f01.justanswer.com · Web viewOverview. 5.0`Project Management Office Structure & Human Resources Plan . Budget/Cost Management Plan . Risk Management Plan. Project Closure & Outcome

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 Recipients should remove superseded versions from circulation.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....................................................................................................................


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.

250 [WORD COUNT = 273]

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


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


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


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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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



Radiation Officer High PowerLow Interest



Radiation issues with lead gowns i.e. precautions, standards, monitoring any defects on lead

Project Manager

Infection control High PowerLow Interest



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


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.



issues, outcome realisation and other general information or recommendation, final summary report via email

a copy will be sent to each member via email.



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


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


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 –


Working group/s


Working Group # 1 Policy and Procedures

Purpose Scope, develop design policies and procedures and launch the website with organisational requirements and standards


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.



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


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


Lisa Siasau Project Manager Final meeting with work group, Review, lesson learnt report, project closed.

4.4.5.2 Reference Groups

Reference Group


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


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


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


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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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


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


Project Total Budget Allowance per year (Project Budget + contingencies)

$31,290

Overall Project cost allowance(with in-kind costs)

$34,450

.


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.



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.



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


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.


http://www.safety.uwa.edu.au/topics/plant/x-ray

https://www.safeworkaustralia.gov.au/doc/model-work-health-and-safety-regulations

https://www.safeworkaustralia.gov.au/doc/model-work-health-and-safety-regulations

https://www.health.nsw.gov.au/wohp/Documents/risks-issues-template.xls

https://www.health.nsw.gov.au/wohp/Documents/wohp-styleguide.pdf

https://www.nationalstandards.safetyandquality.gov.au/1.-clinical-governance

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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Project Closure & Outcome Realisation
