This document provides a critique of an artwork by describing its formal elements, principles of art, craftsmanship, historical precedence, and interpretation. It describes what is depicted in the work, analyzes its use of line, shape, form, value, texture, space, and color based on principles of art like balance and movement. It discusses whether the work recalls previous styles and how it was intended to communicate messages and elicit emotions from its audience.

1. CRITIQUE SHEET
DESCRIPTION
Artist/ Title /Medium
What is depicted in this work? What is the story? Who is it?
Where is it? Describe it.
ANALYSIS
Discuss the Formal elements:
line, shape, form, value, texture, space, color.
Discuss the principles of art:
balance, emphasis, harmony, variety, gradation, movement,
rhythm, proportion, space.
CRAFTSMANSHIP
HISTORICAL PRECEDENCE
Does this piece recall a previous work?
Does it reflect or reject a traditional treatment of the subject?
Does it contain elements typical of a previous artistic
period/style?
INTERPRETATION
What does this work mean to the intended audience?
For whom was this work made? Why was this work made? What
is the artist trying to communicate?
What signs/symbols does the artist employ to communicate this
message?
What feelings or emotions does this work elicit? How is this
achieved?
Running head: SCOPE, BUDGET, RISK MANAGEMENT,

2. AND TEAM BUILDING
SCOPE, BUDGET, RISK MANAGEMENT, AND TEAM
BUILDING 7
Scope, Budget, Risk Management, and Team Building:
Interview
Name
University
Project Management: Healthcare Information Technology
October 13, 2016
Scope, Budget, Risk Management, and Team Building:
Interview
Healthcare projects are usually difficult to complete
successfully, and as a result requires intensive planning and
application of the various project management processes. The
purpose of this paper involves describing the interview’s
context, the role of the interviewee in the organization structure
as well as for the project management. More so, its purposes to

3. synthesize various insights regarding project scope, budget
analysis, risk management as well as team building of the
interviewee’s organization. Comparison of the synthesized ideas
in the interview and that of the project management literature.
Finally, the paper will explain how the insights regarding the
aspects of the project management shall impact the ability of
successfully managing HIT (Healthcare Information
Technology) projects.
Description of the Interview Context
The interview involved Scott Radner in the premises of the
MEDITECH, in Maryland. The interview was face-to-face and
was much interactive. Concerning the requirement of the
project, Scott Radner became the best suitable candidate to help
in getting vast information regarding the scope, risk
management, budget, and team building. The reason for
selecting this particular individual is because he is known to
have managed several projects based on the health technology.
He works in MEDITECH, as the Vice President relating to
Advanced Technology. MEDITECH is the healthcare technology
industry that redefined the functionality of the EHR (Electronic
Health Record with a fully web-based system for mobile EHR.
Scott Radner as the Vice President managed the start,
completion and implementation of the project.
The unique mission of the project was enabling nurses and
doctors to offer high-quality care with improved efficiency and
at low cost. Scott Radner as the overseer of MEDITECH’s
adoption of the new technology relating to the products
supporting the organization’s sprouting technical infrastructure
has the expertise in project management. He has strong, and
able, innovative ideas, analytical skills, and technology
expertise hence the reasons for selecting him for the interview.
As an experienced project manager, Scott knows the risks
associated with projects and dealing with budget constraints
while ensuring project’s completion. Since he joined
MEDITECH back in 1993, Scott’s tech-savvy experience
flagged the way for several accomplishments like the formation

4. of advanced technology group for MEDITECH. For these
reasons, the individual meets the requirements.
Description of the Interviewee Roles and Functions in Project
Management and Organizational Structure
Scott Radner has several roles as well as functions regarding
project management, and organizational structure. Within the
MEDITECH organization, Scott has functions like analyzing the
technological trends, leading the innovation team upgrading the
healthcare systems and enhancing interactive system technology
among others. Regarding project management, the individual
becomes responsible for the development of the project’s
definition. He ensures timely delivery of the project, within the
budget, and according to the specified quality standards. Scott
also makes sure the project becomes adequately resourced while
managing relationships with a broad group's range including all
the project contributors. He also leads the consultant's work like
allocation and utilization of resources in a manner that is
efficient.
More so, he maintains a motivated, cooperative, and successful
team within the organization. Relating to functions, the
individual manages while leading the team of the project,
recruits project staff as well as consultants. He oversees
coordination regarding the working groups and partners engaged
in the project tasks. He is responsible for developing a detailed
plan and controlling of the project, monitoring the progress and
performance of the project, and provision of status reports to
the executive. Within the organization, Scott also configures the
EHR system to suit any future needs that serve to improve the
quality of services. He identifies any user training requirements
while devising and managing the programs for user training.
Hence, he works to ensure user acceptance where the customers
feel satisfied with the system on implementation (Coplan &
Masuda, 2011).
Synthesizing Insights on How Project Scope, Budget, Risk
Management, and Team Building are Addressed in The
Interviewee’s Organization.

5. The project scope involves the determination and documentation
of a list containing particular objectives, deliverables,
functions, features, untimely costs, and deadlines. From the
interview, the organization ensures that the project manager
limits the project scope. It is done by defining both general
objectives followed by specific goals, determining functional,
and non-functional requirements, and realistic time intervals of
particular deliverables. There is a specific target to be met at
every phase of the project to ensure success. Undue pressure is
never given a chance in project development since it may end
up with unmet requirements. Therefore, only the specified
requirements are given priority during the development phases
(Project Management Institute, 2013).
Regarding budget, costs are managed by allocating cost by
priority basis where the important tasks are given higher share
than the less priority. When resources are scarce in the
development of the project, there are several mechanisms used
in ensuring the project proceeds as desired. There can be
delaying of tasks, resource substitution, and finding the
resource with the available time done by filtering a given list of
business resources by both skills and availability.
The organization of the interviewee is also involved in risk
management plans during the development of the project. It uses
five ways to manage risks including accepting, avoiding,
transferring, mitigating, and exploiting the risk (Coplan &
Masuda, 2011). Mitigating involves limiting the risk impact
after identifying the potentiality of it. Potential hazards are
identifiable from expertise (people) or paper (documents with
similar projects). Team building is paramount in the project
development within the organization (Kendrick, 2009).
According to the interviewee, team building involves the
process of constructing while developing shared objectives,
trust, interdependence, accountability, and commitment among
team members. The team members are obtained from the
employees of the organization, drawn from all the departments.
The project manager outlines the project plan to the team

6. including the scope and deliverables. To facilitate the success
of the project, the interviewee actively participates at every
phase of the project so as to reallocate resources in case of
deficiency. As a project manager, any team problem is
addressed by proper consultation with the team of expertise in
delivering a decision that never compromises the project goal.
A team member who never meets expectations is eliminated
early enough to avoid incomplete deliverables and over
budgeting. However, the motivation of team members is
fundamental in the organization. For instance, bonuses are
provided to those members who complete a particular phase
with expected results and in time.
Comparing the Insights from Interview with Information from
Project Management Literature
Project scope from the literature deals with detailing project
goals, functions, deadlines, tasks, and costs while according to
the insights the scope defines what the project is expected to do
(Coplan & Masuda, 2011). Regarding budget, the literature for
project management describes it as a detailed evaluation of all
the necessary costs in completing the tasks of the project
(Project Management Institute, 2013). From the interview, the
budget covers both the allocation/reallocation of resources and
cost per every task. Relating to risk management, the literature
describes it as the control of the uncertain condition occurring
within the project development and can have either positive or
adverse impact on the objectives of the project. From the
interview, risk management mostly deals with mitigating the
potential unforeseen events by avoiding particular task from
happening based on prior experience of the related project.
Team building involves bringing people together to include in a
collective goal while according to the interview it means it
includes people committing to work together to realize the
success of a project (Langley & Hoffman, 2012).
Explaining the Insights Impact in Successfully Managing HIT
Projects
The insights obtained from the various aspects of the project

7. management will positively impact the ability to manage the
HIT (Healthcare Information Technology) projects successfully.
There will be an accurately outlined plan that defines every
stage and tasks involved hence avoiding any form of omission.
It will boost the quality of results hence saving on time and cost
that would be involved to make adjustments. Proper planning of
the project will ensure timely completion while meeting the
highest expectations of the project requirements. The idea of
risk management will guarantee the success of the project by
the fact that only the tasks that have the least or no signs of
potential hazards are incorporated within the project timelines.
It helps in eliminating risks at early stages hence improving the
quality of end results. Insight regarding team building will
assist in ensuring the team members who perfectly beat the
deadline, and provide the best quality deliverables get the
bonuses. It will motivate then hence very few, or no member
becomes lazy during the development of the HIT projects
(Dearstyne, 2012).
Summary
It is evident that any successful project calls for team building,
defined project scope, appropriate budget, and well-planned risk
management. The project should be time sensitive, and utilizing
resources available to ensure no shortages realized all through
the project. The project manager should overly monitor every
stage of the project to analyze progress that counts to the final
product of the project.

8. References
Coplan, S., & Masuda, D. (2011). Project management for
healthcare information technology. New York, NY: McGraw-
Hill.
Dearstyne, B. W. (2012). Smoothing the turbulences: Project
management strategies for the changing workplaces.
Information Management Journal, 46(2), 28–33.
Https://ehr.meditech.com/about-meditech/about-meditech
Kendrick, T. (2009). Identifying & managing project risks:
Essential tools for failure-proofing your project (2nd ed.,
Library version). New York, NY: AMACOM.
Langley, M., & Hoffman, E. (2012, June 6). How risk reduction
is (and is not) rocket science [Blog post].
Retrieved
fromhttp://blogs.hbr.org/cs/2012/06/when_risk_reduction_is_ro
cket.html.
Project Management Institute. (2013). A guide to the projects
management body of knowledge (PMBOK Guides) (5th Ed.).
Newtown Square, PA: Author.
Running head: HIT PROJECT MANAGEMENT 1
HIT PROJECT MANAGEMENT 7

9. Managing Projects
Name
University
Project Management: Healthcare Information Technology
October 2, 2016
Managing Projects
The Agency for Healthcare Research and Quality (AHRQ)
launched a health information technology initiative to help
improve the quality of health care provided in the American
healthcare facilities. This initiative has three main goals; to
improve healthcare decision making, support patient-centered
care, and improve the quality and safety of medication
management (Baine, 2012). AHRQ has facilitated and even
sponsored several projects in various healthcare organizations,
both rural and urban, to ensure that health information
technology (HIT) catches to improve the American health care
provision. The purpose of the paper is explaining three
organizations with published HIT (Healthcare Information
Technology) project. There are descriptions of the three
agencies and associated rationale for the selection of the
appropriate healthcare. There are various perspectives regarding
the use of the project goals including stakeholder's involvement,
scheduling, costs, and project charters based on the
implementation of the health care organization. There is also a
comparison of the insights relating to the project goals within
the articles, and project administration. The other aim involves
how to manage the projects regarding HIT successfully.
The criteria used to pick these organizations was successfully
implemented HIT projects in healthcare organizations.
Description of the Selected Health Care Organizations with HIT
Projects
Medicaid and Medicare, the leading healthcare insurance
providers in America, implemented the Medicare Prospective
Payment system to help make the issue of making payments in
hospitals much easier (Mohamoud, Byrne & Samarth, 2009).

10. The successful implementation of this project has led to
decreased lengths-of-stay in hospitals while waiting for
payments to be completed. It has also made it easy for patients
to update their information on the health insurance provider’s
systems, facilitating their access to health care.
The East Huron Hospital, based in Ohio, implemented the
computerized physician order entry (CPOE) project to reduce
the number of adverse drug events (AHRQ, n.d). The main
objective of this project was to enhance patient safety by
improving the five rights of medication administration; right
dose, right medication, right time, right route, and right patient.
The project took a while to implement fully, but once that was
done, medical errors reduced significantly.
The Federal Maternal and Child Health Bureau initiated a
project to cater for the needs of children and youths with special
healthcare needs (CYSHCN). The project was based in North
Carolina. The North Carolina Innovative Approaches (IA)
initiative works to provide CYSHCN with better access to
coordinated health care (RHIhub, 2016). The IA has since been
introduced in 19 other counties and has proven quite effective
in improving healthcare provision to children and youths with
special healthcare needs.
Perspectives on the Use Formal Project Management in Health
Care Organizations in Reference to HIT Projects
The potential for HIT to improve the safety, quality, and
efficiency in the delivery of healthcare services was recognized
since the 1960s. At that time, healthcare delivery systems were
not designed to prevent medical errors that could be avoided.
However, since then, healthcare facilities have been working to
improve their processes in the delivery of healthcare services
(Schifalacqua, Costello & Denman, 2009). Information
technology has, therefore, been a great addition to this effort.
With HIT, it is possible to easily enter data into a system,
analyze and store it safely, and access it easily when needed to
make decisions. It is also easier to keep track of medication or
treatment plan for an individual patient. All these factors have

11. contributed to the better management of health records, and in
turn, healthcare facilities can provide quality and safe care,
with minimal chances for medical errors (Schifalacqua, et al.,
2009).
HIT Project Goals and Project Administration
Each of the projects by the organizations listed above has a set
of unique goals, but the common goal for all is to improve
healthcare provision. For these goals to be achieved, the
organizations have had to work with the backing of Acts, laws,
and policies. As a matter of fact, most of these projects were
initiated after a policy had been established or following a
medical Act. This means that there has to be proper project
administration, which is done in accordance to signed charters.
There is also the element of accountability where the
responsible healthcare facilities have to account for all
expenses, activities, and outcomes of projects to stakeholders
involved. The project administration or management is done as
per the signed charters, or the requirements of entities managing
the projects. The project charters for the organization provide
the mandate of performance and related expectations that bring
together the diversified goals of the stakeholders (Merrell,
2012).
In the real essence, there is a defined way of project
administration, which is slightly different from how the
organizations listed above did it. Having identified the goals of
a project, the next step is to start working out the plan of the
project (Biafore, 2010). This is where project management
comes in. There are a some project administration of
management areas that need to be addressed to guarantee the
success of a project. One is scope management, where the scope
of a project is defined, written down, and approved (Biafore,
2010). Next is project schedule management, where schedules
for working out all activities of the project are set. Cost
management is another crucial area where a budget for the
whole project is set and costs estimated. In quality management,
metrics that will be used to evaluate the project are constituted

12. (Biafore, 2010). For human resources management, the project
management works with other stakeholders to pick the right to
team to see the project to completion.
Communication is key in any management activity.
Communication management is important because it is the only
way that all stakeholders are kept to terms with the unfolding of
events in the project (Project Management Institute, 2013).
There, however, needs to be a plan showing what kind of
information should be given, and to whom it should or should
not be given (Biafore, 2010). This is needed to enhance data
security. There is also the area of risk management, where
possible risks are identified, and a viable response constituted.
In the procurement management area, all formal processes of
procurement are documented. Other critical areas that are
addressed in project management are integration management
and stakeholder management (Project Management Institute,
2013).
Comparing the Insights
Project administration involves the steps of getting the
outcomes of the project. It is creating, observing while
measuring the success metrics that define the project’s health.
The project goals are for realizing improved quality of health
care. The metrics insights tend to alert the symptoms associated
with the project that helps in driving mechanisms aimed at
eliminating the bottlenecks affecting the achievement of the
project goals. Some of the challenges would be lateness of the
individuals or employees. There are various elements related to
the project goal as compared to the administration. Some
include research, information databases, and spreadsheets
maintenance including overseeing of the budget. There is also a
delegation of tasks, like safety and health regulations as well as
the hiring of contract staff during the development of systems
aimed at coordinating project activities.
Aspects of Project Management and How they Impact the
Ability to Manage HIT Projects
A project manager is likely to encounter all the mentioned areas

13. of project management. There is no specified order in which
they should be managed, but it is important for the project
manager to apply appropriate knowledge and processes to suit
what is presently happening in due course of a project
execution. Understanding what each aspect of project
administration calls for is the key thing (Project Management
Institute, 2013). This is what determines the success or the
failure of the whole project. Again, having the right personnel
to execute the project is also critical to the success of a HIT
project (Project Management Institute, 2013).
Conclusion
It is clear that the task of implementing a HIT project is quite
challenging, as it presents some challenges. To deal with such
challenges, it is imminent to have strong and skilled leadership,
a well-set out approach, and good relationships with the
stakeholders involved. Again, the use of strong technical
support programs is inevitable in the management of HIT
projects.
References
AHRQ. (n.d). CCHS-East Huron Hospital CPOE Project (Ohio).
Agency for Healthcare Research and Quality. Retrieved from
https://healthit.ahrq.gov/ahrq-funded-projects/cchs-east-huron-

14. hospital-cpoe-project
Baine, W. B. (2012). The Agency for Healthcare Research and
Quality. Italian Journal of Public Health, 3(3-4).
DOI: http://dx.doi.org/10.2427/5924
Biafore, B. (2010). Microsoft Project 2010: The missing
manual. Sebastopol, CA: O’Reilly.
Mohamoud, S., Byrne, C., & Samarth, A. (2009).
Implementation of health information technology in long-term
care settings: Findings from the AHRQ health IT portfolio.
Agency for Healthcare Research and Quality Publication No 08-
0087-EF, Rockville MD, AHRQ. Retrieved from
https://healthit.ahrq.gov/sites/default/files/docs/page/08-0087-
EF.pdf
Merrell, P., & Watson, T. (2012). Effective change
management: The simple truth. Management Services, 56(2),
20-23.
Project Management Institute. (2013). A guide to the projects
management body of knowledge (PMBOK guide) (5th Ed.).
Newtown Square, PA: Author
RHIhub. (2016). North Carolina Innovative Approaches
Initiative. Rural Health Information Hub. Retrieved from
https://www.ruralhealthinfo.org/community-health/project-
examples/907
Schifalacqua, M., Costello, C., & Denman, W. (2009). Roadmap
for planned change, part 1: change leadership and project
management. Nurse Leader,7(2), 26-52. doi:
http://dx.doi.org/10.1016/j.mnl.2009.01.003
Your name:
CRITIQUE SHEET
DESCRIPTION
Artist/ Title /Medium
ANALYSIS
Discuss the Formal elements:
Discuss the principles of art:

15. CRAFTSMANSHIP
HISTORICAL PRECEDENCE
INTERPRETATION