Real Time Patient Care Project Plan

Nursing Graduate StudentsGeorge Mason University

Project Statement

Vital signs represent one of the most fundamental aspects of patient care within the hospital setting. Accurate data entry of vital signs allows for timely and appropriate treatments and interventions when necessary. According to Smith, Banner, Lozano, Olney & Friedman, error rates of vital sign documentation first written on paper, then entered into a paper or EMR system were 10% and 4.4% respectively (2009). A study performed by Smith et al, studied the effect of a wireless capture and transmission of vital signs via the use of a DINAMAP. The study found a significant decrease in vital sign documentation error rate at less than 1% (2009). As one of the region’s largest hospitals, Medstar Washington Hospital Center (MWHC) has begun to advance their patient care through the use of the EMR Centricity. However, DINAMAP use for vital signs is completely independent of this system, requiring manual input of vital signs for each patient’s chart. This project aims to reduce error in vital sign documentation, efficiency, and provide real-time data upload to the EMR to improve patient safety and care.

Project DescriptionThis project looks to find hardware and software that will allow for the integration between DINAMAP and Centricity EMR data

collection. Through this integration of technology, real-time patient vitals will be updated to their existing EMR chart,

allowing for clinicians to see accurate and up-to-date patient data, allowing for timely management of treatment and

interventions as necessary. This project directly meets MWHC mission of Spirit Values through the emphasis of Patient First

care. The project also directly addresses a FY13 Strategic Goal of “Establish a culture of innovation to support nimble,

successful practice and process changes” (Eckert, 2012).The project sponsors will be a project team including a project

manager, financial analyst, IT analyst, product research analyst, and administrator. The customer will be MWHC, or another institution using Centricity’s EMR without real-time

data upload with DINAMAPs.

Project Scoperesearch and plan for the implementation of software/hardware that

will aid in the real-time collection data of patient vital signs via DINAMAPs.

This project does not include other real time data collection from other sources such as monitors and glucometers.

Objectives• The goal of this project is to improve real time data

collection in order to provide safer and more efficient patient care. The objective of this project involves the integration of software/hardware into an existing hospital EMR system, Centricity, which will automatically update data obtained via DINAMAP to the patient’s EMR.• The use of this software will allow for vitals to be collected and

documented in the patient’s EMR in real time, allowing clinicians real-time access. Cost objectives

• This type of technology can allow clinicians to see vital sign trends as they happen, and appropriately intervene when concerning data is noted.

• This project looks to improve patient safety and decrease the number of Code Blues and Rapid Responses via early recognition of abnormal vital sign trends and interventions.

Project Critical Success Factors

Thoroughness of planning (including mitigation).

Administrative support/sponsorship.

Funding reliability with reliable cost analysis.

Support level from software providers.

Appropriate training.

Implementation in stages to reduce likelihood of hospital wide disruption.

Project Assumptions

and Constraints

Contracts must be signed with software provider detailing responsibilities for software problem mitigation.

Timeline may be too constraining for success of the project.

Getting a full report from IT for compatibility issues with current EMR (Centricity) and proposed new software.

Staff members will be enthusiastic about the usage of the technology.

The amount of the funding is appropriate for the duration of the project.

Initial risks and issues for project

Loss of funding during project.

Loss of administrative support.

Issues with user training.

Infrastructure incompatibility (wireless features may not work well in hospital setting).

Failure of pilot testing.

Unforeseen software problems.

Project Structure

Project Governance

Project Stakeholders

Internal Project Stakeholders

Primary Stakeholder

MEDSTARThis organization has all of the ultimate

authority of the project.

Their major requirements and expectations are that the project will be managed appropriately, finances will be spent properly, and all issues or potential risks will be reported in a timely manner.

The organization is the financial backing for the project.

The vision of the organization is to provide safe efficient patient care and medical services.

ROLE   DESCRIPTION      

Administrator: Leah Zimmerman    

Provides vision and end goal for project. Provides navigation through organizational obstacles and barriers. Has ultimate authority over the project and ensures successful completion.

Financial Analyst: Jeehye Kim    

Responsible for financial planning to acquire, implement, and maintain product. In charge of acquiring funds and cost/benefit analysis.

IT Analyst: Andrea Deleault     

Ensures integration of new software/hardware is feasible with current DINAMAP and Centricity system. In charge of working with vendors to install and maintain interoperability of chosen product.

Product Research Analyst: Melissa Hewitt   

Evaluates potential software/hardware that will allow for the integration between DINAMAP and Centricity EMR data collection. Presents best options to team and develops an evaluation criteria to assist in selection of product.

Project Manager: Christina Savoy    

Responsible for managing the scope, cost, and schedule for the project. Ensures project objectives are being met. Coordinates project activities and time lines. Communicates progress with the team.

Super User: Terri Guingab Responsible for becoming highly knowledgeable about the technology and educating the staff members.

RACI (RESPONSIBLE/APPROVE/CONSULTS/INFORMED)TASKS ADMINISTRATOR FINANCIAL

ANALYSTIT ANALYST PRODUCT

RESEARCH ANALYST

PROJECT MANAGER

INITIATION•Identify problem •Establish core team •Define roles and responsibilities •Develop goals, objectives, scope •Develop timeline •Initiate funding parameters  

   R

   A

   C

   I

   A

RESEARCH•Investigate vendor options •Cost/benefit analysis •IT compatibility

 C

 A

 A

 R

 C

R: Does the step

A: Accountable for the step

C: Consulted with before the step

I: Informed when the step is completed

PILOT TESTING•Analysis and recommendations •IT adjustments

 I

 I

 A

 A

 R

TRAINING•Staff training

I I C R A

IMPLEMENTATION•Software implemented by units

I I R I A

ANALYSIS 

R C A A C

RACI (RESPONSIBLE/APPROVE/CONSULTS/INFORMED cont. R: Does the

step

A: Accountable for the step

C: Consulted with before the step

I: Informed when the step is completed

Communication Chart

Stakeholder: All Project Team MembersContent Purpose Delivery Methods Frequency/Timing Responsibility

One Time Communication

Project Background Information

All project team members will understand what is being done, the manner in which to proceed with the project, and the organizational goals. In- person meeting. Jun-14Stakeholder: All Project Team Members

Readiness Assessment Results

Give the project members the readiness report. Email May-14Stakeholder: All Project Team Members

Benefits to the Project

All team members will understand the benefit of the project. email Stakeholder: All Project Team Members

Ongoing Communications

Progress ReportsTo provide the progress and issues. Email/Meetings Monthly Project Team Members

Milestone EventsTo give all project team members the progress, or delays of the time frame.

As needed and withing two weeks of the milestone. Administrator

Questions and Concerns

To gather input from the project team members and address any cooncerns, or questions. Email/Meetings As needed. Administrator and Project Manager

Project Funding Authority

Payback: between FY 2017 and 2018

Cost Breakdown/Analysis

Benefit Breakdown/Analysis

Project Mileston

es

Stage 1

Set up meeting with Project Stakeholders to present plan and corresponding dates for training, pilot test, stages of implementation throughout hospital.

Finalize funding for project

Develop user training program for pilot and implementation stages

Involve IT department for compatibility issues with new software and current system –mitigate any discovered issues

Stage 2

Pilot testing in one unit (selecting med-surg unit) using 2 DINAMAP machines

Analysis and recommendation for any necessary changes

Stage 3

Training of all users will proceed in the order of implementation in predetermined stages

Stage 4

Implementation of software by units

Stage 5

Analysis of project

Project Plan Time Line

Points of ContactProject Points of Contact

Project Manager

Project Administrator

Project Product Research Analyst

Project Financial Analyst

Project IT Analyst

Approval

This charter formally authorizes the Real Time Patient Care Project, based on the information outlined in this charter.

Should any of this information change throughout the duration of the project, it shall be approved by the Project Management team.

Approved by: The Project Management Team

Approval Date: February, 16 2014

This approval was discussed by Leah Zimmerman, Jeehye Kim, Andrea Deleault, Melissa Hewitt and Christina Savoy; and documented on The Orca’s Blackboard Discussion Board.

Revision Made Revised By Date

Revised

Reviewd By Date

Reviewed

Approved By Date

Approved

Revision History

ReferencesCollegiate Project Services ("n.d."). Project communications table. Retrieved February 12, 2014 from Collegiate Project Services, A

Corneilus and Associations Company Web site: http://www.collegiateproject.com/articles/Project%20Communications%20Table.pdf

Collegiate Project Services ("n.d."). Project management: Communication is critical. Retrieved February 12, 2014 from Collegiate Project Services, A Corneilus and Associations Company Web site: www.corneliusassoc.com

Eckert, S. (2012, September 14). Roadmap to the future: 2013-2015 nursing strategic direction. Retrieved from https://www.medstarhealth.org/washington/Documents/nursing/nursing-strategic-plan-2013.pdf

McGonigle, D. & Mastrian, K. (2012). Nursing informatics and the foundation of knowledge (2nd ed.). Burlington, MA: Jones &Bartlett Learning.

Microsoft (2014). Office. Retrieved February 11, 2014 from Microsoft, http://www.office.microsoft.com/en-us/templates/project-team-communication-plan-TC001145585.aspx

Smith, L., Banner, L., Lozano, D., Olney, C., & Friedman, B. (2009). Connected care: reducing errors through automated vital signs data upload. CIN: Computers, Informatics, Nursing, 27(5), 318-323. doi:10.1097/NCN.0b013e3181b21d65