Wk5: Deliverables and Critical Success Factors (CSF)

Purpose

The process of project management has five phases: (1) design and initiation, which you just completed; (2) finalizing your plan before implementation, which you will do now; (3) implementation; (4) monitor and control; and finally, (5) evaluation and lessons learned, as well as knowledge transfer. Wk5: Deliverables and Critical Success Factors (CSF)

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During Phase 2 (finalizing the project plan), you will continue to create the tools and documents you will need when you implement your project as the project manager in Phase 3.

Week 4: Communications Plan

Week 5: Deliverables and Critical Success Factors (CSFs)

Week 6: Work Breakdown Structure (WBS) and Gantt Chart

Week 7: Risk Management and Human Resource Management Plans

It is important for a project manager to know and track every deliverable as well as the critical success factors (CSF). Always remember to plan, plan, and plan again. Making sure that you have identified and listed every deliverable and defined the CSFs is time well spent. The time you spend thinking and discussing can be classified as scientific or technological exploration or investigation. Wk5: Deliverables and Critical Success Factors (CSF)

Each deliverable must be known and discussed in the scope document. These are critical to identify in order to move forward with the project plan and ensure a successful project. If a deliverable is overlooked and left out, the project will be considered a failure. The deliverables are related to the work of the project. It is through the project activities that the deliverables are completed or developed. A deliverable could be something that was completed (if it was a service performed) or developed (if it was a new software package). No matter what the deliverable is, there is work associated with the development. In order for you to proceed with your WBSs and completion milestones, you must know what needs to be done. Review and re-review to glean every deliverable. This is why it is important to reflect on all of the deliverables at this point in the management of your project.

The CSFs are those characteristics or attributes that are essential for your project to succeed. According to Sipes, “these are the key areas where things must go right in order for the project to succeed” (pp. 86–87). Examples of how to complete the forms can be found in the course textbook, Project Management for the Advanced Practice Nurse, p. 86, Tables 4.7 and 4.8. Review your project documents and analyze your data to determine your CSFs. Be sure to include metrics. If metrics are not included, you will not be able to measure or evaluate your project in Phase 5. What is the scope of your project, and how will you collect the required data?

Work with your mentor to complete the document as an appendix attached to the professional paper. It is always better to have more input rather than less. Discuss and seek consensus with your mentor on the deliverables and CSFs for your project. To assist you, there are a document you will use and attach as an appendix to the paper you submit, as well as a sample of the document in Course Resources.

Course Outcomes

This assignment enables the student to meet the following Course Outcome (CO):

CO 1: Apply leadership skills concepts of project management as a nurse executive in an organizational setting to develop, implement and evaluate successful project plans. (PO 4,5)

Due Date: at the end of Week 5

Students are given the opportunity to request an extension on assignments for emergent situations. Supporting documentation must be submitted to the assigned faculty. If the student’s request is not approved, the assignment is graded and a late penalty is applied as follows:

Monday = 10% of total possible point reduction
Tuesday = 20% of total possible point reduction
Wednesday = 30% of total possible point reduction

If the student’s request is approved, the student will be informed of the revised due date. Should the student fail to meet the revised due date, the assignment is graded and a late penalty is applied as follows:

Monday = 10% of total possible point reduction
Tuesday = 20% of total possible point reduction
Wednesday = 30% of total possible point reduction

Total Points Possible: 50

Requirements

Complete the deliverables and CSF document. Attach the document as an appendix to a professionally written paper explaining what you are doing.
Grammar, spelling, punctuation, references, and citations must be consistent with formal academic writing and APA format as expressed in the current edition of the APA manual.

Preparing the Assignment

All project deliverables must be identified and listed on the Deliverables and CSF document.
All CSFs must be identified and listed on the Deliverables and CSF document. Metrics must be included.
Ideas and information from professional sources must be cited correctly using the current edition of the APA manual.
Grammar, spelling, punctuation, references, and citations must be consistent with formal academic writing.

NR631W5DeliverablesandCSFGuidelinesandRubric-Final_JAN20.docx

$C:\Users\D01030541\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\7T7OKQBI\Pre-licensure Header_Seal Only (3).jpg$ Deliverables and Critical Success Factors (CSF) Guidelines and Scoring Rubric

Purpose

The process of project management has five phases: (1) design and initiation, which you just completed; (2) finalizing your plan before implementation, which you will do now; (3) implementation; (4) monitor and control; and finally, (5) evaluation and lessons learned (as well as knowledge transfer). Wk5: Deliverables and Critical Success Factors (CSF)

During Phase 2 (finalizing the project plan), you will continue to create the tools and documents you will need when you implement your project as the project manager in Phase 3.

Week 4: Communications Plan

Week 5: Deliverables and Critical Success Factors (CSFs)

Week 6: Work Breakdown Structure (WBS) and Gantt Chart

Week 7: Risk Management and Human Resource Management Plans

It is important for a project manager to know and track every deliverable as well as the critical success factors (CSFs). Always remember to plan, plan, and plan again. Making sure that you have identified and listed every deliverable as well as defining the CSFs is time well spent. The time you spend thinking and discussing can be classified as scientific or technological exploration or investigation.

Each deliverable must be known and is discussed in the scope document. These are critical to identify in order to move forward with the project plan and ensure a successful project. If a deliverable is overlooked and left out, the project will be considered a failure. The deliverables are related to the work of the project. It is through the project activities that the deliverables are completed or developed. A deliverable could be something that was completed (if it was a service performed) or developed (if it was a new software package). No matter what the deliverable is, there is work associated with the development. In order for you to proceed with your work-breakdown structures and completion milestones, you must know what needs to be done. Review and re-review to glean every deliverable. This is why it is so important to reflect on all of the deliverables at this point in the management of your project.

The CSFs are those characteristics or attributes that are essential for your project to succeed. According to Sipes, “These are the key areas where things must go right in order for the project to succeed” (pp. 86–87). Examples of how to complete the forms can be found in the course textbook, Project Management for the Advanced Practice Nurse, on p. 86 (Tables 4.7 and 4.8). Review your project documents and analyze your data to determine your CSFs. Be sure to include metrics. If metrics are not included, you will not be able to measure or evaluate your project in Phase 5. What is the scope of your project, and how will you collect the required data? Wk5: Deliverables and Critical Success Factors (CSF)

Work with your mentor to complete the document as an appendix attached to the professional paper. It is always better to have more input rather than less. Discuss and seek consensus with your mentor on the deliverables and CSFs for your project. To assist you, there is a document you will use and attach as an appendix to the paper you submit as well as a sample of the document in Course Resources.

Due Date: Sunday at 11:59 p.m. MT at the end of Week 5

Total Points Possible: 50

Requirements

1. Complete the Deliverables and CSF document. Attach documents as appendices to a professionally written paper explaining what you are doing.

2. Grammar, spelling, punctuation, references, and citations must be consistent with formal academic writing and APA format as expressed in the current edition of the manual.

Preparing the Assignment

1. All project deliverables must be identified and listed in the Deliverables and CSF document.

2. All CSFs must be identified and listed in the Deliverables and CSF document. Metrics must be included.

3. Ideas and information from professional sources must be cited correctly using the current edition of the APA manual.

4. Grammar, spelling, punctuation, references, and citations must be consistent with formal academic writing.

Directions and Assignment Criteria

Assignment Criteria	Points	%	Description
All deliverables listed, including scope, charter, and all tools	20	40	All deliverables listed and described in relation to the project, including scope, charter, and all tools. Document is attached as an appendix to a professional paper.
All CSFs listed and relevance to project explained	20	40	All CSFs critical to the project listed and relevance to project explained, and each includes metrics for evaluation
Grammar, spelling, punctuation, references, citations, and APA formatting	10	20	Grammar, spelling, punctuation, references, and citations consistent with formal academic writing and APA format as expressed in the current edition of the manual. Professional paper follows guidelines found in Writing a Professional Paper.
Total	50	100	A quality assignment will meet or exceed all of the above requirements.

Chamberlain College of Nursing NR631 Nurse Executive Concluding Graduate Experience 1

Grading Rubric

Assignment Criteria	Exceptional (100%) Outstanding or highest level of performance	Exceeds (88%) Very good or high level of performance	Meets (80%) Competent or satisfactory level of performance	Needs Improvement (38%) Poor or failing level of performance	Developing (0) Unsatisfactory level of performance
Content Points Possible = 40
All deliverables listed and described in relation to the project, including scope, charter, and all tools. Document is attached as an appendix to a professional paper.	20 Points	18 Points	16 Points	8 Points	0 Points
	All of the deliverables listed and described in relation to the project. Document attached as an appendix to a professional paper.	Most deliverables listed and described in relation to the project. Document attached as an appendix to a professional paper.	Some deliverables listed and/or described in relation to the project. Document attached as an appendix to a professional paper.	Only half the deliverables listed and/or described in relation to the project. Document not attached as an appendix to a professional paper.	Less than half of the deliverables listed and/or described in relation to the project
All CSFs critical to the project listed and relevance to project explained, and each includes metrics for evaluation	20 Points	18 Points	16 Points	8 Points	0 Points
	All CSFs listed reflect the project documents and are critical to project, and each includes metrics for evaluation	Most CSFs are listed reflect project documents and are critical to project, or most include metrics for evaluation	Some CSFs listed reflect the project documents and are critical to project, or few include metrics for evaluation	Few CSFs listed reflect project documents and are critical to project, or few include metrics for evaluation	No CSFs listed reflect project documents and are critical to project, or no metrics included
Content Subtotal	_____ of 40 Points
Format Points Possible = 10
Grammar, spelling, punctuation, references, and citations consistent with formal academic writing and APA format as expressed in the current edition of the manual. Professional paper follows guidelines found in Writing a Professional Paper.	10 Points	9 Points	8 Points	4 Points	0 Points
	No grammar, spelling, punctuation, reference, citation, or APA errors. Professional paper follows guidelines found in Writing a Professional Paper.	One grammar, spelling, punctuation, reference, citation, or APA error. Professional paper follows guidelines found in Writing a Professional Paper.	Two grammar, spelling, punctuation, reference, citation, or APA errors Professional paper does not follow guidelines found in Writing a Professional Paper.	Three grammar, spelling, punctuation, reference, citation, or APA errors Professional paper not included.	Four or more total grammar, spelling, punctuation, reference, citation, or APA errors
Format Subtotal	_____ of 10 Points
Total Points = ______ of 50

NR631W5DeliverablesCSFTemplate.docx

$C:\Users\D01030541\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\7T7OKQBI\Pre-licensure Header_Seal Only (3).jpg$

NR631 Nurse Executive Concluding Graduate Experience – I

(This document must be attached as an appendix to the professional, scholarly paper explaining what you are doing. Include title page, headings, introduction, and body of paper, summary and at least three current, relevant references. All information in this form below must be professional, complete sentences in APA format. (See course text, pp. 86 for content)

Appendix: Deliverables and Critical Success Factors (CSF)

Project:

Project Manager: Date:

Deliverables (Include Scope, Charter)

Description

Critical Success Factors (CSF) by Priority

(Include metrics in order to evaluate)

1.

2.

3.

4.

5.

6.

7.

Note: Add as many rows as you need to include all of the deliverables and CSFs for project.
NR631-Week5DeliverablesandCSFExemplar.pdf

DELIVERABLES AND CRITICAL SUCCESS FACTORS 1

Deliverables and Critical Success Factors

Chamberlain College of Nursing

Student Name here

NR 631: Nurse Executive Concluding Graduate Experience

September/October 2018

DELIVERABLES AND CRITICAL SUCCESS FACTORS 2

Deliverables and Critical Success Factors

Project deliverables and critical success factors (CSF’s) play an important role to

successful project management. Following a large number of hospital acquired pressure injuries

(HAPI) (Stage 2 or greater) acquired by patients while in the care of one of the units within the

Critical Care Division (Medical Intensive Care Unit, Surgical Intensive Care Unit, Cardiac

Intermediate Care Unit, or Neuro-Trauma Intermediate Care Unit) during the preceding fiscal

year – a decision to implement HRO (high-reliability) principles in conjunction with traditional

HAPI prevention strategies as a strategy to reduce HAPI was made.

HAPI’s can be a source of discomfort, pain, and altered body image for a patient. HAPI

development can negatively impact patient experience. Some studies estimate that the

prevalence of HAPI development within Critical Care could be as high as 43% (Krapfl, Langin,

Pike, & Pezzella, 2017). HAPI development within Critical Care can be extremely costly – costs

which will not be reimbursed by Centers for Medicare and Medicaid Services (CMS) (Boyle,

Bergquist-Beringer, & Cramer, 2017). Most HAPI’s are highly preventable and as clinicians -we

have an ethical and moral responsibility to prevent harm to our patients. In the paper below,

discussion surrounding project deliverables, critical success factors (CSF’s), and summarized

conclusion will be provided.

Project Deliverables

Project deliverables, for the HAPI prevention plan utilizing HRO principles in critical

care, include the following: scope statement, project charter, literature review, formal

communication plan, and critical success factors plan. The scope statement is developed at the

start of project planning; however, should be continuously reviewed and updated as

applicable. This is a crucial document for project planning and provides a comprehensive

DELIVERABLES AND CRITICAL SUCCESS FACTORS 3

outline of the project including project objectives, justification, implementation plan, resources

needed, project timeline, and measures of success (project goals/expected outcomes). Successful

resource planning, as detailed within a project scope statement, can be evaluated through

teamwork, organizational culture/receptivity to change, leadership support, development of

business plan/project vision, effective communication, and identification of project champions

(Orouji, 2016). These aspects can be measure through surveys (pre and post project) as well as

through organizational culture of safety surveys and employee engagement/satisfaction

surveys. Additionally, improvements within quality aspects of care are often indicative of clear

vision, sufficient resources, utilization of staff champions, and clear communications of

goals/outcomes.

Project’s charter is another key deliverable for any project. The charter provides

information in detail on key stakeholders as well as roles/responsibilities and project approach,

goals, and budget. Selection of the right stakeholders is essential for the success of any

project. Employees that are engaged can become empowered through the project management

process. Engaged project team members are more likely to collaborate, share information, be

more flexible and open to ideas, develop mutual respect and trust, and have improved problem

solving ability (Hietschold, Reinhardt, & Gurtner, 2014). Employee engagement is measured

within most organizations on an annual or biannual timeframe. Active participation and

attendance at project meetings, meeting project timelines, and active interactions with other

project team members can be a measure of individual project member’s level of

engagement. Review of the literature is important in project management, as it can provide the

most up to date, peer reviewed, best practices related to HAPI prevention strategies and the

inclusion of HRO principles. A key aspect of HRO principles is deference to expertise so this

DELIVERABLES AND CRITICAL SUCCESS FACTORS 4

fits well with identification of the correct stakeholders which does not necessarily mean the

individual with the highest title. Factors that aid in the success of a project include alignment

with organizational strategic initiatives as well as alignment with expectations from key

stakeholders (Carpim-Besteiro, de Souza Pinto, & Novaski, 2015). Current relevant literature

related to HRO principles in conjunction with HAPI prevention strategies to prevent HAPI

development in critical care patients can be measured through a comprehensive literature search

utilizing several key terms and search engines. Wk5: Deliverables and Critical Success Factors (CSF)

The project communication plan and identification of key critical success factors (CSF’s)

are important to the success of the HAPI prevention project. Communication is needed to

establish understanding of project goals, build trust, establish team coordination, and develop

support from a variety of individuals that may come from many different departments

(Muszynska, 2018). Without a thorough, well thought out communication plan – a project will

not be successful. Project communication planning is crucial to define who should receive

communication, what information should be communicated, the frequency and tools to

communicate with, and the most convenient method(s) to all parties involved (Muszynska,

2018). Communication can be measure in a number of manners; specifically, compliance with

opening emails, meeting attendance, posting by a certain timeframe on collaborative sites, and

electronic notification of review of meeting minutes/huddle notes. CSF’s represent best

practices and key indicators that drive a project’s and organization’s success (Hietschold et al.,

2014). CSF’s can serve as parameters to reach/quality measures to be achieved. Many different

CSF’s exist and are utilized based on the project, industry, and ultimate goal. There are a

multitude of CSF’s that can impact a project’s success or failure and can include human resource

DELIVERABLES AND CRITICAL SUCCESS FACTORS 5

management, supply/equipment, training/learning, quality planning, and benchmarking

(Hietschold et al., 2014). CSF measures are discussed more in detail in the section below.

Critical Success Factors by Priority

Critical success factors by priority for this project include an expected HAPI reduction to

be seen in both quarterly NDNQI (National Database of Nursing Quality Indicators) HAPI

Prevalence Reports as well as Monthly HAPI Incidence Reports. HAPI Prevalence is measure

on a quarterly basis on the first Thursday of every third month and benchmarked against other

like units. Benchmarking represents the analysis of best practices as demonstrated by other

leading competitors with like units/patient populations and is utilized for comparison purposes

(Hietschold et al., 2014). Monthly HAPI Incidence Reports are also able to be entered into the

NDNQI database for benchmarking comparison and provide a more comprehensive view of unit

activity over a month’s timeframe.

Another CSF’s for this project includes weekly project status update reports to provide

project team members, the project sponsor, and pertinent individuals within the organization – an

overview of the project’s progress, interventions implemented thus far, compliance with budget

and timeframe, and ultimate alignment with project goals. This would be completed by the

project manager and an electronic weekly ‘push report’ would be forwarded to key

stakeholders. Communication of the project’s progress is the most important critical success

factor within an organization (Carpim-Besteiro et al., 2015). Other CSF’s include an updated

project scope and charter documents. Measures of completion include team members as well as

organizational awareness of project existence, progress, and ultimate goal(s). This could be

measure through pre and post project survey. Additionally, this can be measured through project

team member engagement and empowerment. Empowerment fosters a bottom up identification

DELIVERABLES AND CRITICAL SUCCESS FACTORS 6

of problems, rapid response, and authority to implement corrective actions to prevent harm

which are all aspects of HRO principles (Hietschold et al., 2014).

Budget planning is important to any project and provides a detailed list of project

expenses, revenues, and other miscellaneous costs. The budget plan clearly details required

resources (human resources as well as supplies, equipment, etc.). Budget plan is integral to the

success of the project and should include budget compliance, variance explanation, reward

systems as applicable, and definition of restrictions as identified (Carpim-Besteiro et al.,

2015). Budget plan should be clearly and logically measured on an ongoing manner (at least

monthly) through an electronic program or minimally an excel spreadsheet. Lastly, the project

governance document provides important information related to compliance with team member

education (measured through completion of online, educational class) as well as team member

attendance at project meeting at the defined frequency listed within the project charter. Wk5: Deliverables and Critical Success Factors (CSF)

Conclusion

In conclusion, identification of both project deliverables and critical success factors

(CSFs) are crucially important to the success of any project. Project deliverables for the HAPI

prevention project utilizing HRO principles include scope statement, project charter, literature

review, communication plan, and critical success factors plan. Whereas, the critical success

factor’s plan is comprised of HAPI reduction as evidenced in both the NDNQI HAPI quarterly

prevalence audit as well as the NDNQI HAPI monthly incidence report. Both these reports are

able to be benchmarked against like units for comparison of project progress. Other CSF’s

include weekly project status update reports, updated scope and charter documents, revised

budget plan based on project revenue and expenses, and project governance plan. CSF’s can

serve as reference parameters for a basis to leverage the success of a project (Carpim-Besteiro et

DELIVERABLES AND CRITICAL SUCCESS FACTORS 7

al., 2015). Within this paper, a discussion of the importance of both project deliverables as well

as critical success factors was completed and a summarizing conclusion provided.

DELIVERABLES AND CRITICAL SUCCESS FACTORS 8

References

Boyle, D. K., Bergquist-Beringer, S., & Cramer, E. (2017). Relationship of wound, ostomy, and

continence certified nurses and healthcare-acquired conditions in acute care hospitals.

Journal of Wound, Ostomy, and Continence Nursing , 44(3), 283-292.

http://dx.doi.org/10.1097/WON.0000000000000327

Carpim-Besteiro, E. N., de Souza Pinto, J., & Novaski, O. (2015). Success factors in project

management. Business Management Dynamics, 4(9), 19-34. Retrieved from https://eds-a-

ebscohost-

com.chamberlainuniversity.idm.oclc.org/eds/pdfviewer/pdfviewer?vid=20&sid=7097951

5-9855-4850-a62e-26c162ee693f%40sdc-v-sessmgr03

Hietschold, N., Reinhardt, R., & Gurtner, S. (2014). Measuring critical success factors of TQM

implementation successfully – a systematic literature review. International Journal of

Production Research, 52(21), 6254-6272.

http://dx.doi.org/10.1080/00207543.2014.918288

Krapfl, L. A., Langin, J., Pike, C. A., & Pezzella, P. (2017). Does incremental positioning

(weight shifts) reduce pressure injuries in critical care patients? Journal of Wound,

Ostomy, and Continence Nursing, 44(4), 319-323.

http://dx.doi.org/10.1097/WON.0000000000000340

Muszynska, K. (2018). A concept for measuring effectiveness of communication in project

teams. Journal of Economics and Management, 33(3), 63-79.

http://dx.doi.org/10.22367/jem.2018.33.04

Orouji, M. (2016). Critical success factors in project management. Journal of Project

Management, 1(1), 35-40. http://dx.doi.org/10.5267/j.jpm.2017.1.001

DELIVERABLES AND CRITICAL SUCCESS FACTORS 9

Appendix: Deliverables and Critical Success Factors (CSF)

Project: Hospital Acquired Pressure Injury (HAPI) Prevention Plan Utilizing HRO Principles in Critical Care

Project Manager: Karen G. Niewood Date: October 7, 2018

Deliverables (Include Scope, Charter)

Description

Scope Statement

Comprehensive document outlining project and includes specific information related to project objectives, justification, implementation plan, required resources, timeline, measures of success, assumptions, and constraints.

Project Charter

Charter document provides overview of pertinent information related to budget, measurable project outcomes, project approach, stakeholders and associated roles and responsibilities.

Literature Review

Detailed, comprehensive listing of relevant, peer reviewed, best practice literature that is less than five years old and details specific information needed for project success (namely, information on project management, application of HRO principles, and strategies to reduce HAPI’s within the critical care patient population. Wk5: Deliverables and Critical Success Factors (CSF)

Communication Plan

Communication plan is critically important and details parties to communicate with, frequency of communication, preferred method(s) of communication, information to be shared, and tools that support effective team/organizational communication on an ongoing basis.

Critical Success Factors (CSF) Plan

Details specific factors that contribute to the likelihood that the project will be successful. These may strategic implications. CSF represent best practices and key indicators that drive organizational success.

DELIVERABLES AND CRITICAL SUCCESS FACTORS 10

Critical Success Factors (CSF) by Priority

1. HAPI Reduction as evidenced within HAPI Prevalence Reports – Quarterly prevalence report collected the first Thursday of every third month and submitted to NDNQI (National Database of Nursing Quality Indicators. Reports with graphs received from NDNQI on a quarterly basis listing benchmark comparison.

2. HAPI Reduction as evidenced within Monthly HAPI Incidence Reports – Compiled data from HAPI incidence event reports entered by specific unit staff each day.

3. Status Reports – Project status update reports noting pertinent project information, results of interventions, and compliance with project timeline and project budget. Status report to be shared with project sponsor, project team members, key stakeholders, and all other appropriate team members that should possess project update information.

4. Updated Scope Document – Updated communication document for all project members providing information on project objectives, justification, implementation strategy, project resources, timeline, measures of success, assumptions, and constraints.

5. Budget – Project associated revenue, expenses, and miscellaneous costs. Project budget will be maintained within five percent or $2500 of original approved budget and include realistic, reasonable projections.

6. Charter – Project charter will include all scope changes as well as budget information, measurable project outcomes, project approach, and specific roles and responsibilities. The updated charter will be approved by all stakeholders as well as management and will be communicated to all.

7. Governance – Governance will include bedside nurse involvement in the project which will include timeliness of education completion (measured through online educational program completion), project involvement, ownership of decision- making aspects/interventions, identified concerns addressed in a timely manner. Governance defines meeting frequency, location, and required participation. The project will be completed on time and within budget. Wk5: Deliverables and Critical Success Factors (CSF)

Deliverables (Include Scope, Charter)	Description