Project Charter Part Two

Project Charter Part Two

Steps Involved in Initiating and Designing a Project in a Health Care Setting

The project scope and the expected expenses, outcomes, and risks are all defined at the initiation stage. The management team will then evaluate and, hopefully, approve the scope. Every aspect of the project is mapped out in the strategy, including timelines, a budget, and responsibilities assigned. Execution and monitoring are necessary for a project to be successful, and they are carried out in conjunction to keep track of progress.

Influence of Authority Gradients on Team Selection and Formulation

Authority gradients are key hurdles to documenting healthcare safety occurrences. Certain solutions and cultural changes must be implemented to reduce the prevalence of unreported safety incidents in healthcare. Safety incident reporting is the foundation for all quality control and continuous improvement initiatives (Gormley et al., 2018). In the event of an emergency affecting a patient and the safety of that patient’s treatment, it may be able to verify numerous system faults utilizing databases electronically.

Authority Gradients Influence on Team Work and Patient Safety

It has long been considered that a team’s functioning would be more efficient if there were some power structure in place, particularly in academic training programs. Health care hierarchies are frequently constructed for the benefit of team members based on their degree of training and clinical skill (Gormley et al., 2018). In an ideal world, doctors employ medical authority gradients to prevent errors. A lack of faith in team members’ capacity to speak up about safety concerns, on the other hand, may jeopardize patient care and make it harder to achieve 100 percent safety reporting.

Two Strategies for Identifying and Managing Overlap in Team Member Roles

The first approach is to establish a multidisciplinary team of medical experts who regularly collaborate to provide care for patients and fulfill agreed patient care objectives. According to Siewert et al. (2018), the team’s engagement with other members, patients, and their families must be well-established to guarantee that the multiple facets of a patient’s health care needs are fulfilled in the foreseeable future. As a result, not all team members will participate in the transparent settlement of their difficulties, as required by the agreement.

The second approach is to allocate tasks to each team member, commonly referred to as allocating duties. It is usual for health professional education to be segmented by profession, limiting the amount of information one staff member has about the skill set of another and perhaps resulting in future conflicts. Due to their hectic coursework schedules, internships, and everything necessary to become an expert in their area, medical students have limited chances to learn about different medical disciplines (Siewert et al., 2018). Additional time may be necessary to assess each team member’s talents and distribute tasks adequately.

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Benefits and Challenges of these Strategies

A collaborative team strategy in healthcare enhances the allocation of roles and reduces their completion duration. Compared to a specialized team, collaborative measures ensure that even when an expert in a specific area is unavailable, those present will cater to the patient (Siewert et al., 2018). Still, this strategy has some disadvantaged linked to unethical professional behavior. For instance, in a collaborative team setting, unethical physicians may overwork their subordinates in the pretense of teamwork. Another concern is the allocation of various roles to a single person, resulting in tiresomeness and poor service delivery.

Duty allocation or specialization is also very effective in identifying overlapping roles and allocating specific tasks to physicians and nurses in the healthcare sector. As the head physician is fully aware of the competencies of each team member, allocating specific tasks to individuals enhances their productivity and service delivery to patients as they work in areas they are fully conversant with (Siewert et al., 2018). Despite these advantages, specialization in healthcare results in boredom and reduced work satisfaction.

References

Gormley, G., Brennan, C., & Dempster, M. (2019, November). O16′ What…you can’t tell left from right?’ Human factors study into medical students’ experiences in making laterality decisions. Oral Presentations. http://dx.doi.org/10.1136/bmjstel-2019-aspihconf.16

Siewert, B., Swedeen, S., Brook, O. R., Eisenberg, R. L., & Hochman, M. (2018). Barriers to safety event reporting in an academic radiology department: Authority gradients and other human factors. Radiology, 288(3), 693–698. https://doi.org/10.1148/radiol.2018171625

Review Figure 3.2 “Project Charter Content” from Chapter 3 in the textbook. Use this as a model to complete the “Project Charter Template” located in the topic Resources folder. You will complete the template as if you are the project manager. The project charter will serve as a statement of work for the case study you selected in Chapter 8 of the textbook.

This assignment requires one or two scholarly resources.

Prepare Part 2 of the template according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.