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NR 631: Nurse Executive Concluding Graduate Experience
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Running head: DELIVERABLES AND CRITICAL SUCCESS FACTORS 1 Deliverables and Critical Success Factors Chamberlain College of Nursing Student Name here NR 631: Nurse Executive Concluding Graduate Experience September/October 2018
Deliverables and Critical Success Factors Project deliverables and critical success factors (CSF’s) play an important role to successful project management. Following a large number of hospital acquired pressure injuries (HAPI) (Stage 2 or greater) acquired by patients while in the care of one of the units within the Critical Care Division (Medical Intensive Care Unit, Surgical Intensive Care Unit, Cardiac Intermediate Care Unit, or Neuro-Trauma Intermediate Care Unit) during the preceding fiscal year – a decision to implement HRO (high-reliability) principles in conjunction with traditional HAPI prevention strategies as a strategy to reduce HAPI was made. HAPI’s can be a source of discomfort, pain, and altered body image for a patient. HAPI development can negatively impact patient experience. Some studies estimate that the prevalence of HAPI development within Critical Care could be as high as 43% (Krapfl, Langin, Pike, & Pezzella, 2017). HAPI development within Critical Care can be extremely costly – costs which will not be reimbursed by Centers for Medicare and Medicaid Services (CMS) (Boyle, Bergquist-Beringer, & Cramer, 2017). Most HAPI’s are highly preventable and as clinicians - we have an ethical and moral responsibility to prevent harm to our patients. In the paper below, discussion surrounding project deliverables, critical success factors (CSF’s), and summarized conclusion will be provided. Project Deliverables Project deliverables, for the HAPI prevention plan utilizing HRO principles in critical care, include the following: scope statement, project charter, literature review, formal communication plan, and critical success factors plan. The scope statement is developed at the start of project planning; however, should be continuously reviewed and updated as applicable. This is a crucial document for project planning and provides a comprehensive
fits well with identification of the correct stakeholders which does not necessarily mean the individual with the highest title. Factors that aid in the success of a project include alignment with organizational strategic initiatives as well as alignment with expectations from key stakeholders (Carpim-Besteiro, de Souza Pinto, & Novaski, 2015). Current relevant literature related to HRO principles in conjunction with HAPI prevention strategies to prevent HAPI development in critical care patients can be measured through a comprehensive literature search utilizing several key terms and search engines. The project communication plan and identification of key critical success factors (CSF’s) are important to the success of the HAPI prevention project. Communication is needed to establish understanding of project goals, build trust, establish team coordination, and develop support from a variety of individuals that may come from many different departments (Muszynska, 2018). Without a thorough, well thought out communication plan - a project will not be successful. Project communication planning is crucial to define who should receive communication, what information should be communicated, the frequency and tools to communicate with, and the most convenient method(s) to all parties involved (Muszynska, 2018). Communication can be measure in a number of manners; specifically, compliance with opening emails, meeting attendance, posting by a certain timeframe on collaborative sites, and electronic notification of review of meeting minutes/huddle notes. CSF’s represent best practices and key indicators that drive a project’s and organization’s success (Hietschold et al., 2014). CSF’s can serve as parameters to reach/quality measures to be achieved. Many different CSF’s exist and are utilized based on the project, industry, and ultimate goal. There are a multitude of CSF’s that can impact a project’s success or failure and can include human resource
management, supply/equipment, training/learning, quality planning, and benchmarking (Hietschold et al., 2014). CSF measures are discussed more in detail in the section below. Critical Success Factors by Priority Critical success factors by priority for this project include an expected HAPI reduction to be seen in both quarterly NDNQI (National Database of Nursing Quality Indicators) HAPI Prevalence Reports as well as Monthly HAPI Incidence Reports. HAPI Prevalence is measure on a quarterly basis on the first Thursday of every third month and benchmarked against other like units. Benchmarking represents the analysis of best practices as demonstrated by other leading competitors with like units/patient populations and is utilized for comparison purposes (Hietschold et al., 2014). Monthly HAPI Incidence Reports are also able to be entered into the NDNQI database for benchmarking comparison and provide a more comprehensive view of unit activity over a month’s timeframe. Another CSF’s for this project includes weekly project status update reports to provide project team members, the project sponsor, and pertinent individuals within the organization - an overview of the project’s progress, interventions implemented thus far, compliance with budget and timeframe, and ultimate alignment with project goals. This would be completed by the project manager and an electronic weekly ‘push report’ would be forwarded to key stakeholders. Communication of the project’s progress is the most important critical success factor within an organization (Carpim-Besteiro et al., 2015). Other CSF’s include an updated project scope and charter documents. Measures of completion include team members as well as organizational awareness of project existence, progress, and ultimate goal(s). This could be measure through pre and post project survey. Additionally, this can be measured through project team member engagement and empowerment. Empowerment fosters a bottom up identification
al., 2015). Within this paper, a discussion of the importance of both project deliverables as well as critical success factors was completed and a summarizing conclusion provided.
References Boyle, D. K., Bergquist-Beringer, S., & Cramer, E. (2017). Relationship of wound, ostomy, and continence certified nurses and healthcare-acquired conditions in acute care hospitals. Journal of Wound, Ostomy, and Continence Nursing , 44 (3), 283-292. http://dx.doi.org/10.1097/WON. Carpim-Besteiro, E. N., de Souza Pinto, J., & Novaski, O. (2015). Success factors in project management. Business Management Dynamics , 4 (9), 19-34. Retrieved from https://eds-a- ebscohost- com.chamberlainuniversity.idm.oclc.org/eds/pdfviewer/pdfviewer?vid=20&sid= 5 - 9855 - 4850 - a62e-26c162ee693f%40sdc-v-sessmgr Hietschold, N., Reinhardt, R., & Gurtner, S. (2014). Measuring critical success factors of TQM implementation successfully - a systematic literature review. International Journal of Production Research , 52 (21), 6254-6272. http://dx.doi.org/10.1080/00207543.2014. Krapfl, L. A., Langin, J., Pike, C. A., & Pezzella, P. (2017). Does incremental positioning (weight shifts) reduce pressure injuries in critical care patients? Journal of Wound, Ostomy, and Continence Nursing , 44 (4), 319-323. http://dx.doi.org/10.1097/WON. Muszynska, K. (2018). A concept for measuring effectiveness of communication in project teams. Journal of Economics and Management , 33 (3), 63-79. http://dx.doi.org/10.22367/jem.2018.33. Orouji, M. (2016). Critical success factors in project management. Journal of Project Management , 1 (1), 35-40. http://dx.doi.org/10.5267/j.jpm.2017.1.
