MHA-FP5012 Remove or Replace: Header Is Not Doc TitleSWOT Analysis Strengths Weaknesses Opportunities Threats 1 2 1) Consider a personal project that you have worked on in the past. What steps did you take to begin the project? How did the initiation phase help to provide more information for the planning phase? Based on your project outcome, would you, in hindsight, do anything differently in the initiation phase? Your journal entry must be at least 200 words in length. No references or citations are necessary. 2) What are some of the tools, (i.e., work breakdown structure, project scheduling, Gantt charts, and critical path), that you have previously used in a project? Which tool did you find to be most beneficial? Were there tools that you found to be cumbersome? Identify one tool that was not used that could have benefitted the project team. Explain the rationale for your answers. Your journal entry must be at least 200 words in length. No references or citations are necessary. 3) Project managers often determine the project’s progress based on the elements of the project balanced scorecard (BSC), which includes the internal project, the customer, financing, and growth/innovation. For each of these areas of the project BSC, explain how the project manager would use each area to determine the progress made in the project during the execution phase. Discuss what might factor into how a project manager might prioritize or weigh these elements as they guide the team to project completion and success. Your journal entry must be at least 200 words in length. No references or citations are necessary. 4) In this unit, we focus on the controlling phase of the project. A part of the controlling phase is to provide performance updates to the project’s stakeholders. Reflect on the information that you would want to know as a project stakeholder. Do you think most stakeholders want to know more information or less information than the project manager may want to share? Explain your rationale. Your journal entry must be at least 200 words in length. No references or citations are necessary. 5) In this unit, the focus is on the closing process group. You have learned that maintaining the lessons learned registry and then creating a lessons learned register is vital to future projects and project managers. As a project manager, what type of lessons learned information do feel is most vital to future projects? In what other ways can you help the next project manager or the organization with future projects during the closing phase of your project? Your journal entry must be at least 200 words in length. No references or citations are necessary. 6) How will the concepts and learning activities presented in this course benefit you in your future professional or academic pursuits? Share one specific aspect of this course that resonated with you the most, and explain why. Your journal entry must be at least 200 words in length. No references or citatio ...

1. MHA-FP5012
Remove or Replace: Header Is Not Doc TitleSWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
1
2
1) Consider a personal project that you have worked on in the
past. What steps did you take to begin the project? How did the
initiation phase help to provide more information for the
planning phase? Based on your project outcome, would you, in
hindsight, do anything differently in the initiation phase?
Your journal entry must be at least 200 words in length. No
references or citations are necessary.
2) What are some of the tools, (i.e., work breakdown structure,
project scheduling, Gantt charts, and critical path), that you
have previously used in a project? Which tool did you find to be
most beneficial? Were there tools that you found to be
cumbersome? Identify one tool that was not used that could
have benefitted the project team. Explain the rationale for your
answers.
Your journal entry must be at least 200 words in length. No
references or citations are necessary.
3) Project managers often determine the project’s progress
based on the elements of the project balanced scorecard (BSC),

2. which includes the internal project, the customer, financing, and
growth/innovation. For each of these areas of the project BSC,
explain how the project manager would use each area to
determine the progress made in the project during the execution
phase. Discuss what might factor into how a project manager
might prioritize or weigh these elements as they guide the team
to project completion and success.
Your journal entry must be at least 200 words in length. No
references or citations are necessary.
4) In this unit, we focus on the controlling phase of the project.
A part of the controlling phase is to provide performance
updates to the project’s stakeholders. Reflect on the information
that you would want to know as a project stakeholder. Do you
think most stakeholders want to know more information or less
information than the project manager may want to share?
Explain your rationale.
Your journal entry must be at least 200 words in length. No
references or citations are necessary.
5) In this unit, the focus is on the closing process group. You
have learned that maintaining the lessons learned registry and
then creating a lessons learned register is vital to future projects
and project managers. As a project manager, what type of
lessons learned information do feel is most vital to future
projects? In what other ways can you help the next project
manager or the organization with future projects during the
closing phase of your project?
Your journal entry must be at least 200 words in length. No
references or citations are necessary.
6) How will the concepts and learning activities presented in
this course benefit you in your future professional or academic
pursuits? Share one specific aspect of this course that resonated
with you the most, and explain why.
Your journal entry must be at least 200 words in length. No
references or citations are necessary.

3. Financial Leadership Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT
DISTINGUISHED
Identify financial
targets, including
performance
indicators and
measurements, for a
department within a
health care
organization.
Does not identify
financial targets
including
performance
indicators and
measurements for
a department
within a health
care organization.
Identifies financial targets
for a department within a
health care organization
but does not include
performance indicators or
measurements.
Identifies
financial targets
including
performance

4. indicators and
measurements
for a department
within a health
care
organization.
Identifies financial targets
including performance
indicators and
measurements relative to
the environment for a
department within a
health care organization.
Analyze gaps in
financial targets
versus YTD
performance or goal
attainment for a
department within a
health care
organization.
Does not identify
gaps in financial
targets versus
YTD performance
or goal attainment
for a department
within a health
care organization.
Identifies but does not
analyze gaps in financial
targets versus YTD

5. performance or goal
attainment for a department
within a health care
organization.
Analyzes gaps in
financial targets
versus YTD
performance or
goal attainment
for a department
within a health
care
organization.
Analyzes gaps in
financial targets versus
YTD performance or goal
attainment for a
department within a
health care organization
and considers the impact
of environmental factors.
Propose a
leadership plan to
close identified
financial gaps for a
department within a
health care
organization.
Does not propose
a leadership plan
to close identified
financial gaps for

6. a department
within a health
care organization.
Proposes a leadership plan
to close identified financial
gaps for a department
within a health care
organization, but the plan is
missing key components.
Proposes a
leadership plan
to close identified
financial gaps for
a department
within a health
care
organization.
Proposes a detailed
leadership plan that is
supported with relevant
evidence to close
identified financial gaps
for a department within a
health care organization.
Analyze evidence-
based strategies of
effective team
leadership in a plan
to motivate team
members to achieve
departmental
financial targets

7. within a health care
organization.
Does not analyze
evidence-based
strategies of
effective team
leadership in a
plan to motivate
team members to
achieve
departmental
financial targets
within a health
care organization.
Analyzes evidence-based
strategies of effective team
leadership in a plan to
motivate team members to
achieve departmental
financial targets within a
health care organization,
but the strategies are not
supported with relevant
evidence that establishes
effectiveness.
Analyzes
evidence-based
strategies of
effective team
leadership in a
plan to motivate
team members to
achieve

8. departmental
financial targets
within a health
care
organization.
Analyzes evidence-based
strategies of effective
team leadership in a plan
to motivate team
members to achieve
departmental financial
targets within a health
care organization and
considers the impact of
leadership style on
strategy implementation.
Develop a
presentation that is
clear, concise, well
organized, and
appropriate for
internal
stakeholders.
Does not develop
a presentation
that is clear,
concise, well-
organized, and
appropriate for
internal
stakeholders.
Develops a presentation

9. that lacks clarity,
conciseness, organization,
and may or may not be
appropriate for internal
stakeholders.
Develops a
presentation that
is clear, concise,
well organized,
and appropriate
for internal
stakeholders.
Develops a presentation
that is clear, concise,
well-organized, and
appropriate for internal
stakeholders and
demonstrates an in-depth
understanding of health
care finance and team
leadership.
Assessment 3 Instructions: Financial Leadership
Create a 10-12-slide PowerPoint presentation that communicates
a leadership plan to address financial gaps within
your organization. Use Kaltura or another technology to narrate
and record a 10-15-minute audio presentation.
Note: You are strongly encouraged to complete the assessments
in this course in the order in which they are

10. presented.
To remain viable, health care organizations need leaders who
can meet financial targets by effectively leading their
teams. Whether you work for a nonprofit, for-profit, or
government facility, financial goals and targets will influence
your leadership priorities. These internal benchmarks, when
considered with respect to finite, available resources,
create leadership challenges for maintaining fiscal and clinical
balance. You may recall a quote from Irene Krause,
who started the idea of "No Margin, No Mission." So,
regardless of what your corporate structure might be, all
leaders must contribute towards the financial health and profit
margin of the organization.
Demonstration of Competency
By successfully completing this assessment, you will
demonstrate your proficiency in the following course
competencies and assessment criteria:
Competency 3: Analyze characteristics of effective team
leadership. (L5.4, L26.5, L1.4)
Analyze evidence-based strategies of effective team leadership
in a plan to motivate team members to
achieve departmental financial targets within a health care
organization.
Competency 4: Examine how financial forecasts guide
organizational leadership. (L8.4)
Identify financial targets, including performance indicators and
measurements, for a department within
a health care organization.
Analyze gaps in financial targets versus YTD performance or
goal attainment for a department within a
health care organization.

11. Propose a leadership plan to close identified financial gaps for a
department within a health care
organization.
Competency 5: Communicate in a manner that is scholarly,
professional, and consistent with expectations for
professionals in health care administration. (L6.1, L6.2, L6.3,
and L6.4)
Develop a presentation that is clear, concise, well organized,
and appropriate for internal stakeholders.
Preparation
Before you create and submit your deliverables, complete the
following:
1. Revisit the environmental analysis conducted in Assessment
1. If you did not conduct a PEST analysis in
Assessment 1, consider the possibility of conducting one now to
examine the larger industry context in which
your organization's financial forecast is developed.
You can use the PEST Analysis Template [DOC] to help guide
your analysis.
image of
Charlen
e Harkins
Charlene Harkins
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Kacie

12. Goblirsch
Kacie Goblirsch
Tutorials Support Log Out Elizabeth Foster
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2. Select and identify two financial targets for your department,
along with the performance indicators and
measurements. For example: x% compliance with coding, 90% +
rating for patient satisfaction scores (on a 1–
5 scale), 5% profit margin for service line Y, and so on.
3. Look for professional or scholarly journal articles on
characteristics of effective team leaders and strategies for
leading effective teams. You will need a minimum of five
articles to use as resources for this assessment.
Instructions
This assessment has two parts.
Part 1: PowerPoint Presentation.
Part 2: Audio Recording.
Read the requirements for each part carefully.

13. Part 1: PowerPoint Presentation
Create a PowerPoint presentation you could present to internal
executive stakeholders. The presentation needs to
briefly and succinctly communicate your leadership plan to
address financial gaps you have identified within your
department.
Organize your PowerPoint slides in a way that makes sense for
your organization. Be sure your slides include the
following elements:
An overview of the environmental analysis from Assessment 1,
with a financial focus.
The two identified financial targets for your department, along
with the performance indicators and
measurements.
A gap analysis of financial targets versus YTD performance or
goal attainment. Include your observations,
trends, and insights.
An evidence-based leadership plan to address the identified
gaps.
Analyze the organizational culture and strategic direction, along
with strategies for leading your
departmental team that consider your strengths and are
supported by credible professional resources.
You may include team incentives such as profit sharing, or
other benefits (tuition reimbursement,
seminars, software, HFMA memberships, and other incentives)
to motivate your team.
Include your leadership style, the method that you use or will
use with your team, and inclusion of
evidence-based leadership approaches.
You may choose to organize your slides in the following

14. fashion:
Cover slide: Topic, course, your name, name of the organization
this would be for, and date.
Objective: Example – "Leadership plan to support goal
attainment of organizational targets." Customize to
fit your needs.
Environmental Analysis (1–3 slides): SWOT analysis from
Assessment 1 synthesized down to 3–5 bullet
points with salient, high-impact, relevant points. You may also
wish to conduct a PEST analysis to help inform
your development of points.
You may wish to make use of the PEST Analysis Template, if
you wish.
Related Scoring Scoring Guide Criteria:
Identify financial targets, including performance indicators and
measurements, for a
department within a health care organization.
Organizational Directive: Your two identified financial targets,
along with performance indicators and
measures.
Related Scoring Guide Criteria:
Identify financial targets, including performance indicators and
measurements, for a department
within a health care organization.
Gap Analysis: Actual versus target variance, followed by your
observations and insights (3–4 bullet points).
Related Scoring Guide Criteria:

15. Analyze gaps in financial targets versus YTD performance or
goal attainment for a department
within a health care organization.
Leadership Plan (2–4 slides): 2–4 evidence-based
recommendations, including your strategies for leading
your team; your leadership approach; and methods, metrics,
insights, and observations.
Related Scoring Guide Criteria:
Propose a leadership plan to close identified financial gaps for a
department within a health care
organization.
Analyze evidence-based strategies of effective team leadership
in a plan to motivate team
members to achieve departmental financial targets within a
health care organization.
References: Include authoritative sources only. Use numbered
footnotes in your slides. Follow APA format for
references.
Related Scoring Guide Criteria:
Develop a presentation that is clear, concise, well-organized,
and appropriate for internal
stakeholders.
Other: You may certainly choose to add graphics and special
effects, but these additions will not impact your
evaluation either positively or negatively.
Part 2: Audio Recording
Related Scoring Guide Criteria:
Develop a presentation that is clear, concise, well-organized,

16. and appropriate for internal stakeholders.
Use Kaltura or another technology to record a narrated
presentation of the main points. Before you begin recording,
you may find it beneficial to write a script or detailed outline
that you can refer to as you record. Keep in mind that
you will typically have no more than 10 minutes to present your
PowerPoint and answer questions. The presentation
you record should not be longer than 10–15 minutes.
Consult Using Kaltura [PDF] for help and more information if
needed.
Include the notes or script of your audio recording. You may
choose to include this in the form of the completed
Notes section of the PowerPoint presentation slides, as a script
you may have used when you created your
recording, or in the form of a detailed outline. This will serve to
clarify any insufficient or unclear audio, or if you
cannot complete the audio recording. Note: If your notes or
script are not included in the PowerPoint presentation,
please include them in a separate document along with the other
presentation elements.
Additional Requirements
Structure: Include a title slide and reference slide.
Length (Part 1): 10–12 slides.
Duration of audio recording (Part 2): 10–15 minutes.
References: At least five current scholarly or professional
resources.
Format: APA format for references and citations only.
Font: Use a font that is consistent with the expectations of your
organization, for example, Times New
Roman, Arial, or Calibri.

17. SCORING GUIDE
Use the scoring guide to understand how your assessment will
be evaluated.
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FPX5012/180700/Scoring_Guides/u03a1_scoring_guide.html