The document outlines a schedule for a healthcare website redesign aimed at enhancing healthcare management for doctors, detailing phases, tasks, resources, costs, and evaluation methods. It discusses the importance of defining project phases, managing resources effectively, and the implementation of process measures to improve healthcare delivery outcomes. Additionally, it suggests tactics for schedule adjustments to address issues and proposes ideas for shortening project duration while assessing impacts on costs and completion.

1. Develop a schedule for a healthcare website redesign project. Where the scope of the project is to
create a new portal for an enhanced healthcare management system that would be available to all
Doctors when treating a resident of the current state of practice. This software will make a
person medical record readily assessable to all Medical Doctors with a current and valid NPI
(National Practitioner .
Data to include:
• Phases and Activities/Tasks/Work Packages
• Key milestones • Names and descriptions for defined activities
• Start and End Dates
• Assigned Resources
• Duration in days
• Effort (in Microsoft Project, this is called Work) in hours In defining resources, include a total
for all work assigned to each resource in hours and a total cost for each resource. Aggregated
costs:
• Materials (if used)
• Staff
• Facilities (if appropriate) In assessing the final project, you will be expected to include the
following:
• Decomposition of project work into Phases and Activities
• Tasks that are linked using predecessor/successor dependencies
• Balanced resources -- no one resource is carrying the whole project or constraining the
schedule
• Effort, resources, and duration defined for every defined lowest-level task has. In addition,
consider the effect on the project of adjusting the schedule to deal with the status problems you
selected for the assignment in Module 6. Provide a paragraph describing the tactics you would
use to revise or crash the project schedule to respond to each problem, and include an assessment
of the overall impact on the project and its completion date. Include an additional paragraph
discussing at least one possible idea for shortening the project duration, with an assessment of
how much earlier you might be able to complete the work and what the overall costs and other
consequences would be to the project.
Solution
The delivery of health care has been quantified with the model, "structure + process =
outcome."14 Present measurement systems may focus on any one of the components.

2. "Structure" in health care delivery can refer to the physical plant or the organizational structure
such as in credentialing. The Joint Commission for Accreditation of Healthcare Organizations
(JCAHO), despite the recent emphasis on performance improvement, is an example of an
association examining structure. 15 "Processes" are specific patient interventions performed by
health care professionals and resulting in an outcome. Some examples of processes are childhood
immunization, use and timing of thrombolytic agents in acute myocardial infarction (AMI),
mammography, and patient length of stay in the emergency department. "Outcomes" are the
result of the patient's interaction with health care professionals. Examples of clinical outcome
measures include mortality or length of stay associated with medical diagnoses or surgical
procedures, readmission rates, morbidity measures such as stroke after carotid endarterectomy,
and unplanned return to the ED. The use of this model for defining health care delivery allows a
common lexicon when discussing performance measurement. However, even with these
definitions, confusion can arise between what is a process measure and what is an outcome
measure. A cardiologist may view a cardiac catheterization as a diagnostic process while a health
care insurer may view the same event as a cost outcome.
Process measures
Process measures are frequently used in performance measurement. Process measures are
generally much easier to construct, require less data collection and analysis to produce, and are
easier for both clinicians and non-clinicians to understand. Many performance measurement
systems, such as the Health Plan Employer Data Information Set (HEDIS), are primarily
measures of process of care. 5 Process improvement, when linked to processes proven by
randomized clinical trials to improve outcomes, is an important part of continuous quality
improvement (CQI). Implementation of CQI programs based on process improvement can
reduce variation and enhance patient care. 16 An example of process improvement is the present
effort by many EDs across the country to maximize the percentage of AMI patients receiving
thrombolytic agents and to reduce the time to administration of these agents.
Although the development of process measures is generally easier than the development of
outcome measures, certain steps must be followed to ensure the clinical pertinence and precision
of each process measure. Important steps in the development of process measures include
identification of the process of interest, review of the evidence supporting the process,
development of a process indicator (including eligibility in the numerator and denominator),
development of a standardized data collection system, and generation of the process indicator. 1