Planning (Quality, Communications, Risk, Etc.), Part 1

Part 1  Create plans incorporating the components for project quality, human resource, communications, stakeholder, risk, and procurement management  Demonstrate the understanding of the project quality management planning, and explain the purpose and contents of a quality management plan, project dashboard, quality metrics, and quality checklists  Explain the project human resource management planning process, and create a human resource plan  Describe the importance of using a project communications management plan, a project Web site, and other collaboration tools 2  Demonstrate the importance of creating a stakeholder management plan  Discuss the five project risk management planning processes, and explain how a risk management plan, a probability/impact matrix, a risk register, and risk-related contractual agreements are used in risk management planning  Explain a make-or-buy analysis, procurement management plans, requests for proposal/quote, contract statements of work, and supplier evaluation matrices 3  Some project managers neglect planning in the quality, human resource, communications, stakeholder, risk, and procurement management knowledge areas  It is important to skillfully plan all knowledge areas because they are all crucial to project success 4 Knowledge area Project quality management Project human resource management Project communications management Planning process Outputs Plan quality management Quality management plan Process improvement plan Quality metrics Quality checklists Project documents updates Plan human resource management Human resource plan Plan communications management Project stakeholder management Project risk management Plan stakeholder management Project procurement management Plan procurement management Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Communications management plan Project documents updates Stakeholder management plan Project documents updates Risk management plan Risk register Project documents updates Project documents updates Project management plan updates Project documents updates Procurement management plan Procurement statement of work Procurement documents Source selection criteria Make or buy decisions Change requests Project documents updates 5  Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken  Quality is critical in clinical care projects  Key outputs produced as part of project quality management include a quality management plan, quality metrics, and quality checklists 6  The International Organization for Standardization (ISO) defines quality as “the degree to which a set of inherent characteristics fulfill requirements” (ISO9000:2000)  Other experts define quality based on conformance to requirements and fitness for use. ◦ Conformance to requirements means that the project’s processes and products meet written specifications ◦ Fitness for use means that a product can be used as it was intended  The customer ultimately decides that the quality level is acceptable 7  Quality planning includes identifying which quality standards are relevant to the project and how best to satisfy those standards  It also involves designing quality into the products of the project as well as the processes involved in managing the project  Like other plans, the size and complexity of quality management plans varies to meet project needs 8 Introduction The main goal of this project is to develop new clinical workflows, and supporting systems, that will align with the IHI Ventilator Associated Pneumonia best practices bundle in order to reduce the AHS VAP incidence rate. The project includes the identification, collection, and testing of clinical data from one or more existing AHS clinical systems into a new data mart that will be used to deliver reports to caregivers. The reports must be accurate, timely, and readily accessible in order to provide the caregivers time to correct any shortcomings in compliance with the IHI bundle. Key stakeholders from technology, data analytics, nursing, respiratory therapy, and resident physicians must be engaged in the design, testing, training, and rollout of the VAPR system. Quality Standards The standards that apply to this project are summarized as follows: Standard The Institutes of Medicine has identified six quality categories that must be addressed when dealing with patient care. All AHS clinical care projects must address on more of these categories. Metric VAPR will improve patient safety by reducing the VAPR incidence rate by 25% in the first 90 days after implementation. It will also improve equity of care as all ventilated patients will receive the same best-practices ventilator protocol. It will also improve effectiveness as the IHI bundle has been proven to reduce VAP. All direct patient care staff will complete computer-based or inclass training relevant to their workflows when any of the following occurs  the staff member is hired or transitions into a new role ,  before a workflow is modified, or  on their hire date anniversary. Computer based training for the VAPR workflow changes are available 30 days prior to go live and be incorporated into the annual clinician online training curriculum. 9  A metric is a standard of measurement  Metrics allow organizations to measure their performance in certain areas and to compare them over time or with other organizations  Examples of common metrics used by organizations include failure rates of products produced, availability of goods and services, and customer satisfaction ratings 10  The VAPR project’s success criteria, as documented in the project charter, included metrics based on: ◦ Time: Completing the project within one year ◦ Cost: Spending $980,000 or less ◦ VAP incidence reduction: Reducing incidences by at least 50% within six months of implementation based on the number of VAP events per 1000 ventilator days.  Many organizations use charts to keep track of metrics, such as a project dashboard—a graphical screen summarizing key project metrics 11  Four key practices that best-performing companies follow include the following: 1. They build an integrated project management toolbox. In other words, they use several standard and advanced project management tools. They tailor these tools to their organizations and provide employees with lots of templates 2. They grow competent project leaders, emphasizing business and soft skills. These organizations identify good project leaders and provide training, mentoring, and a career path for them 3. They develop streamlined, consistent project delivery processes. Project management methodologies are well defined and followed 4. And probably the hardest of all, they install a sound but comprehensive set of project performance metrics. It is difficult defining, measuring, and tracking metrics across an organization, but in order to improve project delivery capability, these metrics are crucial* 12 Metric Scope Time Cost VAP Bundle VAP reduction Percent of ICU staff trained Description Meeting project goals Staying on schedule Staying on budget Identify AHS systems with required elements Reduce by 50% within six months Train all ICU staff prior to go live On Target Slightly off target / caution area Status  How Measured Earned value chart Earned value chart Earned value chart Percent of elements identified in AHS systems Infection Control data Training Management System test results Explanation On target Slightly behind schedule Under budget All elements identified and available Cannot collect until after implementation Learning management system down for four days causing a delay in training. We expect to catch up quickly. Off Target / problem area  Not able to collect data yet 13 14 The following quality metrics apply to this project: 1. All direct patient care staff will complete computer-based or in-class training relevant to their workflows when any of the below occurs: • the staff member is hired or transitions into a new role , • before a workflow is modified, or • on their hire date anniversary. Therefore the VAPR training modules, all computer–based, must be developed and tested prior to nurse, respiratory therapy, and physician training on the new workflows for ventilated patients. The training modules must be integrated with the existing annual clinical staff training and therefore be hosted in the existing training management system. As with all required clinical training at AHS, the VAPR training must include an “end of course” test with at least five questions related to the course material. A passing grade is 80% or higher, per AHS standards. 2. All new bedside patient care systems must be mobile-device ready in order to allow physicians to manage the patient regardless of the location of the physician or the patient. Therefore the VAPR reporting tool will be both desktop and iPad (the only AHS supported mobile platform) ready, with the report being optimized for each separate platform. 15  A checklist is a list of items to be noted or consulted  It helps project teams verify that a set of required topics or steps has been covered or performed  A single project can have many different checklists, such as for: ◦ Interviewing project team members ◦ Selecting suppliers ◦ Reviewing important documents ◦ Ensuring a room is ready for training 16 Project Name: VAPR Project Checklist Purpose: VAPR Online Training Program Standards  Program includes at least 10 slides.  Program slides use the AHS training template for background graphics, logos, etc.  Program describes the workflow from start to finish.  Program describes the impact (patient, financial, safety, etc.) of not following the prescribed workflow.  Program includes an “end of course” test that includes at least five questions.  Passing score for the test is an 80% or higher. 17  Many corporate executives have said, “People are our most important asset.” People determine the success and failure of organizations and projects  Project human resource management is concerned with making effective use of the people involved with a project  The main output produced as part of project human resource management planning is a human resource management plan, which includes a project organizational chart, a responsibility assignment matrix, a resource histogram, and a staffing management plan  Other topics, such as motivation and dealing with people problems, are discussed in Chapter 7 18  PMI funded a study to consider factors that would improve the health care sector’s project success rate.  The researchers suggest that a major problem is that healthcare workers do not understand the differences between service work and project work.  People on project teams need to learn to collaborate on achieving project goals and understand their roles on the project team, which may differ from their roles in their day-to-day work.  Management also needs to structure project teams to be successful by properly planning workers time and payment to allow them to successfully engage in project work. 19  Similar to a company’s organizational chart, a project organizational chart is a graphical representation of how authority and responsibility is distributed within the project  The size and complexity of the project determines how simple or complex the organizational chart is 20 21