1
Doctoral Project Charter Proposal Checklist
Instructions: Faculty and Secondary Reviewers will use this checklist to review the charter for your doctoral project. Items checked indicate
the criterion was met. Items NOT checked are either missing or incomplete.
Review the Feedback and incorporate the feedback when revising the Project Charter Proposal. Failure to incorporate feedback may result in
deferral of the proposal. Prior to submitting to IRB, please provide a copy the approved Project Charter and Checklist to the 9902 faculty for
signature
.
Learner Name: EMPID
Primary Faculty: Secondary Reviewer
Date: Iteration: 1 Decision: Approved
NURS9902 Faculty Attestation: I have reviewed the Project Charter for the above named learner and can attest the charter was
approved by two separate reviewers and has not been modified. (9902 Faculty Name)
Part 1
General Project Information: Clearly describes the people who will be involved in and affected by a project. Description
includes multiple specifics and details that further characterize participants and narrow the focus
Project Name
2
Named the project.
Acronym to identify the project.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Executive Sponsors
List key supporters using initials.
Describes why they were chosen (such as fiscal or political support, useful skills such as marketing ability).
Feedback:
Iteration 1
Iteration 2
Iteration 3
Departmental Sponsors
List departmental sponsors.
Identifies sponsors departmental roles and why they were chosen to support this project.
Feedback:
Iteration 1
Iteration 2
Iteration 3
3
Project Aim
Describes the project’s overarching aim.
Include the goals you intend to accomplish impact on systems
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Focus
Describes the specific intervention that will be used to achieve the project aim
Intervention is evidence based and appropriate evidence is provided and cited appropriately
Intervention meets the scope and rigor for a doctoral level project
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Team
Project
Manager
Describes the relevant skills and experience that qualify the person to lead the initiative.
Describes the project managers primary organizational role
Describes the project managers unique contributions to the project
4
Feedback:
Iteration 1
Iteration 2
Iteration 3
Team
Members
Describes each team member’s primary role in the organization as well as skills or qualifications that could
contribute to the project’s success.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Stakeholders
Lists titles, categories, or initials of those who will be aff ...
PJM6125 Project Evaluation:
Stakeholder Analysis & Evaluation Goal Matrix
Overview and Rationale
For this assignment, you will establish some evaluation goals for your project based on the
method and lens covered in this week’s lecture.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO1: Identify and analyze stakeholders associated with performance evaluation.
LO2: Design an evaluation goals matrix incorporating the differences between impact, efficiency,
and effectiveness
LO6: Compare change management procedures needed to respond to the results of both tactical
and non-tactical performance evaluation
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative measures
Essential Components & Instructions
This assignment is completed in two parts. First, using your chosen project that you
submitted as part of Lesson 1, complete the following items:
Stakeholder Register / Analysis:
Create a stakeholder register / analysis that includes the following minimum
columns:
o Stakeholder
o Stakeholder Position / Role
o Type of Stakeholder (internal or external)
o Stakeholder expectation (high level needs or expectations of project)
o Stakeholder interest (high / medium / low)
o Stakeholder influence level (high / medium / low)
o Stakeholder view of project (supportive / neutral / opposed)
o Stakeholder Management strategy (approach to engaging stakeholder to
support success of project)
Once you create the register, create entries for a minimum of 12 - 15 project
stakeholders, performing a full analysis for each of them.
Part 2: Evaluation Goals Matrix:
After completing the stakeholder register, you will create an evaluation goals matrix, as
illustrated in Lesson 2, with an additional column entitled stakeholder. Once you have
designed the evaluation goal matrix, you will need to list at least four evaluation goals for
each category: efficiency, effectiveness, and impact, which will result in a total of 12 metrics
/ goals.
You will be assess on the clarity of the metrics, the concreteness of the measures (Example:
increased performance by 12 percent (concrete) vs. increase performance (not concrete, as
no specific measurement of increase)), and how well the metric will measure the success of
project relative to the overview of the project you provided as a case study.
Format
Below are some key guidelines you will want to ensure you follow in all three elements of
this assignment. Think of this short list as a quality control checklist, along with the
attached grading rubric.
Part 1 and Part 2 (stakeholder analysis and evaluation matrix) should be submitted
as a single file (MsWord or .pdf)
You should include a cover page
You should include a brief summary of your chosen project.
You should format the documents professionally
The tables should be readable.
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
PJM6125 Project Evaluation:
Stakeholder Analysis & Evaluation Goal Matrix
Overview and Rationale
For this assignment, you will establish some evaluation goals for your project based on the
method and lens covered in this week’s lecture.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO1: Identify and analyze stakeholders associated with performance evaluation.
LO2: Design an evaluation goals matrix incorporating the differences between impact, efficiency,
and effectiveness
LO6: Compare change management procedures needed to respond to the results of both tactical
and non-tactical performance evaluation
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative measures
Essential Components & Instructions
This assignment is completed in two parts. First, using your chosen project that you
submitted as part of Lesson 1, complete the following items:
Stakeholder Register / Analysis:
Create a stakeholder register / analysis that includes the following minimum
columns:
o Stakeholder
o Stakeholder Position / Role
o Type of Stakeholder (internal or external)
o Stakeholder expectation (high level needs or expectations of project)
o Stakeholder interest (high / medium / low)
o Stakeholder influence level (high / medium / low)
o Stakeholder view of project (supportive / neutral / opposed)
o Stakeholder Management strategy (approach to engaging stakeholder to
support success of project)
Once you create the register, create entries for a minimum of 12 - 15 project
stakeholders, performing a full analysis for each of them.
Part 2: Evaluation Goals Matrix:
After completing the stakeholder register, you will create an evaluation goals matrix, as
illustrated in Lesson 2, with an additional column entitled stakeholder. Once you have
designed the evaluation goal matrix, you will need to list at least four evaluation goals for
each category: efficiency, effectiveness, and impact, which will result in a total of 12 metrics
/ goals.
You will be assess on the clarity of the metrics, the concreteness of the measures (Example:
increased performance by 12 percent (concrete) vs. increase performance (not concrete, as
no specific measurement of increase)), and how well the metric will measure the success of
project relative to the overview of the project you provided as a case study.
Format
Below are some key guidelines you will want to ensure you follow in all three elements of
this assignment. Think of this short list as a quality control checklist, along with the
attached grading rubric.
Part 1 and Part 2 (stakeholder analysis and evaluation matrix) should be submitted
as a single file (MsWord or .pdf)
You should include a cover page
You should include a brief summary of your chosen project.
You should format the documents professionally
The tables should be readable.
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
SOCW 6311 WK 6 responses Respond to at least two colleagues .docxsamuel699872
SOCW 6311 WK 6 responses
Respond to at least two colleagues each one has to be answered separately name first then response
Bottom of Form
Respond
to
at least two
colleagues by doing all of the following:
Identify the stage or stages of the program to which your colleague’s selected question relates.
Suggest an additional question or concern that stakeholders may have about program evaluation.
Recommend an alternative model for the evaluation.
Instructor wants lay out like this:
Respond to at least two colleagues ( 2 peers posts are provided) by doing all of the following:
Identify strengths of your colleagues’ analyses and areas in which the analyses could be improved.
Your response
Address his or her evaluation of the efficacy and applicability of the evidence-based practice,
Your response
[Evaluate] his or her identification of factors that could support or hinder the implementation of the evidence-based practice,
Your response
And [evaluate] his or her solution for mitigating those factors.
Your response
Offer additional insight to your colleagues by either identifying additional factors that may support or limit implementation of the evidence-based practice or an alternative solution for mitigating one of the limitations that your colleagues identified.
Your response
References
Your response
PEER 1
Elektra Smith
Top of Form
Post a brief summary of the program that you selected. Recommend a program evaluation model that would answer a question relevant to the program.
I chose a victim advocate program that provides crisis intervention for sexual assault victims. “The Victim Advocate provides emotional support to primary victims and secondary victims during the examination at the hospital or during an interview with the police. Applicant must be able to respond to victim/family in a non-judgmental and unbiased manner. The requirement is to work a minimum 2 shifts per month (
https://visitthecenter.org/volunteer
, 2018).” I chose the program monitoring to answer the question about clients being satisfied with this service program.
Explain the potential benefits of the program evaluation that you proposed (both process and outcome).
The process benefits of monitoring the program helps with determining the strengths and weaknesses of the service program that is being implemented. It helps to discover ways to improve program services for the most effective outcomes. Additionally, monitoring the program presents accountability to ensure effectiveness and integrity of the program. “Program monitoring typically uses many different types of data-collection strategies, such as questionnaires given out to clients or staff members, individual and group interviewing of staff and clients, observations of pro-grams and specific interactions between staff members and clients, reviews of existing documents such as client files and personnel documents, and consulting experts (Dudley, 2014) (p.73).”
Identify 2–3 concern.
Long-Term and Organizational Success of ImplementationAdopting.docxgauthierleppington
Long-Term and Organizational Success of Implementation
Adopting a workflow change requires consideration of many organization wide factors that span a much larger timescale and scope than the initial stages of implementation. The long-term success of a workflow redesign project depends not only on providing up-front support and training for end users but also on how well the project is maintained throughout its lifespan. Possible factors that influence the long-term, widespread effectiveness of a project include:
An organization’s culture, mission, vision, and values
End-user suggestions and feedback for improving the system
System glitches or bugs that were not identified in the design and implementation stages
Organizational restructuring or procedural changes that impact the basic functionality of the system
The rise of incorrect uses of the system or lack of end user accountability for correct system usage
New governmental or organizational requirements that have implications for the system
The emergence of innovations and new technologies that render the system obsolete
In this Discussion, you focus on how these possibilities affect the long-term and organizational success of a project.
To prepare
Review this week’s Learning Resources for insights on the long-term, widespread success of health care informatics projects.
Consider how an organization can maintain a workflow’s efficiency and effectiveness once a change is implemented.
Examine the long-term and organizational factors and issues mentioned above. How do these factors impact the enduring, widespread success of a project in the health care setting?
What strategies could be used to address or accommodate these factors and issues? For example, help-desk support, regular training modules.
With this information in mind:
Post
by tomorrow 11/01/16 a minimum of 550 words essays with a minimum of 3 scholarly references from the list below addressing the level one headings as numbered below:
1) An explanation of how organizational considerations can affect the long-term success of a project implemented to improve workflow.
2) Select 2–3 specific factors or issues and explain how they might impact the successful long-term implementation of a project.
3) Identify at least one strategy for addressing each factor or issue you selected. Justify your response.
Required Readings
Dennis, A., Wixom, B. H., & Roth, R. M. (2015).
Systems analysis and design
(6th ed.). Hoboken, NJ: Wiley
.
Review Chapter 13, “Transition to the New System” (pp. 400–424)
Gruber, D., Cummings, G. G., Leblanc, L., & Smith, D. L. (2009). Factors influencing outcomes of clinical information systems implementation: A systematic review.
Computers, Informatics, Nursing, 27
(3), 151–163.
Retrieved from the Walden Library databases.
In this article, the authors highlight findings from systematic review of the literature concerning the implementation of HIT. They concluded that no one approach wa.
Final Project Guidelines The Final Project for this course.docxtjane3
Final Project Guidelines
The Final Project for this course is a written grant proposal comprised of Assignments from Modules 2 and 3. The completed Final Project—the Grant Proposal Submission, is due by the end of Module 6.
The Grant Proposal Submission
The Grant Proposal Submission consists of three parts:
Part 1: Need Statement, Goals, and Objectives
Part 2: Methodology and Evaluation Plans
Part 3: Budget, Budget Narrative, and Sustainability Plan
The Final Project consists of the following components:
· Title Page
· Part 1: Need Statement, Goals, and Objectives
· Part 2: Methodology and Evaluation Plans
· Part 3: Budget, Budget Narrative, Sustainability Plan
· Reference Page
Part 1: Need Statement, Goals, and Objectives (3–4 pages excluding APA references)
· Need Statement
· Establishes the specific problem the proposal will address
· Substantiates the need for addressing this problem by presenting proof of need
· If proof of need requires information that would still need to be accomplished, such as a survey or focus group, the need statement provides a full explanation how this proof would be gathered and what it would address
· Reflects current literature
· Reflects funder interests
· Reflects best practices for grant writing
· Goals
· Align to the need statement
· Clarify what will be accomplished at the completion of the project or at a specific point
· Objectives
· Align to the project goals
· Are specific
· Are measureable
Part 2: Methodology and Evaluation Plans (3–4 pages excluding APA references)
The Methodology clarifies how objectives will be achieved and what activities will lead to that achievement. The Evaluation Plan provides a specific plan for determining how results will be appraised.
· The Methodology
Includes:
· Program description
· Research design
· Human subjects (sample)
· Study validity and reliability
· Assumptions and limitations
· Time line
· Analysis (and/or see Evaluation below)
· Non-personnel resources
· Facilities, supplies, technology, etc.
· Any non-personnel resources that will appear in the proposal budget should be described
· Personnel resources
· Who will be assigned or hired?
· Management plan (Work plan)
· Who will be responsible for which activities
· What is the timeline associated with activities (first quarter, second quarter, third quarter, fourth quarter, ongoing)?
· How will the project be managed?
· The Evaluation Plan
Includes:
· Description of the specific criteria that will measure the success of the project
· Explanation of data that will be collected
· Verify if your grant application will require an institutional review board (IRB) approval.
· Explanation of the data collection plans at the beginning, mid-program, and final evaluation
· Evaluation instruments that will be used and an explanation of why these instruments were selected
· Plans for writing the periodic reports to keep the funder updated
Part 3: Budget, Budget Narrative, and Sustainability Plan (3–.
Hello Everyone,
I would like to share the project management presentation.this presentation helps for healthcare students or anyone who is interested in project management.
Evaluation is a systematic process to understand what a program does and how well the program does it. Evaluation results can be used to maintain or improve program quality and to ensure that future planning can be more evidence-based.
in this topic i cover SWOT analysis, mile stone , Gantt chart, PERT, CPM, Bennett's hierarchy evaluation , logical framework approach
Long term careAssignment 1. Challenges in Long-Term Care.docxgauthierleppington
Long term care
Assignment 1.
Challenges in Long-Term Care
Your instructor will assign you a research article relating to the current challenges in the long-term care continuum and their impact on the current long-term care industry. Read the assigned research paper and research the South University Online Library and the Internet to learn more about the topic. After you have completed your review, create a 1- to 2-page synopsis in a Microsoft Word document addressing the main challenges discussed in the paper. Be sure to incorporate the following:
Introduction and background of the research paper
Stakeholders interested in the study
Challenges in the long-term care continuum
Impact of the challenges on the long-term care system (specifically on staffing, funding, and regulation)
Recommendations to address the challenges
Support your responses with examples.
Cite any sources in APA format.
Submission Details
Assignment 2 Grading Criteria
Maximum Points
Provided introduction and background of the research paper.
10
Identified stakeholders interested in the study.
5
Analyzed the challenges in the long-term care continuum.
10
Described the impact of the challenges on the long-term care system.
10
Recommended solutions to address the challenges.
10
Used correct spelling, grammar, and professional vocabulary. Cited all sources using APA format.
5
Total:
50
Assignment 2.
Course Project: Long-Term Care Facilities I
Choose two long-term care facilities—one from nursing facilities, assisted living, or subacute care and another from adult day care, home health care, or hospice care—on which you would want to base your research work. Research the South University Online Library and the Internet to read about your chosen long-term care facilities.
Assume you are responsible for the management and administration of the two facilities. You have to orient the newly appointed manager by providing an overview on managing long-term care. You also need to discuss the programs of the two facilities. From this perspective and based on your research about the facilities, prepare a Microsoft PowerPoint presentation of 10
–
15 slides including the following:
What are the various multidisciplinary departments (teams) included in your facilities?
Who comprise the target population being served by the various programs provided by your chosen facilities?
What are the major staffing and human resource issues faced by your chosen facilities?
What are the significant trends in long-term care likely to impact the operation of the various programs provided by your chosen facilities, and what is your plan of action to overcome them?
What are the various forms of cooperation and integration existing in your chosen facilities? Discuss the nature of management, financing, and quality issues related to integration and cooperation in the facilities?
Support your responses with examples.
Use the Notes section of the slides to provide additional information.
Cite.
Human Resource PlanProject NameTable of Contents2Introdu.docxwellesleyterresa
Human Resource Plan
<Project Name>
Table of Contents
2Introduction
2Roles and Responsibilities
3Project Organizational Charts
4Staffing Management
Introduction
This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
· Role – description of the portion of the project for which the member is accountable
· Authority – the level at which the member may make decisions, apply project resources, or make approvals
· Responsibility – the work a team member must perform to complete assigned work activities
· Competency – the skill(s) required to complete assigned project activities
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.Project Organizational Charts
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
The following RACI chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project manager. Changes will be proposed in accordance with the project’s change control process. As changes ...
Individual Project Part 3 Project Evaluation, Lessons Learned, a.docxjoney4
Individual Project Part 3: Project Evaluation, Lessons Learned, and Synthesis of Insights Gained
Though project managers often gain a great deal of experiential knowledge through the project management process, project evaluation offers them a chance to formalize the lessons they have learned. Part 3 of the Individual Project focuses on issues related to evaluating the success of a project and the debriefing process for capturing lessons learned. If conducting an interview, your interviewee must be able to speak to these topics. Alternatively, you may examine a minimum of three organizations that have published descriptions about the evaluation and debriefing process of a health care information technology project.
Interview
To prepare:
Review the Individual Project Overview document linked in this week’s Learning Resources for additional information on this project. Pay particular attention to the questions you should ask in your interview.
Locate a professional who manages or works on special projects in health care and is willing to speak about his or her experience.
If such a person is not readily available to you, find someone in your community who has managed a project for an organization. The organization can be a volunteer service group, a faith-based group, a business, or another that meets your needs. The goal is to find an individual who has been in charge of a project important to the organization.
Review the topics and questions below that should be addressed in your interview.
Think about other related questions you might have for your interviewee and solidify your goals for speaking to and learning from this person.
Topics and Questions:
As in the other interviews, you will need to adapt your questions to the individual,
setting, and projects. You are not required to ask these
specific
questions, but you are
required to address the topics listed below (Note: If the interviewee cannot address a
topic, conduct a literature search to find scholarly information or research on that topic).
Evaluation
·
What tools or strategies do you use to evaluate the success of a project?
·
Can you give an example of a project that failed (or was not successful)?
Lessons Learned
·
Describe the project outcomes
o
What were some successful outcomes of the project? Were the project
goals met?
o
How do you conduct a debriefing of the project with the project team?
o
What happens to the information gained from the debriefing?
o
How do the project team and the organization support project debriefing?
·
Companies have historically looked at technical skills, but more and more
business managers are realizing that the absence of good "people" skills tends to
cripple projects. What are three critically important things a project manager (or
project team member) must do well to help a project succeed?
Please add questions of your own, including asking for advice for the future from your
interviewee.
To complete:
In a 4 ...
PROJECT SCOPE STATEMENTPURPOSE Generally describes the proje.docxtarifarmarie
PROJECT SCOPE STATEMENT
PURPOSE: Generally describes the project’s deliverables and the work required to create those deliverables. The project scope statement provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives. It also enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.
Project ID
NNNNNN-NN
Date
MM/DD/YY
Project Name
Prepared By:
Project Objectives
Project objectives include the measurable success criteria of the project, e.g., “SMART.” Projects may have a wide variety of business, cost, schedule, technical, and quality objectives. Project objectives can also include cost, schedule, and quality targets. Each project objective has attributes such as cost, volume, etc., a metric, and an absolute or relative value.
Product Scope Definition
Describes the characteristics of the product, service, or result that the project was undertaken to create. These characteristics will generally have less detail in early phases and more detail in later phases as they are progressively elaborated. While the form and substance of the characteristics will vary, the scope description should always provide sufficient detail to provide later project scope planning. Build off the high level scope statement as provided in the Project Charter.
Project Requirements
Describes the conditions or capabilities that must be met or possessed by the deliverables of the project to satisfy a contract, standard, specification or other formally imposed document. Analyses of all stakeholder needs, wants, and expectations are translated into prioritized requirements.
· Requirement #1
· Requirement #2 …
Resource Requirements
Describes the resource requirements, and whether resources will be acquired internally, externally, or a combination thereof.
Project Boundaries (Inclusions and Exclusions)
Identifies generally what is included within the project. It also states explicitly what is excluded from the project, if a stakeholder might assume that a particular product, service, or result could be a component of the project.
Critical Success Factors
Document the factors that will ensure the success or failure of the project.
Project Deliverables
Deliverables include both the outputs that comprise the product or service of the project, as well as ancillary results, such as project management reports and documentation. They describe what the clients will get when the project is completed.
Product Acceptance Criteria
Defines the process and criteria for accepting completed products.
Project Constraints
List and describe the specific project constraints associated with the project scope that limit the team’s options. For example, a predefined budget or any imposed dates that are issued by the cu.
NCV 3 New Venture Creation Hands-On Support Slide Show - Module1Future Managers
This slide show complements the learner guide NCV 3 New Venture Creation Hands-On Training by Hazel Willson Kirsten & Bert Kirsten, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peopMartineMccracken314
1. Introversion
Score : 11 pts.
4 - 22 pts.
Feedback: Some people thrive in teleworking arrangements, whereas others discover that it is neither a satisfying nor productive work environment for them. This scale assesses three personal dispositions that are identified in the literature as characteristics of effective teleworkers: (a) high company alignment, (b) low social needs at work and (c) independent initiative.
Company alignment
Company alignment estimates the extent to which you follow company procedures and have values congruent with company values. The greater the alignment, the more likely that you can abide by company practices while working alone and with direct supervision. While some deviation from company practices may be appropriate, teleworkers need to agree with company values and provide work that is consistent with company expectations most of the time. Scores on this scale range from 4 to 20.
Extroversion
Score: 17 pts.
4 - 22 pts.
Feedback: Low individualism
Individualism refers to the extent that you value independence and personal uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of their unique qualities that distinguish them from others.
However, keep in mind that the average level of individualism is higher in some cultures (such as Australia) than in others.
2. Total score: 8 pts.
RANGE BASED FEEDBACK:
6-12 pts.
Feedback: Low work centrality
People with high work centrality define themselves mainly by their work roles and view non-work roles as much less significant. Consequently, people with a high work centrality score likely have lower complexity in their self-concept. This can be a concern because if something goes wrong with their work role, their non-work roles are not of sufficient value to maintain a positive self-evaluation. At the same time, work dominates our work lives, so those with very low scores would be more of the exception than the rule in most societies. Scores range from 6 to 36 with higher scores indicating higher work centrality. The norms in the following table are based on a large sample of Canadian employees (average score was 20.7). However, work centrality norms vary from one group to the next. For example, the average score in a sample of Canadian nurses was around 17 (translated to the scale range used here).
3. Total score: 32 pts.
RANGE BASED FEEDBACK:
28-32 pts.
Feedback: High need for social approval
The need for social approval scale estimates the extent to which you are motivated to seek favourable evaluation from others. Founded on the drive to bond, the need for social approval is a secondary need, because people vary in this need based on their self-concept, values, personality and possibly social norms. This scale ranges from 0 to 32. How high or low is your need for social approval? The ideal would be to compare your score with the collective results of other students in your class. Otherwi ...
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SOCW 6311 WK 6 responses Respond to at least two colleagues .docxsamuel699872
SOCW 6311 WK 6 responses
Respond to at least two colleagues each one has to be answered separately name first then response
Bottom of Form
Respond
to
at least two
colleagues by doing all of the following:
Identify the stage or stages of the program to which your colleague’s selected question relates.
Suggest an additional question or concern that stakeholders may have about program evaluation.
Recommend an alternative model for the evaluation.
Instructor wants lay out like this:
Respond to at least two colleagues ( 2 peers posts are provided) by doing all of the following:
Identify strengths of your colleagues’ analyses and areas in which the analyses could be improved.
Your response
Address his or her evaluation of the efficacy and applicability of the evidence-based practice,
Your response
[Evaluate] his or her identification of factors that could support or hinder the implementation of the evidence-based practice,
Your response
And [evaluate] his or her solution for mitigating those factors.
Your response
Offer additional insight to your colleagues by either identifying additional factors that may support or limit implementation of the evidence-based practice or an alternative solution for mitigating one of the limitations that your colleagues identified.
Your response
References
Your response
PEER 1
Elektra Smith
Top of Form
Post a brief summary of the program that you selected. Recommend a program evaluation model that would answer a question relevant to the program.
I chose a victim advocate program that provides crisis intervention for sexual assault victims. “The Victim Advocate provides emotional support to primary victims and secondary victims during the examination at the hospital or during an interview with the police. Applicant must be able to respond to victim/family in a non-judgmental and unbiased manner. The requirement is to work a minimum 2 shifts per month (
https://visitthecenter.org/volunteer
, 2018).” I chose the program monitoring to answer the question about clients being satisfied with this service program.
Explain the potential benefits of the program evaluation that you proposed (both process and outcome).
The process benefits of monitoring the program helps with determining the strengths and weaknesses of the service program that is being implemented. It helps to discover ways to improve program services for the most effective outcomes. Additionally, monitoring the program presents accountability to ensure effectiveness and integrity of the program. “Program monitoring typically uses many different types of data-collection strategies, such as questionnaires given out to clients or staff members, individual and group interviewing of staff and clients, observations of pro-grams and specific interactions between staff members and clients, reviews of existing documents such as client files and personnel documents, and consulting experts (Dudley, 2014) (p.73).”
Identify 2–3 concern.
Long-Term and Organizational Success of ImplementationAdopting.docxgauthierleppington
Long-Term and Organizational Success of Implementation
Adopting a workflow change requires consideration of many organization wide factors that span a much larger timescale and scope than the initial stages of implementation. The long-term success of a workflow redesign project depends not only on providing up-front support and training for end users but also on how well the project is maintained throughout its lifespan. Possible factors that influence the long-term, widespread effectiveness of a project include:
An organization’s culture, mission, vision, and values
End-user suggestions and feedback for improving the system
System glitches or bugs that were not identified in the design and implementation stages
Organizational restructuring or procedural changes that impact the basic functionality of the system
The rise of incorrect uses of the system or lack of end user accountability for correct system usage
New governmental or organizational requirements that have implications for the system
The emergence of innovations and new technologies that render the system obsolete
In this Discussion, you focus on how these possibilities affect the long-term and organizational success of a project.
To prepare
Review this week’s Learning Resources for insights on the long-term, widespread success of health care informatics projects.
Consider how an organization can maintain a workflow’s efficiency and effectiveness once a change is implemented.
Examine the long-term and organizational factors and issues mentioned above. How do these factors impact the enduring, widespread success of a project in the health care setting?
What strategies could be used to address or accommodate these factors and issues? For example, help-desk support, regular training modules.
With this information in mind:
Post
by tomorrow 11/01/16 a minimum of 550 words essays with a minimum of 3 scholarly references from the list below addressing the level one headings as numbered below:
1) An explanation of how organizational considerations can affect the long-term success of a project implemented to improve workflow.
2) Select 2–3 specific factors or issues and explain how they might impact the successful long-term implementation of a project.
3) Identify at least one strategy for addressing each factor or issue you selected. Justify your response.
Required Readings
Dennis, A., Wixom, B. H., & Roth, R. M. (2015).
Systems analysis and design
(6th ed.). Hoboken, NJ: Wiley
.
Review Chapter 13, “Transition to the New System” (pp. 400–424)
Gruber, D., Cummings, G. G., Leblanc, L., & Smith, D. L. (2009). Factors influencing outcomes of clinical information systems implementation: A systematic review.
Computers, Informatics, Nursing, 27
(3), 151–163.
Retrieved from the Walden Library databases.
In this article, the authors highlight findings from systematic review of the literature concerning the implementation of HIT. They concluded that no one approach wa.
Final Project Guidelines The Final Project for this course.docxtjane3
Final Project Guidelines
The Final Project for this course is a written grant proposal comprised of Assignments from Modules 2 and 3. The completed Final Project—the Grant Proposal Submission, is due by the end of Module 6.
The Grant Proposal Submission
The Grant Proposal Submission consists of three parts:
Part 1: Need Statement, Goals, and Objectives
Part 2: Methodology and Evaluation Plans
Part 3: Budget, Budget Narrative, and Sustainability Plan
The Final Project consists of the following components:
· Title Page
· Part 1: Need Statement, Goals, and Objectives
· Part 2: Methodology and Evaluation Plans
· Part 3: Budget, Budget Narrative, Sustainability Plan
· Reference Page
Part 1: Need Statement, Goals, and Objectives (3–4 pages excluding APA references)
· Need Statement
· Establishes the specific problem the proposal will address
· Substantiates the need for addressing this problem by presenting proof of need
· If proof of need requires information that would still need to be accomplished, such as a survey or focus group, the need statement provides a full explanation how this proof would be gathered and what it would address
· Reflects current literature
· Reflects funder interests
· Reflects best practices for grant writing
· Goals
· Align to the need statement
· Clarify what will be accomplished at the completion of the project or at a specific point
· Objectives
· Align to the project goals
· Are specific
· Are measureable
Part 2: Methodology and Evaluation Plans (3–4 pages excluding APA references)
The Methodology clarifies how objectives will be achieved and what activities will lead to that achievement. The Evaluation Plan provides a specific plan for determining how results will be appraised.
· The Methodology
Includes:
· Program description
· Research design
· Human subjects (sample)
· Study validity and reliability
· Assumptions and limitations
· Time line
· Analysis (and/or see Evaluation below)
· Non-personnel resources
· Facilities, supplies, technology, etc.
· Any non-personnel resources that will appear in the proposal budget should be described
· Personnel resources
· Who will be assigned or hired?
· Management plan (Work plan)
· Who will be responsible for which activities
· What is the timeline associated with activities (first quarter, second quarter, third quarter, fourth quarter, ongoing)?
· How will the project be managed?
· The Evaluation Plan
Includes:
· Description of the specific criteria that will measure the success of the project
· Explanation of data that will be collected
· Verify if your grant application will require an institutional review board (IRB) approval.
· Explanation of the data collection plans at the beginning, mid-program, and final evaluation
· Evaluation instruments that will be used and an explanation of why these instruments were selected
· Plans for writing the periodic reports to keep the funder updated
Part 3: Budget, Budget Narrative, and Sustainability Plan (3–.
Hello Everyone,
I would like to share the project management presentation.this presentation helps for healthcare students or anyone who is interested in project management.
Evaluation is a systematic process to understand what a program does and how well the program does it. Evaluation results can be used to maintain or improve program quality and to ensure that future planning can be more evidence-based.
in this topic i cover SWOT analysis, mile stone , Gantt chart, PERT, CPM, Bennett's hierarchy evaluation , logical framework approach
Long term careAssignment 1. Challenges in Long-Term Care.docxgauthierleppington
Long term care
Assignment 1.
Challenges in Long-Term Care
Your instructor will assign you a research article relating to the current challenges in the long-term care continuum and their impact on the current long-term care industry. Read the assigned research paper and research the South University Online Library and the Internet to learn more about the topic. After you have completed your review, create a 1- to 2-page synopsis in a Microsoft Word document addressing the main challenges discussed in the paper. Be sure to incorporate the following:
Introduction and background of the research paper
Stakeholders interested in the study
Challenges in the long-term care continuum
Impact of the challenges on the long-term care system (specifically on staffing, funding, and regulation)
Recommendations to address the challenges
Support your responses with examples.
Cite any sources in APA format.
Submission Details
Assignment 2 Grading Criteria
Maximum Points
Provided introduction and background of the research paper.
10
Identified stakeholders interested in the study.
5
Analyzed the challenges in the long-term care continuum.
10
Described the impact of the challenges on the long-term care system.
10
Recommended solutions to address the challenges.
10
Used correct spelling, grammar, and professional vocabulary. Cited all sources using APA format.
5
Total:
50
Assignment 2.
Course Project: Long-Term Care Facilities I
Choose two long-term care facilities—one from nursing facilities, assisted living, or subacute care and another from adult day care, home health care, or hospice care—on which you would want to base your research work. Research the South University Online Library and the Internet to read about your chosen long-term care facilities.
Assume you are responsible for the management and administration of the two facilities. You have to orient the newly appointed manager by providing an overview on managing long-term care. You also need to discuss the programs of the two facilities. From this perspective and based on your research about the facilities, prepare a Microsoft PowerPoint presentation of 10
–
15 slides including the following:
What are the various multidisciplinary departments (teams) included in your facilities?
Who comprise the target population being served by the various programs provided by your chosen facilities?
What are the major staffing and human resource issues faced by your chosen facilities?
What are the significant trends in long-term care likely to impact the operation of the various programs provided by your chosen facilities, and what is your plan of action to overcome them?
What are the various forms of cooperation and integration existing in your chosen facilities? Discuss the nature of management, financing, and quality issues related to integration and cooperation in the facilities?
Support your responses with examples.
Use the Notes section of the slides to provide additional information.
Cite.
Human Resource PlanProject NameTable of Contents2Introdu.docxwellesleyterresa
Human Resource Plan
<Project Name>
Table of Contents
2Introduction
2Roles and Responsibilities
3Project Organizational Charts
4Staffing Management
Introduction
This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
· Role – description of the portion of the project for which the member is accountable
· Authority – the level at which the member may make decisions, apply project resources, or make approvals
· Responsibility – the work a team member must perform to complete assigned work activities
· Competency – the skill(s) required to complete assigned project activities
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.Project Organizational Charts
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
The following RACI chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project manager. Changes will be proposed in accordance with the project’s change control process. As changes ...
Individual Project Part 3 Project Evaluation, Lessons Learned, a.docxjoney4
Individual Project Part 3: Project Evaluation, Lessons Learned, and Synthesis of Insights Gained
Though project managers often gain a great deal of experiential knowledge through the project management process, project evaluation offers them a chance to formalize the lessons they have learned. Part 3 of the Individual Project focuses on issues related to evaluating the success of a project and the debriefing process for capturing lessons learned. If conducting an interview, your interviewee must be able to speak to these topics. Alternatively, you may examine a minimum of three organizations that have published descriptions about the evaluation and debriefing process of a health care information technology project.
Interview
To prepare:
Review the Individual Project Overview document linked in this week’s Learning Resources for additional information on this project. Pay particular attention to the questions you should ask in your interview.
Locate a professional who manages or works on special projects in health care and is willing to speak about his or her experience.
If such a person is not readily available to you, find someone in your community who has managed a project for an organization. The organization can be a volunteer service group, a faith-based group, a business, or another that meets your needs. The goal is to find an individual who has been in charge of a project important to the organization.
Review the topics and questions below that should be addressed in your interview.
Think about other related questions you might have for your interviewee and solidify your goals for speaking to and learning from this person.
Topics and Questions:
As in the other interviews, you will need to adapt your questions to the individual,
setting, and projects. You are not required to ask these
specific
questions, but you are
required to address the topics listed below (Note: If the interviewee cannot address a
topic, conduct a literature search to find scholarly information or research on that topic).
Evaluation
·
What tools or strategies do you use to evaluate the success of a project?
·
Can you give an example of a project that failed (or was not successful)?
Lessons Learned
·
Describe the project outcomes
o
What were some successful outcomes of the project? Were the project
goals met?
o
How do you conduct a debriefing of the project with the project team?
o
What happens to the information gained from the debriefing?
o
How do the project team and the organization support project debriefing?
·
Companies have historically looked at technical skills, but more and more
business managers are realizing that the absence of good "people" skills tends to
cripple projects. What are three critically important things a project manager (or
project team member) must do well to help a project succeed?
Please add questions of your own, including asking for advice for the future from your
interviewee.
To complete:
In a 4 ...
PROJECT SCOPE STATEMENTPURPOSE Generally describes the proje.docxtarifarmarie
PROJECT SCOPE STATEMENT
PURPOSE: Generally describes the project’s deliverables and the work required to create those deliverables. The project scope statement provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives. It also enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.
Project ID
NNNNNN-NN
Date
MM/DD/YY
Project Name
Prepared By:
Project Objectives
Project objectives include the measurable success criteria of the project, e.g., “SMART.” Projects may have a wide variety of business, cost, schedule, technical, and quality objectives. Project objectives can also include cost, schedule, and quality targets. Each project objective has attributes such as cost, volume, etc., a metric, and an absolute or relative value.
Product Scope Definition
Describes the characteristics of the product, service, or result that the project was undertaken to create. These characteristics will generally have less detail in early phases and more detail in later phases as they are progressively elaborated. While the form and substance of the characteristics will vary, the scope description should always provide sufficient detail to provide later project scope planning. Build off the high level scope statement as provided in the Project Charter.
Project Requirements
Describes the conditions or capabilities that must be met or possessed by the deliverables of the project to satisfy a contract, standard, specification or other formally imposed document. Analyses of all stakeholder needs, wants, and expectations are translated into prioritized requirements.
· Requirement #1
· Requirement #2 …
Resource Requirements
Describes the resource requirements, and whether resources will be acquired internally, externally, or a combination thereof.
Project Boundaries (Inclusions and Exclusions)
Identifies generally what is included within the project. It also states explicitly what is excluded from the project, if a stakeholder might assume that a particular product, service, or result could be a component of the project.
Critical Success Factors
Document the factors that will ensure the success or failure of the project.
Project Deliverables
Deliverables include both the outputs that comprise the product or service of the project, as well as ancillary results, such as project management reports and documentation. They describe what the clients will get when the project is completed.
Product Acceptance Criteria
Defines the process and criteria for accepting completed products.
Project Constraints
List and describe the specific project constraints associated with the project scope that limit the team’s options. For example, a predefined budget or any imposed dates that are issued by the cu.
NCV 3 New Venture Creation Hands-On Support Slide Show - Module1Future Managers
This slide show complements the learner guide NCV 3 New Venture Creation Hands-On Training by Hazel Willson Kirsten & Bert Kirsten, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peopMartineMccracken314
1. Introversion
Score : 11 pts.
4 - 22 pts.
Feedback: Some people thrive in teleworking arrangements, whereas others discover that it is neither a satisfying nor productive work environment for them. This scale assesses three personal dispositions that are identified in the literature as characteristics of effective teleworkers: (a) high company alignment, (b) low social needs at work and (c) independent initiative.
Company alignment
Company alignment estimates the extent to which you follow company procedures and have values congruent with company values. The greater the alignment, the more likely that you can abide by company practices while working alone and with direct supervision. While some deviation from company practices may be appropriate, teleworkers need to agree with company values and provide work that is consistent with company expectations most of the time. Scores on this scale range from 4 to 20.
Extroversion
Score: 17 pts.
4 - 22 pts.
Feedback: Low individualism
Individualism refers to the extent that you value independence and personal uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of their unique qualities that distinguish them from others.
However, keep in mind that the average level of individualism is higher in some cultures (such as Australia) than in others.
2. Total score: 8 pts.
RANGE BASED FEEDBACK:
6-12 pts.
Feedback: Low work centrality
People with high work centrality define themselves mainly by their work roles and view non-work roles as much less significant. Consequently, people with a high work centrality score likely have lower complexity in their self-concept. This can be a concern because if something goes wrong with their work role, their non-work roles are not of sufficient value to maintain a positive self-evaluation. At the same time, work dominates our work lives, so those with very low scores would be more of the exception than the rule in most societies. Scores range from 6 to 36 with higher scores indicating higher work centrality. The norms in the following table are based on a large sample of Canadian employees (average score was 20.7). However, work centrality norms vary from one group to the next. For example, the average score in a sample of Canadian nurses was around 17 (translated to the scale range used here).
3. Total score: 32 pts.
RANGE BASED FEEDBACK:
28-32 pts.
Feedback: High need for social approval
The need for social approval scale estimates the extent to which you are motivated to seek favourable evaluation from others. Founded on the drive to bond, the need for social approval is a secondary need, because people vary in this need based on their self-concept, values, personality and possibly social norms. This scale ranges from 0 to 32. How high or low is your need for social approval? The ideal would be to compare your score with the collective results of other students in your class. Otherwi ...
1. International financial investors are moving funds from Talona MartineMccracken314
1. International financial investors are moving funds from Talona to other countries. This depreciation is causing even more disenchantment with this Talona's currency. Describe the affects will this have on the supply and demand curves for this currency on the foreign exchange markets?
2. Using a supply and demand diagram, demonstrate how a negative externality leads to market inefficiency. How might the government help to eliminate this inefficiency?
3. Briefly discuss the shortcomings of environmental command-and-control regulations.
4. Some data that at first might seem puzzling: The share of GDP devoted to investment was similar for the United States and South Korea from 1960-1991. However, during these same years South Korea had a 6 percent growth rate of average annual income per person, while the United States had only a 2 percent growth rate. If the saving rates were the same, why were the growth rates so different?
5. “Block Imports—Save Jobs for Some Americans, Lose a Roughly Equal Number of Jobs for Other Americans, and Also Pay High Prices.” Discuss this statement within the context of protectionism.
6. Steve and Craig have been shipwrecked on a deserted island in the South Pacific. Their economic activity consists of either gathering pineapples or fishing. We know Steve can catch four fish in one hour or harvest two baskets of pineapples. In the same time Craig can reel in two fish or harvest two baskets of pineapples.
Assume Craig and Steve both operate on straight-line production possibilities curves. What is Steve's opportunity cost of producing a basket of pineapples? Of a producing a fish? What is Craig's opportunity cost of producing a basket of pineapples? Of a producing a fish?
7. Provide examples of market-oriented environmental policies.
Running head: SC PLAN 1
SC PLAN 4
SC PLAN
Student’s Name
Institution Affiliation
SC PLAN
1. Describe the actions you will take to increase your net cash flows in the near future.
The first step is to reduce living expenditures. It is critical to lessen the amount spent on living expenses and other variables and save for future use. I will have to prevent luxuries such as vacation costs or keep them in check to avoid spending a hefty amount on them. I should check the option to cook for myself and avoid buying food. Also, I will choose a destination I can drive myself to save on rental car expenditures and airfare. I will have a detailed budget indicating the amount required for savings, debt repayment, and investment that will assist only to spend the money on essential expenditures. Further, the savings can help to start a business and become self-employed in the distant future.
I would have to look for a job that pays well or engage in a robust salary negotiation. The right time to negotiate for salary is during a performance review, compensation meeting, or job promotion (Bellon, Cookson, Gilje, & Heimer, 2020). I will ensure that I expand my education and technic ...
1. Interventionstreatment· The viral pinkeye does not need any MartineMccracken314
1. Interventions/treatment
· The viral pinkeye does not need any medication
· The bacterial pinkeye is treated with ointment or eye droplets
2. Possible nursing diagnosis
· Checking the specific infection affecting the eye
· Identifying burning eyes
· Increased anxiety with red eyes
3. Sign and symptoms
· Eye irritation
· Eye tearing
· Eye redness
· Eye discomfort
4. Nursing Interventions
· Putting some droplets in the kid’s eye
· Using a antibiotic ointment
· Administering ibuprofen to the kid
5. Risk factors
· Allergies
· A women having an STD during pregnancy
· Exposing the child to areas with lots of bacteria
6. Pathophysiology
The infected eye shows through an inflammation that is swollen and red. The conjunctiva shows and this is the clear membrane seen in the part where the eye is white. It remains this way if not treated for a while before it ends with medication administered or just ends naturally.
7. Complications
· A scaring in the child’s eye if the conjunctivitis is caused by allergic reactions
· It can aggravate to cause different conditions such as meningitis
8. Diagnostic Procedure
· Administering the medicine using eye droplets
· Rubbing the eye area with the ointment
...
1. Introduction and background information about solvatochromism uMartineMccracken314
1. Introduction and background information about solvatochromism using Reichardt’s dye? (400-500 words)
2. Discuss the properties of Reichardt’s dye that cause it to change its wavelength of maximum absorbance in the presence of solvents of differing polarities.
3. Discuss solvatochromism. Are there other dyes which exhibit this effect?
4. Would it be possible to use the wavelength of maximum absorbance in the presence of Reichardt’s dye to determine the water content of acetone solutions?
...
1. Integrity, the basic principle of healthcare leadership.ContaMartineMccracken314
1. Integrity, the basic principle of healthcare leadership.
Contains unread posts
Mateo Alba posted May 12, 2021 10:04 PM
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Integrity of any organization regardless whether it is in healthcare or business or government is paramount. Because of integrity comes trust. Having trust in a healthcare organization is nonnegotiable. It is the foundation of a world-class organization. Executives who ignore ethics run the risk of personal and corporate liability in today’s increasingly tough legal environment (Lynn S. Paine, 1994, Managing for Organizational Integrity, pp. 2-21)
First, the healthcare organization. The healthcare organization is the head or the governing body. It is charged of day-to-day functions, establish policies, guidance, business process, safety, security and all the administrative duties. Integrity is and must be the cornerstone of any healthcare organization. Without it, no clinicians or workers that would knowingly work for an organization that they cannot trust or feel safe. And most importantly, if the patients do not have trust in the organization, they will avoid that facility at all cost.
Second, the clinicians. The clinicians are what makes the organization or facility function. Whether they are the providers, nurses or staff it is important that they have the integrity to always do what is right not only for the healthcare team or the organization, but most specially for the patient. It starts with the clinical leaders building trust to their subordinate staff by having the integrity and values of what a leader should be. Once that is established, then it permeates throughout the entire team. Thereby improving the healthcare delivery.
Lastly, and the most important is the patient. At the center of the entire system needs to be the patient. Once the patient recognizes the integrity or values of the healthcare organization and the clinicians delivering healthcare, patient trust is established. The patient satisfaction also increases. According to Cowing, Davino-Ramaya, Ramaya, Szmerekovsky, 2009, pp.72, “if patients are satisfied with clinician-patient interactions, they are likely to be more compliant with their treatment plan, to understand their role in the recovery process, and to follow through with the recommended treatment”. Having integrity or values in the healthcare delivery is the basic principle of healthcare leadership.
Cowing, M., Davino-Ramaya, C. M., Ramaya, K., & Szmerekovsky, J. (2009). Health care delivery performance: service, outcomes, and resource stewardship. The Permanente Journal, 13(4), 72–78. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2911834/
Lynn S. Paine, 1994, Managing for Organizational Integrity. Harvard business review, 2-21. Retrieved from Managing for Organizational Integrity (hbr.org)
2. Medical Delivery Influences
Contains unread posts
Robert Breeden posted May 12, 2021 9:44 AM
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Hello,
The influence within the medical community is so important and ...
1. Information organized and placed in a logical sequence (10 poMartineMccracken314
1.
Information organized and placed in a logical sequence (10 points)
Points Awarded
2.
Demonstrated knowledge of ethical dilemma presented by:
2a. Summarized the situation (10)
2b. Explained the ethical dilemma (5)
2c. Solved the problem as a professional RN (15)
3.
Responses supported with specific ANA Codes
(20)
4.
Visual aids professional, visually interesting
& aided in understanding material; proper grammar/spelling/punctuation-no more than 2 errors in presentation(10)
5.
Maintained eye contact of audience (10)
6.
Voice clear & audible (10)
7.
Encouraged class participation (5)
8.
Reference slide that includes references in APA
format (5)
Total points possible = 100
NSG 100
Case Study in-class Presentations Assignment
1): Moral Courage with a Dying Patient
Mr. T. is an 82-year-old widower who has been a patient on your unit several times over the past 5 years. His CHF, COPD, and diabetes have taken a toll on his body. He now needs oxygen 24 hours a day and still has dyspnea and tachycardia at rest. On admission, his ejection fraction is less than 20%, EKG shows a QRS interval of greater than 0.13 seconds, and his functional class is IV on NYHA assessment.
He has remained symptomatic despite maximum medical management with a vasodilator and diuretics. He tells you, "This is my last trip; I am glad I have made peace with my family and God. Nurse, I am ready to die." You ask about an advance directive and he tells you his son knows that he wants no heroics, but they just have never gotten around to filling out the form. When the son arrives, you suggest that he speak with the social worker to complete the advance directive and he agrees reluctantly. You page the physician to discuss DNR status with the son. Unfortunately, Mr. T. experiences cardiac arrest before the discussion occurs and you watch helplessly as members of the Code Blue Team perform resuscitation. Mr. T. is now on a ventilator and the son has dissolved into tears with cries of, "Do not let him die!"
2): Moral Courage to Confront Bullying
Melissa started on the unit as a new graduate 5 weeks ago. She is still in orientation and has a good relationship with her preceptor. The preceptor has been assigned consistently to Melissa for most of the last 4 weeks, but due to family emergency has not been available in the last week. Melissa has been told that she will be precepted by a different nurse for the remainder of her orientation. The new preceptor has not been welcoming, supportive, or focused on the educational goals of the orientation. In fact, this new preceptor has voiced to all who will listen her feelings about the incompetence of new BSN graduates. The crisis occurs when Melissa fails to recognize a patient's confusion as a result of an adverse medication effect. The preceptor berates Melissa in the nurses' station, makes sarcastic comments in shift report abou ...
1. In our grant application, we included the following interventioMartineMccracken314
1. In our grant application, we included the following interventions as our evidence-based programs: Family Therapy (to promote family acceptance and support, a key factor for overall health outcomes for this population), Motivational Interviewing (to address higher co-occurrence of substance use concerns), Trauma-Focused Treatment (including EMDR Therapy and TF-CBT, to address higher rates of complex trauma including from systemic oppression), and CBT (a gold standard treatment modality, but adapted to meet the needs of our client population by incorporating elements of
Solution
s-Focused or Narrative approaches to make it more strengths-based).
For questions 2-4, you would need to do some of your own research in the literature on these treatment modalities and determine for yourself if there were best practices that should be incorporated into the plan used at the agency.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Cultural Competency: A Key to Effective Future Social Work With Racially and Ethnically Diverse E...
Min, Jong Won
Families in Society; Jul-Sep 2005; 86, 3; ProQuest One Academic
pg. 347
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Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
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Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
...
1. I believe that the protagonist is Nel because she is the one thMartineMccracken314
1. I believe that the protagonist is Nel because she is the one that goes through different changes throughout the book. I also think she is the protagonist because most people can relate to her more. Nel was done wrong by Sula and her husband Jude Green. Sula did the one thing that a best friend should never do and, that is sleep with your best friend's husband. Even though Sula did a terrible thing Nel still cares about her best friend because she goes and visits her when she is sick even after all the pain she caused her. Nel is also deeply saddened when she visits Sulas grave. That is not the only thing that happened to Nel. Nel not only had to deal with the affair but also accepted her guilt in Chicken Little's drowning. But in the end, Nel realized she enjoyed watching him drown.
Everything changed when Sula came back to Nels life. Nel was happy before. She was happy with her family and her husband, but when Sula came back that all changed. After the affair and Sulas death, Nel was alone. Nel became a single mother and, she no longer has a good relationship with another man.
2. I believe that although the title of the story is Sula, the main protaginist of the story is Nel. Nel is kept until the end of the story and Sulay passes away and exit's the story. I think in this pivitol moment is when the author wanted to make Nel the main character. Nel contained her emotion until towards the end of the story when she has a conversation with Eva, Nel nervously comments "Who told you all these lies? Miss Peace? Who told you? Why are you telling lies on me?" I believe the author wanted us to feel the anxiousness and wonder that Nel found out that somebody finally knew about the little boy being thrown. I believe this admission of guilt to Eva brings closure to Nel. Nel was trying to hide her emotions the entire time and it wasn't after being confronted that she broke down about it and visited Sulay's grave. Nel even stated "I don't know. No." when asked whether somebody saw the boy being thrown into the river. This shows that Nel was not sure at all in the moment it happened whether somebody knew. Nel wanted to not think about what happen forever and try to mute the situation but Eva bringing it up, made Nel feel terrible about what happened which is why she ended up visting Sulay's grave. I think muting herself from knowing the little boy was thrown was still not a 'good' way to look at it, from her end. She wanted to believe a lie by just pretending it never happened. It wasn't after someone brought up the situation to her that her feelings change.
3. Although the novel is titled Sula, the real protagonist is Nel because she is the one who is transformed by the end. Sula and Nel were very great friends and were very dedicated to each other. But they were also very different. Nel was known as the more mature and "good person" while Sula is more impulsive. "Nel is the product of a family that believes deeply in social conventions, hers is a st ...
1. If the profit from the sale of x units of a product is P = MartineMccracken314
1. If the profit from the sale of x units of a product is P = 105x − 300 − x2, what
level(s) of production will yield a profit of $1050? (Enter your answers as a
comma-separated list.)
x = _________ units
2. The total costs for a company are given by
C(x) = 5400 + 80x + x2
and the total revenues are given by
R(x) = 230x.
Find the break-even points. (Enter your answers as a comma-separated list.)
x= __________ units
3. If total costs are C(x) = 900 + 800x and total revenues are R(x) = 900x − x2, find the
break-even points. (Enter your answers as a comma-separated list.)
x= _____________
4. For the years since 2001, the percent p of high school seniors who have tried marijuana
can be considered as a function of time t according to
p = f(t) = 0.17t2 − 2.61t + 52.64
where t is the number of years past 2000.† In what year after 2000 is the percent
predicted to reach 75%, if this function remains valid?
_______________
5. Using data from 2002 and with projections to 2024, total annual expenditures for
national health care (in billions of dollars) can be described by
E = 4.61x2 + 43.4x + 1620
where x is the number of years past 2000.† If the pattern indicated by the model
remains valid, in what year does the model predict these expenditures will reach
$15,315 billion?
__________________
6. The monthly profit from the sale of a product is given by P = 32x − 0.2x2 − 150 dollars.
(a) What level of production maximizes profit?
___________ units
(b) What is the maximum possible profit?
$_____________
7. Consider the following equation.
y = 9 + 6x − x2
(a) Find the vertex of the graph of the equation.
(x, y) = (__________)
(b) Determine what value of x gives the optimal value of the function.
x=_____________
(c) Determine the optimal (maximum or minimum) value of the function.
y=______________
8. Consider the following equation.
f(x) = 6x − x2
(a) Find the vertex of the graph of the equation.
(x, y) = (__________)
(b) Determine what value of x gives the optimal value of the function.
x=_____________
(c) Determine the optimal (maximum or minimum) value of the function.
f(x)= _____________
9. Find the maximum revenue for the revenue function R(x) = 358x − 0.7x2. (Round your
answer to the nearest cent.)
R = $______________
10. The profit function for a certain commodity is P(x) = 150x − x2 − 1000. Find the level of
production that yields maximum profit, and find the maximum profit.
x= _________ units
P=$ _________
11. If, in a monopoly market, the demand for a product is p = 2000 − x and the revenue is
R = px, where x is the number of units sold, what price will maximize revenue?
$________________
12. If the supply function for a commodity is p = q2 + 6q + 16 and the demand function is p
= −3q2 + 4q + 436, find the equilibrium quantity and equilibrium price.
equilibrium quantity_______________
equilibrium price $_______________
13. If the supply and demand functions for a commodity are given by p ...
1. How does CO2 and other greenhouse gases promote global warminMartineMccracken314
1. How does CO2 and other greenhouse gases promote global warming? Discuss your opinion on the use of geoengineering measures to mitigate the effects of global warming.
Your response should be at least 250 words in length.
2. How does CO2 and other greenhouse gases promote global warming? Discuss your opinion on the use of geoengineering measures to mitigate the effects of global warming.
Your response should be at least 250 words in length.
Raw DataNamePayResponsibilitiesSupervisionGenderDepartmentRudolph211MaleAccountingOlga211FemaleAccountingInstructionsErnest211MaleAccountingEmily211FemaleAccountingThe sheet labeled "Raw Data" lists 366 employees and their rating (1-5) of their satisfaction with their Pay, Responsibilities, and Supervision. A rating of 5 is the highest satisfaction.Bobby211MaleAccountingRaw Data also includes the Gender and Department for each employee.Benjamin211MaleAccountingBeatrice211FemaleAccountingInsert a new column in EKeith211MaleAccountingLabel this new column "Overall Satisfaction Rating"Hilda211FemaleAccountingFor each employee, compute the Overall Satisfaction Rating as the Average of Pay, Responsibilities, and Supervision.Leslie311MaleAccountingFormat Overall Satisfaction Rating to one decimal place.Curtis311MaleAccountingAlice311FemaleAccountingOn a New sheet titled Results, create a Pivot Chart & Pivot TableSophie311FemaleAccountingAssign Gender to Columns, Department to rows, and Pay to Values. Change the value field setting from Sum to Average if necessary.Sally311FemaleAccountingSort the departments in descending order of satisfaction.Melvin311MaleAccountingCreate a title for the chart, which includes your last namePearl411FemaleAccountingBe sure your chart includes a legend for male & female employees, change male color to blue and female to orangeJohnny411MaleAccountingBe sure to include axis titlesEunice411FemaleAccountingFormat the vertical axis for a max of 5 and major tick marks at 1 and one decimal place.Opal212FemaleAccountingJulia212FemaleAccountingCreate a new sheet titled "Graphs".Jimmie212MaleAccountingCopy & Paste as Picture your graph of Pay SatisfactionEsther212FemaleAccountingAlbert212MaleAccountingAlter your Pivot chart/table to display Responsibilities Satisfaction. Change titles as needed.Mike212MaleAccountingPaste this chart on the Graphs sheetMarion212MaleAccountingJosephine212FemaleAccountingAlter your Pivot chart/table to display Supervision Satisfaction. Change titles as needed.Ida212FemaleAccountingPaste this chart on the Graphs sheetGerald212MaleAccountingCaroline212FemaleAccountingAlter your Pivot chart/table to display Overall Satisfaction. Change titles as needed.Alberta212FemaleAccountingPaste this chart on the Graphs sheetLeroy312MaleAccountingLeave Results sheet with the Pivot Table & Chart displaying the Overall Satisfaction.Anita312FemaleAccountingMildred412FemaleAccountingBeulah412FemaleAccountingAda412FemaleAccountingClayton212MaleAccountingWayne312MaleA ...
1. How do you think communication and the role of training addressMartineMccracken314
1. How do you think communication and the role of training address performance gaps or training needs as it relates to how Adults learn?
2. There are many ways – or methods – available to gather data during a need’s assessment. Each one has advantages and disadvantages. What is important is to select the appropriate method based on your business problem. The most common methods for data gathering are:
· Document reviews or Extant Data Analysis – reviewing existing material like process maps, procedure guides, previous training material, etc.,
· Needs Assessment
· Interviews
· Focus groups
· Surveys
· Questionnaires
· Direct Observations
· Testing
· Subject Matter Expert Analysis
Select one of these data gathering methods to discuss and share what you see as the advantages and disadvantages associated with using the selected method.
1. Team teaching
In team teaching, both teachers are in the room at the same time but take turns teaching the whole class. Team teaching is sometimes called “tag team teaching.” You and your co-teacher teacher are a bit like co-presenters at a conference or the Oscars. You don’t necessarily plan who takes which part of the lesson, and when one of you makes a point, the other can jump in and elaborate if needed.
Team teaching can make you feel vulnerable. It asks you to step outside of your comfort zone and allow another teacher to see how you approach a classroom full of students. However, it also gives you the opportunity to learn about and improve your teaching skills by having a partner who can provide feedback and — in some cases — mentorship.
In team teaching, as well as the five other co-teaching models below, a teacher team may be made up of two general education teachers, two special education teachers, or one of each. Or, in some cases, it may be a teacher and a paraprofessional working together. Some IEPs specify that a student’s teaching team needs to include a general education teacher and a special education teacher.
Here’s what you need to know about the team teaching method:
What it looks like in the classroom
Both teachers teach at the front of the room and move about to check in with students (as needed).
Benefits
· Provides both teachers with an active instructional role
· Introduces students to complementary teaching styles and personalities
· Allows for lessons to be presented by two different people with different teaching styles
· Models multiple ways of presenting and engaging with information
· Models for students what a successful collaborative working relationship can look like
· Provides more opportunities to pursue teachable moments that may arise
Challenges
· Takes time and trust for teachers to build a working relationship that values each teacher equally in the classroom
· Necessitates a lot of planning time and coordination of schedules
· Requires teachers to have equal involvement not just in planning, but also in grading, which means assignments need to be evaluated ...
1. How brain meets its requirement for its energy in terms of wellMartineMccracken314
1. How brain meets its requirement for its energy in terms of well-fed and during starvation or fasting?
2. Explain the utilization of different sources of energy in muscle during anaerobic and aerobic conditions of high physical activity and resting?
3. Why and how adipose tissue and kidney are significant for fuel metabolism?
4. Explain in detail why liver is significant for metabolism of mammals and how does it coordinate the different metabolic pathways essential for organism?
5. Explain the Cori cycle and glucose-alanine cycle for interorgan fuel metabolism?
...
1. Give an introduction to contemporary Chinese art (Talk a littleMartineMccracken314
1. Give an introduction to contemporary Chinese art (Talk a little bit about some of the major changes in Chinese art)
2. Read the article that is provided. Do some research on the artist, Xu Bing. According to the article, give some background information about Xu Bing, and investigate the body of work.
3. Select one piece of his artwork to write about. It could be a traditional work of art, such as drawing, painting, or sculpture, or something more experimental like performance art, body art, or installation art.
4. Write a 3-page analysis of the artwork you select. The paper should have a short introduction and conclusion, but the body should focus on your analysis of the artwork. Some of the questions that you might want to work through in the paper include: Why is the work important? In what ways does it challenge the viewer? Is there an allegorical meaning to the work? How is it in dialogue with Western art traditions or earlier Chinese art traditions? Does it engage with Chinese history? Etc.
5. Be sure to include an image of the work you select into the paper, and the paper must be grammatically correct.
...
1. For this reaction essay is a brief written reaction to the readMartineMccracken314
1. For this reaction essay is a brief written reaction to the readings. It may be somewhat informal (and I would encourage you to be personal), but it must be well-written and well-organized. It must not be more than 2 pages, use 12-point font, single-spaced, at least 1" margins. You will react to the results of this systematic review article on Telemedicine " Effectiveness of Telemedicine A Systematic Review of Reviews.pdf
Focus on the results of the synthesis only, react to the authors' conclusions- do you agree or disagree with their synthesis? Discuss your opinion, are there faults in their conclusions?
Telemedicine is increasingly being suggested as an alternative for an in-person visit, especially with emergent diseases that call for person-to-person distancing. What are the potential concerns with this suggestion? What are in the authors' synthesis and conclusions underscore the limitations of this suggestion?
2. The next day a representative from Bristol Myers Squibb visits your office and tells you that Plavix® (clopidogrel) decreases cardiovascular events by 8.7% compared to aspirin. That sure sounds good to you, as you have many elderly patients at risk of heart attacks and strokes and many are already on aspirin. The brochure quotes the CAPRIE study, and you decide to investigate this further. A review of the 1996 article reveals that study patients on Plavix® experienced cardiovascular events 9.78% of the time compared to 10.64% of the time with aspirin. Plavix® was approved by the FDA based on this one study. Cost of Plavix/day=$6.50. Cost of aspirin/day = $1.33
• What was the NNT?
• How much does Plavix® cost monthly?
• What meaning do these values have for this problem?
• Be sure to include your actual calculations/math
i n t e r n a t i o n a l j o u r n a l o f m e d i c a l i n f o r m a t i c s 7 9 ( 2 0 1 0 ) 736–771
j o u r n a l h o m e p a g e : w w w . i n t l . e l s e v i e r h e a l t h . c o m / j o u r n a l s / i j m i
Effectiveness of telemedicine: A systematic review of
reviews
Anne G. Ekeland a,∗, Alison Bowes b, Signe Flottorp c,d
a Norwegian Centre for Integrated Care and Telemedicine, University Hospital of North Norway, P.O. Box 6060, N-9038 Tromsø, Norway
b Department of Applied Social Science, University of Stirling, Scotland, UK
c Norwegian Knowledge Centre for the Health Services, Oslo, Norway
d Department of Public Health and Primary Health Care, University of Bergen, Norway
a r t i c l e i n f o
Article history:
Received 23 April 2010
Received in revised form
11 July 2010
Accepted 29 August 2010
Keywords:
Telemedicine
Telecare
Systematic review
Effectiveness
Outcome
a b s t r a c t
Objectives: To conduct a review of reviews on the impacts and costs of telemedicine services.
Methods: A review of systematic reviews of telemedicine interventions was conducted. Inter-
ventions included all e-health interventions, information and communication technologies
for communication ...
1. Find something to negotiate in your personal or professional liMartineMccracken314
1. Find something to negotiate in your personal or professional life. Examples include: redistribution of household chores, a personal or professional purchase, a contract at work, asking for a raise, booking a vacation, hiring a contractor, etc. The deal does not have to be implemented for the purposes of this class (e.g. you can finalize the price for something you’re thinking of buying without following through on the purchase right now). The scenario you choose should be significant enough to allow you to do substantial research and detail for your paper. Submit a five page paper (minimum), double spaces, utilizing proper grammar and spelling, which summarizes the following:
1. Your Preparation – Describe the process you used and results of your preparation. You should also discuss your strategies, targets, and negotiating plan. Make sure you do your research, working on both your BATNA and the other party’s. (Consider newspapers, bookstores, libraries, the internet, and personal calls and visits as possible sources of information). This is the most important step, so being thorough is critical.
1. The Negotiating Process – Describe what happened in the negotiation itself. List he sequence of events and how you reacted/adjusted to the other party’s position. What was the negotiation style of the other party? What “tricks” did they try? How did you react? Were there any other influencing factors (e.g. cultural differences, misperceptions, emotion, etc.)?
1. The Outcome – What was the outcome and how did you feel about it? What worked well? What would you have done differently? Do you feel the result you arrived at was better than it would have been if you hadn’t taken the class? Why/Why not?
Your understanding of the appropriate preparation and process steps to take in negotiating this deal is more important than the final outcome.
Be sure to cite your sources, and include copies of necessary quotes/documentation.
1.
Find something to negotiate in your personal or professional life. Examples include:
redistributi
on of household chores, a personal or professional purchase, a contract at work,
asking for a raise, booking a vacation, hiring a contractor, etc. The deal does not have to be
implemented for the purposes of this class (e.g. you can finalize the price for
something you’re
thinking of buying without following through on the purchase right now). The scenario you
choose should be significant enough to allow you to do substantial research and detail for your
paper. Submit a five page paper (minimum), double
spaces, utilizing proper grammar and
spelling, which summarizes the following:
2.
Your Preparation
–
Describe the process you us
ed and results of your preparation. You should
also discuss your strategies, targets, and negotiating plan. Make sure you do your research,
working on both your BATNA and the other party’s. (Consider newspapers, bookstores, libraries,
the internet, and p
ers ...
1. FAMILYMy 57 year old mother died after a short illness MartineMccracken314
1. FAMILY
My 57 year old mother died after a short illness last June. She was a wonderful mother and my 66 year old father
adored her. They had been married for 38 years. He is finding it extremely difficult to cope without her. To make
matters worse, he retired just two months before she died and is at a loss to fill his days.
He is disorganized and has not established any pattern in his life. I invite him for meals and outings, but he is
detached and depressed. He doesn’t seem to be part of the world any more. I am terribly worried about him. How
long will he be like this? I am 34 and have small children. I thought being with the children would help him, but it’s
as though he doesn’t see or know them. He just sits and stares into space for much of the day. He seems locked
into his grief.
2. FAMILY
One of our 17 year old son’s best friends took his life several months ago. Our son didn’t say much at the time, but
he was very shaken. Since then he has gradually “retired” into himself. He stays in his room most of the time
listening to rock music.
He is unemployed and no longer sees his former schoolmates. We are very worried about him. How do we get him
out of himself? He has always been a quiet guy but his present behavior is beyond “quiet.” We have two other
children, girls aged 13 and 10, but our son now just ignores them.
3. FAMILY - rural
Ken is a 67 year old farmer who lives with his wife Margaret. Ken and Margaret had hoped to retire late in their 60s
and move to the west coast to be closer to their children, reluctantly selling the family property that has been
struggling financially. They have limited investment funds set aside to support their retirement and have been told
it is unlikely that they would be successful in selling their farm. Ken also suffers chronic back pain from a previous
farm injury. A neighbor has become concerned about Ken’s ability to cope with his property, and has visited Ken
and Margaret a number of times due to problems with his stock and pasture management. Margaret believes the
farm is “too much for them now,” but feels she can’t talk to Ken about this. Ken has become withdrawn and
refuses to discuss the issue. He talks about there being “no way out of this,” and that it “might as well be over.” He
sees his physician infrequently, having difficulty traveling the 60 miles to the nearby town.
4. FAMILY - rural
Jason is 34 years old and lives with his wife Jenny and their two children (8 and 3 years old). After completing a
mechanical trade apprenticeship in Boston, he has returned home with plans to build his future as a farmer. He has
become increasingly irritable and frustrated with what he believes is his failure to “get on top of things” on the
farm, and they are struggling to manage financially.
Jason is drinking heavily, mostly at home, but still drives his car into town. Jenny is angry and worried about this.
She is feeling isolated, having few friends in the area, and relying on Jas ...
1. Explain the four characteristics of B-DNA structure DifferentiMartineMccracken314
1. Explain the four characteristics of B-DNA structure? Differentiate between the A-DNA and Z-DNA structural features?
2. Describe the supercoiled DNA with its properties and how naturally occurring DNA under wound?
3. What are topoisomerases? Explain the two types of topoisomerases with their mechanism of action?
4. Explain the three interactions that are required to stabilize nucleic acids? How DNA denatures and renatures?
5. What are ribozymes and explain their properties?
Case 20 Restructuring
General Electric
The appointment of Larry Culp as the chairman and CEO of the General Electric
Company (GE) on October 1st, 2018 was a clear indication of the seriousness of the
problems that had engulfed the company. Culp, the former CEO of the highly-successful
conglomerate, Danaher Corporation, had been appointed a GE director only six months
previously and was the first outsider to lead GE—every one of GE’s previous CEOs had
been a career manager at the company. On the same day as Culp’s appointment, GE
abandoned its earning guidance for the year and announced a $23 billion accounting
charge arising from a write-down of goodwill at its troubled electrical power division.1
Culp’s predecessor, John Flannery had been CEO for a mere 14 months—a sharp
contrast to GE’s two previous CEOs: Jeff Immelt (16 years) and Jack Welch (20 years).
Flannery’s tenure at GE has coincided with of the company’s most difficult periods in its
entire 126-year history. In November 2017, amidst deteriorating financial performance,
Flannery announced a halving of GE’s quarterly dividend, the proposed sale of its
lighting and locomotive units—two of GE’s oldest businesses—and the elimination of
12,000 jobs in the power division.
In 2018, the situation worsened. In January, GE announced that it would be paying
$15 bn. to cover liabilities at insurance companies it had sold 12 years previously. In
February, GE confirmed suspicions over its dubious accounting practices by restating its
revenues and earnings for the previous two years, while also announcing the likelihood
of legal claims arising from its its subprime mortgage lending over a decade earlier.
The outcome was a precipitous fall in GE’s share price (see Figure 1) that culminated
in GE’s dismissal from the Dow Jones Industrial Average (DJIA). Until June 2018, GE
was the sole surviving member of the DJIA when it was created in 1896.
The crisis at GE presented the board with two central questions. First, should GE
be broken up? Second, if GE was to continue as a widely-diversified company, how
should it be managed?
As a diversified corporation that extended from jet engines, to oil and gas equipment,
to healthcare products, to financial services, GE was an anomaly. For three decades, con-
glomerates—diversified companies comprising unrelated or loosely related businesses—
had been deeply unfashionable. CEOs, Jack Welch and Jeff Immelt, had claimed that,
by virtue of its integrated m ...
1. examine three of the upstream impacts of mining. Which of theseMartineMccracken314
1. examine three of the upstream impacts of mining. Which of these do you think would be most difficult to estimate in a life cycle assessment?
Your response should be at least 250 words in length.
2. Discuss the pollutants that are emitted during the operation stage of a life cycle assessment for a fossil fuel source.
Your response should be at least 250 words in length
Body Ritual among the Nacirema
H O R A C E M I N E R
University of Michigan
HE anthropologist has become so familiar with the diversity of ways iq T which different peoples behave in similar situations that he is not a p t to.
be surprised by even the most exotic customs. I n fact, if all of thelogically
possible combinations of behavior have not been found somewhere in the
world, he is a p t to suspect that they must be present in some yet undescribed
tribe. This point has, in fact, been expressed with respect to clan organization
by Murdock (1949: 7 1 ) . I n this light, the magical beliefs and practices of the
Nacirema present such unusual aspects that i t seems desirable t o describe
them a s an example of the extremes to which human behavior can go.
Professor Linton first brought the ritual of the Nacirema to the attention
of anthropologists twenty years ago (1936:326), but the culture of this people
is still very poorly understood. They are a North American group living in the
territory between the Canadian Cree, the Yaqui and Tarahumare of Mexico,
and the Carib and Arawak of the Antilles. Little is known of their origin, al-
though tradition states that they came from the east. According to Nacirema
mythology, their nation was originated by a culture hero, Notgnihsaw, who is
otherwise known for two great feats of strength-the throwing of a piece of
wampum across the river Pa-To-Mac and the chopping down of a cherry tree
in which the Spirit of Truth resided.
Nacirema culture is characterized by a highly developed market economy
which has evolved in a rich natural habitat. While much of the people’s time
is devoted to economic pursuits, a large part of the fruits of these labors and a
considerable portion of the day are spent in ritual activity. The focus of this
activity is the human body, the appearance and health of which loom a s a
dominant concern in the ethos of the people. While such a concern is certainly
not unusual, its ceremonial aspects and associated philosophy are unique.
The fundamental belief underlying the whole system appears to be that the
human body is ugly and that its natural tendency is t o debility and disease.
Incarcerated in such a body, man’s only hope is to avert these characteristics
through the use of the powerful influences of ritual and ceremony. Every house-
hold has one or more shrines devoted to this purpose. The more powerful in-
dividuals in the society have several shrines in their houses and, in fact, the
opulence of a house is often referred to in terms of the num ...
1. Examine Hofstedes model of national culture. Are all four dimeMartineMccracken314
1. Examine Hofstede's model of national culture. Are all four dimensions still important in today's society as it relates to the success of the multinational manager? Why, or why not? Which do you think is the least important as it relates to multinational management? Why?
2. More companies are seeking to fill multinational management positions due to the influx of business growth abroad. If you were offered and accepted a position as a multinational manager, what would you do to personally prepare for the culture of a different country? Where would you seek information? What overall responsibilities would you expect of the job? How do you think the managerial responsibilities would be different from those you would face in the United States?
3. Multinational managers encounter many levels of culture. Which of the culture levels do you think might be the most difficult to manage? Why? Share an example. Which culture level do you think might be the easiest to understand? Why? Give an example of this.
4. In your own words, what is your perception of free trade? Think about the advantages of free trade; what are two benefits that result from free trade? There is also a downside to free trade; what are two disadvantages resulting from free trade? Provide reasoning for your choices.
5. What are the three major economic systems that nations utilize, and what is the role of each? How does each affect and influence individuals, multinational managers, and corporations?
6. How would you define ethical convergence? What are the four basic reasons for ethical convergence? Which might be the most difficult for multinational companies to follow, and why?
7. Describe the four major world religions. What are the impacts of each religion type on an economic environment? What do you think makes religion a concern in societies?
8. If you were a multinational manager, and you encountered an ethical dilemma within the multinational company, what heuristic questions would you use to decide between ethical relativism and ethical universalism? Of the different heuristic questions, which one do you think is most important? Explain your reasoning.
1
Week Two Instructor’s Notes
PHIL 1103 Summer
This week you will be learning in detail about the four different moral perspectives that
we will use to analyze moral questions.
Notice two things right at the start. First, because normative ethics is our main focus this
term, we are not going to attempt to settle the question of whether any moral perspective at all
could be correct or known to be correct—that is a task for metaethics. Our task in this second
week is to learn in some detail about four different kinds of consideration or value that often
seem relevant when we try to decide what is morally right or wrong in particular cases, namely:
(1) Respect for the rights and autonomy of the persons involved
(2) Increasing the overall well-being of the most individuals possible
(3) Asking wha ...
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1 Doctoral Project Charter Proposal Checklist Instruct
1. 1
Doctoral Project Charter Proposal Checklist
Instructions: Faculty and Secondary Reviewers will use this
checklist to review the charter for your doctoral project. Items
checked indicate
the criterion was met. Items NOT checked are either missing or
incomplete.
Review the Feedback and incorporate the feedback when
revising the Project Charter Proposal. Failure to incorporate
feedback may result in
deferral of the proposal. Prior to submitting to IRB, please
provide a copy the approved Project Charter and Checklist to
the 9902 faculty for
signature
.
Learner Name: EMPID
Primary Faculty: Secondary Reviewer
Date: Iteration: 1 Decision: Approved
NURS9902 Faculty Attestation: I have reviewed the Project
Charter for the above named learner and can attest the charter
was
approved by two separate reviewers and has not been modified.
2. (9902 Faculty Name)
Part 1
General Project Information: Clearly describes the people who
will be involved in and affected by a project. Description
includes multiple specifics and details that further characterize
participants and narrow the focus
Project Name
2
Named the project.
Acronym to identify the project.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Executive Sponsors
List key supporters using initials.
Describes why they were chosen (such as fiscal or political
support, useful skills such as marketing ability).
3. Feedback:
Iteration 1
Iteration 2
Iteration 3
Departmental Sponsors
List departmental sponsors.
Identifies sponsors departmental roles and why they were
chosen to support this project.
Feedback:
Iteration 1
Iteration 2
Iteration 3
3
Project Aim
Describes the project’s overarching aim.
Include the goals you intend to accomplish impact on systems
Feedback:
4. Iteration 1
Iteration 2
Iteration 3
Project Focus
Describes the specific intervention that will be used to achieve
the project aim
Intervention is evidence based and appropriate evidence is
provided and cited appropriately
Intervention meets the scope and rigor for a doctoral level
project
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Team
Project
Manager
Describes the relevant skills and experience that qualify the
person to lead the initiative.
Describes the project managers primary organizational role
Describes the project managers unique contributions to the
project
5. 4
Feedback:
Iteration 1
Iteration 2
Iteration 3
Team
Members
Describes each team member’s primary role in the organization
as well as skills or qualifications that could
contribute to the project’s success.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Stakeholders
Lists titles, categories, or initials of those who will be affected
by project outcomes
Describse the impact on each individual or group.
Identifies impact on patients and consumers, customer
satisfaction, safety, and quality outcomes
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
6. reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Part 2
Project Overview: Clearly describes an overview of all aspects
of a project plan. Description includes multiple specifics; is
detailed,
yet concise; and all elements of the plan work together to create
a coherent whole.
Project Description
5
Includes concise descriptions of who, what, when, where, and
how long.
Describes the problem, how it was diagnosed, and how its
solution aligns to strategic priorities.
Includes a timeline and required resources for the project: staff
time, administrative resources, activity sites, and so on.
Includes a budget estimate if applicable
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
7. reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Evidence to Support Need
Provides empirical and contextual evidence to support the gap,
need, or improvement and includes organizational data,
Includes primary and secondary data sources, regulatory
requirements, clinical practice guidelines, and benchmarking
data.
Data and sources are supported by citations and/or personal
communications to ensure academic merit and integrity
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Purpose/Business Case
8. 6
Describes the business or clinical need the project addresses
Describes the change or improvement and how will it impact
consumers, staff, and health care system as a whole
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
SMART Objectives (Specific, Measurable, Attainable, Relevant,
Time-Bound)
Provides a concise list of objectives using the SMART model.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Deliverables
Lists the specific high-level products or processes that will be
created, such as training materials, policies, or process
improvements.
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
9. reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Scope
Specifies what the project will and will not address.
Includes all relevant people and processes and addresses
alignment to strategic organizational goals.
Includes a brief discussion of the project’s limitations.
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
7
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Milestones
Describes specific deliverables for each project phase.
10. Identifies interim milestones including timeframes in terms of
number of days, weeks, or months. Identify those responsible
for each
deliverable.
Project length meets the requirements for doctoral work (DNP
projects must be between 8-10 weeks to allow for enough
data collection and to accumulate the necessary number of
practicum hours).
Feedback:
Feedback:
Iteration 1
Iteration 2
Iteration 3
Part 3
SWOT Analysis: Clearly describes the strengths, weaknesses,
opportunities, and threats related to a project plan. Description
identifies knowledge gaps, unknowns, missing information,
unanswered questions, or areas of uncertainty
Strengths
Identifies project strengths could include things like executive
support or financial resources.Write them here.
Weaknesses
11. Identifies here at least three potential obstacles to a successful
project outcome.
Opportunities
8
Identifies current opportunities to facilitate project success
Threats
Identifies at least three current or future threats to the project’s
success
Feedback:
Iteration 1
Iteration 2
Iteration 3
Known Major Risks
Ranks the SWOT weaknesses and threats listed and identifies at
least one high risk and discuss how it might be mitigated
Feedback:
Iteration 1
Iteration 2
12. Iteration 3
Ethical Considerations: Clearly describes the ethical
considerations, constraints, external dependencies, and
communication
strategy of a project plan. Description includes multiple
specifics, examples, and references to relevant, current
scholarly and/or
authoritative sources
9
Describes any potential for human rights violations.
The project does not involve vulnerable populations.
Addresses data security factors and includes a description of
how data will be accessed and stored, including team members
who will
have access to personal health data and how it will be
safeguarded
The project, as described, is NOT Research
Synthesizes scholarly, authoritative evidence. Synthesi s
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
13. Iteration 3
Constraints
Identifies any constraints that may limit the project potential (
i.e. personnel, funding, scheduling, or other options, such as a
predetermined budget, limited staff, or deadlines)
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
External Dependencies
Describes external dependencies such as personnel, funding,
communication channels, or community resources, describe
them here.
If there are no external dependencies, describes internal
support.
Feedback:
Iteration 1
Iteration 2
Iteration 3
14. 10
Communication Strategy
Indicates here how the project manager will communicate to
sponsors, project team, and stakeholders.
Describes the means and frequency of communication, including
meetings, processes, and tools such as charts, wikis, and
dashboards.
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Proposed Outcomes: Clearly describes the outcome measures
related to a project plan. Plans for each proposed outcome
measure are linked to authoritative evidence.
Describes what is specifically being measured to determine
project success
Operationally defines all outcome, process, counter, or proxy
measures that will be used to evaluate the success of the project
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
15. Feedback:
Iteration 1
Iteration 2
Iteration 3
Data Collection Plan: Clearly describes the data collection
procedures related to a project plan. Description includes
multiple
specifics, examples, and references to relevant, current
scholarly and/or authoritative sources.
11
Describes the type of data that will be collect and analytical
methods to determine project success
Describes how and when data will be collected per the project
milestones described.
Identifies twho will collect, analyze the data and where the data
will be stored
Addresses the integrity of the data collection process (will it be
done by team members or staff)
Explains the integrity of the data sources.
If using a survey tool, the survey is described in detail
including validity and relability testing and permissions.
Describes the plan to handle missing data and how data will be
securely stored
Feedback:
16. Iteration 1
Iteration 2
Iteration 3
Data Collection Tool
Optional: The data collection tool is included as an Appendix in
the Project Charter Proposal Document
DO NOT submit the excel sheet to the assignment / assessment
in NURS/NURSFPX9100. The sheet will be reviewed by your
faculty
in NURA/NURSFPX9902.
Scolarly Writing and Academic Integrity
Scholarly Evidence and Support: Synthesizes scholarly,
authoritative evidence where indicated within the project
charter. Synthesis
includes multiple, relevant, and current evidence supporting all
parts of the project charter.
Feedback:
Iteration 1
Iteration 2
Iteration 3
12
17. Writes clearly and coherently using communication style and
vocabulary appropriate for scholarly work (no grammar, usage,
or
mechanical errors).
Feedback:
Iteration 1
Iteration 2
Iteration 3
Correctly references and cites scholarly and/or authoritative
sources in APA 7th ed.
Feedback:
Iteration 1
Iteration 2
Iteration 3
General Summary Feedback:
Iteration 1
Primary Faculty Name
Iteration 2
Primary Faculty Name
Iteration 3
18. Primary Faculty Name
1
Supporting Young Children’s Learning at Home
Families and Literacy:
Families affect language and literacy learning in a variety of
ways – before enrollment in early
education programs and after formal education begins. When
families act, react, and interact
with their babies during feeding, diapering, and play activities ,
they are influencing literacy
development. Responding to a baby’s needs, actions, and
expressions with conversation and
other exchanges provides opportunities for children to hear a
wide variety of sounds. As
language develops, families continue to support literacy through
conversations; reading
together; providing books and other materials; teaching about
signs and symbols in the
community; taking trips to libraries, museums, and bookstores,
and labeling items in the child’s
environment.
Family literacy is an important component of school success,
19. and it has been reported that
children in low-income families are read to as little as 25 hours
prior to entering first grade while
their peers from middle- income families have been read to for
more than 1,250 hours. It has
been advised that interactive literacy programs be put in place
that train parents in being their
child’s primary teacher and becoming full partners in their
education.
Families can encourage and support language development
through games. With very young
children, peek-a-boo and pat-a-cake can be played. Formal and
informal word play such as “I
Spy” with preschoolers and kindergartners, and board games
with elementary-aged children, all
enhance language development. Play enriches children’s
vocabulary, helping them develop
language skills by using contextual clues, and children are
given valuable experiencing
practicing literacy while playing.
While engaging in everyday activities, families support
language development. Families can
discuss television shows, asking questions about what children
think is happening, having
conversations about program content, and expanding
understanding on what is being presented
in the show. Family members can encourage children to look at
traffic signs and license plates,
spell and say town names, read numbers on exit and speed limit
signs, and have conversations
about landmarks while driving in the car. Car time is also a
great opportunity to sing songs and
play word and memory games.
20. Early childhood educators can help families understand
language and literacy development in a
number of ways. They can send home newsletters for parents
that contain ideas on how to
encourage literacy development at home, host school programs
for parents related to language
development, and provide other resources, such as DVDs, web
sites about language and
literacy strategies. It’s important that teachers reach out to the
families in their program and help
guide them towards language and literacy activities they can use
at home to help their children
achieve academic success.
2
Families and Science:
Sharing information with families about how to support
scientific learning at home can be done
through newsletters, workshops, e-mail, or displays at school.
To help families develop and
support scientific learning in their young child, the following
major points should be conveyed:
magnets, cars on ramps,
water play).
talk and work with other
21. people.
just a science word learner).
n is
related to their own
experiences (e.g., food, plants, wheels, care of animals).
and questions and then
respond to and expand on children’s interests.
When teachers help families learn how to support science
learning at home, it is important to
provide them with information about how science learning
occurs at school. When families
understand how the two environments work together, they can
better support scientific
explorations at home.
Families and Mathematics:
It is also important to help family members understand how
young children gain mathematical
concepts and skills. Activities such as family math nights and
take-home activities are great
resources to support families. Math packs can be developed to
send home that include math
games, manipulative materials such as Legos, blocks, and
shapes, graph paper, and other
instruments to support mathematics and literacy skills.
Families and Social Studies:
22. As previously discussed, creating effective family partnerships
in any subject area needs
understanding and appreciation of families’ diverse histories,
cultures, and traditions. Building
home social studies activities around these differences
encourages family involvement. Children
can draw maps of their house or neighborhood (geography);
make charts about what they
“need” or “want” (beginning economics); and make a timeline
or collage with photos of family
and friends (family history/historical understanding).
Families and Health, Safety, Nutrition, and Movement:
Early childhood programs can provide information to parents
and families regarding the health
and safety of their children. Most families have routine doctor
and dentist visits and practice
safety while crossing the street, riding in a car, or riding a bike.
Some practices are not
universal, however, so sometimes families need additional
information about basic health and
safety.
Families and schools often find they must act in partnership for
children’s mental health needs.
For children to succeed, they must not only be physically
healthy, but psychologically healthy,
as well. Teachers and programs need to help families understand
that psychological health is
3
23. founded on positive relationships with caregivers but may also
have a biological or neurological
basis. When early childhood professionals help families
understand these needs, children are
more likely to get the services needed to support their emotional
health.
Social and Emotional Foundations of Children’s Learning:
Social and emotional development supports relationship-
building, competence, and success in
life. Family members influence children’s confidence,
enthusiasm for learning, self-control, and
cooperation. Sharing information on this developmental domain
increases family understanding
about effective ways to interact and build positive relationships
with their children, which is
essential for academic success.
Teachers can make suggestions, such as the following, to help
parents support their child’s
social and emotional literacy:
conversation as you read to them.
-emotional
development, such as sharing and
making friends.
Suggestions provided for teachers to involve families include:
24. that support children’s social
and emotional development, including recommended books and
shared activities.
-home literacy kitsfor families and
children to share.
storytelling, and age-appropriate
dramatics that focus on social and emotional skills.
young children to support
both literacy and social and emotional development.
Teachers, families, and other community members can be
involved in activities that support
children’s learning without resorting to rote drill or
memorization. Early childhood educators can
teach families about the thought processes of young children to
better enable them to relate to
their children’s ideas and conceptual frameworks. When
teachers, families, and community
members build partnerships to support children’s learning at
home and at school, greater
success is bound to happen!
25. 1
Doctoral Project Charter Proposal Checklist
Instructions: Faculty and Secondary Reviewers will use this
checklist to review the charter for your doctoral project. Items
checked indicate
the criterion was met. Items NOT checked are either missing or
incomplete.
Review the Feedback and incorporate the feedback when
revising the Project Charter Proposal. Failure to incorporate
feedback may result in
deferral of the proposal. Prior to submitting to IRB, please
provide a copy the approved Project Charter and Checklist to
the 9902 faculty for
signature
.
Learner Name: EMPID
Primary Faculty: Secondary Reviewer
Date: Iteration: 1 Decision: Approved
NURS9902 Faculty Attestation: I have reviewed the Project
Charter for the above named learner and can attest the charter
was
approved by two separate reviewers and has not been modified.
(9902 Faculty Name)
Part 1
General Project Information: Clearly describes the people who
26. will be involved in and affected by a project. Description
includes multiple specifics and details that further characterize
participants and narrow the focus
Project Name
2
Named the project.
Acronym to identify the project.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Executive Sponsors
List key supporters using initials.
Describes why they were chosen (such as fiscal or political
support, useful skills such as marketing ability).
Feedback:
Iteration 1
27. Iteration 2
Iteration 3
Departmental Sponsors
List departmental sponsors.
Identifies sponsors departmental roles and why they were
chosen to support this project.
Feedback:
Iteration 1
Iteration 2
Iteration 3
3
Project Aim
Describes the project’s overarching aim.
Include the goals you intend to accomplish impact on systems
Feedback:
Iteration 1
Iteration 2
28. Iteration 3
Project Focus
Describes the specific intervention that will be used to achieve
the project aim
Intervention is evidence based and appropriate evidence is
provided and cited appropriately
Intervention meets the scope and rigor for a doctoral level
project
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Team
Project
Manager
Describes the relevant skills and experience that qualify the
person to lead the initiative.
Describes the project managers primary organizational role
Describes the project managers unique contributions to the
project
4
29. Feedback:
Iteration 1
Iteration 2
Iteration 3
Team
Members
Describes each team member’s primary role in the organization
as well as skills or qualifications that could
contribute to the project’s success.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Stakeholders
Lists titles, categories, or initials of those who will be affected
by project outcomes
Describse the impact on each individual or group.
Identifies impact on patients and consumers, customer
satisfaction, safety, and quality outcomes
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
30. Iteration 1
Iteration 2
Iteration 3
Part 2
Project Overview: Clearly describes an overview of all aspects
of a project plan. Description includes multiple specifics; is
detailed,
yet concise; and all elements of the plan work together to create
a coherent whole.
Project Description
5
Includes concise descriptions of who, what, when, where, and
how long.
Describes the problem, how it was diagnosed, and how its
solution aligns to strategic priorities.
Includes a timeline and required resources for the project: staff
time, administrative resources, activity sites, and so on.
Includes a budget estimate if applicable
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
31. Iteration 2
Iteration 3
Evidence to Support Need
Provides empirical and contextual evidence to support the gap,
need, or improvement and includes organizational data,
Includes primary and secondary data sources, regulatory
requirements, clinical practice guidelines, and benchmarking
data.
Data and sources are supported by citations and/or personal
communications to ensure academic merit and integrity
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Purpose/Business Case
6
Describes the business or clinical need the project addresses
Describes the change or improvement and how will it impact
consumers, staff, and health care system as a whole
32. Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
SMART Objectives (Specific, Measurable, Attainable, Relevant,
Time-Bound)
Provides a concise list of objectives using the SMART model.
Feedback:
Iteration 1
Iteration 2
Iteration 3
Deliverables
Lists the specific high-level products or processes that will be
created, such as training materials, policies, or process
improvements.
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
33. Iteration 2
Iteration 3
Project Scope
Specifies what the project will and will not address.
Includes all relevant people and processes and addresses
alignment to strategic organizational goals.
Includes a brief discussion of the project’s limitations.
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
7
Feedback:
Iteration 1
Iteration 2
Iteration 3
Project Milestones
Describes specific deliverables for each project phase.
Identifies interim milestones including timeframes in terms of
number of days, weeks, or months. Identify those responsible
for each
deliverable.
34. Project length meets the requirements for doctoral work (DNP
projects must be between 8-10 weeks to allow for enough
data collection and to accumulate the necessary number of
practicum hours).
Feedback:
Feedback:
Iteration 1
Iteration 2
Iteration 3
Part 3
SWOT Analysis: Clearly describes the strengths, weaknesses,
opportunities, and threats related to a project plan. Description
identifies knowledge gaps, unknowns, missing information,
unanswered questions, or areas of uncertainty
Strengths
Identifies project strengths could include things like executive
support or financial resources.Write them here.
Weaknesses
Identifies here at least three potential obstacles to a successful
project outcome.
Opportunities
35. 8
Identifies current opportunities to facilitate project success
Threats
Identifies at least three current or future threats to the project’s
success
Feedback:
Iteration 1
Iteration 2
Iteration 3
Known Major Risks
Ranks the SWOT weaknesses and threats listed and identifies at
least one high risk and discuss how it might be mitigated
Feedback:
Iteration 1
Iteration 2
Iteration 3
Ethical Considerations: Clearly describes the ethical
considerations, constraints, external dependencies, and
36. communication
strategy of a project plan. Description includes multiple
specifics, examples, and references to relevant, current
scholarly and/or
authoritative sources
9
Describes any potential for human rights violations.
The project does not involve vulnerable populations.
Addresses data security factors and includes a description of
how data will be accessed and stored, including team members
who will
have access to personal health data and how it will be
safeguarded
The project, as described, is NOT Research
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Constraints
Identifies any constraints that may limit the project potential (
37. i.e. personnel, funding, scheduling, or other options, such as a
predetermined budget, limited staff, or deadlines)
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
External Dependencies
Describes external dependencies such as personnel, funding,
communication channels, or community resources, describe
them here.
If there are no external dependencies, describes internal
support.
Feedback:
Iteration 1
Iteration 2
Iteration 3
10
Communication Strategy
38. Indicates here how the project manager will communicate to
sponsors, project team, and stakeholders.
Describes the means and frequency of communication, including
meetings, processes, and tools such as charts, wikis, and
dashboards.
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
Iteration 2
Iteration 3
Proposed Outcomes: Clearly describes the outcome measures
related to a project plan. Plans for each proposed outcome
measure are linked to authoritative evidence.
Describes what is specifically being measured to determine
project success
Operationally defines all outcome, process, counter, or proxy
measures that will be used to evaluate the success of the project
Synthesizes scholarly, authoritative evidence. Synthesis
includes multiple, relevant, and current evidence from peer
reviewed sources
Feedback:
Iteration 1
39. Iteration 2
Iteration 3
Data Collection Plan: Clearly describes the data collection
procedures related to a project plan. Description includes
multiple
specifics, examples, and references to relevant, current
scholarly and/or authoritative sources.
11
Describes the type of data that will be collect and analytical
methods to determine project success
Describes how and when data will be collected per the project
milestones described.
Identifies twho will collect, analyze the data and where the data
will be stored
Addresses the integrity of the data collection process (will it be
done by team members or staff)
Explains the integrity of the data sources.
If using a survey tool, the survey is described in detail
including validity and relability testing and permissions.
Describes the plan to handle missing data and how data will be
securely stored
Feedback:
Iteration 1
Iteration 2
Iteration 3
40. Data Collection Tool
Optional: The data collection tool is included as an Appendix in
the Project Charter Proposal Document
DO NOT submit the excel sheet to the assignment / assessment
in NURS/NURSFPX9100. The sheet will be reviewed by your
faculty
in NURA/NURSFPX9902.
Scolarly Writing and Academic Integrity
Scholarly Evidence and Support: Synthesizes scholarly,
authoritative evidence where indicated within the project
charter. Synthesis
includes multiple, relevant, and current evidence supporting all
parts of the project charter.
Feedback:
Iteration 1
Iteration 2
Iteration 3
12
Writes clearly and coherently using communication style and
vocabulary appropriate for scholarly work (no grammar, usage,
or
mechanical errors).
41. Feedback:
Iteration 1
Iteration 2
Iteration 3
Correctly references and cites scholarly and/or authoritative
sources in APA 7th ed.
Feedback:
Iteration 1
Iteration 2
Iteration 3
General Summary Feedback:
Iteration 1
Primary Faculty Name
Iteration 2
Primary Faculty Name
Iteration 3
Primary Faculty Name
Doctoral Project Charter
42. Use this template to develop the charter for your doctoral
project, replacing the instructional text in the cells with the
required information. Consider making a copy of this template
should you require a second look at the instructions.
Part 1General Project Information
Project Name
Name your project here. Be creative. Use a clever, memorable
acronym to identify the project. This will help gain stakeholder
buy-in.
Executive Sponsors
List key supporters using initials here. Briefly describe why
they were chosen (such as fiscal or political support, useful
skills such as marketing ability).
Department Sponsors
List departmental sponsors by initials here. Identify their
departmental roles and why they were chosen to support this
project.
Project Aim
Describe the project’s overarching aim here. Include the goals
you intend to accomplish by the end of the project and their
impact on systems (such as “decrease the number of patients
presenting to the ED without treatment”).
Focus
In this space, describe the specific intervention strategy that
will be used to achieve the project aim. (For the example above,
the project focus might be to use LEAN methodology to
improve hospital throughput.)Project Team
Title
Department
Credentials
Role
Project Manager
43. Include a brief description here of the relevant skills and
experience that qualify this person to lead the initiative. What is
his or her primary organizational role? What other useful
qualities might this person leverage as a contributor to this
project?
Team Members
Describe here each team member’s primary role in the
organization as well as skills or qualifications that could
contribute to the project’s success.
44. Stakeholders
Stakeholder
List here titles, categories, or initials of those who will be
affected by project outcomes and describe the impact on each
individual or group. Remember to include patients and
consumers, describing customer satisfaction, safety, and quality
outcomes.
45. Part 2
Project Overview
Project Description
Include here concise descriptions of who, what, when, where,
and how long. Include a budget estimate if applicable. Describe
the problem, how it was diagnosed, and how its solution aligns
to strategic priorities. Include a timeline and required resources
for the project: staff time, administrative resources, activity
sites, and so on.
Evidence to Support Need
Provide here empirical and contextual evidence to support the
gap, need, or improvement. Consider primary and secondary
data sources, regulatory requirements, clinical practice
guidelines, and benchmarking data. Be sure to include proper
citations and descriptions of integrity and reliability of any data
you provide.
Project Purpose/Business Case
Describe the business or clinical need this project addresses
here. What will the change or improvement accomplish and how
will it impact consumers, staff, and health care system as a
whole?
SMART Objectives (Specific, Measurable, Attainable, Relevant,
Time-Bound)
Provide a concise list of objectives using the SMART model
here.
Deliverables
List here the specific high-level products or processes to be
created, such as training materials, policies, or process
improvements.
Project Scope
Specify clearly here what the project will and will not address.
Include all relevant people and processes; this is an opportunity
to address alignment to strategic organizational goals. Be sure
to include a brief discussion of the project’s limitations.
Project Milestones
Describe specific deliverables for each project phase here. For
46. the development and planning stage, team member recruitment
from each involved department might be a deliverable, for
example. If using PDCA, interim milestones may correspond to
completion of different PDCA cycles. Indicate timeframes in
terms of number of days, weeks, or months. Identify those
responsible for each deliverable.
Part 3
SWOT Analysis
Strengths
Project strengths could include things like executive support or
financial resources.Write them here.
Weaknesses
Identify here at least three potential obstacles to a successful
project outcome.
Opportunities
Note here current opportunities to facilitate project success,
such as leveraging existing EMP to implement a clinical
decision support system.
Threats
Identify at least three current or future threats to the project’s
success here. Examples include increased competition or high
staff turnover in the affected department or service line.
Known Major Risks
Rank the SWOT weaknesses and threats listed above here.
Identify at least one high risk and discuss how it might be
mitigated.
Risk Level (Low, Medium, High)
Risk
47. Ethical Considerations
Taking into account PHI, HIPAA, human subject considerations,
equitable care, and IRB oversight, describe here any potential
for human rights violations. Note any vulnerable populations
involved and plans for equitable subject treatment. Describe
data security factors: how data will be accessed and stored,
including team members who will have access to personal
health data and how it will be safeguarded (such as “Only [X]
people will access the EMR”).
Constraints
List here any limits to personnel, funding, scheduling, or other
options, such as a predetermined budget, limited staff, or
deadline.
External Dependencies
If the project’s success may depend on external relationships or
resources such as personnel, funding, communication channels,
or community resources, describe them here. If there are no
external dependencies, describe internal support.
Communication Strategy
Indicate here how the project manager will communicate to
sponsors, project team, and stakeholders. Describe the means
and frequency of communication, including meetings,
processes, and tools such as charts, wikis, and dashboards.
Proposed Outcomes
Metric
48. Outcome Measure
Process Measure
Countermeasure (optional)
What is being measured to determine project success
Answers specifically final outcome (“So what?”), such as [X]
percent patient satisfaction rate increase
Measures supporting final outcome such as compliance, time
motion, competency
Measures to ensure that there are no negative consequences in
other areas
49. Data Collection Plan
Describe in detail here the data you will collect and analyze to
determine project success, including how and when it will be
collected per the project milestones described above. Identify
those who will collect, analyze, and store the data and address
the integrity of the process (will it be done by team members or
staff). Explain the integrity of the data sources: will data be
collected from the EMR, online survey, or an internally created
tool? Describe your plan to handle missing data and where you
will securely store the data.
Data Collection Tool
Develop a data collection tool for future use in Excel using
appropriate headers for columns and rows. DO NOT submit the
Excel sheet to the assignment / assessment in NURS/NURS-
FPX9100. Be sure to keep your Excel sheet as a reference and a
possible resource for a future NURS course where it may be
reviewed by faculty.
Sheet 1: The data collection tool should include at least one
filtering application and one analytical function (sum, mean,
calculation).
Sheet 2: Add dummy data to show the operation above.
Sheet 3: Based on the dummy data, create a graphic
representation (such as histogram, line graph, bar graph, or pie
chart) to show how the data can be displayed and
communicated.
50. 1
2
Doctoral Project Charter
Use this template to develop the charter for your doctoral
project, replacing the instructional text in the cells with the
required information. Consider making a copy of this template
should you require a second look at the instructions.
Part 1General Project Information
Project Name
Name your project here. Be creative. Use a clever, memorable
acronym to identify the project. This will help gain stakeholder
buy-in.
Executive Sponsors
List key supporters using initials here. Briefly describe why
they were chosen (such as fiscal or political support, useful
skills such as marketing ability).
Department Sponsors
List departmental sponsors by initials here. Identify their
departmental roles and why they were chosen to support this
project.
Project Aim
Describe the project’s overarching aim here. Include the goals
you intend to accomplish by the end of the project and their
impact on systems (such as “decrease the number of patients
presenting to the ED without treatment”).
Focus
In this space, describe the specific intervention strategy that
will be used to achieve the project aim. (For the example above,
the project focus might be to use LEAN methodology to
improve hospital throughput.)Project Team
51. Title
Department
Credentials
Role
Project Manager
Include a brief description here of the relevant skills and
experience that qualify this person to lead the initiative. What is
his or her primary organizational role? What other useful
qualities might this person leverage as a contributor to this
project?
Team Members
Describe here each team member’s primary role in the
organization as well as skills or qualifications that could
contribute to the project’s success.
52. Stakeholders
Stakeholder
List here titles, categories, or initials of those who will be
affected by project outcomes and describe the impact on each
individual or group. Remember to include patients and
consumers, describing customer satisfaction, safety, and quality
outcomes.
53. Part 2
Project Overview
Project Description
Include here concise descriptions of who, what, when, where,
and how long. Include a budget estimate if applicable. Describe
the problem, how it was diagnosed, and how its solution aligns
to strategic priorities. Include a timeline and required resources
for the project: staff time, administrative resources, activity
sites, and so on.
Evidence to Support Need
Provide here empirical and contextual evidence to support the
gap, need, or improvement. Consider primary and secondary
data sources, regulatory requirements, clinical practice
guidelines, and benchmarking data. Be sure to include proper
citations and descriptions of integrity and reliability of any data
you provide.
Project Purpose/Business Case
Describe the business or clinical need this project addresses
here. What will the change or improvement accomplish and how
will it impact consumers, staff, and health care system as a
whole?
SMART Objectives (Specific, Measurable, Attainable, Relevant,
Time-Bound)
Provide a concise list of objectives using the SMART model
here.
Deliverables
List here the specific high-level products or processes to be
created, such as training materials, policies, or process
improvements.
54. Project Scope
Specify clearly here what the project will and will not address.
Include all relevant people and processes; this is an opportunity
to address alignment to strategic organizational goals. Be sure
to include a brief discussion of the project’s limitations.
Project Milestones
Describe specific deliverables for each project phase here. For
the development and planning stage, team member recruitment
from each involved department might be a deliverable, for
example. If using PDCA, interim milestones may correspond to
completion of different PDCA cycles. Indicate timeframes in
terms of number of days, weeks, or months. Identify those
responsible for each deliverable.
Part 3
SWOT Analysis
Strengths
Project strengths could include things like executive support or
financial resources.Write them here.
Weaknesses
Identify here at least three potential obstacles to a successful
project outcome.
Opportunities
Note here current opportunities to facilitate project success,
such as leveraging existing EMP to implement a clinical
decision support system.
Threats
Identify at least three current or future threats to the project’s
success here. Examples include increased competition or high
staff turnover in the affected department or service line.
Known Major Risks
Rank the SWOT weaknesses and threats listed above here.
Identify at least one high risk and discuss how it might be
mitigated.
Risk Level (Low, Medium, High)
Risk
55. Ethical Considerations
Taking into account PHI, HIPAA, human subject considerations,
equitable care, and IRB oversight, describe here any potential
for human rights violations. Note any vulnerable populations
involved and plans for equitable subject treatment. Describe
data security factors: how data will be accessed and stored,
including team members who will have access to personal
health data and how it will be safeguarded (such as “Only [X]
people will access the EMR”).
Constraints
List here any limits to personnel, funding, scheduling, or other
options, such as a predetermined budget, limited staff, or
deadline.
External Dependencies
If the project’s success may depend on external relationships or
resources such as personnel, funding, communication channels,
or community resources, describe them here. If there are no
external dependencies, describe internal support.
56. Communication Strategy
Indicate here how the project manager will communicate to
sponsors, project team, and stakeholders. Describe the means
and frequency of communication, including meetings,
processes, and tools such as charts, wikis, and dashboards.
Proposed Outcomes
Metric
Outcome Measure
Process Measure
Countermeasure (optional)
What is being measured to determine project success
Answers specifically final outcome (“So what?”), such as [X]
percent patient satisfaction rate increase
Measures supporting final outcome such as compliance, time
motion, competency
Measures to ensure that there are no negative consequences in
other areas
57. Data Collection Plan
Describe in detail here the data you will collect and analyze to
determine project success, including how and when it wil l be
collected per the project milestones described above. Identify
those who will collect, analyze, and store the data and address
the integrity of the process (will it be done by team members or
staff). Explain the integrity of the data sources: will data be
collected from the EMR, online survey, or an internally created
tool? Describe your plan to handle missing data and where you
will securely store the data.
Data Collection Tool
Develop a data collection tool for future use in Excel using
appropriate headers for columns and rows. DO NOT submit the
Excel sheet to the assignment / assessment in NURS/NURS-
FPX9100. Be sure to keep your Excel sheet as a reference and a
possible resource for a future NURS course where it may be
reviewed by faculty.
Sheet 1: The data collection tool should include at least one
63. efficiency of the discharge process and
arrive at a standardized discharge process.
Solution
s will be implemented, measured, and refined.
Sustainability will be maintained through the implementation of
standard operating procedures,
guidelines, and statistical process control (SPC).
The patient discharge process is complex, requiring different
groups including physicians,
nurses, ancillary service staff, patients, and their families to
coordinate. Complex processes tend to be
high in variability. The Six Sigma methodology focuses on
reducing defects and variations. Six Sigma
uses a “structured approach to uncover the root cause of a
problem using the Define, Measure, Analyze,
65. process.
The PDSA cycle is an iterative model for improving a process
involving four steps. In the first
step, the who, what, when, and where of the plan is developed
in which predicted outcomes are outlined
and tasks are assigned. The plan is implemented in the do phase.
The data and results of the
implementation are analyzed in the study phase. In the act
phase, the plan is either adopted, adapted, or
abandoned based on the outcome from the study phase. If the
plan is not adopted, changes are made to
the plan based on learnings from the previous PDSA cycle and a
new PDSA cycle is initiated. This
process is repeated till a plan is adopted (Christoff, 2018).
Project Team
Title Department Credentials Role
67. MSU MD
The attending surgeon is an expert in the care of
preoperative and postoperative patients, in addition to
surgeries. The attending surgeon will provide medical
oversight of any policy or protocol changes that impact the
patient discharge process in the MSU. The attending surgeon
will also champion the initiative among physician
colleauges.
Clinical
Director
MSU RN, BSN
The clinical director will oversee the work of the MSU staff
in a managerial capacity and care processes. The MSU
69. patients and their family. The MSU nurse will foster change
at the bedside during shift report and medical rounds. They
will serve as role models and assist in staff education and
policy revisions. Staff nurse champions will also be in
charge of weekly compliance audits and data collection.
Respiratory
Therapy
MSU RRT
The respiratory therapist provides support for critical
respiratory needs. The respiratory therapist will provide
inputs in policy change decisions and serve as a champion
for the respiratory care staff that rotates through the unit.
Stakeholders
72. increase in the
number of patients leaving the ED without being seen by a
provider. The call to action was for all inpatient units to
implement process
improvements to increase the number of available beds. The
MSU at AZ hospital intends to answer that call with the process
improvements proposed in this Project Charter.
A charge nurse of the MSU will act as the team leader for the
MSUDBN. The charge nurse is an employee of the organization
and works full time in the MSU. The team leader will obtain
approval for the project from the clinical director of the MSU.
The team
leader of this initiative will be responsible for the initial
analysis, design, implementation and test according to the
guidelines and
schedule stated in the schedule of work (Table 2). The fishbone
model will be placed in the staff breakroom for convenient
access and
73. all MSU staff will be encouraged to participate in the fishbone
exercise. Focus groups will be conducted by team members to
discuss
findings from the fishbone exercise and will, over the course of
the following week, perform rapid PDSA cycles to finalize a
standardized discharge process.
Baseline data will be collected to determine the current
percentage of patients discharged by noon in the MSU, length of
stay
(LOS) data in the MSU, percentage of the patients leaving
without being seen in the ED, ED holds and wait time data.
With staff input
from the fishbone analysis the team will identify potential
solutions to increase patient discharges by noon in the MSU.
The new
standardized discharge process will be established and
communicated to the staff during the week of 9/29/2019.
Implementation of the
75. The project budget is $100.00. All project work is anticipated to
occur during regular staff work time hours.
Table 2. Schedule of Work
SCHEDULE OF WORK
DATES HOURS DMAIC ACTIVITY DELIVERABLE
8/22 – 8/30
10
D
76. The team leader will obtain approval for
the project from the clinical director of
the MSU.
Conduct presentation for MSU staff to
highlight ED throughput analysis report
and its call to action for other inpatient
departments to improve discharge process
efficiency.
Determine feasibility of data collection
plan including a pilot data collection
Project charter
77. 9/2 – 9/7
6
M
Pilot data collection tool
Begin collecting pre-implementation data
Baseline data
summary
79. Disseminate the results of baseline data
collection
Post fishbone diagram for staff input
Standardized
discharge
process to
increase the
number of
discharges by
noon in the MSU
9/15 – 9/21
80. 6
Conduct focus groups to review fishbone
diagram results. Focus groups will
determine root cause of delayed
discharges or discharge bottlenecks in the
MSU.
Rapid PDSA cycles will determine what
policies need to be changed or improved
to develop a standardized discharge
process. Plan for twice daily huddles to
discuss the effects of and further refine
PDSA cycles
81. 9/22/ – 9/28 4
I
Finalize new standardized discharge
process
Finalize statistical process control tools to
ensure post-implementation sustainability
Laminate new
83. this document are prohibited.
10/6 – 10/12 6 Implementation week one
Data collection and interim analysis
Histogram and
Line graphs
week one
10/13/ – 10/19 4
Implementation week two
Data collection
Begin final presentation write up
Histogram and
84. Line graphs
week two
10/21 – 10/23 6
Implementation week three, data
collection and final data analysis
Histogram and
Line graphs
week three
10/25 6
C
Present summary to staff with
recommendations
86. Patient arrivals in the ED increases over the course of the day
resulting in the increase in the number of patients admitted to
inpatient units such as the MSU. Delays in discharging patients
from inpatient units results in patients being held in the ED.
Focusing
on discharges before noon in inpatient units has been
demonstrated to improve ED flow by lessening the number of
ED holds prior to
the time that the ED is busiest (McKenna, et al., 2019).
Studies conducted on the subject of discharges before noon
have demonstrated a clear positive effect on hospital throughput
metrics. Durvasula et al. (2015) employed quantitative methods
to gauge if an interdisciplinary approach to discharge planning
could
increase the percentage of discharges occurring before 11:00
a.m. The intervention consisted moving discharge process steps
to the
night before the discharge and giving the discharge order before
87. 9:00 a.m. on the morning of the discharge. Prior to the
intervention, the
rate of discharges before 11:00 a.m. was 8% and increased to
11% after implementation of the new discharge process. The
study
demonstrated that a multidisciplinary approach to discharge is a
low cost, safe, and effective way to increase discharges before
11:00
a.m. and improve hospital throughput.
Chaiyachati and Chia (2016) measured the effects of targeted
discharge interventions on a hospital’s overall patient flow
using a
quantitative research study. The intervention involved daily
morning discharge rounds to identify who could possibly be
discharged the
next day. Discharge preparation began immediately after
identification for discharge the next day. The proportion of
discharges before
89. changed from a per-diem basis to a flat payment based on the
diagnosis. Reducing the length of stay was a cost effective way
for the
hospitals to remain competitive (McKenna, et al., 2019). The
completion of this project will ensure that AZ Hospital complies
with the
Joint Commission 2009 Leadership Standard LD.04.03.11 which
rationalizes that “managing the flow of patients throughout their
care
is essential to prevent overcrowding” (Schyve, 2009, p. 31).
Project Purpose/Business Case
The MSU is in a level three tertiary care hospital. The unit
consists of 40 beds serving approximately 7,700 patients a year.
The
unit is staffed by a team of hospitalists who cover 12 hour
shifts. The team includes nurses, respiratory therapists, case
managers,
90. nursing assistants, and housekeeping. The hospital serves an
urban community.
The primary beneficiaries from the MSUDBN project will be
patients. They will benefit from shorter wait times after the
discharge order is given in the MSU. The increased bed
availability will also benefit patients upstream in the ED,
resulting in shorter
admission times and fewer patients leaving the ED without
being seen by a provider. The staff in the MSU will benefit
from a
standardized discharge process. AZ Hospital will benefit from
the increase in revenues afforded by improved hospital
throughput.
SMART Objectives (Specific, Measurable, Attainable, Relevant,
Time-Bound)
16
93. noon, which in turn will help reduce ED holds during high
patient volumes. The project’s affect will be minimal during
times of low
patient volumes. The project is intended to contribute to
internal process quality improvement. The project scope will
not be expanded
beyond the MSU environment as this patient population consists
of those coming in through the ED as well as the OR, and other
inpatient units. The project is not intended to be generalizable
to other MSU’s. For this reason, the project is not intended to
be
published in peer-reviewed literature or disseminated outside
the organization.
Project Milestones
18
96. • Finalize new standardized discharge process
• Communicat plan to staff via e-mail for twice daily huddles,
review on a.m. and p.m. rounds.
• Post laminated discharge process in unit
• Begin implementation on 10/1/19
• First data collection on 10/4/19
10/6 – 10/20
• Interim report posted in work room
• E-mail reminder to NP’s to review new standardized discharge
process
• Continue data collection
• Complete final data analysis
• Present summary to staff via e-mail and power point on
departmental website
98. is scheduled during normal work hours of the staff and does not
require them to put in additional work hours.
Weaknesses
• The proposed project and its processes are not universal and
cannot be applied as is to another hospital. The processes would
require substantial changes as per the differing variables
presented in another organization.
Opportunities
• After the initial implementation of the project, SPC can be
utilized to closely monitor and control the post-implementation
variations in the protocols in the proposed project charter. The
data obtained through statistical process control should be
frequently monitored and any variation can be rectified
immediately using rapid PDSA cycles.
Threats
100. members can have drastic effects
on the project. Miscommunication can cause misunderstanding
between staff members and the
roles they play in the project. Project champions such as staff
nurses responsible for data
collection and process implementation have an additional
responsibility, which is to identify
any instances of miscommunication among team members and
resolve it before it can affect the
project.
Improper Analyzation of Data
Medium
Mitagation strategy. Data can be poorly analyzed because of
varying levels of expertise and
differing perspectives of individuals. In order to combat this
issue, we can form focus groups
102. Review Board of AZ hospital to determine if its oversight is
needed.
Constraints
Patient Volumes
The MSUDBN project aims to increase the availability of beds
in the MSU by prioritizing discharges before noon. This in turn
will reduce the percentage of ED holds and the percentage of
patients leaving the ED without being seen during times of high
patient
volumes. However, the effectiveness of the project will be
minimal duing times of low patient volumes. To ensure
adequate patient
volumes, the implementation period for this project was set
between the months of August and November, which have
historically been
high volume months at AZ hospital.
104. help paint a picture of what the future of the discharge process
could look
like after the improvement is realized. The fishbone diagram
will elicit multidisciplinary input, which will both involve and
empower
the stakeholders to identify obstacles to the change. The analyze
phase of DMIAC involves identifying barriers to the current
process
using statistical tools and methods as well as graphs posted in
the staff workroom and weekly e-mails. The focus groups will
allow the
project team to conduct rapid PDSA cycles to address process
deficiencies and develop a new standardized discharge process,
which
will be printed out, laminated, and posted for easy access to
staff members working on all shifts in the MSU. The new
process will be
introduced during the implementation phase. Twice-daily
huddles will be conducted to evaluate the discharge readiness of
105. patients in
the MSU based on the new standardized discharge process. SPC
will be used to maintain sustainability of the project.
Proposed Outcomes
Metric Outcome Measure Process Measure Countermeasure
(optional)
Compliance with new
standardized discharge
process
20% increase in discharges before
noon at the MSU compared to the
pre-intervention baseline
• 100% staff compliance
with new discharge
107. Baseline data collection will begin during the second week of
the project and will include data on the number of discharges by
noon, the length of stay, and discharge data of patients in the
MSU. No patient identifiers will be used. The data will be
collected by the
project leader from the electronic medical records database of
AZ hospital. Interim data will be displayed in histogram or line
graph
format in the work room and will also be emailed to the MSU
staff. All data will be stored on the organization’s private,
password-
protected H drive that can be accessed only by the project
leader.
Data Collection Tool
The data collection tool will be developed in Excel. The data
collected will be analyzed using filtering applications and
analytical functions. The analyzed data will be represented
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