Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule,risks, communication, quality, etc.) and provide a plan which project team can refer during execution.
Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule,risks, communication, quality, etc.) and provide a plan which project team can refer during execution.
Software Project Management: Project CharterMinhas Kamal
Software Project Management: ResearchColab- Project Charter (Document-1.1)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
- Why you should manage risks and issues on projects
- The relationship between risks and issues
- Enhance your chances of project success
- The need for balance and the project triangle
Give the Information about the Function and How to find the best Resources for our Project that we Have.
This Presentation make the direction for you to easily handle your project
Software Project Management: Project CharterMinhas Kamal
Software Project Management: ResearchColab- Project Charter (Document-1.1)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
- Why you should manage risks and issues on projects
- The relationship between risks and issues
- Enhance your chances of project success
- The need for balance and the project triangle
Give the Information about the Function and How to find the best Resources for our Project that we Have.
This Presentation make the direction for you to easily handle your project
July 12, 2017
This webinar was based on the June 23, 2017 event, "Critical Pathways to Improved Care for Serious Illness: Concluding Convening." At this event, leading health care executives, experts, policymakers, and other thought leaders gathered to conclude a project to develop a guiding framework for providing improved care for people with serious illness. Participants observed the final working session where distinguished panelists discussed innovations in program design and pathways for delivering high quality care to an aging population with chronic illnesses, especially those with declining function and complex care needs. The panelists engaged audience members in Q&A sessions during each panel, as well as at breakout sessions over lunch.
This project was funded by the Gordon & Betty Moore Foundation, and this convening was part of the Project on Advanced Care and Health Policy, a collaboration between the Coalition to Transform Advanced Care (C-TAC) and the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School.
Learn more on the website: http://petrieflom.law.harvard.edu/events/details/critical-pathways-to-improved-care-for-serious-illness-2.
Seven Day Services: Our approach to 7DS delivery and stakeholder engagement –...NHS England
This presentation explores how Maidstone and Tunbridge Wells NHS Trust undertook a 7 day service baseline assessment, gap analysis and a ‘challenge day’, engaging with clinical teams and leaders to develop plans for delivery of seven day services.
Running head BUSINESS PLAN EBD MODEL1BUSINESS PLAN EBD MO.docxtoddr4
Running head: BUSINESS PLAN: EBD MODEL 1
BUSINESS PLAN: EBD MODEL 8
Business Plan: EBD Model
Chamberlain College of Nursing
Course Number: NR533
February, 2020
Business Plan: EBD Model
There is evident improved decision-making and patient education when using EBD model compared to conventional approaches in reducing the burden of pain through enhanced professional interactions. The model promotes the building of an environment that is a powerful force in inpatient care since it brings efficiency. This assignment aims at enhancing learning skills, visions, and perspectives regarding the healthcare system as well as promoting communication, expression of thoughts, and ideas on the EBD model in the healthcare environment. This aim reflects the level of understanding of the effectiveness of improved decision-making and patient education through the use of the EBD model compared to conventional approaches in reducing pain among people with diabetes though enhanced professional interactions. This business plan on the EBD model on reducing pain gives a roadmap to the model’s implementation through running an organization with a cohesive vision. It includes the project’s financial plan, breaking-even analysis, cost-benefit analysis, development, and implementation budget.
Proposal
February 20, 2020.
Advocate Good Samaritan Hospital,
3815 Highland Ave, Downers,
IL 60515, U.S.
Dear David S. Fox,
I am glad to enclose the institution’s business plan for the EBD model project. Inside, there is adequate information about the project, a thorough opportunities assessment in reducing pain through enhanced professional interactions. The current conventional approaches used are ineffective in pain reduction, thus a need to adopt the EBD model to improve the outcomes. The project creates a blueprint for a growing diabetes treatment outcome.
The project emphasizes making things work and work well to make a difference in reducing pain. It does not matter whether the model is solving an existing problem or filling a need, building a bridge, or establishing a new system that does a job better, more comfortable, and faster. After an in-depth analysis of the project, integrating it with the current care system, enable the institution to:
· Increase diabetes intervention awareness
· Streamline approaches of reducing a burden of pain
· Target new diabetes patients, including untapped local base
· Increase efficiency in treatment
The achievement of a successful project implementation requires the institution’s management to set out the standards with which the project process can comply (ergonomics, density, and norms for health). These set standards must display clear sociotechnical regulations and principles to keep the project development and implementation process on the right track.
I look forward to working together to facilitate the implementation of the pr.
Running head BUSINESS PLAN EBD MODEL1BUSINESS PLAN EBD MO.docxhealdkathaleen
Running head: BUSINESS PLAN: EBD MODEL 1
BUSINESS PLAN: EBD MODEL 8
Business Plan: EBD Model
Chamberlain College of Nursing
Course Number: NR533
February, 2020
Business Plan: EBD Model
There is evident improved decision-making and patient education when using EBD model compared to conventional approaches in reducing the burden of pain through enhanced professional interactions. The model promotes the building of an environment that is a powerful force in inpatient care since it brings efficiency. This assignment aims at enhancing learning skills, visions, and perspectives regarding the healthcare system as well as promoting communication, expression of thoughts, and ideas on the EBD model in the healthcare environment. This aim reflects the level of understanding of the effectiveness of improved decision-making and patient education through the use of the EBD model compared to conventional approaches in reducing pain among people with diabetes though enhanced professional interactions. This business plan on the EBD model on reducing pain gives a roadmap to the model’s implementation through running an organization with a cohesive vision. It includes the project’s financial plan, breaking-even analysis, cost-benefit analysis, development, and implementation budget.
Proposal
February 20, 2020.
Advocate Good Samaritan Hospital,
3815 Highland Ave, Downers,
IL 60515, U.S.
Dear David S. Fox,
I am glad to enclose the institution’s business plan for the EBD model project. Inside, there is adequate information about the project, a thorough opportunities assessment in reducing pain through enhanced professional interactions. The current conventional approaches used are ineffective in pain reduction, thus a need to adopt the EBD model to improve the outcomes. The project creates a blueprint for a growing diabetes treatment outcome.
The project emphasizes making things work and work well to make a difference in reducing pain. It does not matter whether the model is solving an existing problem or filling a need, building a bridge, or establishing a new system that does a job better, more comfortable, and faster. After an in-depth analysis of the project, integrating it with the current care system, enable the institution to:
· Increase diabetes intervention awareness
· Streamline approaches of reducing a burden of pain
· Target new diabetes patients, including untapped local base
· Increase efficiency in treatment
The achievement of a successful project implementation requires the institution’s management to set out the standards with which the project process can comply (ergonomics, density, and norms for health). These set standards must display clear sociotechnical regulations and principles to keep the project development and implementation process on the right track.
I look forward to working together to facilitate the implementation of the pr ...
Clinical Assignment Quality Improvement Final Project GoalWilheminaRossi174
Clinical Assignment: Quality Improvement Final Project
Goal:
· Combine your Quality Improvement Project Part 1 through Part 3 and finalize the Quality Improvement Project.
· Compose a conclusion for your Quality Improvement Project.
Content Requirements:
1. A description of the clinical issue to be addressed in the project.
2. An assessment of clinical issue that is the focus of the quality improvement project.
3. A SWOT (strengths, weaknesses, opportunities, threats) analysis for the project. Analysis of the strengths, weaknesses, opportunities, and threats related to the quality improvement process.
4. An outline of the action plan for the project.
5. Discuss stakeholders and decision makers who need to be involved in the quality improvement project.
6. Discuss resources including budget, personnel and time needed for the quality improvement project.
7. Discuss potential strategies for implementation and evaluation.
8. Conclusion
Submission Instructions:
· Refine your Quality Improvement Project Part 1, Part 2, and Part 3 based on your instructor's feedback.
· The paper is to be clear and concise, and students will lose points for improper grammar, punctuation and misspelling.
· The final project is to be 8 - 12 pages in length and formatted per current APA, excluding the title, abstract and references page.
· Incorporate a minimum of 12 current (published within the last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work.
· Journal articles and books should be referenced according to the current APA style (the library has a copy of the APA Manual).
Running Head: QUALITY IMPROVEMENT PROJECT 3
QUALITY IMPROVEMENT PROJECT
Part 3
June 20, 2021
Quality Improvement Project
Action Plan
Outline
-Defining the scope of the recruitment work plan, nursing residency enhancement, and career development projects.
-Allocation of responsibilities to stakeholders of the project departments.
-Estimate and create workable timelines and activities for each team.
-Note down the budget for the project.
The project involves an action plan to ensure quality improvement in the nursing profession. It is based on the fact that there is a significant shortage of nursing practitioners, which directly affects their quality of service. The action plan itself involves defining the nature of the recruitment work plan, which will be in connection to the newly graduated nurses with no experience and using their feedback on the job to determine if they will retain them. The work plan will involve questionnaire interviews, group sessions, and one-on-one interviews about the state of the job as the nurse continues.
The action plan will also include research on the state of nursing residency facilities at different medical institutions and later crafting proposals to the medical center and the government department involved in their nursing residency facilities with recommendations. Th ...
Implementing and Evaluating the Hospital Guide to Reducing Medicaid ReadmissionsJSI
Reducing readmissions is a growing priority in the pursuit of the Triple Aim. While much attention has been paid to Medicare readmissions, evidence demonstrates that Medicaid agencies are increasingly implementing payment penalties for readmissions, and the recent expansion of Medicaid eligibility under the Affordable Care Act (ACA) has provided millions of adults with new health coverage. Hospitals serving large numbers of Medical patients have a mounting interest in adopting strategies to reduce readmissions that address the distinct needs of this population.
In 750-1,000 words, develop an evaluation plan to be included in yLizbethQuinonez813
In 750-1,000 words, develop an evaluation plan to be included in your final evidence-based practice project proposal. You will use the evaluation plan in the Topic 8 assignment, during which you will synthesize the various aspects of your project into a final paper detailing your evidence-based practice project proposal.
Provide the following criteria in the evaluation, making sure it is comprehensive and concise:
Discuss the expected outcomes for your evidence-based practice project proposal.
Review the various data collection tools associated with your selected research design and select one data collection tool that would be effective for your research design. Explain how this tool is valid, reliable, and applicable.
Select a statistical test for your project and explain why it is best suited for the tool you choose.
Describe what methods you will apply to your data collection tool and how the outcomes will be measured and evaluated based on the tool you selected.
Propose strategies that will be taken if outcomes do not provide positive or expected results.
Describe the plans to maintain, extend, revise, and discontinue a proposed solution after implementation.
Refer to the "Evidence-Based Practice Project Proposal – Assignment Overview" document for an overview of the evidence-based practice project proposal assignments.
You are required to cite a minimum of five peer-reviewed sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and nursing content.
Complete the "APA Writing Checklist" to ensure that your paper adheres to APA style and formatting criteria and general guidelines for academic writing. Include the completed checklist as an appendix at the end of your paper.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Rubric
Expected outcomes for the evidence-based practice project proposal are discussed. Thorough explanations and strong supporting research are provided.
A data collection tool is selected and a well-supported explanation for why the tool is valid, reliable, and applicable and would be effective for the research design is presented.
A statistical test is selected, and a well-supported explanation for why the test is best suited for the tool is clearly presented.
Methods that will be applied to the data collection are thoroughly discussed. A discussion of how the outcomes will be measured and evaluated based on the tool selected are presented.
Clear and well-supported strategies for nonpositive outcomes are presented.
Detailed and well-supported plans to maintain, extend, revise, and discontinue a proposed solution after implementation are presented.
Thesis is clear and forecasts the development of the paper. The ...
Develop a schedule for a healthcare website redesign project. Where .pdfSALES97
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.
\"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.
June 23, 2017
At this event, leading health care executives, experts, policymakers, and other thought leaders gathered to conclude a project to develop a guiding framework for providing improved care for people with serious illness. Participants observed the final working session where distinguished panelists discussed innovations in program design and pathways for delivering high quality care to an aging population with chronic illnesses, especially those with declining function and complex care needs. The panelists engaged audience members in Q&A sessions during each panel, as well as at breakout sessions over lunch.
This project was funded by the Gordon & Betty Moore Foundation, and this convening was part of the Project on Advanced Care and Health Policy, a collaboration between the Coalition to Transform Advanced Care (C-TAC) and the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School.
Learn more on the website: http://petrieflom.law.harvard.edu/events/details/critical-pathways-to-improved-care-for-serious-illness-2
Patient-Centric Clinical Trials: Empowering Participants and Enhancing Outcomes'ClinosolIndia
Patient-centric clinical trials prioritize the needs and perspectives of participants, aiming to empower them and enhance overall trial outcomes. By involving patients in the design, conduct, and evaluation of clinical trials, patient-centric approaches aim to improve recruitment and retention rates, increase patient engagement and satisfaction, and generate more meaningful and applicable results. Here are some key aspects of patient-centric clinical trials
NYU Langone Medical Center’s TJA BPCI Experience: Lessons in How to Maximize ...Wellbe
The Bundled Payments for Care Improvement (BPCI) Initiative began generating data in January of 2013. Dr. Iorio will outline the challenges and benefits of implementing BPCI for Total Joint Arthroplasty at an urban, tertiary, academic medical center with a hybrid compensation model. Early results from the implementation of a Medicare BPCI Model 2 primary TJA program demonstrate cost-savings with an improvement in quality of care metrics and continued cost savings through year 3 of our experience. Changes in patient optimization, care coordination, clinical care pathways, and evidence-based protocols are the key to improving the quality metrics and cost effectiveness within the implementation of the Bundled Payment for Care Initiative, thus bringing increased value to our TJA patients.
Maximizing Value in a Bundled Environment – Keys to Success:
• Evidence based, cost effectiveness analysis
• Standardized protocol adoption
• Transparent data
• Perioperative Patient Optimization
• Care management
• Physician-hospital alignment with Gain sharing
• Enhanced pain relief and rehabilitation protocols
• Blood management and rational VTED prophylaxis
About the Speaker:
Richard Iorio, MD, is the William and Susan Jaffe Professor of Orthopaedic Surgery at New York University Langone Medical Center Hospital for Joint Diseases and Chief of Adult Reconstruction at NYU Langone HJD. He co-founded Labrador Healthcare Consulting Services, Responsive Risk Solutions, and the Value Based Healthcare Consortium in 2015. He is a member of the Board of Directors for LIMA, the Lifetime Initiative for the Management of Arthritis. Dr. Iorio is a national expert in physician and hospital quality and safety and a leader in the implementation of alternate payment paradigms in orthopaedic surgery.
NYU Langone Medical Center’s TJA BPCI Experience: Lessons in How to Maximize ...
Project Charter Corrections
1. Project Charter
A. General Information
Project Title:
Management of Venous Thromboembolism (VTE) Patients at Boston
Medical Center (BMC): Using Lean Management Techniques to Improve
Current General Internal Medicine Residents’ Prescribing Habits
Brief Project
Description:
The project aims to utilize Lean methodology to optimize the management of
newly diagnosed VTE in patients without malignancy admitted to Boston
Medical Center General Internal Medicine by changing residents’ prescribing
practices in order to adhere to the 2016 American College of Chest Physicians
(ACCP) guidelines. This switch has the potential to save the hospital money,
and minimize inpatient admissions.
Prepared By:
Jeanne Kircher, Nicholas Thomson, Ray Qian, Vina Pulido, Pooja Phull, Mary
Stevenson
Date: April 11, 2015 Version: 3
B. Project Objective:
Explain the specific objectives of the project. For example: What value does this project add to the
organization? How does this project align with the strategic priorities of the organization? What
results are expected? What are the deliverables? What benefits will be realized? What problems
will be resolved?
The current problem:
Many residents at BMC have not switched prescribing practices in accordance with current
recommendations to treat patients newly diagnosed with VTE. The new ACCP guidelines suggest a
switch to Novel Oral Anticoagulants (NOAC) in order to optimize patient quality of care by
reducing length of hospital stay, and decreasing adverse health complications associated with
previously prescribed agents.
Why change to the new guidelines:
The recently released update of the ACCP CHEST Guideline and Expert Panel Report on
Antithrombotic Therapy for VTE Disease reflects a paradigm shift in anticoagulation management
in patients with newly diagnosed venous thromboembolic disease without cancer. The
recommendations are based on data showing similar efficacy to older LMWH and Vitamin K
antagonist anticoagulants, with a lower risk of major bleeding events (1-13) such as intracranial
bleeding. This, in combination with the increase in convenience for patients and providers with no
need for blood level monitoring, make this new recommendation beneficial for patients for
multiple reasons.
Furthermore, BMC still admits virtually all patients with VTE, a legacy from the days of
unfractionated heparin and Coumadin that is no longer appropriate with these new advances.
Updating the treatment of VTE in BMC adds value to the organization in terms of patient
satisfaction with patients experiencing similar effectiveness in VTE treatment with reduced visits
to the hospital. Additionally, the costs of new VTE management through the use of Novel Oral
Anticoagulants are expected to be significantly lower as patient time in admission is reduced. With
potential benefits for both the provider and the patient this project could potentially be a
groundbreaking step forward in VTE treatment at BMC. Therefore, the goals of this project are:
• To optimize the medical management of newly diagnosed VTE at BMC General Internal
Medicine and Hematology departments
Page 1 of 6
2. Project Charter
• To increase awareness of the implementation of the 2016 ACCP guidelines among residents
and pharmacists
The main benefits will be:
• An increase in convenience for patients on anti coagulants because of decreased
hospitalization
• A decrease in patient complications secondary to super therapeutic Heparin or Coumadin
levels
• An alignment with BMC cost saving initiatives to minimize health care costs by decreasing
length of hospitalization
• Minimizing admission for VTE that can be safety managed as an outpatient (long-term goal)
Deliverables will be:
• A value stream map
• Root cause analysis in the form of a fishbone diagram
• Sustainable recommendations to increase compliance with 2016 ACCP guidelines to
prescribe Novel Oral Anticoagulants (NOAC) over other previously prescribed agents
C. Assumptions
List and describe the assumptions made in the decision to charter this project. Please note that all
assumptions must be validated to ensure that the project stays on schedule and on budget.
• Data will be available
• The project will meet the deadline
• There will be access to patient charts
• Charts were properly documented
• The team will work well together
D. Project Scope
Describe the scope of the project. The project scope establishes the boundaries of the project. It
identifies the limits of the project and defines the deliverables.
The project only focuses on patients admitted with new VTE’s to General Internal medicine at BMC
on floors 6 East, 6 West, and some on 7 East and 7 West.
The objective is to deliver a proposal to BMC for sustainable improvements that increase
compliance with 2016 ACCP guidelines to prescribe Novel Oral Anticoagulants (NOAC) over other
previously prescribed agents
List any requirements that are specifically excluded from the scope.
Page 2 of 6
3. Project Charter
• Anything out of the scope of General Internal medicine at BMC
• Patients with renal dysfunction
• Patients with high bleeding risk
• Cancer patients
• Post surgical patients
• Patients with reoccurring VTE’s
E. Project Milestones
List the major milestones and deliverables of the project.
.
Milestones Deliverables Date
Choice of project Project Charter
Process Observation Report from Gemba Walk
Comprehensive understanding of the
project process
Value Stream Map
Obtaining and Reviewing data Summary of data from Clinical Data
warehouse
Identifying root cause of problems RCA-Fishbone diagram
Discovering solutions Recommendations
Completion of project Presentation
Final report
F. Impact Statement
List the impact this project may have on existing systems or units.
.
Potential Impact Systems / Units Impacted
Ensuring prior authorization, insurance
coverage obtained
• Pharmacists
• Prescribing physician
Increase patient convenience by:
• Reducing adverse health effects
• Reducing the need for patient
education in the form of how to self
administer medication
• Improving discharge time
• Patients
• Physicians
• Nurses and aides
• Staff member in charge of education
patient (physician, pharmacist, nurse)
Increase awareness of 2016 ACCP guidelines in
order to increase prescribing uniformity to
optimize care
• Pharmacists
• Prescribing physician
Continued provision of medication and
monitoring of medication
• Primary care physicians
Page 3 of 6
4. Project Charter
G. Roles and Responsibilities
Describe the roles and responsibilities of project team members followed by the names and contact
information for those filling the roles. The table below gives some generic descriptions. Modify,
overwrite, and add to these examples to accurately describe the roles and responsibilities for this
project.
Sponsor: Provides overall direction on the project. Responsibilities include: approve the project
charter and plan; secure resources for the project; confirm the project’s goals and objectives; keep
abreast of major project activities; make decisions on escalated issues; and assist in the resolution
of roadblocks.
Name Email / Phone
Mark Sloan Mark.Sloan@bmc.org
Project Manager: Leads in the planning and development of the project; manages the project to
scope. Responsibilities include: develop the project plan; identify project deliverables; identify
risks and develop risk management plan; direct the project resources (team members); scope
control and change management; oversee quality assurance of the project management process;
maintain all documentation including the project plan; report and forecast project status; resolve
conflicts within the project or between cross-functional teams; ensure that the project’s product
meets the business objectives; and communicate project status to stakeholders.
Name Email / Phone
Nick Thomson njt@bu.edu
Jeanne Kircher jkircher@bu.edu
Team Member: Works toward the deliverables of the project. Responsibilities include:
understand the work to be completed; complete research, data gathering, analysis, and
documentation as outlined in the project plan; inform the project manager of issues, scope
changes, and risk and quality concerns; proactively communicate status; and manage
expectations.
Name Email / Phone
Nick Thomson njt@bu.edu
Jeanne Kircher jkircher@bu.edu
Mary Stevenson Mary.Stevenson@bmc.org
Pooja Phull Pooja.Phull@bmc.org
Vina Pulido Vina.Pulido@bmc.org
Ray Qian Ray.Qian@bmc.org
Customer: The person or department requesting the deliverable. Responsibilities include:
partner with the sponsor or project manager to create the Project Charter; partner with the
project manager to manage the project including the timeline, work plan, testing, resources,
training, and documentation of procedures; work with the project team to identify the technical
approach to be used and the deliverables to be furnished at the completion of the project; provide
a clear definition of the business objective; sign-off on project deliverables; take ownership of the
developed process and software.
Name Email / Phone
BMC Hematology & Medical Oncology (617)-638-6428
General Internal Medicine BMC (617)-414-5951
Subject Matter Expert: Provides expertise on a specific subject. Responsibilities include:
maintain up-to-date experience and knowledge on the subject matter; and provide advice on what
is critical to the performance of a project task and what is nice-to-know.
Name Email / Phone
Page 4 of 6
5. Project Charter
Mary Stevenson Mary.Stevenson@bmc.org
Pooja Phull Pooja.Phull@bmc.org
Vina Pulido Vina.Pulido@bmc.org
Ray Qian Ray.Qian@bmc.org
Lindsay Arnold Lindsay.Arnold@bmc.org
Patricia Nash Patricia.Nash@bmc.org
H. Resources
Identify the initial funding, personnel, and other resources committed to this project by the project
sponsor.
Resource Constraints
Project Budget $0
Residents/Department Time, appropriate knowledge to assist
Electronic medical records Prior authorization to access, order set, correct
documentation of records
Clinical data warehouse Data available, authorization to access, correct
documentation of records
Pharmacist-Lindsey Arnold Development of newly diagnosed VTE order set,
time,
Mark Sloan Time, appropriate knowledge to assist
Karin Sloan Can access available data, time
EPIC Personnel Time, willingness to assist, ability to assist
I. Project Risks
Identify the high-level project risks and the strategies to mitigate them.
Risk Mitigation Strategy
Time constraints Gantt Chart, completion of deliverables on time, realistic
goals
People are busy Task delegation, scheduling, Gantt Chart, assign roles
Correct knowledge about NOAC
prescribing protocol
Literature review, consulting with clinical professionals
(physicians, pharmacists)
J. Success Measurements
Identify metric and target you are trying to achieve as a result of this project. For example, overall
cost savings of $50K or reduce processing time by 25 percent.
Reduce length of stay of patients admitted to BMC General Internal Medicine for newly diagnosed
VTE by at least 2 days.
Aim to improve resident knowledge of correct NOAC prescribing practices by 25%, which will be
measured via resident survey.
Minimize admission for patients with VTE when they can be safety managed as an outpatient
(long-term goal).
Page 5 of 6
6. Project Charter
K. Signatures
The signatures of the people below document approval of the formal Project Charter. The project
manager is empowered by this charter to proceed with the project as outlined in the charter.
Customer:
Name Signature Date
Project Sponsors:
Name Signature Date
Project Manager:
Name Signature Date
Page 6 of 6
7. Project Charter
K. Signatures
The signatures of the people below document approval of the formal Project Charter. The project
manager is empowered by this charter to proceed with the project as outlined in the charter.
Customer:
Name Signature Date
Project Sponsors:
Name Signature Date
Project Manager:
Name Signature Date
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