NURS 6441: Project Management: Healthcare Information Technology | Week 4

The project initiation phase is the beginning, and perhaps most important, stage of designing and managing a project. To begin, the project manager must have a clear, overall understanding of what stakeholders envision for the project. The more time spent asking questions and clarifying details at the start, the smoother the process and the easier it will be to meet expectations. Discussion: Project Charter Elements

One of the key events in the initiation phase is the creation of a project charter. A project charter defines a number of essential project features and functions as a roadmap to a project’s completion. This week you are introduced to the project charter development process, and you and your team produce your own preliminary charter for a health care information technology project.

Learning Objectives

Students will:

• Analyze the impact of “triple constraint” in developing a project charter
• Evaluate the impact of charter elements on the development of a project charter
• Produce a charter for a health care information technology (HIT) project*

* The Assignment related to this Learning Objective is introduced this week and submitted in Week 5.

Learning Resources

Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Biafore, B. (2010). Microsoft Project 2010: The missing manual. Sebastopol, CA: O’Reilly.

• Chapter 1, “Projects: In the Beginning”
  • • “Publicizing a Project and Its Manager” (pp. 35–37)
  In this section of Chapter 1, the author describes the typical elements of a project charter. The author also provides guidelines for generating stakeholder support using a project charter.

Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.

• Chapter 3, “Project Management”
  • • “Prepare Project Charter” (pp. 42–43)

  This section of Chapter 3 explains the basic principles of preparing a project charter. The authors summarize a project charter’s key elements.

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide) (6th ed.). Newtown Square, PA: Author.

• Chapter 2, “The Environment in Which Processes Operate”

• Review this chapter, which supplies information on managing a single project that uses networked processes. The chapter describes project management processes related to each phase of a project. Chapter 4, “Project Integration Management”
  • • Chapter 4, Section 4.1
  • •  

  This section of Chapter 4 details the process of developing a project charter. The text focuses on the inputs, outputs, and tools and techniques of project chartering.

Bolles, D. (2002). Building project management centers of excellence. New York: ANACOM.

Retrieved from the Walden Library databases.

• Chapter 10, “Project initiation” (pp. 199–122)This chapter explores the initiation phase of a project in great detail. The chapter focuses on the key tasks and performers of this phase.

Cortelyou-Ward, K., Noblin, A., & Martin, J. (2011). Electronic health record project initiation and early planning in a community health center. Health Care Manager, 30(2), 118–124.

This article explores the application of project initiation and early planning in a community health center. The authors delve into the issues of quality improvement, planning, and finance.

Kloppenborg, T. (2012). Project selection and initiation questions leading to good risk management [Special section]. PM World Today, 14(1), 1–5.

This article presents questions that project managers may ask to promote effective risk management. The author details questions applicable to the creation of a project charter and the selection of a project.

Eurorec.org. (n.d.). Project charter. Retrieved March 12, 2013, from http://www.eurorec.org/files/filesPublic/ehrworkshop/2007/Project%20Charter%20-%20CRFQ%20Pilot.ppt

Hart, S. (2012, July 28). PM-foundations – the project charter [Blog post]. Retrieved from http://pm-foundations.com/2012/07/28/pm-foundations-the-project-charter/

The author of this article reviews the basic elements and considerations of a project charter. In particular, the article explains project charter content, the assignment of charter responsibilities, and six attributes of a good project charter.

Karim, S. (2012, May 24). A project with no project charter? [Blog post]. Retrieved from http://blogs.pmi.org/blog/voices_on_project_management/2012/05/a-project-with-no-project-char.html

This article focuses on cases in which projects have no corresponding project charter. The author specifies reasons for neglecting a charter and analyzes the potential negative repercussions.

Microsoft Corporation. (2012c). Project management goal: Initiate a project. Retrieved from http://office.microsoft.com/en-us/project-help/project-management-goal-initiate-a-project-HA102598143.aspx?CTT=5&origin=HA101978264

This article describes the process of initiating a project. The article provides a large-scale overview of planning a project.

Microsoft Corporation. (2012e). The project triangle. Retrieved from http://office.microsoft.com/en-us/project-help/the-project-triangle-HA010351692.aspx?CTT=5&origin=HA010359477

This article examines the impact of time, money, and scope on any project. The article suggests various strategies for balancing these three constraints.

Document: Team Project Scenario (PDF)

This document contains the scenario you will use for your Team Project.

Document: Team Project Overview (PDF)

This document provides an overview of the Team Project you will work on throughout this course.

Required Media

Laureate Education (Producer). (2013f). Project initiation [Video file]. Retrieved from https://class.waldenu.edu

Note: The approximate length of this media piece is 13 minutes.

In this video, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss how a project gets off the ground, who and what should be included in initial planning, the consideration of project risks, and the crucial role communication plays throughout the process.

Discussion: Project Charter Elements

When considering the elements of a project charter, project managers focus on the three vitally important elements of scope, cost, and time. Project managers call these elements the “triple constraint” and group them together, as modifying one will typically affect the remaining two. Although the “triple constraint” may serve as the backbone of a project charter, other elements can also prove to be important.

In this Discussion, you analyze how the “triple constraint” impacts the development of a project charter and describe two additional project charter elements that you believe to be influential.

To prepare:

• Review this week’s Learning Resources on the elements of a project charter.
• Think about the impact of scope, cost, and time on the development of a project charter.
• By Day 1 of this week, your Instructor will assign you one element of the “triple constraint.” Reflect on how it impacts the development of a project charter.
• Consider which project charter elements aside from the “triple constraint” are highly influential.

By Day 3

Post an analysis of how the element of the “triple constraint” that you were assigned impacts the development of a project charter. Describe two additional elements of a project charter that you believe to be highly influential. Provide a rationale for your selections.

By Day 6

Respond to at least two of your colleagues on two different days who analyzed different elements than you, using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence, or research.
• Offer and support an alternative perspective, using readings from the classroom or from your own research in the Walden Library.
• Validate an idea with your own experience and additional research.
• Expand on your colleagues’ postings by providing additional insights or contrasting perspectives based on readings and evidence. Discussion: Project Charter Elements

ADDITIONAL INFORMATION;

Evaluate the impact of charter elements on the development of a project charter

Introduction

The project charter is a key document for any project. It contains an overview of your organization, its goals and objectives and key activities that will be undertaken. It also includes your project’s name, which may be different from the name of the entire project. The individual sections within your charter can include elements such as a description of the product or service being developed (e.g., “a custom platform that enables you to manage all aspects of your e-commerce business”), stakeholders who will be involved in developing it (i.e., customers), how long it should take to complete (i.e., “six months”) and other details about what needs to happen before release date (i.e., “finalize design specifications”).

The importance of the project charter, what it is and how it is used

The project charter is a document that describes the project, its objectives and the roles of stakeholders. It’s used to help stakeholders understand the project and what they need to do to support it.

The charter can be created in any format, but most people use it as an outline that includes:

• A description of your organization or team (including name and location)

• A brief explanation about what you do (e.g., “We are a non-profit organization that provides services for children who have experienced abuse or neglect”)

• A summary of how you plan on implementing your program (e.g., “We will provide after-school programs at local high schools”)

The importance of the project name

The first element of your charter is the project name. This should be clear and concise, unique to your organization, and consistent with other projects in your organization.

The project name should be easily identifiable and searchable. It should also be easy to pronounce, spell, and remember. For example, if you have a project called “Project Blah” it will be difficult for people to find or recall what the project is about when they are looking for it.

The importance of the project objectives

The project charter should be a high-level overview of the project. It should include a list of objectives and their related resources and costs, as well as any key milestones that need to be reached by each step in the development process. In addition, it can also provide information about how these milestones will contribute toward achieving overall goals or objectives for your organization.

The objectives should be specific, measurable and achievable (SMAs). This means they must be clear enough so that you know what you’re trying to accomplish the SMAs must also be achievable within your budget and time frame.*

The objectives should relate directly back into business case development; if possible, this might involve additional analysis by stakeholders involved in creating this document.*

The importance of the business case

A business case is a document that describes the rationale for a project. The purpose of a business case is to provide details about what you’re trying to do and how it will benefit your organization as well as its customers, suppliers and stakeholders. It should include:

• A description of the problem(s) being addressed;

• The solution(s) developed;

• The benefits accruing from doing so;

It’s important to note that while this type of document can be used as part of an overall strategy or planning process, it isn’t meant to replace traditional project charters in your organization’s development efforts.

The importance of the stakeholder list

The stakeholder list is a list of people who have a vested interest in the project. Stakeholders can be internal or external, and may include the project manager, project sponsor, team members and others.

The purpose of this document is to help you identify who will be affected by your charter and how they will be impacted by it. It should also help you understand why it’s important for them to participate in your work as part of its development and whether they’re willing or able to do so (or if there’s another way).

The importance of the project manager’s authority and organizational role

In the charter, you’ll find that the project manager’s authority and role are defined. These are two different things, but they’re not. The project manager has both an authority and a role.

The importance of this distinction should be clear: if you have someone who doesn’t have an authority but does have a role like an architect or designer they’re not really being able to do their job effectively because they don’t feel like they can make decisions for themselves or others in their organization (which is what being part of an organization means).

This concept applies directly within your own business as well! If you’re running a small company with only one other person working under your direction and control, then it’s important that there aren’t any people feeling like they don’t have any power over what happens next–that would mean no decision making power at all!

The importance of the resource plan

The resource plan is a list of all the people, equipment and materials needed to complete the project. The resource plan is used to track the availability of resources and ensure that the project is completed on time.

This is an important element because it can help you determine whether or not you have enough money in your budget for specific items or if there are other ways to get those items without increasing costs too much.

The importance of the work breakdown structure

The work breakdown structure (WBS) is a hierarchical grouping of project tasks. It helps to organize the project, define its scope, and manage its execution.

The WBS is developed by identifying critical activities and assigning them to an appropriate level in the hierarchy based on their degree of importance. The following example illustrates how this process works:

• Critical path: This is an activity that must be completed before any other activity can be performed successfully. If this condition cannot be met, then there will be no way for you to complete your project on time or within budget constraints; therefore it should always be treated as an emergency if possible!

• High-level statement: This contains all information necessary for understanding what needs done first in order for others who follow after them later down through out entire process flowcharting outwards until finally reaching end goal(s).

The importance of signoffs on the charter (by whom, and under what circumstances)

The sign-off is the final step of a project charter. It’s important to remember that this process is not just about ensuring that all stakeholders are on board with what you’re doing, but also that your team understands what needs to be done and how it will get done.

To start off your signoff, ask yourself these questions:

• Who has final say over whether or not this product gets built? Is it only one person? Or does everyone involved have some input into whether or not something gets built (including yourself)?

• What are the circumstances under which someone can block another party from getting their way? For example, if you’re working together as part of a small team and there are disagreements between members who have different opinions about how things should be done in order for them all succeed together how do those disagreements get resolved? If someone isn’t willing/able/willing enough then perhaps they shouldn’t be part of this project at all!

Understanding these elements can help you better use your own project charters.

Understanding the elements of a project charter can help you better use your own project charters. The elements of a project charter are important to know, as they can help you understand how to use your own projects.

When it comes to assessing the impact of charter elements on development, there is no one-size-fits-all solution each project should be evaluated individually based on its unique circumstances and needs. Additionally, it’s important for companies and individuals alike who are looking into adopting new technology or processes within their organizations.

to keep in mind that these changes may have an impact on existing systems and processes (such as risk management).

Conclusion

Although charters are not the only thing that determine whether a project succeeds or fails, they do help to provide direction for development. By understanding these four key elements, you can be better prepared for any development challenges that may come your way. If you need help writing up a document like this one, we have plenty of resources here on our site!