f01.justanswer.com · Web viewOverview. 5.0`Project Management Office Structure & Human Resources...
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Lisa Siasau (526162)- CNA613 A2
Project PlanTemplate & Guide
Availability of Lead ApronsProject Plan
Your Project title should be short & succinct
MD Hospital(Perioperative Department)
Availability of Lead Aprons Project Plan v 1.0 Page 1 of 29
Version as at 25 May 2023
Version Date By whomv 1.0 04/07/2020 Lisa Siasau
Acknowledgements
The contribution of the following individuals in preparing this document is gratefully acknowledged: Nurse Unit Manager: Mia Cook; Clinical Educator: Menaka Laku; Clinical Nurse Educator: Mana Latu; IT Team: Macintosh Dell & Mac Pro ; Registered Nurse: Ros Baker; Registered Nurse: Leyla Smith; Registered Nurse: Bryan Beltran; Registered Nurse: Tom Cruise; Human Resources: Sassy Smith; IT Consultant: Abraham Abdul, Policy and Guidelines Manager: Rachel Percival; Radiographer Officer: James Bond; Infection Control: Jay Zi; Product Manager: Ian Thorpe.
DOCUMENT ACCEPTANCE and RELEASE NOTICEThis is release is version v 1.0 of the Availability of Lead Aprons Project Management Plan.
The Project Plan is a managed document. For identification of amendments, each page contains a version number and a page number. Changes will only be issued as a complete replacement document. Recipients should remove superseded versions from circulation. This document is authorised for release once all signatures have been obtained.
PREPARED: Lisa Siasau, Availability of lead aprons Project Managers DATE: 04/07/2020(For acceptance)
ACCEPTED: Project Sponsor, Menaka Laku, Perioperative Clinical ManagerDATE: 06/07/2020(For release)
Overview
Table of Contents 1. Executive Summary.........................................................................................................2. Overview.........................................................................................................................
2.1. Project Title...............................................................................................................2.2. Project Background...................................................................................................2.3. Project Problem Statement & Project Goal...............................................................2.4. Objective(s)...............................................................................................................2.5. Output(s) (Deliverables)............................................................................................2.6. Outcome(s)...............................................................................................................2.7. Exclusions..................................................................................................................2.8. Assumptions and Constraints..................................................................................
3. Scope & Time Management Plans..................................................................................3.1. Methodology of Work Breakdown Structure (WBS) and Activities.........................
4. Communications & Stakeholder Management Plans......................................................4.1. Summary & Introduction.........................................................................................4.2. Communications Management Plan.......................................................................4.3. Reporting Requirements.........................................................................................
5. Project Management Office Structure & Human Resources Plan....................................5.1. Project Organisational Structure.............................................................................5.2. Human Resources Management Plan.....................................................................
6. Budget/Cost Management Plan.....................................................................................6.1. Introduction............................................................................................................6.2. Project Budget and Cost Plan..................................................................................
7. Risk Management Plan..................................................................................................7.1. Introduction............................................................................................................7.2. Risk Categories........................................................................................................7.3. Risk Plan..................................................................................................................
8. Quality Plan...................................................................................................................8.1. Quality Management Plan.......................................................................................
9. Project Closure & Outcome Realisation..........................................................................10. Appendix 1....................................................................................................................11. Appendix 2....................................................................................................................
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1. Executive Summary1.1.1. Project Problem Statement:Lead shielding aprons are vital requiring all healthcare workers and patients to have access to it when working under radiations. However, due to a prolong shortage of lead aprons, MD Hospital theatre staff are not adequately protected, exposing them to a great radiation hazards from x-ray fluoroscopes.
The goal of this project is sufficient lead aprons to be available and accessible for everyone with radiation exposure in MD hospital operating theatres.
The project idea was generated by an orthopaedic senior theatre nurse, L. Smith; experiencing continuous issues finding lead gowns and initiated by M. Laku, Clinical Nurse Specialist.
This project will deliver 10 extra lead aprons available, maintenance guidelines and responsibility for the perioperative theatre workers.
This project funding has been approved for the duration of five months with the total amount of $6,980.00 for financial year 2020-2021 under the cost code 2503 (MD Perioperative).
The hospital executive committee will be governed by Professor N. Merrett (Surgical Divisional Head) and C. Morgan (Divisional Nurse Manager) shall oversee this project under the designated project sponsor M. Laku (MD Hospital Perioperative Suite Clinical NUM).
The major risks identified in this project includes (1) executing tasks and allocated timeframe will not be adequate, mitigation is to prioritise and define dates for each task and process them on the earliest due date, increase communication, monitoring team work, and (2) weights of lead gowns can cause discomfort, mitigation is to provide preventive measures to be taken or specially designed lead aprons.
The five phases of project management develop huge activities involving meeting, increase communicating, defining, outlining, identifying, specifying, creating, fine-tuning tasks, roles, responsibilities, reporting, scheduling, with tentative deadlines.
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Overview
2. Overview
2.1. Project Title:Availability of Lead Aprons
2.2. Project Background:In MD Hospital, x-ray imaging is widely used in the orthopaedic operating theatre. It is a non-invasive, straightforward, quick and easy diagnostic procedure used by doctors to captivate images of bones and more or less parts of inside the body (Radiation Risks of X-rays and Scans, 2017). Therefore, everyone requires to be protected from exposure to this ionizing radiation by wearing lead shielding garments that is equivalence to a 0.25-0.5 mm lead barrier to prevent health hazards (Nicol, Benzon and Chung, 2018). Furthermore, above 99.5% of radiation can be absorbed by lead but as it weakens due to old, improper storage and poor handling causing more defects to lead, occupational health risks increase (Fazel et al., 2009; Lipsitz, Veith and Ohki, 2010). In addition, the organisation requires to expand their budget by purchasing more new gowns to meet the occupational health and safety standards (Epa.nsw.gov.au, 2018; Lipsitz, Veith and Ohki, 2010). Alarmingly, Fazel et al (2009) proved that frequent x-ray healthcare workers have developed solid cancers and leukaemia. In MD Hospital, shortage of lead gowns has always been an issue, causing major delays affecting the full care that should be given to the patient, increasing the risk of potential danger to everyone. Therefore, by procuring ten extra new lead aprons can improved and also will be beneficial to both patient and theatre staff. Not only that but it will prevent further hazards and reduce additional charges that may occur to persons, enhanced efficiency, better-quality staff performance, better cycle time, developed medical staff agreement in decision making, complying with policies to meet the mandatory requirements (Ababneh, 2017; Statement of Business Ethics - HealthShare NSW 1/7, 2016) and procedure list flows smoothly reducing any delays from occurring. So, MD Hospital should support and fund the project to eliminate further medical errors but instead improve patient safety measures in the operating room (Memon, Naeem and Zaman, 2016).
2.3. Project Problem Statement & Project Goal2.3.1. Project Problem Statement:The MD Hospital perioperative department, lead aprons are standard required protection to anyone being exposed to radiation. So, there has been a continuous shortage of lead protective equipment for everyone that will be working with x-ray radiation.
2.3.2. Project Goal:To acquire adequate and available lead aprons for everyone before performing radiation diagnostic procedures and establish compliance in maintaining them properly. [WORD COUNT: 385]
2.4. Objectives:1. To provide information from various manufacturers for lead gowns with the ideal level of
protection 22nd June 2020.2. To engage stakeholders for the procurement of lead gowns in the peri-operative unit of MD
Hospital by 15th July 2020.3. To provide training to perioperative nurses of MD Hospital about the importance of
maintaining lead gowns responsibly by 19th November 20204. To purchase ten new lead gowns available for everyone working under x-ray radiation by 22nd
December 2020.
2.5 Outputs (Deliverables):1. Policy and procedures2. Display posters
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3. In-service/Training4. Audit 5. Ten new lead gowns
2.5. Outcomes: Purchased ten new lead gowns for staff working under the use of x-ray radiation in the
operating theatres of MD Hospital. Improved knowledge in the use and maintenance of lead gowns as according to the hospital
occupational health and safety policy and procedure. Adequate supply of gowns for everyone. Reduce all delays before or during procedures.
2.6. Exclusions:1. Provision of new lead gowns is restricted in numbers to MD Hospital Perioperative Unit.2. Management of lead gowns weight issues.
2.7. Assumptions and Constraints 2.7.1. Assumptions:
1. Manufacturers’ representatives and education team will be available to conduct the in-service within the staffs allocated working hours.
2. Education team will be able to implement new policies and procedures regarding the use and maintenance of lead aprons.
3. It may take longer to have the new lead gowns available for staff due to payment delay by MD Hospital.
2.7.2. Constraints:1. The cost of ten lead gowns may affect the financial year budget limit given by the
organisation, which may delay the delivery of the delivery scheduled time.2. Not everyone will agree to the chosen lead gowns regarding the style and weight.3. The time assigned for training may not be suitable for everyone.
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3. Scope & Time Management Plans
3.1. Methodology of Work Breakdown Structure (WBS) and ActivitiesThe methodology of WBS of this project has 3-level category. The initial activity in level 1 (Procurement of Equipment) is the duration to deliver the deliverables, from 04/08/2020 to 22/12/2020. This project has five deliverables (output) for the accomplishment of the project objectives and to achieve the project goal. These five deliverables were further subdivided into smaller activities. Since the allocated tasks to the team will all be working part time for this project, it may take longer to accomplish the activities. Regarding the timeframe schedule, each work package for the group will be expected to work at least five hours Monday to Friday for the project, which will take each deliverable to be accomplished in about 21 weeks. The starting date will be on the 04/08/2020 and project closed on the 01/12/2020.
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3.1.1.
Communications & Stakeholder Management Plans
3.1.2. High-Level Project Work Breakdown Structure (WBS) Schedule
WBS No.
DescriptionDuration(weeks) Start Date Finish DateLe
v 1
Lev
2
Lev
3
1.0 Availability of Lead Aprons 18 weeks 04/08/2020 01/12/20201.1 Policy and Procedures 8 weeks 04/08/2020 29/09/2020
1.1.1 Prepare manufacturer’s guidelines 2 weeks 04/08/2020 18/08/20201.1.2 Get approval 1 week 19/08/2020 26/08/20201.1.3 Review lead apron policies and
procedures2 weeks 05/08/2020 19/08/2020
1.1.4 Refer to WHS, ACORN and other hospital’s policies
3 weeks 19/08/2020 09/09/2020
1.1.5 Review MD Hospital’s strategic Plan 1 week 09/09/2020 16/09/20201.1.6 Collate Information 4 weeks 04/09/2020 01/09/20201.1.7 Draft Guideline 1 week 02/09/2020 09/09/20201.1.8 Consult NUM & Education Team for
approval3 days 10/09/2020 15/09/2020
1.1.9 Make amendments 2 days 16/09/2020 17/09/20201.1.10 Designate team member 2 days 18/09/2020 21/09/20201.1.11 Obtain signatures 1 week 16/09/2020 23/09/20201.1.12 Distribute to units 3 days 24/09/2020 29/09/20201.1.13 Publish on Intranet 3 days 24/09/2020 29/09/20201.1.14 Guideline created and ready to use 2 days 28/09/2020 29/09/2020
1.2 Make Posters to be display 3 weeks 18/09/2020 8/10/20201.2.1 Collate information 2 weeks 18/09/2020 02/10/20201.2.2 Brainstorm contents 3 days 28/09/2020 02/10/20201.2.3 Draft Layout 3 days 29/09/2020 01/10/20201.2.4 Consult NUM & Education Team 1 days 01/10/2010 01/10/20201.2.5 Make amendments 2 days 01/10/2020 03/10/20201.2.6 Proofread 2 days 02/10/2020 05/10/20201.2.7 Display in common areas 2 days 06/10/2020 08/10/20201.2.8 Posters displayed 1 day 08/10/2020 08/10/2020
1.3 Provide In-service/Training 8 weeks 24/09/2020 19/11/20201.3.1 Gather employee list 1 day 26/10/2020 26/10/20201.3.2 Check work roster 2 days 26/10/2020 28/10/20201.3.3 Check workload 2 days 28/10/2020 30/10/20201.3.4 Check staff skill mix 2 days 28/10/2020 30/10/20201.3.5 Consult with manufacturer
representative2 days 24/09/2020 26/09/2020
1.3.6 Consult with NUM 2 days 24/09/2020 26/22/20201.3.7 Allocate in-service 2 days 03/11/2020 05/11/20201.3.8 Sign attendance sheet 2 weeks 05/11/2020 18/11/20201.3.9 Record all staff trained 1 week 12/11/2020 19/11/20201.3.1
0In-service given successfully 2 weeks 05/11/2020 19/11/2020
1.4 Develop and Implement Audit 4 weeks 20/10/2020 17/11/20201.4.1 Designate a team leader 1 day 20/10/2020 20/10/20201.4.2 Develop audit criteria 3 days 20/10/2020 23/10/20201.4.3 Plan and schedule audit 1 week 26/10/2020 02/11/20201.4.4 Collate requirements to get the trial 3 weeks 20/10/2020 10/11/2020
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gowns as per company1.4.5 Perform audit 3 weeks 20/10/2020 10/11/20201.4.6 Feedback audit result 3 weeks 10/10/2020 10/11/20201.4.7 Meeting with perioperative NUM 2 days 11/11/2020 12/11/20201.4.8 Present data to clinical manager 1 day 13/11/2020 13/11/20201.4.9 Request delivery 1 day 16/11/2020 16/16/20201.4.1
0Request Storage 1 day 17/11/2020 17/11/2020
1.5 Closure: 10 new lead aprons 2 weeks 17/11/2020 01/12/20201.5.1 Final meeting with work group 1 week 17/11/2020 24/11/20201.5.2 Review 1 week 20/11/2020 27/11/20201.5.3 Lesson learnt report 3 days 26/11/2020 30/12/20201.5.4 Project closed 1 day 01/12/2020 01/12/2020
3.1.3. High-Level Milestones Schedule
WBS# Description Due Date1.1 Policy and Procedures 29/09/20201.2 Posters to be display 8/10/20201.3 In-service/Training 19/11/20201.4 Develop and implement Audit 17/11/2020
1.5 Project closed 01/12/2020
4. Communications & Stakeholder Management Plans
4.1. Summary & IntroductionThe internal and external stakeholders are as equally essential in the success of this planned project. Through brainstorming with the project team, it has been identified that the key stakeholders are the project steering committee (the hospital boards), the Project Sponsor (Clinical Nurse Manager), Project Manager, Project Team and the Working Parties or Groups. It is vital that communication with the boards be in corporate level through executive meetings, electronically and formal business letters, because without their involvement, the project cannot be accomplished. It is imperative that the Project Manager diligently maintains systematic contact with the key stakeholders so that the project deliverables are achieved. Reference Groups and consultants ensure the deliverables meet the requirements and criteria through face to face. Perioperative staff and patients will benefit from the project, will be kept informed via hospital newsletter, face to face and bulletin boards.
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4.1.1. Stakeholders Influence | Interest Matrix
LEVEL OF INTEREST
LOW HIGH
LEVE
L OF
HIG Govt Authorities etc
KEEP SATISFIEDKEY STAKEHOLDERSMANAGE CLOSELY
Communications & Stakeholder Management Plans
INFL
UEN
CE (P
OW
ER)
H
MD Hospital Executives: Management
Policy and Guideline Manager
Government and Regulatory Agencies
Media Support Companies
Sponsor Project Manager Perioperative Clinical
Manager Product Manager Project Team Hospital’s Board of
Executive External Contractors
LOW
General public etcMONITOR
Employees, Suppliers etcKEEP INFORMED
Perioperative Patients Patient’s families Medical and Nursing Individual Citizens
Physicians (Specialist surgeons, anaesthetists’ registrar and junior doctors.
Nurses (scrub, scout, anaesthetic and recovery.
Perioperative administration
Human Resources Clinical Nurse
Specialist Infection Control
Officer Radiation Officer Work Health & Safety
Officer Company product
representative
4.2. Communications Management PlanCommunication management plan is central for the achievement of this project. Without clear, open, ongoing and effective communication between the stakeholders, the project is bound to fail. For this project, the project team will be working closely together with the project manager so using WhatsApp group, a social media group messaging media will be formed so brainstorming keen to the project issues only in addition to face to face verbal communication. According to Stakeholders Engagement Table, there are substitute communication techniques that have arranged for people that can or cannot join the meetings. However, effective communication of all information’s will be distributed to stakeholders respectively, simply and concisely for the success of this project. Whereas in-effective communication can develop a negative impact on morale, that could lead to misunderstanding, disengagement of interest and failure of project.
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Communications & Stakeholder Management Plans
4.2.1. Communications & Stakeholder Engagement Table
Stakeholder / Interested Party
Level of Power /
Influence / Impact / Interest Communication Need Communication Method What and when
Who is responsi
ble?Divisional NurseProject Sponsor MD Hospital (Executive Committee)
High powerHigh Interest
Understand management of project scope, time, cost, quality, change, issues, human resources stakeholders, communications and risks
Communicate with all stakeholders from start to end of the project.
Chairs the meeting – face to faceVirtual conferencesTargeted emailsPhone callsVoicemails
Daily during working business hours
Major milestones/ progress updates Minutes / Team’s Performance
Project Sponsor
Project Team: Perioperative Nurse Manager, Instrument / Circulating MD Hospital, Educators, Senior Nurses, Radiation Officers
High PowerHigh Interest
To understand the progress of the entire project including its scope, time, budget, risks and constraints, objective, deliverables, and tasks of every individual
Face to face meeting with minutesDetailed emailsVirtual meetingsLive presentationMemos
Daily
Major milestones / Progress Reports / Any issues and Concerns
Project Sponsor
MD Hospital’s Board of Executive (Steering Committee)
High powerHigh Interest
To approve, monitor, assist and fund the use of the EMR Guideline for the unit.To resolve project conflicts, formally accept project outputs and confirm realisation, and ensure the project’s criteria are met.
Formal face to face meeting Professionally written and concise targeted email
Once a month
Project Business Plan/ Major milestones/Budget / Final print of guideline
Project Sponsor
Work, Health and Safety Officer
High PowerLow Interest
Project goal and objectiveTo understand his/her role as part of the reference group in decreasing of exposure to radiation
MeetingsEmailsPaper FactWebsitesSheets/brochures
Monthly WHS meetings
Work, health and safety issues in the lead gowns i.e. availability, weight, handling, sizes, storage of equipment, year of production of the standard, supplier.
Project Manager
Availability of Lead Aprons Project Plan v 1.0 Page 10 of 29
Communications & Stakeholder Management Plans
Radiation Officer High PowerLow Interest
Project goal and objectiveTo understand his/her role as part of the reference group in decreasing of exposure to radiation
MeetingsEmailsPaper FactWebsitesSheets/brochures
Radiation issues with lead gowns i.e. precautions, standards, monitoring any defects on lead
Project Manager
Infection control High PowerLow Interest
Project goal and objectiveTo understand his/her role as part of the reference group in decreasing of exposure to radiation
MeetingsEmailsPaper FactWebsitesSheets/brochures
Infection control issues with lead gowns i.e. wiping down before and after use of lead gowns
Project Manager
Clinical Nurse Low PowerLow Interest
Project goals and objectivesTo understand their role and responsibilities as project manager
Face to face consultationEmail
Audit result and feedbackMonthly CNC meeting
Project ManagerClinical NurseSpecialist
SurgeonsAnaesthetistsNursesRadiographer
High PowerLow Interest
To understand their role in decreasing exposure to radiation and handling lead gowns properly
Face to facePerioperative and surgical meetingsEmail
Compliance audit resultsWork, Health and Safety Issues/Hospital Guidelines and protocolsMonthly
Nurse ManagerDivisional Surgical Head
Medical Representatives
Low powerHight Interest
Awareness of the peri-operative’s practise and standards and policy
Targeted emailPhone CallFace to face meetings
MonthlyProject progress / Training dates Delivery dates
Allocated project team for communication
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5.0`Project Management Office Structure & Human Resources Plan
4.3. Reporting Requirements
Report Name/Purpose: Format/Template Frequency
To which Stakeholders
How circulated/How
filed/storedProject Manager Initiation Report /
Progress Status Reports i.e. status, budget, risk management, issues, outcome realisation and other general information or recommendation / Closure Report
Weekly electronic progress notesMonthly minutes meetingFinal summary report
Project Team PDF files on the computer and a hard copy will be kept in a folder in the project manager’s office.Soft copies for time sheets, agenda and progress notes be stored in information management system (T-Drive for MD Hospital under ‘Lead Gowns OT MD Hospital’.
Project Manager Major milestones report.Progress status reports i.e. status, budget, risk management, issues, outcome realisation and other general information or recommendation, final summary report via email
Fortnightly Steering Committee
PDF files on the computer and a hard copy will be kept in a folder in the office, a copy will be sent to each member via email.
Project Manager Major milestones report.Progress status reports i.e. status, budget, risk management, issues, outcome realisation and other general information or recommendation, final summary report via email
Monthly progressMonthly minutes meeting Final report
Project Sponsor
PDF files on the computer and a hard copy will be kept in a folder in the project manager’s office.a copy will be sent to each member via email.
Project Manager Major milestones report.Progress status reports i.e. status, budget, risk management,
Monthly progressMonthly minutes meeting Final report
Clinical Advisory Group
PDF files on the computer and a hard copy will be kept in a folder in the project manager’s office.
Availability of Lead Aprons Project Plan v 1.0 Page 12 of 29
5.0`Project Management Office Structure & Human Resources Plan
issues, outcome realisation and other general information or recommendation, final summary report via email
a copy will be sent to each member via email.
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5.0`Project Management Office Structure & Human Resources Plan
5.0 `Project Management Office Structure & Human Resources Plan
4.4. Project Organisational Structure4.4.1. Organisational Structure Diagram
Figure 1: Project Organisational Structure for the Availability of Lead Aprons Project
4.4.2. Project Sponsor/Steering CommitteeSteering Committee
Name Title Role / Responsibility
Mr Will Barrow Steering Committee: MD Hospital Board of Executives
Evaluates the project of availability of lead gowns, decides to fund the project and provide the financial resources.Part-time.
Mr Greig Bottom Project Sponsor Sponsor & a delegate of the Steering committee, initiates the project, signs off approvals for project output, provide support to the project manager in conflict and risk management.Part-time.
Mrs Rachel Hazel Surgical Services Manager Monitor and review the progress updates, guide and advise the project sponsor in presentation to meeting the corporate strategic goals / objectives and project objectives, ensure that the closure criteria for this project are met, approve changes to project’s scope
Availability of Lead Aprons Project Plan v 1.0 Page 14 of 29
Project sponsor
Project Team
Reference Group
Project Manager
Working Group
Steering Group
Project Consultants
Clinical Nurse Educators/ Specialists
Working Group
Human Resources
Senior Registered Nurses as
IT Support Team
5.0`Project Management Office Structure & Human Resources Plan
Part-time
Project Sponsor
Name Title Roles / Responsibilities
Mr. Philip Cook Project Sponsor He oversees the procurement of lead gowns project and deal with issues that arise outside the formal business of the steering committee / effectively communicate the organisation’s vision, goals and expectation to the project team throughout the life cycle, Part-time.
4.4.3. Project Manager
Project Manager
Name Title Roles / Responsibilities
Lisa Siasau Project Manager Project output delivery within the desired time, communicates with the project with the day to day aspects of the project, responsible for making decisions, budgeting, progress reporting and control risks. Project manager delegates project tasks based on individual strengths, skill sets and experience level, initiate and close the project.
Part-time.
4.4.4. Project Team
Project Team Members
Name Title Role / responsibility
Menaka Laku Clinical Nurse Educator (Instrument / Circulating)
Part-time, Coordinates the staff training and education
Part-time.
Mana Latu Clinical Nurse Educator (Anaesthetic)
Lead the development, conduct and analyse staff satisfaction audit, Part-time-devices, implements and report lead aprons compliance audit
Part-time.
Lisa Siasau Project Manager Part-time work, effectively manage the project entirely from start to finish, reports to the steering committee, communicate with each stakeholder accordingly, write, review, amend, finalise, and publish lead shielding aprons policy and procedure
4.4.5. Working Parties/Groups4.4.5.1 Working party –
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Working group/s
5.0`Project Management Office Structure & Human Resources Plan
Working Group # 1 Policy and Procedures
Purpose Scope, develop design policies and procedures and launch the website with organisational requirements and standards
Name Title Role / responsibility
Mac Pro IT Support Officer Web site design, publish on intranet
Abraham Abdul IT support Officer Graphic design for reports, posters, web sites etc, publish policy on intranet
Menaka Laku Clinical Nurse Educators (Instrument/Circulating Nurse)
Leader: Compare manufacturers guidelines with global, national and organisation’s policy and proceduresDevelop local policies and procedures to minimise radiation exposure in the perioperative setting. Overseer the policy and procedures project. Allocate tasks to policy and procedure group.
Mana Latu Clinical Educator (Anaesthetic)
Compare manufacturers guidelines with global, national and organisation’s policy and proceduresDevelop local policies and procedures to minimise radiation exposure in the perioperative setting. Get approval, review draft and
Ross BakerLeyla SmithBryan BeltranTom Cruise
Registered Nurse (Instrument/Circulating Nurse)
Collate guidelines from various manufacturers. Assisting in choosing variety of suitable and satisfying lead aprons as according to standards and that might suit individuals within facility, arrange meetings, make amendments, review and finalise
Rachel Percival Policy and Guidelines Manager
Overseer the entire guidelines, standards, policy and procedure developed, distribute to units, draft guidelines.
James Bond Radiographer Officer Assist in Compare manufacturers guidelines with global, national and organisation’s policy and proceduresDevelop local policies and procedures to minimise radiation exposure in the perioperative setting.
Working Group # 2 Poster Party
Purpose Design, create, print and display poster regarding guidelines, standards of staff fulfilment
Name Title Role / Responsibility
Leyla SmithRos Baker
Registered Nurses Design, create and print posters, draft, brainstorm contents and display
Kath Lee Clinical Educator Team Leader: Overseer information gathered, proofread and finalise, organise meetings.
Abraham Abdul & Mac Pro IT Team Graphic Designs for Posters, reports, websites
Working Group # 3 In-service / Training
Purpose Provide in-service and training for all healthcare workers in the unit on lead aprons and radiation.
Availability of Lead Aprons Project Plan v 1.0 Page 17 of 29
Name Title Role / responsibility
Kath Lee Clinical Nurse Educator In-charge in this group. Prepare education / training information, overseer training developed, start and finalise
Menaka Laku Clinical Educator Allocate in-service, allocate staff, organise medical representative,
Mana Latu Clinical Educator Allocate in-service , sign on sheet and record all staff trained.
Working Group # 4 Audit
Purpose Implements and report lead gowns compliance audit
Name Title Role / responsibility
Kath Lee Clinical Nurse Educator Team leader: Create staff survey, data collection and analysis, , write audit staff satisfaction report, start and finalise group task,
Tom Cruise Registered Nurse Create staff survey, data collection and analysis, storage
Bryan Beltran Registered Nurse Create staff survey, data collection and analysis, decide on storage
Working Group # 5 10 new lead gowns
Purpose Available lead aprons to protect staff from being to radiation
Name Title Role / responsibility
Lisa Siasau Project Manager Final meeting with work group, Review, lesson learnt report, project closed.
4.4.5.2 Reference Groups
Reference Group
Name Title Role / responsibility
Rachel Percival Policy and Guidelines Manager
Ensure legislation criteria are satisfied.Expected output – Correct guideline contents
Will Barrow Steering Committee Project’s business matters. Expected output- effective project management.
Jay Zi Work, health and safety Officer
Expert advice for policies, procedures and guidelines working party. equipment, year of production of the standard, supplier.
4.4.6. Consultants – consultation expertise
External Consultants
Name Title Role / responsibility
Will Barrow Steering Committee Advise on risks management, budget, scope, time and outputs for the project.Expected Outputs: Successful deliverables
Ian Thorpe Product Manager Advice on storage and skilled in tracking lead
5.0`Project Management Office Structure & Human Resources Plan
shielding equipment.
Menaka Laku Clinical Nurse Educator Expert advice to review research-based clinical implication of the project.
4.5. Human Resources Management Plan
Project team member/position
Start date Release date Charge out cost/hr
Training/CPD needs & cost
Project Manager
Lisa Siasau
04/08/2020 01/12/2020 $180* /hr$7,212* / wk.
90 hours per yr. CPD + 1 $2,000Conferences/yr.$3000 allowance
Menaka Laku (Project Team)
04/08/2020 01/12/2020 $90 / hr
Mana Latu (Project Team)
04/08/2020 01/12/2020 $90 / hr
Ros Baker (Project Team)
04/08/2020 01/12/2020 $90 / hr
Leyla Smith (Project Team)
04/08/2020 01/12/2020 $90 / hr
Bryan Beltran (Project Team)
04/08/2020 01/12/2020 $90 / hr
Tom Cruise (Project Team)
04/08/2020 01/12/2020 $90 / hr
Availability of Lead Aprons Project Plan v 1.0 Page 19 of 29
Budget/Cost Management Plan
5. Budget/Cost Management Plan
5.1. Introduction The overall project cost allowance for this financial year based on the work WBS is $34,450 (Project budget = $30,070 + contingency allowance of $1,220 + in-kind cost of $490). The entire project team will be working 5 hours each day during their normal working hours. External references, consultants from our local health district as well as manufacturer’s representatives will be conducting training, including the in-kind cost. Random training and education will be in-kind cost from the Bar Ray Company representatives as according to the dates shown on the WBS Schedule sheet. The Lead gowns have 6 months warranty for free repair of defects or holes noted. After warranty cost and changes in post-contract pricing is not covered in this project.
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Budget/Cost Management Plan
5.2. Project Budget and Cost Plan
WBS# Description
Project Budget
Allowance
Contingency
Allowance
In-Kind Cost
Project Budget
allowance
Contingency
Allowance
In-Kind Cost
Lev
1
Lev
2
Lev
3 2019-20 2020-21
1.01.1 Policy and Procedures
1.1.1 Prepare manufacturer’s guidelines $500.00
1.1.2 Get approval $350.001.1.3 Review lead apron policies and
procedures $400.001.1.4 Refer to WHS, ACORN and other
hospital’s policies $250.001.1.5 Review MD Hospital’s strategic
plan $400.001.1.6 Collate information $500.001.1.7 Draft guidelines $250.00 $300.001.1.8 Consult NUM & Education Team
for approval $500.001.1.9 Make amendments $100.001.1.10 Designate team member $150.001.1.11 Obtain signatures1.1.12 Distribute to units $250.00 $200.001.1.13 Publish on intranet1.1.14 Guideline created and ready to
use1.2 Make Posters to be display
1.2.1 Collate information $500.00 $250 $750.001.2.2 Brainstorm contents $150.001.2.3 Draft Layout $150.001.2.4 Consult NUM & Clinical Nurse
Education Team $150.00 $500.00
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1.2.5 Make amendments $100.001.2.6 Proofread $150.001.2.7 Display in common areas $150.001.2.8 Print posters $500.001.2.9 Posters displayed $120.00
1.3 Provide In-service / Training1.3.1 Gather employee list $500.00 $200.001.3.2 Check work rosters $360.00 $150.001.3.3 Check workload $250.00 $100.001.3.4 Check staff skill mix $150.00 $90.00
1.3.5 Consult with manufacturer representatives $460.00
1.3.6 Consult with NUM $150.001.3.7 Allocate in-service time and
venue $120.00 $90.001.3.8 Sign attendance sheet $100.001.3.9 Record all staff trained $1001.3.10 In-service given successfully $800 $800.00
1.4 Develop and Implement Audit $8,5501.4.1 Designate a team leader $2,0001.4.2 Develop audit criteria $500.00 $75.001.4.3 Plan and schedule audit $300.001.4.4 Collate requirements to get the
trial gowns as agreed and planned with company $340 $125.00
1.4.5 Perform audit $500.001.4.6 Feedback audit results $100.001.4.7 Meeting with perioperative
NUM $450.001.4.8 Present data to clinical manager $250.00 $250.00 $350.00 $6501.4.9 Request delivery $250.00 $245.001.4.10 Request storage $90.00
1.5 Closure – 10 new lead aprons $8,400 $8,400.001.5.1 Final meeting with work group $300.001.5.2 Review $150.001.5.3 Lesson learnt report1.5.4 Project closed
Totals $30,070 $9,950
Budget/Cost Management Plan
Project Total Budget Allowance per year (Project Budget + contingencies)
$31,290
Overall Project cost allowance(with in-kind costs)
$34,450
.
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Risk Management Plan
6. Risk Management Plan
6.1. IntroductionA risks management plan is essential in achieving this project. During the process of this project planning, risks were identified associated with time, budget, and quality. For instance, executing tasks and allocated timeframe will not be adequate, mitigation is to prioritise and define dates for each task and process them on the earliest due date, increase communication, monitoring teamwork. Another key risk factor could be the lead gown’s heaviness, which can cause discomfort, mitigation is to provide preventative measures to be taken or specially designed lead aprons. Therefore, risks can be monitored and reviewed fortnightly basis throughout the entire life cycle of the project and further risks notified, which the project team are to be notified as well as reporting to the project sponsor. However, the preferred method for reporting the risks to the project will be a person but otherwise, text and email texts.
6.2. Risk Categories6.2.1. Probability and Impact Table
Rating for Probability and ImapctsScale Probably Quality (considering both Time & Cost elements)
E Extreme 70% Very significant impact on overall functionalityH High 51-70% Significant impact on overall functionalityM Medium 31-50% Some impact in key functional areasL Low 11-30% Minor impact on overall functionalityVL Very Low 1-10% Minor impact on secondary functionsNIL NIL <1% No change in functionality
6.2.2. Probability and Impact MatrixGrade: Combined effect of Likelihood/Seriousness
SERIOUSNESS
LIKE
LIHO
OD
EXTREME – =<1.0
HIGH <0.9
MEDIUM <0.7
LOW<0.5
VERY LOW <0.3
NIL – <0.1
EXTREME =<1.0 1.0 0.90 0.70 0.50 0.30 0.1HIGH <0.9 0.90 0.81 0.63 0.45 0.27 0.09
MEDIUM <0.7 0.70 0.63 0.49 0.35 0.21 0.07LOW <0.5 0.50 0.45 0.35 0.25 0.15 0.05
VER LOW <0.3 0.30 0.27 0.21 0.15 0.09 0.03NIL <0.1 0.1 0.09 0.07 0.05 0.03 0.01
6.2.3. Recommended actions
Recommended actions for grades of riskGrade Risk mitigation actionsE Proactive mitigation actions required to reduce the likelihood and seriousness. Identify
and implement as soon as the project commences as a priority.H Proactive &/or reactive mitigation actions required to reduce the likelihood and
seriousness. Identify appropriate actions and implemented during project execution.M Proactive &/or reactive mitigation actions required to reduce the likelihood and
seriousness. Identify and cost contingency plans for possible action; if funds permit. Monitor regularly.
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Risk Management Plan
L Monitor regularly to determine if/when action is needed. Develop a contingency (reactive) mitigation plan.
VL To be noted - no action is needed unless grading increases over time. Monitor regularly.
N To be noted - no action is needed unless grading increases over time.
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Risk Management Plan
Risk Plan
Risks
1. Risk
Description of risk: There is a risk that withdrawal of team caused by lack of initiative, lack of timeProbability: Low
Impact: HighGrade of Risk: Low
Mitigation of risk: resulting in delayed outputCost of mitigation: appointment of new team member
2. Risk
Description of risk: There is a risk that Insufficient funding caused by budget cut Probability: Low
Impact: HighGrade of Risk: Medium
Mitigation of risk: resulting in delayed output deliveryCost of mitigation: reduce budget, extend output delivery timeframe
3. Risk
Description of risk: There is a risk that delayed education caused by staff shortageProbability: Low
Impact: MediumGrade of Risk: Medium
Mitigation of risk: resulting in delayed education/trainingCost of mitigation: extend training timeframe
4. Risk
Description of risk: There is a risk that educator unavailable caused by holiday, emergency leaveProbability: Low
Impact: MediumGrade of Risk: Low
Mitigation of risk: resulting in delayed education/trainingCost of mitigation: extend education timeframe
5. Risk
Description of risk: There is a risk that delayed executive decisions caused by lack of time available, disengagement from project
Probability: LowImpact: High
Grade of Risk: LowMitigation of risk: Resulting in delayed decisions, project withdrawalCost of mitigation: extend timeframe, keep timely reporting and communication
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Project Closure & Outcome Realisation
7. Quality Plan
7.1. Quality Management Plan7.1.1. Protocols, policy, Guidelines and Standards;MD Hospital Policies
WSLHD Strategic Pan MD Hospital Project Quality Management Work Support Centre for distribution of policies and guidelines Policy Distribution Centre Clinical Process and System Department of Health: Administrative Record Keeping Guidelines Rights to information Use and Disclosure Policy Quality and Patient Safety National Safety and Quality Healthcare Standards, Standard 1: Clinical Governance <
https://www.nationalstandards.safetyandquality.gov.au/1.-clinical-governance Australian College of Operating Room Nurse Standards for Perioperative Nursing 2018,
x-ray and lead shielding equipment. NSW Health Guidelines and Standards for Poster making (Appendix 1)
<https://www.health.nsw.gov.au/wohp/Documents/wohp-styleguide.pdf Fortnightly issue reporting template NSW Health Project <https://www.health.nsw.gov.au/wohp/Documents/risks-issues-template.xls Tasmanian Government Project management Framework Project Management Standard- Western Sydney Local Health District Quality and
Safety Improvement Strategic plan 2016-2020. New South Wales Government (2019). Work Health and Safety - Limiting Staff Exposure to
Ionising Radiation. Blacktown City: New South Wales Health, p.4. Solera, J. (2009). Project Decelerators – Lack of Stakeholder Support. Silicon Valley Project
Management. Retrieved from https://svprojectmanagement.com/project-decelerators-lack-of-stakeholder-support.
Cagliano, A., Grimaldi, S., Rafele, C., 2015, Choosing project risk management techniques: a theoretical framework, Journal of risk research, 18, 2, 232-248
Dwyer, J., Liang, Z. and Thiessen, V. (2019). Project management in health and community services. 3rd ed. Melbourne, Australia: Allen & Unwin, pp.20 - 219.o Model Work Health and Safety Regulations
https://www.safeworkaustralia.gov.au/doc/model-work-health-and-safety-regulationso AFP National Guideline on safe working with radiation
https://www.safeworkaustralia.gov.au/doc/model-work-health-and-safety-regulationso Safety, Health and Wellbeing X-ray Equipment
http://www.safety.uwa.edu.au/topics/plant/x-ray7.1.2. Monitoring Procedures;
The Project Sponsor is responsible for monitoring the progress of the entire project. The process of monitoring will be undertaken via face-to-face meetings, project status reports, regular check in, offering assistance, quality check, establishing clear goals, milestones and deadlines. On weekly basis, the project team will be encouraged to raise any issues or obstacles identified or may arise, requirements, and solutions predicted in an appropriate method so that the project outputs are successfully accomplished.
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7.1.3. Change/Issues/Problem Management;The scope changes are sometimes unavoidable, for this project will be monitored by the project sponsor and approved by the MD Hospital boards. However, Change Management tool will be used to managed changes accurately, associating with change request, evaluation of changes and solution, authorisation or not-authorisation of the project alterations, appointment of project team members who will be accountable of such changes and inclusion of change summary report. Not only that but issues will be managed in a timely manner to minimise any further delay. The project changes will be documented as per issue register.
7.1.4. Review and Acceptance Procedures; The project manager will review all the final deliverables submitted by the project team, which will be handed over to the sponsor in the final meeting for review and acceptance.
7.1.5. Documentation and Record Keeping.The method to retain all documents from meetings minutes, tasks, feedback, audit etc, will be kept in the project manager’s office and electronic storage.
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8. Project Closure & Outcome RealisationThe project cannot be formally finalised until agreed by the Project Sponsor and Project Committee. All adequate documents and evidences of all project outcome is satisfactorily met will be verified through an Outcome Realisation Plan. The conclusion for this project will be provide input of complete work packages, included in a closeout report, acceptance realisation of the project outputs, all staff educated and trained, successful risk management and can be used for future projects.
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[OVERALL WORD COUNT = 2,257]
Project Closure & Outcome Realisation
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