Assignment Objective As reviewed in week 1, for y

Assignment Objective

As reviewed in week 1, for your final project (due in week 8), you will be tasked to build an operational plan.  You will complete sections of this project throughout the course.  The development of a project charter is the first part of laying the ground work for your final paper.  Remember, this charter is lay out the project but not solve the problem.  Your research in the coming weeks will help you find the solution.  

Assignment Resources

Review Chapter 6 in your textbook(Exhibit 6.6 shows a charter example), in addition, review the additional resources provided in the  Week 2 Module  to prepare for this assignment.  Please see the links below for a project charter example.

· The Multispecialty Clinic Project Charter Example

Paper Requirements

· Lay out paper as a project charter using the attached template:

Project Charter Template.docx

Actions

· APA formatting in regards to title page, formatting and references  (if used)

 

Additional Guidance

Things to consider when building the charter:

Team Structure and Authority

It is important to have the right team members that will help move the project forward. There will need to be accountability and documentation of roles and responsibilities. Like anything, everybody has to do their part to complete the task at hand. Unfortunately, one under performer can derail your whole project. In order to ensure everybody understands the scope, having a project charter is key, you will lay out ground rules, expectations and then all the details surrounding the project. This is the time you will also lay out the time commitment, as it relates to meeting times and work that will need to be completed. Having deadlines is important, sticking to them is even more important.

We are very good at putting together robust documents with great ideas, but forget to assign responsible parties and deadlines for deliverables. Without these items, the plan is nothing but words on a piece of paper.

Project management is a key tool that is used to enhance operations, as it helps you review processes and find the way to be effective and efficient with the resources you have, and helps you find ways to be innovative to re-engineer your work.

 

View Rubric

Project Charter Rubric
Project Charter Rubric
Criteria	Ratings	Pts
Content and Focus view longer description	30 pts Exceptional Student addresses all items of the assignment. Exceptionally clear, focused, and engaging operational problem. All the elements of the project charter are included in the assignment. Charter is labeled and clear to follow. 15 pts Moderate Student addresses most of items of the assignment. Semi-clear operational problem which maintains a focus from beginning to end. Specific supporting details are present. Charter is labeled and somewhat clear to follow 0 pts Student fails to address most items of the assignment. Operational problem not defined. Inadequate or missing supporting details.	/ 30 pts
Formatting and APA Requirements view longer description	10 pts Work represents an example for others in respect to assignment format. Follows APA guidelines for formatting and citations when respected sources are used to support ideas. 8 pts Work follows the appropriate format of the assignment. Follows APA guidelines for formatting and citations with very few exceptions. 6 pts Work attempts to follow the appropriate format of the assignment. Inconsistent use of APA formatting and citation guidelines when respected sources are used to support ideas. 5 pts Work does not follow the appropriate format of the assignment. No cited sources are used to support ideas, little or no parenthetical documentation.	/ 10 pts
Writing Style view longer description	10 pts Written in audience-appropriate language (avoids inappropriate language completely). Elaborate and colorful language. Written in student’s own words with direct quotes supporting student’s ideas. Superior editing: rare spelling and mechanical errors, correct usage and grammar. 8 pts Majority of language is appropriate for the intended audience and appropriate to the topic. Majority of assignment reflects student’s own ideas with direct quotes supporting student’s ideas. Careful editing: very few spelling and mechanical errors, correct usage and grammar. 6 pts Some use of audience-appropriate language recognized; inappropriate language is dominant. Most language is appropriate to topic. Able to get vague idea of message. Some evidence of editing: spelling and grammatical errors present. 5 pts Paper frequently uses language not suitable for the intended audience. Language is not appropriate to topic. Message is unclear. Majority of paper is plagiarized. Poor editing: spelling and grammatical errors make it difficult to read.	/ 10 pts

Project Selection and the Charter

Project Selection

How do you decide what projects you want to invest your capital on – human and financial?

The leadership team must decide what their focus of the year will be and which of these require a project to complete. Referring back to your  balanced scorecard  will be key in making these decisions. This will help keep you focused as it is easy to get wrapped up in the large amount of work that needs to be addressed. By keeping your balanced scorecard focused, you will be able to easily identify what projects need to be selected.

The leadership team will need to lay out all the potential projects, assign a priority to each one, and define a timeline. Once that has been established, they need to identify the strategic alignment, financial impact, quality/productivity impact, customers/patients impact, staff availability and training and probability of success of each project. Once you assign points to each one of these categories, it will help you prioritize the projects.

 

Project Charter

Once you have identified your projects, you will need to pull together the key stakeholders. Begin by identifying the executive and physician stakeholders, and then the core team. The charter sets the groundwork, reviews the ground rules, the objective and goal of the project, timeline, and activities that need to be completed.

There are four key categories of a charter: (Input sample charter)

1. Time

2. Cost

3. Scope

4. Performance

How do you identify your stakeholders?

These are those that are directly impacted by the project. Who is held accountable for the project? Who will be part of the decision making process? Who will own action items?

These are the questions that need to be asked as you build your project team. You will first and foremost need an executive and possibly a physician champion (depending on the kind of project and how clinical it may be). Your department has decided to look at ways to improve patient access. Who should be part of this team? Medical director? Director? Manager? All of these individuals have direct ties to the work being done and should be part of the team. Where your executive champions may not be available for every meeting, they need to sponsor your project, advocate for the work being done, and help with the tough decisions or situations that may come down the pike.

Feasibility Analysis

As you develop the charter, it is important to measure the feasibility of the project. What is realistic and will drive change? If you propose building a new facility, do you have executive support for this? Or are you going to look at adding a scheduling department to streamline the work to help improve access by taking non-clinical work out of clinical space? Which one of these approaches is more feasible?

The Elements of the Project Charter 

As you work through all of these fine points, you will begin to build your ‘Project Charter’. As stated previously, there are four areas you need to cover in the charter, this document will also serve as your executive summary. When you need to re-focus and ensure you are staying on track, this document will help you.

1. Project mission statement

2. Project purpose or justification and connection to strategic goals (that balanced scorecard creeps in again)

3. High-level requirements that satisfy customers, sponsors and other stakeholders

4. Assigned project manager and authority level

5. Summary milestones

6. Stakeholder influences

7. Functional organizations and their expected level of participation

8. Organizational, environmental, and external assumptions and constraints

9. Financial business case, budget, and return on investment

10. Project sponsor with approval signature

Going back to our example of improving patient access. You have an outpatient Multispecialty Clinic that has long wait times for new patients to get in. You don’t have a clear scheduling template that helps guide your teams to schedule appointments and the intent of the service line is foggy, meaning you are seeing some continuity patients which takes away from the “specialist” intent. How do you address this?

Review the  The Multispecialty Clinic Project Charter Example >>

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The Multispecialty Clinic Project Charter Example

Recall the elements of the Project Charter:

1. Project mission statement

2. Project purpose or justification and connection to strategic goals (that balanced scorecard creeps in again)

3. High-level requirements that satisfy customers, sponsors and other stakeholders

4. Assigned project manager and authority level

5. Summary milestones

6. Stakeholder influences

7. Functional organizations and their expected level of participation

8. Organizational, environmental, and external assumptions and constraints

9. Financial business case, budget, and return on investment

10. Project sponsor with approval signature

Mission Statement

This project will implement processes to help improve patient access to our Multispecialty Clinic, by which we will decrease wait times and improve satisfaction and quality of care.

Project Scope

The Multispecialty Clinic currently has a 6-week wait for new patients to be seen, which is a deterrent for referring providers. The long wait has a large impact on the financial, quality and service metrics of the department. By looking at ways to streamline scheduling of appointments, by ways of implementing a call center, and building a care pathway that helps patients see the specialists in a ‘consult’ capacity and redirect them back to their primary care provider for continuity care, we hope to improve access and the quality of care that the patients are receiving, in turn improving outcomes and decreasing ED visits and hospital readmissions.

High-level Requirements

Upon completion, the new process will:

1. Reduce wait time for new patients to be seen to under 10 days

2. Reduce ED visits

3. Improve patient outcomes

Assigned Project Manager and Authority Level

Susan Magnet, RN, will be the project manager who will manage the budget, timeline, scope and performance. Anything above that will need to be approved by the executive and physician champions.

Summary Milestones

The project will kick off on February 1 Metrics will be defined by March 15 Planning will occur for 3 months Implementation will go live on June 15

Stakeholder Influences

Clinicians – provide the best care Patients – understand the intent and goal of the clinic Clinic and Call Center staff – understand the goal and are held accountable

Functional Organizations and Their Participation

Clinic management will lead research best practices on patient access at other similar facilities with the same kind of payor mix and potential challenges. IT support to help build the call center tools and system.

Organizational Environmental and External Assumptions and Constraints

Patients understanding the difference between primary care providers and specialists Physicians availability Challenges in organizing a call center

Financial Business Case – Return on Investment

By adding a call center, and improving access there will be the ability to add more patient volume, which will, in turn, generate revenue from the visit, and downstream revenue from any testing and/or procedures that may come of that visit.

Project Sponsor with Approval Signature

Dr. Beth Smith, Medical Director

 

Previous Next

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Title Page

Project Mission Statement (NOT ORGANIZATION)

Project Scope

What is the project trying to accomplish?

High-level Requirements

What do you want to achieve with completing this project? What do you want your outcomes to be?

Assigned Project Manager and Authority Level

Who ist he project manager and what is their authority and when do they escalate and to who

Summary Milestones

Key dates

The project will kick off on Metrics will be defined by Planning will occur for Implementation will go live on

Stakeholder Influences

Who are your stakeholders and why

Functional Organizations and Their Participation

Which departments will be part of this project and what is their role

Organizational Environmental and External Assumptions and Constraints

What considerations do need to be reviewed that may impact the project

Financial Business Case

What is your financial story? Growing profit is not always the main indicator. What is the downstream effect of the project? (Ex/ Add of nurse call lights – this is an added expense but if it decreases patient falls, what is the cost and quality hit by not doing this and what is the downstream affect)

Please discuss metrics.

Executive Project Sponsor with Approval Signature

Who is the project sponsor and title?

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