The document discusses a quality management program training on chart audits and writing plans of action. It provides goals for the training which are to help staff understand the chart audit process and plans of action, and how these relate to client outcomes and staff accountability. It also discusses chart audits, the audit tools used, common struggles staff face, and how to properly complete a plan of action.
Detailed insight of Strategy Deployment in an Organization encompassing: Vision, Mission & Quality Policy, Goals and Objectives & its importance, SMART Objectives, Target & Requirement of Objectives in ISO 9001:2015 Standard
We can’t keep doing what we have always done and expect different results.
70% of maintenance and reliability projects fail due to poor execution. Learn why and what you can do to improve your odds.
This is a short and easy read focused on discipline of execution.
Project Management Cookbook Part 2 (ARA) Feb16Tony Alvarez
I've taught various workshops on Project Management over the years. This workshop complements the Problem Solving Workshops that I've taught. This 3 part presentation pulls together techniques that will enable project leaders to deliver projects on time. Project Management is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Detailed insight of Strategy Deployment in an Organization encompassing: Vision, Mission & Quality Policy, Goals and Objectives & its importance, SMART Objectives, Target & Requirement of Objectives in ISO 9001:2015 Standard
We can’t keep doing what we have always done and expect different results.
70% of maintenance and reliability projects fail due to poor execution. Learn why and what you can do to improve your odds.
This is a short and easy read focused on discipline of execution.
Project Management Cookbook Part 2 (ARA) Feb16Tony Alvarez
I've taught various workshops on Project Management over the years. This workshop complements the Problem Solving Workshops that I've taught. This 3 part presentation pulls together techniques that will enable project leaders to deliver projects on time. Project Management is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
At this time of the year it becomes important to understand how your projects are doing. Doing a health check will give you a great and instant view on what is going right and what needs to be improved and more importantly is the project still a viable option and will bring in the benefits
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
- The term “Quality” refers to the degree or amount to which a set of inherent or impede characteristics fulfills a number of predetermined stakeholders’ / sponsors’ requirements. Generally, “Quality Drives Productivity”
Final Project PresentationMentoring ProgramGroup Number AB.docxlmelaine
Final Project Presentation
Mentoring Program
Group Number A/B/C etc
20 minutes per team.
Project Team
Names of all teams
Business Case & Charter Statement (2-3 slides)
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Charter launches the project
Why the Program?
What are the benefits?
Program Life Cycle (details 2 slides)
Structure of the Program
5
Program Oversight and Governance
6
Program Oversight
Management Review
Financial Review
Senior Management
Program Steering
Committee
Program
Management Team
Project Stage Gate Reviews
Major Program Review
Program Management Plan Review
Project Stage Gate Reviews
Monthly Program Review
Describe the Key points from Report
Risks (3 risks max)
Budget – Estimated (or show that from MeisterPlan)
Communication etc
Project Overview
Role of projects
Milestones – MeisterPlan Reports
Boston University
MET AD 646 Program Management
Summer II 2019
YOUR LO
Program Plan Elements:
No One Goes Hungry
Alan Brou
Suhui Liu
Linrui Liu
Qizhen Li
07/24/2019
Final Version
Executive Summary
This report outlines our program on the topic about a charitable activity. As graduate students, our team members are also thinking about what we can do for the society. Fortunately, one of our team members was involved in a public welfare project several years ago, which was about collecting food and daily supplies for the poor. The serious phenomenon of poor community intrigued our program management team due to our connection with the concept.
To address this issue, our team decided to develop and launch a website that is designed to make our task easier. In order to operate and promote the website to be well known in the country or even in the world, we need to do some projects include fundraising, recruitment of volunteers, community service and marketing. This report will also take into consideration all risks that we may encounter during the program. We are confident that all those risks will be hedged using appropriate strategies.
Introduction to the Program Plan
In this report, you will find our initial summary of the following using the Smartsheet Templates:
Business Case
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Program Master Calendar
Easily communicate milestones and important meetings across multiple projects. With the Program Master Calendar, it is easy to keep items up to date, share the latest schedule with stakeholders
Program Management Charter
A good charter not only establishes the scope, goals, and budget of the PMO, but also stimulates discussion.
Program Governance Structure
Documenting a program’s governance structure helps stakeholders understand the program's methodologies, frameworks and context for how decisions are made.
Program Milestones
This template can be used t ...
Process Maturity Model by 3P AssociatesBrian Pettit
You may call them processes, procedures, work instructions, or SOPs. In the spirit of
continuous improvement, we will introduce a method for identifying where you are at on a 5
level scale. In this hands-on workshop, you will pick three of your company’s processes that
may be ripe for improvement and create action steps you can take to bring your three
processes to the next level of maturity. You may be able to calculate your potential return on
investment. We would encourage you to invite your company Quality Champion to attend.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
At this time of the year it becomes important to understand how your projects are doing. Doing a health check will give you a great and instant view on what is going right and what needs to be improved and more importantly is the project still a viable option and will bring in the benefits
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
- The term “Quality” refers to the degree or amount to which a set of inherent or impede characteristics fulfills a number of predetermined stakeholders’ / sponsors’ requirements. Generally, “Quality Drives Productivity”
Final Project PresentationMentoring ProgramGroup Number AB.docxlmelaine
Final Project Presentation
Mentoring Program
Group Number A/B/C etc
20 minutes per team.
Project Team
Names of all teams
Business Case & Charter Statement (2-3 slides)
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Charter launches the project
Why the Program?
What are the benefits?
Program Life Cycle (details 2 slides)
Structure of the Program
5
Program Oversight and Governance
6
Program Oversight
Management Review
Financial Review
Senior Management
Program Steering
Committee
Program
Management Team
Project Stage Gate Reviews
Major Program Review
Program Management Plan Review
Project Stage Gate Reviews
Monthly Program Review
Describe the Key points from Report
Risks (3 risks max)
Budget – Estimated (or show that from MeisterPlan)
Communication etc
Project Overview
Role of projects
Milestones – MeisterPlan Reports
Boston University
MET AD 646 Program Management
Summer II 2019
YOUR LO
Program Plan Elements:
No One Goes Hungry
Alan Brou
Suhui Liu
Linrui Liu
Qizhen Li
07/24/2019
Final Version
Executive Summary
This report outlines our program on the topic about a charitable activity. As graduate students, our team members are also thinking about what we can do for the society. Fortunately, one of our team members was involved in a public welfare project several years ago, which was about collecting food and daily supplies for the poor. The serious phenomenon of poor community intrigued our program management team due to our connection with the concept.
To address this issue, our team decided to develop and launch a website that is designed to make our task easier. In order to operate and promote the website to be well known in the country or even in the world, we need to do some projects include fundraising, recruitment of volunteers, community service and marketing. This report will also take into consideration all risks that we may encounter during the program. We are confident that all those risks will be hedged using appropriate strategies.
Introduction to the Program Plan
In this report, you will find our initial summary of the following using the Smartsheet Templates:
Business Case
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Program Master Calendar
Easily communicate milestones and important meetings across multiple projects. With the Program Master Calendar, it is easy to keep items up to date, share the latest schedule with stakeholders
Program Management Charter
A good charter not only establishes the scope, goals, and budget of the PMO, but also stimulates discussion.
Program Governance Structure
Documenting a program’s governance structure helps stakeholders understand the program's methodologies, frameworks and context for how decisions are made.
Program Milestones
This template can be used t ...
Process Maturity Model by 3P AssociatesBrian Pettit
You may call them processes, procedures, work instructions, or SOPs. In the spirit of
continuous improvement, we will introduce a method for identifying where you are at on a 5
level scale. In this hands-on workshop, you will pick three of your company’s processes that
may be ripe for improvement and create action steps you can take to bring your three
processes to the next level of maturity. You may be able to calculate your potential return on
investment. We would encourage you to invite your company Quality Champion to attend.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
How To Build A Credible Performance Measurement BaselineGlen Alleman
IPM 2009 presentation. The Performance Measurement Baseline is the collection of the Cost, Schedule, and Technical Performance Measures for the program - used to make management decisions.
Talking to the C-Suite: Building a Business Case for Employee Development and...BizLibrary
When presenting a proposed training program to senior leadership, don’t make the mistake of getting caught only discussing the ROI. Executives expect something much different in a true business case. In this webinar we’ll cover the basic 5 elements to include in your business case for employee training:
1. Scenario analysis – most likely outcomes, best case and worst case.
2. Link each expected benefit of the solution to an expected operational effect.
3. Identify the KPI (key performance indicator) for each benefit.
4. State the risk of not taking the proposed action.
5. Align proposal with organization’s strategic goals.
www.bizlibrary.com
The interdependance between planning, performance and measurement v printmarkhocknell
What goes wrong with our planning? Why are we always focused on the delivery of our planned actions and yet we rarely see demonstrable change in our results?
Why do we focus on hitting the numbers in our KPI targets, even though we know they don’t really demonstrate the impact of what we do?
To achieve the level of performance we are seeking - we need to change how we plan and what we plan for. Measurement provides a key feedback loop that helps us understand what is working, and what is not. Measurement helps us learn. Organisational learning is key to achieve more with less.
Performance audit has a long story in many countries to oversee the programme or activity carried out by the public agencies to manage the resource in an efficient and economical manner and the programme are carried out effectively and managed to give a positive impact to the target group. In Malaysia, performance audit has started way back since the 1990’s but the approach at that time whereby certain criteria and aspects are not complicated as compared to this day. Performance audit from time to time are also affected by the government policy and the development of the ICT.
Proper Management Activities can be accomplished by resourceful planning and suitable implementation. Read this document to know more about various task involved in managing activities to achieve targets.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
2015
Sunshine Machines
[Business Continuity Plan]
Contents
INTRODUCTION 2
BUSINESS CONTINUITY: A Definition 2
Importance of BCP 2
Components of Business continuity plan 3
BCP governance 3
Business Impact analysis 3
Business continuity’s Plans, arrangement and measures 4
Readiness procedures 5
Quality Assurance techniques 5
CONCLUSION 5
REFRENCES 6
INTRODUCTION
Sunshine machine works is operating in one story headquarters with around 100 employees infrastructure. The management is keen to implement business continuity plan in order to identify, analyze and handle foreseen/ unforeseen risks, vulnerabilities in best possible way without halting business operations. Business continuity plan is important for disaster management and maintaining database of information of company in good health. BUSINESS CONTINUITY: A Definition
Sunshine machine works as other companies is constantly innovating for meetings objectives and providing an excellent customer experience. Since, business interruption cannot be afforded at this point of time so a business continuity plan is must to be implemented. A Business continuity plan is a proactive act to find out a way to resume business after a disaster/ disruption. The plan will enable the organization to deliver its critical products and services to its client. This plan will include:
· Plan, arrangements and measures for ensuring company’s critical products and services reach the customers without any interruption.
· Identification of resources which are necessary for supporting BCP.Importance of BCP
BCP is very important for the organization as it will protect Sunshine works from potential risks that include
· Accidents
· Cyber attacks
· Energy and power disruptions
· Communication or transportation failure
· Sabotage
· Natural and environmental disastersComponents of Business continuity plan
Business continuity plan consists of five sections which Sunshine Machines will need to implement
· BCP Governance
· BIA (Business Impact analysis)
· Business continuity’s Plans, arrangement and measures
· Readiness procedures
· Practice techniques for quality assuranceBCP governance
This is first phase of BCP where a committee is form for ensuring commitment and roles of senior management. (Ananth, 2007). Basically, the committee will approve governance structure, assign and approve roles of participants, give strategic direction, review and approve continuity plan and resolve all conflicts that may arise. BCP committee may comprised of following members
· Executive sponsor
· BCP coordinator
· CIO (Chief information officer)
· Security officer
· Business representatives.Business Impact analysis
This is second phase and purpose here is to identify critical products and services of organization, set priorities and impact analysis. Business impact analysis includes:
· Identification of critical and mandatory aspects of Sunshine Machines: In this step all services and goods are identified from mission statem.
1. 02/19/16 Quality Management Program 1
Quality ManagementQuality Management
ProgramProgram
A&D Chart AuditsandA&D Chart Auditsand
Writing aWriting a ““Plan of ActionPlan of Action””
2. 02/19/16 Quality Management Program 2
Goals for this TrainingGoals for this Training
Assist staff to better understand the chart auditAssist staff to better understand the chart audit
process, any resultantprocess, any resultant ““Plan of Action,Plan of Action,”” and theirand their
connections to client outcomes.connections to client outcomes.
To better understand how client outcome isTo better understand how client outcome is
connected to staff attitudes towards personal andconnected to staff attitudes towards personal and
supervisory accountability.supervisory accountability.
Understand the purpose, structure, and properUnderstand the purpose, structure, and proper
completion of acompletion of a ““Plan of ActionPlan of Action”” through discussionthrough discussion
and training scenarios.and training scenarios.
3. 02/19/16 Quality Management Program 3
CHART AUDITSCHART AUDITS
Chart Audits indicate a correlation betweenChart Audits indicate a correlation between
the presence (and any required frequencythe presence (and any required frequency
of that presence) of items required by DBH,of that presence) of items required by DBH,
ACA, and A&D Services within the fileACA, and A&D Services within the file
being audited.being audited.
4. 02/19/16 Quality Management Program 4
The Chart AuditThe Chart Audit
Reflects the accredidating (ACA), licensing (DBH), and legalReflects the accredidating (ACA), licensing (DBH), and legal
requirements (CRS) of providing treatment within a TC or Out-requirements (CRS) of providing treatment within a TC or Out-
Patient treatment environment.Patient treatment environment.
Provides a template for staffProvides a template for staff’’s treatment documentation.s treatment documentation.
Is aIs a ““roadmaproadmap”” to use to meet, not only ACA, DBH, & CRSto use to meet, not only ACA, DBH, & CRS
requirements, but alsorequirements, but also ““treatmenttreatment”” (Evidence Based(Evidence Based
Treatment) requirements as indicated by programTreatment) requirements as indicated by program
descriptions.descriptions.
Is a means of a clinician to work towards theIs a means of a clinician to work towards the ““best clientbest client
outcomeoutcome”” within their program.within their program.
5. 02/19/16 Quality Management Program 5
What are the Audit Tools?What are the Audit Tools?
Chart Audit Tool *Chart Audit Tool *
Documentation Tool *Documentation Tool *
Chart Audit Report Tool *Chart Audit Report Tool *
General Notes on Audit *General Notes on Audit *
*Use*Use ““Chart Audit Tool PacketChart Audit Tool Packet”” for handoutsfor handouts
6. 02/19/16 Quality Management Program 6
What are the Struggles?What are the Struggles?
Other than the chart/documentation requirements, what otherOther than the chart/documentation requirements, what other
requirements exist for your job?requirements exist for your job? (List on the white board)(List on the white board)
Considering your chart/documentation requirements and otherConsidering your chart/documentation requirements and other
job requirements, how do you prioritize?job requirements, how do you prioritize? (Not a rhetorical(Not a rhetorical
question: Really, what is your typical priority?)question: Really, what is your typical priority?)
List 5 parts of your job you think are the most important and/orList 5 parts of your job you think are the most important and/or
you accomplish the most?you accomplish the most?
Which our your personal strengths become weaknesses inWhich our your personal strengths become weaknesses in
completing your tasks?completing your tasks?
7. 02/19/16 Quality Management Program 7
How Do We Work?How Do We Work?One Daily Task
5pm
4pm
3pm
2pm
1pm
noon
11am
10am
9am
8am
Level 1 Level 2 Level 3 Level 4
Level 4: I work at it because it is the
right thing to do
Level 3: I work at it because it helps
someone
Level 2: I work at it because I can get
something in return
Level 1: I work at it so I don’t get into
trouble
8. 02/19/16 Quality Management Program 8
WE ARE NEVER FULLYWE ARE NEVER FULLY
MATURE. WE STRUGGLEMATURE. WE STRUGGLE
AT MATURITY, AS MUCHAT MATURITY, AS MUCH
AS WE STRUGGLE INAS WE STRUGGLE IN
TAKING RESPONSIBILITYTAKING RESPONSIBILITY
FOR OUR ACTIONS …FOR OUR ACTIONS …
9. 02/19/16 Quality Management Program 9
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
10. 02/19/16 Quality Management Program 10
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
CourageCourage
11. 02/19/16 Quality Management Program 11
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
CooperationCooperation
12. 02/19/16 Quality Management Program 12
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
BoundariesBoundaries
13. 02/19/16 Quality Management Program 13
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
CuriosityCuriosity
14. 02/19/16 Quality Management Program 14
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
TrustTrust
15. 02/19/16 Quality Management Program 15
How do We Grow, BecauseHow do We Grow, Because
of the Challenges?of the Challenges?
Self-CareSelf-Care
16. 02/19/16 Quality Management Program 16
““Plan of Action”Plan of Action”
Detail:Detail:
Concisely describe the problem area,Concisely describe the problem area,
problem being addressedproblem being addressed
Concisely describe each step needed toConcisely describe each step needed to
correct this problemcorrect this problem
Concisely specify staff(s) responsible forConcisely specify staff(s) responsible for
each step of the problem and determine aeach step of the problem and determine a
reasonable time to target the completion ofreasonable time to target the completion of
this step of the problemthis step of the problem
17. 02/19/16 Quality Management Program 17
““Status”Status”
Have staff responsible forHave staff responsible for ““stepssteps”” provideprovide
an update on a weekly basisan update on a weekly basis
Based on this report, do adjustmentsBased on this report, do adjustments
need to be made on that specific step?need to be made on that specific step?
Add the adjustment to theAdd the adjustment to the ““Action Plan,Action Plan,”” i.e.,i.e.,
add a new staff to a step, determine a newadd a new staff to a step, determine a new
target date, etc?target date, etc?
Continue weekly status checks to see howContinue weekly status checks to see how
well the change is workingwell the change is working
18. CDOC Clinical Services CQI
(Facility)______________________Plan of Action
CQI Manager Signature: ______________
(Check one)
DateDate
ActionAction
Item(s)Item(s)
Action PlanAction Plan
ResponsibleResponsible
PartyParty
TargetTarget
CompletionCompletion
DateDate
StatusStatus
DateDate
CompleteComplete
dd
DateDate
PlanPlan
BeginsBegins
What is theWhat is the
problem withproblem with
this item?this item?
What are the steps that canWhat are the steps that can
most simply and effectively fixmost simply and effectively fix
this problem?this problem?
What staff(s)What staff(s)
are responsibleare responsible
for the Actionfor the Action
Plan?Plan?
What is anWhat is an
adequateadequate
amount ofamount of
time totime to
determine ifdetermine if
the Actionthe Action
Plan works?Plan works?
To be completed atTo be completed at
eacheach ““targettarget
completion date.completion date.””
When it is apparentWhen it is apparent
the problem isthe problem is
fixed.fixed.
CQI Internal Audit Management Plan GoalsCQI Case ReviewCQI Committee Chart Audit
19. CDOC Clinical Services CQI
(Facility)______________________Plan of Action
CQI Manager Signature: ______________
(Check one)
DateDate
ActionAction
Item(s)Item(s)
Action PlanAction Plan
ResponsibleResponsible
PartyParty
TargetTarget
CompletionCompletion
DateDate
StatusStatus
DateDate
CompletedCompleted
7/13/117/13/11 Treatment PlanTreatment Plan
(TP): (14 days(TP): (14 days
from programfrom program
entry) indicatedentry) indicated
65%65%
1. TC staff will learn to use a1. TC staff will learn to use a
““Teaming Program Calendar.Teaming Program Calendar.””
2. Each clinician will keep2. Each clinician will keep
current theircurrent their ““TP TeamingTP Teaming
Calendar.Calendar.””
3. TC Supv. will meet with3. TC Supv. will meet with
clinicians weekly to reviewclinicians weekly to review
theirtheir ““TP Teaming Calendar.TP Teaming Calendar.””
1. TC Supv. will1. TC Supv. will
set up training.set up training.
2. Primary2. Primary
cliniciansclinicians
receiving areceiving a
newly admittednewly admitted
client.client.
3. TC Supv.3. TC Supv.
4. TC Supv.4. TC Supv.
1. 7/21/111. 7/21/11
2. Immed.2. Immed.
afterafter
trainingtraining
3. Immed.3. Immed.
afterafter
trainingtraining
CQI Internal Audit Management Plan GoalsCQI Case ReviewCQI Committee Chart Audit
20. 02/19/16 Quality Management Program 20
Using theUsing the “POA” Tool“POA” Tool
Begin a newBegin a new ““POAPOA”” tool yearly. Otherwise, usetool yearly. Otherwise, use
the same tool throughout the year.the same tool throughout the year.
Use one tool to maintain a consistent record.Use one tool to maintain a consistent record.
This will enable the program to cross-reference oldThis will enable the program to cross-reference old
problems if they re-appear and maintain a fluid logproblems if they re-appear and maintain a fluid log
of problem-solving efforts.of problem-solving efforts.
As you type within each column, it will drop down verticallyAs you type within each column, it will drop down vertically
and not expand horizontally.and not expand horizontally.
To add a row to the table: Table>Insert>Row belowTo add a row to the table: Table>Insert>Row below