Wk7: Controlling Risks and Project Budgets

Wk7: Controlling Risks and Project Budgets

Wk7: Controlling Risks and Project Budgets

You’ll recall that as part of developing your project charter (Week 2), you submitted a preliminary budget. This week’s lesson went into much greater depth on the financial aspects of a project. This is a good time to look at your preliminary budget, consider what was presented in this week’s lesson, and reflect back on other financial concepts and tools you learned throughout the nurse executive track. Use the following questions as the basis for your discussion this week. Wk7: Controlling Risks and Project Budgets


  • What variances can you identify on your project to date? If you had to report on the reason for variances +/- 10% of budget, what would your report say?

Think back to lessons and discussions on forecasting. What adjustments do you feel you need to make to your project budget based on your progress to date and what you foresee moving forward? What changed to cause you to have to adjust (forecast) the project budget?

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    Chamberlain College of Nursing NR631 PICOT Worksheet

    PICOT Worksheet—Week 1

    Name: Yahima Montero

    Date: 05/06/2020

    Your Instructor’s Name: DR. Robert Davis

    PICOT Question
    What is the PICOT question?

    My PICOT question is: among patients (P) with declined satisfaction scores, does the use of tracking technology in the Chamberlain emergency department (I), compared to expanded emergency room, help to reduce the rate of Left Without Being Treated and increase revenue collected for one year?

    Define each element of the question below:

    P: patients with declined satisfaction scores

    I: tracking technology

    C: expanding emergency room

    O: reduced rate of Left Without Being Treated and increased revenue collected

    T: one year

    Research Questions

    I. Does the tracking system in ER improve service delivery in terms of minimizing the number of patients leaving without treatment?

    II. How is the effectiveness of ER’s tracking technology in reducing lengthy waits?

    How were the practice issues identified? How did you come to know this was a problem in your clinical practice?

    · Revenue collection from Chamberlain’s emergency department started to decrease at a high rate compared to last year’s collection.

    · Patients complained about taking too long to see emergency department provider and almost 372 would leave the hospital to seek treatment in other facilities with improved surgical services

    · Declined patient satisfaction scores as evidenced by high walkout rates and 2.013 lost patients in 2019

    · Decreased revenue from diagnostic testing in MRI, CT, labs, and radiology

    Search terms: Improving the delivery of surgical services in the hospital’s emergency department

    Narrowing the Search Terms: Tracking technology in the emergency department


    NR631 PICOT Worksheet 11/27/17 1
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    Project Scope and Charter

    Yahima Montero

    Chamberlain University


    Project Scope and Charter

    In current healthcare settings, it is in the best interest of hospitals to have project management as the central focus and input to high performance. Project management solves unforeseen issues that may undermine the delivery of services since it is a performance road map that demands significant supervision, an organization, and strategy. The paper outlines the scope and charter’s critical concepts for running the entire project using the available approaches and resources. Wk7: Controlling Risks and Project Budgets

    Scope Statement

    A project requires a well-written scope statement that illustrates the whole thing. Aspects such as deliverables and their characteristics; and stakeholders of interests get considered by the scope. Most significantly, objectives and goals that measure the success form an integral part of the project scope. Project managers may write the scope or assign the role to one of the team members. He closely works together with their teams to have a full understanding of the scope value. This understanding involves assembling of viable techniques, tools, and processes for use (Guanci, 2019). Non-essential activities do not support the scope and need not be performed to ensure the project is completed behind schedule and deliver customer expectations. Signatures of the project manager and sponsor in the scope indicate an agreement for what is included in the plan in the course of the project execution

    Project Charter

    Any successful project must have a charter. Charter states the objectives, the process of project execution, and identifies the project’s stakeholders. It forms the most critical ingredient in project planning as it is used in the entire lifecycle of the project. Summarily, project charter documents: reasons for the project, objectives and challenges of the project, identified risks, the significance of the project, overview of the budget, and key stakeholders. A well-created charter is the one that project goals and objectives are well understood, the project organization is defined, the implementation plan is ready, and likely challenges listed (Putlitz, 2019). So, the charter is an integral part of the project management process and get approved by a steering committee comprising of stakeholders or by leadership.


    Both project scope and charter define the chances of successful project management process and implementation. The two aspects are the project manager’s blueprint and provide the necessary tools and resources for the execution. So, a wrongly-written scope or charter cannot identify some of the unforeseen risks that are likely to sabotage the achievement of the project’s main objectives and overall purpose, leading to change.




    Guanci, G., & Bjork, C. (2019). An introduction to project management. Nursing management, 50(10), 20-26.

    Putlitz, U. (2019). Successful project management depends on team work. Civil Engineering= Siviele Ingenieurswese, 27(v27i6), 38-40.


    Appendix A: Scope Statement

    Organization’s Name: The Chamberlin Hospital, Emergency Department

    Project’s Name: Emergency Department Information System (EDIS)- During Admission

    Project Manager: Mr. Anerley SmithSponsor(s), Title: The Chamberlin Hospital

    Organizational Priority (High, Medium, Low): High


    Mission Statement

    “To offer a responsive healing environment for patients seeking emergence healthcare services” (Chamberlain Emergency Department).

    Measurable Project Objectives- (5 W’s and H. Sipes, 2016)

    Who: Emergency Response Team

    What: EIDS

    Where: Emergency Department

    When: During admission

    Why: promote efficient emergency service delivery to reduce walkouts rates and lengthy waits

    How: High for leaving without being treated identified. EDIS for emergence department explored, roles traced, and implementation inputs available.

    Justification of Project

    Chamberlain faces a problem of increased walkouts, high losses in revenue collection within the department, lengthy waits, and patients at the Emergency Department have unsatisfied scores. As a result, EDIS will solve these issues by ensuring many patients are served once since the system is automated.

    Implementation Strategy

    Share the concepts of successful EDIS in other facilities to streamline the implementation process. All expected changes at ED discussed, and objectives as well as deadline for project implementation stipulated

    Project Resources

    · IT Specialists and Trainers

    · Software Licenses

    · Cabling or Switches

    · Network

    · Fifty Computers.

    Completion Date

    September 15, 2020

    Measures of Success

    · Online survey to determine any concerns of the newly implemented EDIS project

    · EDIS installed in both emergency waiting rooms and emergency department


    The EDIS project will be accepted in the emergency department and has adequate personnel for enforcing the project, and will get support from the hospital’s management.


    Challenges in the hospital’s fast-paced Emergency Department environment.

    Health workers at the department are unable to run the system with greater speed and precision.


    Print or Type Name Signature Date
    Project Manager Approval:


    May 17, 2020
    Owner or Sponsor Title and Approval: May 20, 2020


    Appendix B: Practicum Project Charter

    Project Title: Emergency Department Information Systems (EDIS)

    Project Start Date: May 30, 2020 Project End Date: September 15, 2020

    Project Manager: Mr. Anerley Smith

    Budget Information

    Salary for Manager for worked hours on the project

    125 hrs. x $45/hr. = $5,625.00

    Salary for IT experts for worked hours on the project

    105 hrs. x $43/hr. = $4,515.00

    Amount paid to FQT Project Management Consultancy Company

    Paid $3,950.00

    Nurses will be given allowances during the period for project execution on an hourly basis

    100 hrs. x $25/hr. = $2,000.00

    Measurable Project Objectives – – (Use 5 W’s and H. Sipes, 2016)


    Emergency Department Information System (EDIS) for patients to serve patients at the hospital’s emergency department

    EDIS will start on May 28, 2020, after the training for team members is through

    Training will be done for a team comprising of at least five members and at most seven members.

    Training to start on May 20, 2020, and end on May 25, 2020.


    Physicians and emergency provider will tract patients as “served” and “not served” on the new system

    Weekly reports on the service delivery to identify changes in terms of walkout rates


    Facility’s top management and project manager agreed on the project deadline

    EDIS was approved by the Chamberlain Hospital

    Salaries on hourly basis approved by the sponsor


    The objectives of the EDIS match with the hospital’s mission to that of the ED


    Deadline and the required number of team members highlighted above.


    Utilize the hospital’s top management as the main project’s sponsor to facilitate smooth implementation at ED. Further, it is critical to incorporate effective operations from the previously used system to the new EDIS and disregard irrelevant operations.

    Roles and Responsibilities of Each Team Member

    The Project Manager: Creating a project plan and approving the methodology to use

    Project Sponsor: Approving the budge and communicating the project’s goals

    Business Analyst: Validating objectives through testing solutions, inspecting project deliverables to satisfy the requirements, and gathering requirements from business users.

    Nurses: Pre-test the computerized system, record the number of cleared in-patients and out-patients on the new system, and give feedback on the weak areas of the system.

    IT Specialists: Developing strong patient databases, managing the information security, installing and configuring networks, and training and coaching end users of EDIS.

    Members’ Comments

    Project Manager: “It will meet the care needs at our ED.”

    Sponsor: “It will improve the quality of care delivery in the organization. All stakeholders should work hard.”

    Business Analyst: “I will play my part to see the success part of the project.”

    Nurses: “As end-users of the EIDS, we say thank your top management. We will play our part.”

    IT Specialist: “I will offer high-quality training that equips end-users with current and relevant EDIS skills.”