Introduction
The hospital management has decided to respond to the upcoming demand of well-trained as certified nurses and reduce the turnover of this skill from Hospital. Therefore management has decided to form Nursing Academy under his management. The academy will provide train nurses for Hospital and offsite deployment of nurses to a patient resident. This will generate extra revenue for Hospital and reduce the turnover of nurses due to free-of-cost training. For this purpose, the project has been launched, which will be comprised of 4 phases. It will be started from 01-Jan-2022 and last till 30-Jun-2023 till the first batch of nurses has been pasted out for which project business case, direction, planning, implementation, and the closing project has been carried out in the below assignment.
Project Case
Like other health care professions, nursing must be educated to give the best treatment and practice based on scientific research. As a result, the Hospital plans to establish an academy to train new nurses with the help of veteran nurses from our facilities (Caruso et al., 2019). So that patients who are at home and need the same degree of nursing care as hospital patients may receive it. The study suggests that nurses’ education and training and the requirement for continuing education should be evaluated.
Aims
Some of the nursing school’s inter-professional tasks include:
A nurse practitioner teaches future nurses how to provide direct patient care and work as part of a multidisciplinary team (Harper, Selleck, Eagerton, and Froelich, 2015).
Collaborating with other senior nursing professionals to plan, make decisions, establish goals, and create policies to address the needs of nurses in hospitals and patients at home.
Nursing care meets patients’ physical, psychological, sociocultural, developmental, and spiritual requirements while modeling other healthcare providers.
Value
The influence of nursing on patient health throughout the community cannot be quantified. However, the value will be produced.
Ensure that care is accessible, cheap, and acceptable under the supervision of skilled professionals at hospitals and offsite nursing care providers.
Attending research conferences to learn about new interdisciplinary care approaches and treatments (Ives Erickson and Pappas, 2020).
A collaborative work environment helps save expenses and improves efficiency without sacrificing quality.
Connecting with other health care professionals to explore collaborative or multidisciplinary initiatives to care for people, families, and groups.
Timeframe
Preparation of academic is required to 1 year time. Hospital already has sufficient land and vacant building which can be renovated according to the standards of Academic Nursing requirements. The only things required to be arranged the physical and human resources required to start the training sessions.
Benefits
The advantages of a nursing academy under the umbrella of a Hospital includes
The flexibility of scheduling. Large hospitals will also allow students to experience a range of specializations before graduating.
Often, a hospital nursing school offers more and better degrees than a vocational or community college (Bowman et al., 2011).
Attending a hospital nursing school may also help get into specific areas. The multitude of possibilities makes it easy to find work for nurses. However, nurses may be forced to work in an unpopular department.
Risk
Risk | Risk Mitigation Measures |
Availability of Physical infrastructure for academy | Hospital has the land and vacant building but requires renovation to bring it in usable condition. |
Availability of Training Staff | Senior nurses from hospital staff will be offered to train the junior nurses. However, it will be required to schedule the classes and training sessions as per their availability by offering them additional pay for this task. |
Medical Equipment and Training material | Hospital management has the vast experience to procure medical-related equipment. However, training material can be designed with nursing authorities’ help in-country or an academic consultant to guide the management. |
Practical Training | Nurses will be provided an opportunity to get practical training under the strict surveillance of senior nurses to safeguard patients from any mishap. |
Directing the project
Project Management Techniques.
When it comes to project management tools and strategies, there is not one that works for every business or project (McDaniel and Liu, 1996). Organization choice should be based on the project brief’s specifications, complexity, team experience, qualifications, and many other variables. Most project management tools and approaches may be utilized in several domains, but most are developed for certain activities or projects, and those activities or projects cannot operate successfully without those tools.
Classic technique
Most of the time, however, there are occasions when classic and basic procedures are the most beneficial for project growth. There are many benefits to using the classical technique, such as creating a proper plan for all upcoming work activities, assigning resources to tasks based on their importance, providing and receiving proper feedback from the team to help build teamwork, monitoring the quality of work done and meeting deadlines. Because a bigger team with a detailed plan is not necessary, the Classical process is great for small teams as such in the case of preparation of Nursing academy where more the 50 % of resources of this project is readily available.
Waterfall technique
The waterfall technique extends the above-mentioned Classical methodology and is also considered a classic project management tool. It is necessary to follow the Waterfall approach for project management responsibilities to be completed properly and in a timely way, with the subsequent task being completed only after the last job has been completed. If chores are completed properly, they will flow smoothly in the desired direction, much like a waterfall (Ajam, 2018). Using this method, nursing academy phases are easily handled and reviewed to ensure that the process is smooth and without difficulties. Gant charts are also used to visually illustrate all of the tasks’ stages and relationships. The waterfall method is utilized for complicated projects that cannot be handled by the traditional method. It is crucial to divide a project into phases to complete it successfully, and a disciplined work organization is essential for this.
Agile Project Management
Agile Project Management is the most popular and commonly utilized project management technique today, and it differs from previous methods in that it takes a more flexible approach to projects. Significant project milestones are broken down into smaller sprints using the Agile development process, allowing for more in-depth analysis throughout the development cycle. This extensive study aids in successful and adaptive planning as the project takes form. Through these activities, teams become more structured and collaborative, resulting in the best potential outcomes. Agile frameworks typically use methods like Scrum, Kanban, FDD, and DSDM. Agile project management is utilized for projects that are developed in small, highly collaborative teams. These software tools let visualize projects using the Agile process and visualize the structure to produce excellent outcomes.
Rational Unified Process (RUP)
It is specifically created for the software business. However, unlike the Waterfall method, Rational Unified Process recommends collecting input from actual product users for future iterations and revisions (Manzoni and Price, 2003). The RUP approach is used in software development projects where the end-input users and happiness are important factors.
Evaluation Software for program and Review
The Program Evaluation and Review Approach (PERT) is a superb software management method widely used in many organizations. As a result of this strategy, the project is provided with intricate and detailed prepared scenarios that enable the development team to visualize the whole process and its effects on PERT charts. The primary advantage of this method is that it effectively analyzes the project’s responsibilities (da Silva, Costa, Franca, and Prikladinicki, 2010). This assists the team in keeping track of their development and identifying and correcting their shortcomings. The US Navy developed this strategy during the Cold War to boost the efficiency of labor operations in creating new technology. Projects with several non-routine activities and fluctuating stakes are best suited for Program Evaluation and Review Technique. It is also possible that the needs for these projects change, but PERT can manage this well.
The technique of Critical Path
Using this strategy for project and assignment scheduling and planning is a terrific way of getting things done. Program Evaluation and Review Technique and this method are utilized in conjunction with one another. This incredible technology discovers and validates the shortest path for tasks to be carried out in real-time. The critical importance of the activities on a specific trajectory is emphasized, as it is important to complete the tasks individually rather than sequentially (Hegazy and Menesi, 2010). This strategy is important since the development teams may manage the project by completing the key tasks first. This saves them time and allows them to finish the job quickly after the key work is done. The Critical Path Technique is typically used for large projects with many jobs. It is hard to fulfill deadlines and finish projects on time when the development team is unsure what to tackle first. Construction, software development, military, and other industries adopt this method.
The technique of Critical Chain
A great descendant of the PERT and Critical Path Methodologies, it is called the Critical Path Methodology. According to the report, more flexibility in allocating resources to different tasks is recommended, as is paying closer attention to how the team spends its time on various project activities (Ghaffari and Emsley, 2015). The CCT promotes prioritizing work, analyzing project dependencies, and optimizing time spent on various operations. It is utilized in highly complicated projects, such as Program Evaluation and Review and Critical Path. It is best suited for projects with limited resources since it highlights how the team spends their time and money.
Extreme Project Management (XPM)
Extreme Project Management is flexible and enthusiastic. It emphasizes an open attitude, a decreased informality in the organizational culture, and a management style that is neither severe nor deterministic. XPM is often utilized in big projects with significant complexity and unpredictability. This is because the project contains many unknown and unforeseen factors that must be dealt with.
Project Management Tools
Project management tools include the following.
Organizing Workflow & Planning
The planning phase is the most critical point at which any project gets off to a good start. In order to maintain and improve the intended level of quality in the future, this stage identifies who will carry out the work and how it will be accomplished (Murphy and Ledwith, 2007). Hospitals often use enterprise-level software like Microsoft Project, which is built to handle the needs of large teams. This is not always the case for smaller groups. Alternatively, suppose they do not require all of the glitzy features of such comprehensive solutions. In that case, they can still complete the task with their planning and roadmap capabilities, which are useful for visualizing future project development, and which are available in a variety of configurations on the market. This project will be easier to handle by the hospital management as most of the resources will be relocated from the existing hospital facility. Only fixtures and medical equipment are required to be procured along with additional staff to monitor the activities of the nursing academy.
Mode of discussion and Communication
A project team must communicate often and effectively to be successful, not just in project management but also in other industries. There are a variety of platforms that may be used for informal communication between team members, such as Skype and Slack, which can help boost productivity by encouraging more cooperation. After the pandemic, communication via Microsoft Team and zoom has become very common. These means of communication will help to address the issues required to be settled during the project implementation.
Scheduling and Time Management
When it comes to the development of any enterprise, money is by far the most important consideration. Moreover, although it may spend more resources and time carelessly in certain initiatives, it must exercise caution while spending income on other ventures, as a result of the project’s limited resources and time, as well as the fact that it will not want to waste money on people and equipment that may not even exist when foreseeing the job to be done. As a result, planning and getting everyone’s buy-in on the dates is always a good idea before wasting money on a room full of resources but no one to use them. As previously mentioned, the resources of this project are readily available. Only it will be required to schedule and manage the resources and timing of staff to perform the train will require to look after.
Project Planning
In this phase, the project’s scope and management plan are established. It includes determining the cost, quality, available resources, and a reasonable timeframe (Durham, Yingling, and Hershberger, 2019). Developing baselines or performance metrics are also part of the project planning. The project’s scope, timeline, and budget are used to develop these. To know whether a project is on track, it is critical to establish a baseline.
Milestones
The nursing academy project has been divided into 4 phases
Milestone | Purpose | Timelines | Costing |
Renovation of Building for Nursing Academy | Bring the building into useable condition by alteration in a room. For this purpose, an external vendor will be called. |
01-Jan-2022 to 30-Sep-2022 |
Construction Cost and consultancy to external Vendor £ 225,000 |
The hiring of staff and Academic training material | Arranging senior nurses and getting the schedule ready so that hospital work shall not be hindered. For training material, hire a nursing consultant who will look after nurses’ syllabus and training session and guide senior nurses to proceed with the training session. |
01-Mar-2022 to 30-May-2022 |
Academic consultant for academic training material and arrangement which include necessary licenses amount €140,000. Senior nurses will have become part of this training session will be provided £ 10,000 addition of single session. Approximately 5 senior nurses will be required to train the nurses. Total cost €190,000 |
Arrangement of furniture, fixture, and necessary material for nurses | The procurement team of the hospital team will be engaged to utilize their experience to procure the required furniture and fixtures. |
01-Oct-2022 to 31-Dec-2022 |
The total cost will be €160,000 |
After these arrangements, the first session of training, the hospital nurses will be initiated. | For this purpose, hospital management will encourage to take a session of training in the new academy. For this purpose, a training stipend will be offered to nurses and a bonding period to services the Hospital for a certain specific period to cover the cost of the nursing academy. | 01-Jan-2023 to 30-Jun-2022- Start of Session till passing out of the first batch of nurses. | The first batch of nurses will be expected to comprise 15 nurses, and the stipend will be €2,000 per nurse. The total cost will be €30,000 |
Work Breakdown Schedule (WBS)
Project Title: | Nursing Academy under Hospital Management | Project Reference / ID: | HOSX1 | ||
Mr. XXX |
|
Hospital Management | |||
Prepared by: | Mr. XXX | Date / Control Number: | HOSX1 | ||
Element Number | WBS Elements Activity, Task | Description of Activity or Task | Responsible Person. | Estimated (E) or Actual (A) Cost | Project Phase |
1 | Renovation of Building for Nursing Academy | Bring the building into useable condition by alteration in room | Construction Vendor | 225,000 | Phase 1 |
2 | The hiring of staff and Academic training material | Arranging senior nurses and getting the schedule ready. For training material, hire a nursing consultant who will look after nurses’ syllabus and training sessions. | Academic Consultant | 190,000 | Phase 2 |
3 | furniture, fixture and necessary material | Purchases of fixtures | Hospital Procurement Team | 160,000 | Phase 3 |
4 | 1st session of training the hospital nurses | Management of Nursing Academy | Academic Consultant | 30,000 | Phase 4 |
Dependencies
During the entire project, the following dependencies will become across to adjust and (Peterson, 2002) make sure that they remain to incline with the motive of the organization project.
External Vendor
For the renovation of the building, it is required to obtain the services of a construction contractor. For this purpose, we will obtain seal bids for the matter. The expected price from the quotation will be around €225,000, which will comprise services and material costs. Material cost over time can increase the total cost of phase 1
Academic consultant
Academic consultants related to the nursing field for preparation of training sessions need to contact. It will be preferred to contact Ex-principal or senior facility members of other nursing academics who will help prepare and provide the syllabus of the 6-month nursing course. This will cost around €140,000.
Senior Nurses for training sessions
The hospital management will offer Senior nurses of the Hospital to consider taking time to provide for junior nurses (Daly and Milton, 2017). Hospital management will offer € 5000 for each nurse to participate in the training session for these extra services. Account 6 Nurses will be offered along with adjustments in their services time at Hospital to adjust their mental focus towards training.
Project Closure
Project closure is the ultimate step of the task. It is the final turn in the project’s life cycle, and it, like any other part of a project, needs a procedure to be followed to ensure success (Sarfraz, 2009). To ensure the completeness of all of the tasks, we should follow the procedures outlined below. Take full use of the opportunity.
Issuance of Assessment Report
Project management is much more than just tasks, resources, budgets, and deadlines. Although we should have been learning during the project, now is a fantastic opportunity to reflect without the added pressure and distractions. Therefore, the project manager shall call upon a meeting between all stakeholders, including hospital management, external construction vendor, academic consultant, senior nurses, procurement team, and upcoming management nursing academy, to share the details of the project completed.
During this meeting, the discussion will move around the challenges and good points that have come across during the project initiation, planning, and implementation phase. Finally, the entire papers of the project, along with archival documents related to the project, will be handed over to the new administration of the nursing academy (Beckwith et al., 2011).
Advantages of the single project closure report
Confirmation of Goals Meeting
Obtaining project or UAT (User Acceptance Testing) sign-off from the customer is part of the closing process, enabling official acceptance of the project.
Closure
Verifying customer satisfaction offers the client and the project team a feeling of achievement and closure.
Taking Notes
The team identifies reusable project materials (documents or code). So it has not forgotten when the next meeting starts, assign someone to do this after the meeting. Create a knowledge base where the internal team and the customer may view all project documentation.
Making a Bundle
Several administrative duties must be completed after a project to ensure proper back-office closure. Sending the final status report, requesting final payment, approving all timesheets, and re-assigning resources should all be part of the closing process.
Team Rewarding
Appreciation is as vital as constructive criticism. Making a company-wide statement to discuss the project’s completion and congratulate the team is critical.
References
Ajam, M., 2018. Project Management beyond Waterfall and Agile. [online] Available at: https://www.taylorfrancis.com/books/mono/10.1201/9781315202075/project-management-beyond-waterfall-agile-mounir-ajam.
Beckwith, D., Zhang, X., Smalley, E., Chan, L., and Yang, M., 2011. LED Streetlight Application Assessment Project. Transportation Research Record: Journal of the Transportation Research Board, [online] 2250(1), pp.65-75. Available at: https://trid.trb.org/view/1092556.
Bowman, C., Johnson, L., Cox, M., Rick, C., Dougherty, M., Alt-White, A., Wyte, T., Needleman, J. and Dobalian, A., 2011. The Department of Veterans Affairs Nursing Academy (VANA): Forging strategic alliances with nursing schools to address nursing’s workforce needs. Nursing Outlook, [online] 59(6), pp.299-307. Available at: https://www.sciencedirect.com/science/article/abs/pii/S002965541100131X.
Caruso, R., Rocco, G., Shaffer, F., Arrigoni, C., Pittella, F., Fiorini, T. and Stievano, A., 2019. International Nursing. Nursing Administration Quarterly, [online] 43(3), pp.263-266. Available at: https://journals.lww.com/naqjournal/Abstract/2019/07000/International_Nursing__GSD_International_Nursing.10.aspx.
da Silva, F., Costa, C., Franca, A. and Prikladinicki, R., 2010. Challenges and Solutions in Distributed Software Development Project Management: A Systematic Literature Review. 2010 5th IEEE International Conference on Global Software Engineering, [online] Available at: https://ieeexplore.ieee.org/abstract/document/5581497.
Daly, C. and Milton, E., 2017. External mentoring for new teachers: mentor learning for a change agenda. International Journal of Mentoring and Coaching in Education, [online] 6(3), pp.178-195. Available at: https://www.emerald.com/insight/content/doi/10.1108/IJMCE-03-2017-0021/full/html.
Durham, M., Yingling, C. and Hershberger, P., 2019. Accelerating Improvement of a Doctor of Nursing Practice Project Proposal Course Using Quality Improvement Methods. Journal of Nursing Education, [online] 58(5), pp.306-311. Available at: https://doi.org/10.3928/01484834-20190422-11.
Ghaffari, M. and Emsley, M., 2015. Current status and future potential of the research on Critical Chain Project Management. Surveys in Operations Research and Management Science, [online] 20(2), pp.43-54. Available at: https://www.sciencedirect.com/science/article/abs/pii/S187673541500015X.
Harper, D., Selleck, C., Eagerton, G. and Froelich, K., 2015. Partnership to Improve Quality Care for Veterans: The VA Nursing Academy. Journal of Professional Nursing, [online] 31(1), pp.57-63. Available at: https://www.sciencedirect.com/science/article/abs/pii/S8755722314000970.
Hegazy, T. and Menesi, W., 2010. Critical Path Segments Scheduling Technique. Journal of Construction Engineering and Management, [online] 136(10), pp.1078-1085. Available at: https://ascelibrary.org/doi/abs/10.1061/(ASCE)co.1943-7862.0000212.
Ives Erickson, J. and Pappas, S., 2020. The Value of Nursing Research. JONA: The Journal of Nursing Administration, [online] 50(5), pp.243-244. Available at: https://journals.lww.com/jonajournal/Abstract/2020/05000/The_Value_of_Nursing_Research.2.aspx.
Manzoni, L. and Price, R., 2003. Identifying extensions required by rup (rational unified process) to comply with CMM (capability maturity model) levels 2 and 3. IEEE Transactions on Software Engineering, [online] 29(2), pp.181-192. Available at: https://ieeexplore.ieee.org/abstract/document/1178058.
McDaniel, K. and Liu, M., 1996. A Study of Project Management Techniques for Developing Interactive Multimedia Programs. Journal of Research on Computing in Education, [online] 29(1), pp.29-48. Available at: https://www.tandfonline.com/doi/abs/10.1080/08886504.1996.10782185.
Murphy, A., and Ledwith, A., 2007. Project management tools and techniques in high‐technology SMEs. Management Research News, [online] 30(2), pp.153-166. Available at: https://www.emerald.com/insight/content/doi/10.1108/01409170710722973/full/html.
Peterson, R., 2002. Mentoring Nursing Career Pathways: The Maryvale High School Student Nurse Academy. The Journal of School Nursing, [online] 18(6), pp.329-335. Available at: https://journals.sagepub.com/doi/abs/10.1177/10598405020180060501.
Sarfraz, F., 2009. Managing for successful project closure. PICMET ’09 – 2009 Portland International Conference on Management of Engineering & Technology, [online] Available at: https://ieeexplore.ieee.org/abstract/document/5262001
