Project Plan and Diagnostic Schedule for Health Service Improvement HSH725
- Subject Code :
HSH725
- University :
University of Tasmania Exam Question Bank is not sponsored or endorsed by this college or university.
- Country :
Australia
Feedback for Assignment 2a. Project pitch presentation
Dear Sherelyn, Thank you for your project pitch. You have identified a problem that possibly within your sphere of influence however you didn't say what your role was and can you influence Mo's? The RCA was quite good but because it is already deductively analysed you do not have to analyse again. The aim should be to improve systems and processes regarding documentation. The scope was reasonably clear however what is the beginning and end of the journey? Lean thinking was quite well justified using some literature but could have been enhanced by aligning what you found in the RCA to the five principles of Lean e.g push theory and waste. We also prefer that you do not reference MyLo itself but core readings. You discuss how it is important to meet a standard and a KPI but I didn't get a sense of how it is affecting the patients care and the staff. Overall the presentation was largely clear however a little rushed and some clarity required on some elements. Kind Regards |
Assignment 3. Project plan and diagnostic schedule
You are required to submit a project plan for your intended health service improvement project. You are free to use a template from your workplace however we would highly recommend you use the template found in the Additional Resources section in MyLO to ensure that the following sections are addressed: Problem statement, background, project aims and SMART goals, scope (including high level project timeline), governance structure, project roles and responsibilities, stakeholder analysis and communication plan, risks and issues, and detailed Gantt. In the background section you are expected to discuss which clinical redesign and change management approach/theory/s you will use and why, and include relevant supporting data and literature as appropriate to illustrate the significance of the problem.
Task Description:
Your project plan will also include your diagnostics schedule. Aim to include diagnostic tools and activities that will allow you to capture the voice of the organisation, staff and patients (as appropriate), identity root causes, and collect all baseline data. Your schedule should be realistic and selected tools relevant to your health service problem.
Feedback from this assignment will help you improve your project management skills, plan for your diagnostics phase and strengthen the justification for your project.
So, an engagement and a comms framework, the classic one is Simon Sineks the why.
It shows to us that youve done some extra reading and put the theory and practical together into a plan for action!
Is there a risk matrix that we have to use to develop the severity of the risk or can we just use one of our own? -> You can just use one of your own but what I would like [see in the example on the slide, its got an adjusted severity (the 2nd column), some organisations dont have the adjusted severity, but we would like to you add that one in because we want to see that, your mitigation strategies, i.e. the strategies listed in Mitigation Measures column of example, are actually going to bring it down. Youd hope that the mitigation strategies are going to work to bring the Project Severity down (i.e. the Adjusted severity). So we want you to see that youve sort of aligned those.
- So a risk is an uncertain event that may affect your project. So you know, the risk is that people won't be engaged.
- But an issue is something that's actually functional, technical, or organization related is actually is occurring like his bosses going on a month. Sabbatical or COVID-19 has hit.
- g. Are you going on sickly? You know something that actually is affecting your project is an issue, so we'll get you to the risks.
- The might be only 3 or 4, and then potentially, there are some issues that are affecting your project already. You know, Christmas leave is a typical issue
Of course, you don't have to do all of them at all. Somebody I did ask you that the other day. Of course not. But what you need to do is, do some that cover the voice of the customer, the staff and the organisation.
- In some projects the customer is, say, the junior staff and the staff are actually the managers of those junior staff. So, there's 2 lots of staff groups, but you're asking them different things.
- And then there's the organizational perspective which is your systems data. You know the numbers of this happen, and then times, and this happening, etc.,
- So, we need you to catch a baseline data about the patient, the customer, staff organization perspectives because that will help build the case for change.
- Because not no one piece of diagnostic will tell you the real truth. You have to actually have lots of pieces of diagnostics, then triangulate the data. So each one is supporting the other.
- Exemplars available in MyLo and additional resources.
- Now, examples are good. Sometimes they're not perfect. And in this particular example (below, highlighted in red) one, you can see that theyve said Systems Data but they havent been specific enough!
For Presentation, you need to do a grid/table (like above), something a bit more specific and tutor with feedback => This is worth quite a lot in as far as the percentage is concerned. So please be really thorough with this.
Project Title
Word limit 2500, we will allow extra for larger joint projects
Penalties will occur if high word count contains duplication
Project Plan
Author/s ( if a joint project )
Date
Project Contact
Name
Position
Phone
Student ID Number
Table of Contents
3.0: Clinical Redesign approach/theory/s justification. 3
6.0: High level project timeline. 3
7.1: Roles and responsibilities of the committees. 3
8.0: Risks and Issues Register. 3
1.0: Problem Statement
(As discussed via the discussion board)
Current systems and process within theieMRfor documentation of Restrictive Practices (inpatient physical and mechanical restraints) in Mental Health/Mental Health ED wards at the Princess Alexandra Hospital are potentially leading to suboptimal patient care and dissatisfied staff.
2.0: Background
(Include any baseline stats or case studies that reflect why you are looking at this problem. Support with literature)
Metro South HHSs goal is to minimise the use of restrictive practices and to ensure that any use of restraint is conducted in adherence to best practices and in accordance with the National Safety & Quality Health Standards (NSQHS) Standard 5: Comprehensive Care. If mechanical restraint is required there is a requirement to clearly and appropriately document in the integrated electronic medical record (ieMR). While Metro South HHS includes several hospitals, I am planning to limit the scope to the Princess Alexandra Hospital as the other sites are outside of my spere of influence.
Since restraint documentation within the ieMR first became available to staff at the Princess Alexandra Hospital (PAH), time consuming and inconsistent documentation of restrictive practices within the ieMR has been noticed by clinical and non-clinical staff leading to staff dissatisfaction.
3.0: Clinical Redesign approach/theory/s justification.
Argue your choice of redesign and change management methodologies. Support with core literature
4.0: Aims
(Not to include any solutions)
4.1: SMART Goals:
(Each goal to have all of the attributes of SMART)
5.0: Scope:
(What is the beginning of the journey, what is the end? Inclusions exclusions. Which wards/areas specifically)
Assumptions, Constraints, Dependencies.
6.0: High level project timeline
7.0: Governance structure
(a picture of reporting lines and who (role not name) is in the project team and/or steering committees if applicable)
7.1: Roles and responsibilities of the committees
7.2: Stakeholder analysis
7.3: Communication plan
(Should support the engagement required from the stakeholder analysis)
8.0: Risks and Issues Register
(Include pre and post mitigation scores)
Risks
The following Risks have been identified during the planning of this project:
There is a risk that resources may be reallocated, resulting in further schedule delays, due to the unavailability or misalignment of project resources and suppliers including DAS ieMR and the vendor.
Due to COVID-19 there is a risk that Metro South staff may not be available to implement the changes as scheduled.
9.0: Detailed Gantt chart
(Include specific tasks to obtain diagnostic, can be imbedded into the document as an excel spreadsheet)
10.0 Diagnostic schedule
(include diagnostics that will capture the voice of the organisation, staff and patients/customers. Be quite specific with types of systems data and time frames that you will look for. Include anticipated numbers of surveys or interviews.)
Reference List
Either Harvard or Vancouver style
