Project. Working together, you will assign durations for each task and establish relationships and dependencies between the tasks or activities (See part 2 of Team project paper) Once you have sequenced the deliverables and identified subtasks, each team member must enter a part of the information into a Microsoft Project plan. Once each of you has gained experience scheduling the activities in Microsoft Project, your team will determine the resources for the project activities.






To prepare:




  • Review this week’s Learning Resources on scheduling activities and resources in Microsoft Project.

  • Review the Team Project Overview document in this week’s Learning Resources to familiarize yourself with the requirements of this Assignment.

  • Engage in discussion with your team members on how you will collaborate, distribute work, and submit the Assignment.


    Due By Day 1 of Week 9 Monday 10/24/2016 (see above)


    To complete this portion of Part 3 of the Team Project:



  • Upload your individual Microsoft Project plan to Doc Sharing on or before Day 1 of Week 9 so that your team may have sufficient time to review your project and collaborate on the rest of Part 3 in Week 9.


    Required Readings



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


  • Chapter 3, “Project Management”

    • “Scope Control” (pp. 58)

    • “Control Schedule” (pp. 64–67)

    • “Control Costs” (pp. 71–75)


      These three areas of Chapter 3 focus on controlling scope, time, and cost, also referred to as the triple constraints.



      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”

    • 3.5, “Executing Process Group” (pp. 56)

    • 3.6, “Monitoring and Controlling Process Group” (pp. 57)


      These sections of Chapter 3 explore how to coordinate people and resources in accordance with the project management plan. These sections also cover the processes used to track, review, and regulate a project’s performance.


  • Chapter 5, “Project Scope Management”

    • 5.6, “Control Scope” (pp. 136–140)


      This section of Chapter 5 explains the process of monitoring a project’s status and scope. The text also describes how to manage changes to the scope baseline.


  • Chapter 6, “Project Time Management”

    • 6.7, “Control Schedule” (pp. 185–192)


      In these pages of Chapter 6, the authors explain the process of monitoring a project’s status to update project progress and manage changes in a schedule baseline.


  • Chapter 7, “Project Cost Management”

    • 7.4, “Control Costs” (pp. 215–223)


      This section of Chapter 7 reviews the processes used to update a project budget and manage changes to the cost baseline.



      Cortelyou-Ward, K., & Yniguez, R. (2011). Using monitoring and controlling in an electronic health record module upgrade: A case study. The Health Care Manager30(3), 236–241.

      Retrieved from the Walden Library databases.


      This article examines the application of monitoring and controlling to an electronic health record module upgrade. The article makes recommendations related to flexibility, tracking changes, teams, milestones, and testing.



      Noblin, A. M., Cortelyou-Ward, K., & Ton, S. (2011). Electronic health record implementations: Applying the principles of monitoring and controlling to achieve success. The Health Care Manager30(1), 45–50. 

      Retrieved from the Walden Library databases.


      This article explores the principles of monitoring and controlling in the context of an electronic health record implementation. The article also examines issues such as project costs, project progress, schedule controls, quality management, and controlling risks.


      Yin G.-L. (2010). Project time and budget monitor and control. Management Science and Engineering, 4(1), 56–61. 

      Retrieved from the Walden Library databases.


      The author of this article describes how time and budget can be successfully controlled during a project’s implementation. The author presents techniques for accomplishing this, as well as describing potential pitfalls.


      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.




      Required Media


      Laureate Education (Producer). (2013b). Executing, monitoring, and controlling [Video file]. Retrieved from


      Note: The approximate length of this media piece is 8 minutes.


      In this presentation, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss the science of executing a project and the art that is involved in the continued monitoring and controlling of it. They talk about the triple constraint of cost, scope, and time and suggest some automated tools and skills that can help in tracking shifting components of a project.



Running head: TEAM PROJECT PART 2 1


Team Project Part 2: Defining the Work Breakdown Structure



Project Management: Healthcare Information Technology


Team Project Part 2: Defining the Work Breakdown Structure

In project management, a work breakdown structure (WBS) is imperative, as it provides a structural view of the decomposed steps of the scope of work required to realize the project’s objectives (U.S. Government Accountability Office, 2009). More importantly, breaking tasks down into simpler forms allow for a more accurate depiction of assigned responsibilities, timelines, and estimation of costs. The purpose of this paper is to provide a summary of the group’s work. Additionally, this paper will include a WBS diagram depicting the high-level deliverables, including the relevant tasks and subtasks for a Medication Administration System (MAS) project at the Casino Medical Center (CMC).

Summary of Group’s Work

Implementation of the electronic health record, comprised of several modules, was completed in the initial phases of the project. In this final phase The MAS, which encompasses an electronic medication administration record (eMAR), Barcode Medication Administration BCMA), and physical administration of medication will be implemented. The MAS will comprise of the following five high-level deliverables; installation, configuration, data migration, testing, deployment, and evaluation. Topmost employees will closely work with the project planning team and key stakeholders to successfully meet each phase of the project. The estimated timeframe for the project’s completion is six months. Over the course of six months, periodic meetings will be held to coordinate MAS implementation while simultaneously engaging project teams. After data migration trails and staff preparation, the team can prepare to go live. The project breakdown is detailed in the WBS (See Appendix).

Installation: Hardware & Application

The project installation phase will involve various hardware and software components. Some of those components include processors, storage, multimedia, personal identification devices (PID), connectivity equipment, and input/output devices, and the business intelligence (BI) Publisher server. The processors will support clinical functions that are data-rich while the storage will involve longitudinal medical records. Displays enhance universal placement and intuitive clinical history pres

© 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

Status of Module Implementation



In pilot Not yet

ADT (Accounting System) X

Order Entry/Results
Reporting OE/RR)


Billing and Financials X

Ambulatory and Acute
Care Clinical
Documentation System


© 2013 Laureate Education, Inc. 2

Module in the HIS

Status of Module Implementation



In pilot Not yet

Laboratory X

Medication Administration
System (MAS)


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

The CIO and VP-PCS relate that there are a number of challenge