Project Management Plan– Create a 2- to 4-page risk management and quality management plan, which includes the following: Describe how you plan to manage risks for your project. Analyze strategies for managing quality within your project.

Part I: Project Management Plan

Part IV: Risk Management, Quality Management, and Sustainability

Even the most straightforward and well-planned project can be impacted by unexpected circumstances. Anticipating risks is a key part of project management, and one that a healthcare administrator or manager must ensure is taken into consideration by the project team. Additionally, if not carefully monitored, budget and time constraints can take a toll on the quality of a project.

  • Create a 2- to 4-page risk management and quality management plan, which includes the following:
    • Describe how you plan to manage risks for your project.
    • Analyze strategies for managing quality within your project.
    • Analyze strategies for the sustainability of your project.
    • Describe at least two tools and/or techniques you plan to use to manage quality and defend why you chose those tools.

Module 2 pre-assessment- Module 2 Pre-Assessment Submission Assessment Submission Note: Although this formative pre-assessment is not graded, a submission is required before you can advance to your summative assessment. The Module Pre-Assessment is your opportunity to practice applying module content before submitting the final Competency Assessment. In the Final Assessment, you will be asked to create a project Management Plan and Project Schedule. To prepare for Part I of your Final Assessment, consider key aspects of and the steps required for the project management process. Next, reflect on the project description, purpose, objectives, goals, and requirements for the project. Then, think about the tangible measures for the acceptance criteria used to achieve project success. Finally, think about how you might summarize the scope of the project in terms of expected deliverables, acceptance criteria, and project assumptions, as well as risks and constraints. Be sure to include who will be involved, their roles and responsibilities, and how they will communicate.To prepare for Part II of your Final Assessment, consider how you might manage the scheduling of your project including dependencies. Then, reflect on how you might explain the estimating techniques used to develop your project schedule. Finally, think about your rationale for why these techniques will be effective.

For this Module Pre-Assessment, briefly outline the key components of your project plan in outline form. Make sure you include Project Description, Purpose and Objectives; Project Scope; and Roles and Responsibilities. Include brief statements for each that will serve as the framework for your final assignment. Also, create a rough draft of your Gantt chart reflecting your project schedule. Be sure to review the Final Assessment Instructions for Parts I and II for more details. Also, reference resources used to support the content of your outline and chart

Module 4 pre-assessment _ Module 4 Pre-Assessment Submission Assessment Submission Note: Although this formative pre-assessment is not graded, a submission is required before you can advance to your summative assessment. The Module Pre-Assessment is your opportunity to practice applying module content before submitting the final Competency Assessment. In the Final Assessment, you will be asked to analyze strategies for managing your project’s budget. You will also need to identify challenges to those strategies and identify opportunities for improvement. Additionally, you will develop a risk management and quality management plan. To prepare for Part III of your Final Assessment, consider how you might describe the project budget key success factors and dynamics including strategies for due diligence and budget oversight.

Then, reflect on any challenges these strategies present and opportunities for improvement. Finally, think about the similarities and differences of the positive outcomes for each strategy. To prepare for Part IV of your Final Assessment, consider how you might manage risks of the project. Next, reflect on strategies you might use to manage quality within the project. Then, think about strategies for sustainability of your project. Finally, think about tools and/or techniques you might use to manage quality and why you would choose those tools and/or techniques. For this Module Pre-Assessment, create a rough draft of your budget strategies paper and your risk management and quality management plan for Part III and IV of your Final Assessment. Be sure to review the Final Assessment Instructions for both parts for more details. Also, reference resources used to support the content of your drafts.


Part I: Project Management Plan

Description, Purpose, and Justification of the Project

The section herein describes the Project Plan for Clinical Decision Support Framework(CDSF) project whose implementation at XYZ Medical Facility is being executed under a $ 200 000 six month grant secured from the US Agency for Healthcare Research and Quality(AHRQ). The CDSF project targets establishing a systematic process that can be replicated where the knowledge found in nursing practice guidelines can be incorporated into CDSS at XYZ Medical Facility, hereafter abbreviated as XYZ-MF. The project commences in September 2020 and comprises three workgroups: a knowledge transformation group, the implementation and evaluation group, and a Decision support council whose task is to plan and execute the proposed project plan. The medical facility found justification for the project as CDSF implementation would improve healthcare delivery while also enhancing interprofessional collaboration and improved effective communication (Sutton et al., 2020).

SMART Goals and Objectives of the Project

The CDSF project has three main goals, namely;

  1. To identify three issues and opportunities to take the real-time application and CDS to the next level in guiding decision-making regarding health and healthcare.
  2. To identify opportunities and practical strategies for enhancing CDS practices and adoption.
  3. To highlight at least two ways of promoting effective implementation and use of CDSSs that lead to improved clinical performance and patient outcomes.

The objectives of the project are 

  1. To describe the current and emerging CDS practices.
  2. To identify approaches that validate CDS resources.
  3. Spread and scale by considering implementation challenges and their possible solutions at the organizational level
  4. To highlight the key insights of the three workgroups in terms of CDS content, system integration, operations, and spread.
  5. To identify critical features of an expanded CDS adoption and use.
  6. To translate decision support guidelines and frameworks into systems that improve the delivery of healthcare.
  7. To optimize the use of CDS tools in measuring and improving the quality of care.

viii. To identify both processes and methods that can be applied to integrate CDS tools into EHRs. 

  • To illustrate and disseminate the results and findings of the CDSF project.

The Requirements for the Project

To successfully realize the CDSF project set goals and objectives, the project team has to develop, conduct and evaluate how to implement recommended clinical guidelines for adult asthma and obesity in 3 clinic sites of XYZ-MF. The project requires a CDS tool for use in EHRs that specifically highlight optimal methods of knowledge translation in clinical practice guidelines. Another requirement is two evidence-based CPGS for adult asthma and obesity currently in the public domain. The selected CPGs have content focusing on both preventive services and appropriate clinical management of patients. A health IT vendor community will also be helpful as well as supportive stakeholders whose needs can be resolved through the CDS. Last but not the least of requirements human capital in the form of healthcare staff.

Tangible Measures for Acceptance Criteria Used To Achieve Project Success

Several measures are to be used in determining whether the implementation of CDSF is a success or not. The first measure will be effective communication, as evidenced by team members who thoroughly understand all the activities concerning the project. This communication will ensure that all the project deliverables are achieved in time, appropriate regular and formal status reports with prompt feedback. The following measure is prudent management of the available financial resources. The project remains within the set budgetary allocations. Relevant key performance indicators will also be identified and measured against the planned budget regarding what is already spend and what has been set aside for that particular vote. At the same time, the Decision Support Council that functions as the steering committee will continually monitor and review how the deliverables are designed, developed, and implemented by the three workgroups to ensure all contribute to the achievement of the set goals.

Project Scope

The proposed healthcare project scope covers clinical practice guidelines on screening and interventions for obesity in persons aged 18 years and above and the subsequent translation of the knowledge contained therein. The command will be transformed into specific recommendations to be implemented in the CDSF project. This is premised because adult asthma and obesity mortality rates continue to increase despite knowing that the complications are largely preventable (Peters et al., 2018). Related health issues like sleep disorders, hyperlipidemia, weight-induced hypertension, and weight-induced orthopedic problems also need to be addressed. The selected CPGs will affect the quality, safety, and affordability of care at the patient level. Moreover, the project deliverables will be subject to a Quality Assurance based on the three workgroups.

Summary of the Project Deliverables

The critical deliverables of the CDSF project are premised on the outputs and products of the three workgroups. As stated elsewhere in this project management plan, the workgroups focus on their respective phases of knowledge transformation, local implementation, and evaluation and recommendation. Using a quality assurance plan, each work group’s deliverables will have quality checkpoints set in specific timeframes. The checkpoints will entail reviewing the Project Plan with the Decision Support Council by October of 2021. Assessment of knowledge transformation on Asthma and Obesity in November and December of the same year, respectively. Other deliverables to be reviewed are a review of phase 1, 2, and 3 implementation design and the accompanying results. The last of the deliverables will be a review of evaluation results, assessments, and reports that are anticipated to be ready within six months following the commencement of the project.

Acceptance Criteria for the Project

It is essential to acknowledge that several parameters can be used to determine the acceptance of a CDSS in a hospital. Existing literature indicates that a healthcare organization can be influenced by many of these factors. Be that as it may, the factors that necessitated the implementation of a CDSS at XYZ-MF are that in terms of technology, the majority of the nursing staff wanted to know more about system use, information quality, and service quality. At the human domain level, the team was desirous of knowledge concerning actual versus reported use and user Satisfaction concerning overall satisfaction, enjoyment, and software satisfaction. They also wanted to know more about decision-making satisfaction ( Aljarboa & Miah,2019). Most importantly, the need to be aware of the net benefits in efficiency, reduction of errors, communication improvement, and improved cl; clinical outcomes. The organization also had structural and environmental factors that made it accept the implementation of the CDSF project.

Project Assumptions, Risks, and Constraints

This project plan assumes that the selected site for implementing CDSF has the three pillars of computerized CDSS of high adoption and effective use. The best knowledge is available when needed, and that there will be continuous improvement of knowledge and CDSS methods. Therefore, the risks anticipated and therefore will be mitigated in advance once identified are that; One the lessons learned from the project are likely to be partisan. The second risk is that some of the target users may resist the deployment of new CDS functionality. The third risk is that the workgroups may fail to communicate effectively or not collaborate. The constraints likely to be met are the financial resources available to implement the project successfully.

Roles and Responsibilities

Project Roles and Responsibilities Matrix
Job TitleRole in ProjectResponsibilities in ProjectInternal / ExternalCommunication Needs
Peter Michaels Product Manager Advise on , the feasibility study of the project Ensure a feasibility study is done, make technology recommendations and draft a sprint plan.Internal Communicate with EHRs and CDS vendors, communicate with work groups 
 Dennis Ignatius UmpiresUI designer  Develop the CDS software Design the user interface Internal Regular briefings from the project manager and knowledge translation workgroup 
Francessica Anne Financial analyst Ensure budgetary allocations are adhered to Carry o on the project a financial study Internal Communicate with donors, sponsors and CEO of the project 
Dickson Douglas Design Director Content writing Accountable on the design of the user interface Internal communicate with user interface design and three workgroups  
Paul Morrison Project Manager Chief executive officer of the project Oversee the full implementation of each work group’s recommendations. Liaise with the Decision support council( DSC)   InternalCoordinate all the activities of the three groups, Liaise with external stakeholders 
Participating nursing staff at the facility Target users Use the developed CDS Ensure meaningful use of the Internal Give feedback, communicate with patients and other members of the healthcare team 
Patients whose records will be use Beneficiaries of the CDS tool Avail their EHRs Give feedback External  Give feedback to nurses 
Donors and sponsors Stakeholders  Donate financial and other in kind  resourcesSupply resources, give feedback External Communicate with the project manager to get regular updates on the project’s resources. 

                                    How to Communicate With Project Stakeholders                                   

The management of the CDSF project will be based on the recommended principles of project management that primarily call for clearly defined goals and the project’s scope. Effective communication is paramount, and the project manager, as the CEO of the project, will work in cahoots with the three workgroups. There will be regular ad formal meetings where the status and progress of the project will feature. The workgroups will give weekly status reports prepared by the group leader. The project manager will then prepare a monthly report summarizing the project milestones and deliverables.

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Project Management Plan
Project Management Plan

Part III of IV Strategies for Maintaining the Project Budget

A critical litmus test for any project’s failure is budget overruns. In order to avoid budget surprises, the project manager has got to make sure that they get the input of all stakeholders and build on contingencies. In order to ensure the budget estimate for the project remains a success, the first strategy is to develop relevant key performance indicators. The KPIs help the PM ascertain how much has been spent on the project and the extent to which the project’s actual budget differs from what had been planned for. Some of the KPIs are actual cost(AC), also synonymously referred to as the actual cost of work performed (ACWP), and show the actual money that will have been spent on the project up to the actual date in reference. The second KPI is cost variance, determining whether the project’s estimated cost is running below or above the set baseline. Next is earned value and essentially means the budgeted cost of work performed by indicating the approved budget for the project activities carried out up to a particular time. The fourth KPI is known as the planned value and focuses on the budgeted cost of work scheduled by estimating the cost of the project activities up to a scheduled reporting date. The fifth and last KPI is the return on investment and will be used to determine the projects where the PM will evaluate whether the benefits arising from CDSF will have exceeded the costs.

Three Strategies That Can Be Applied For Due Diligence and Maintaining Oversight of the Project Budget

The project manager being the CEO of the project is always aware that they have to ensure the successful implementation of the project by utilizing strategies for due diligence and maintenance of oversight over the project budget. These two factors are the only way the PM can ensure the allocated resources are appropriately used to resolve project issues that continue cropping up. Within the context of this project management plan, a project issue refers to any item that emerges and can impact the project’s outcome that includes but is not limited to a change request, concern arising due to meeting of deadlines, or a product’s quality criteria. In order to track and review these issues regularly, According to Flyvbjerg (2013), due diligence describes the evaluation of assets based on costs and benefits that are likely to materialize from a project. Subsequently, some of the PM strategies can use quality control, cost-benefit analyses, and the project’s go- decision. All these three measures should be conducted against a clear understanding of the social and environmental assessments.

Similarly, the PM is at liberty to use various strategies to help control the project’s budget and ultimately prevent costly mistakes. Strategy one involves the creation of a baseline once the project’s schedule has been created. Implementing a baseline is essential if the CEO of the project keeps track of the tasks and the project’s performances. Significant highlights of the baselines are originally scheduled to start and finish dates, planned efforts, estimated costs, and the budgeted revenue. The following strategy is to forecast the budget to help keep the project on track. Suffice it to say that projects costs and projects budgets are two different costs, with the former playing a pivotal role in outlining potential risks. Currently, one can find revenue forecasting software that helps monitor financial budgets and streamline the process by creating and updating the budget forecasts automatically. Though there are other strategies, the third and last of the strategies discussed herein is having a clear outline of the resource usage. This outline helps to review the number of people working on the project every week and thus ensure there is proper utilization of the available resources.

Two Challenges Each of These Strategies Might Present and Identify Opportunities for Improvement

The strategy of creating a baseline may encounter challenges like having unclear goals and objectives. To overcome the challenge, the project owner (PO) and the PM must ensure that setting short-term and long-term goals is efficient and considerate. Another challenge may arise from inadequate or ineffective communication, with a quick and long-term solution being to ensure our communication is timely and transparent (Dev, 2015). The strategy of budget forecasted may face misestimating of expenses challenges and poor risk management. Be that as it may, the PM needs to adopt a project management tool that effectively calculates the project expenses to help the PM manage costs as the project progresses. Poor risk management calls for the PM to be constantly on the lookout and plan to either mitigate the impact of the risks identified or avoid them together. The resource usage outline strategy may experience unrealistic deadlines, but correctly timing activities and using Gantt charts would help address this issue. The workers could also experience motivational issues, but the project manager should ensure individual workers are given the right incentives in consultation with the human resource liaison officer.

Positive Outcomes That Might Result From Each Strategy

The setting of baselines benefits the project because it helps mitigate the risk of litigation that faces every healthcare organization. The baselines establish step- by step processes which eliminate adverse outcomes as much as possible. Budget forecasting helps to align money with activity. If unexpected costs emerge, the PM will have a system for budget updates and re-prioritization if need be. Lastly, having an outline of resource usage facilitates effective communication and avoids unnecessary staff turnover. Communication between the doctors, nurses, and other healthcare staff has significant impacts on the patients’ well-being and determines the overall process and clinical outcomes.

Part IV of IV: Risk Management, Quality Management, and Sustainability

The ushering of the third millennium found healthcare information technology on the verge of a paradigm shift. Many organizations were pushing and continuing to push electronic medical records’ implementation amongst other cutting-edge technologies like computerized clinical decision support systems. As would be expected, these implementation initiatives come with significant risks necessitating that these risks be identified and managed. It is also a salient fact that project management goes hand in hand with risk management, with experts acknowledging that practical project risk assessment and management contribute significantly to the success of these projects. Every healthcare administrator or manager and the entire project team has anticipated the risks and addressed them in advance. Therefore, the fourth and last section of this essay outlines risk management and quality management plan.

Description of How the Project Manager Plans To Manage Risks for the CDSF Project

The CDSF project, like any other healthcare project, is expected to meet several risks, four of which are highlighted herein, together with the proposed risk management plans for the project(Rahman & Adnan, 2020). The first risk identified is that deployment of new CDS functionality could encounter resistance from some users. The resistance would create a lack of enthusiastic adoption and feedback from the users, thus hindering attaining the defined project goals. Both likelihood and severity are rated as medium. The risk management strategy adopted for R1 is clinical workflows at the three clinics of XYZ-MF that already reflect the use of EHRs systems. The implementation group (IG) needs to be staffed with local experts and IG members to have considerable experience implementing EHRs- guided changes to workflows. Risk 2 is that the three workgroups may fail to communicate effectively or not collaborate as expected towards the project’s goals.R2 has the potential impact of generating poor communication between the workgroups, again preventing the attainment of the project goals. The likelihood of R2 is rated as low with high severity. To manage this risk, the PM will participate actively in all the workgroups. The evaluation group will participate in the guideline translation group and implementation group work. Active participation will help enhance effective communication while the decision support council is expected to oversee all its aspects. Risk 3 is premised on the possibility that the lessons learned from the project could be too partisan and has the potential effect of not applying to clinical users beyond those directly impacted by the specific interventions developed by the CDSF project. The likelihood of R3 is rated as low, but the severity is deemed high. The risk mitigation strategy employed for R3 is to operationalize a process that can be replicated for implementation across various implementation sites. The fourth and last risk R4 to be described is that some team members may fail to understand some expectations of AHRQ. The potential impact of R4 is that, like in all other risks, it would prevent the achievement of the set goals. Its likelihood is rated as low, while severity is considered medium. Training is incorporated in the project plan with some content focusing on AHRQ expectations to address this risk. Additionally, the project will make it mandatory for all project team members to understand these expectations. Reporting of the CDSF project status is bound to ensure focus on the overall goals and requisite objectives.

Strategies for the Sustainability of the CDSF Project

No project manager wants to work hard in a healthcare improvement initiative only to witness the achieved progress disappear as both processes and systems go back to the old way of doing things. Leading healthcare facilities are aware that care improvement is not enough; sustaining the improvement matters. Most importantly, one needs a robust strategy that engages and standardizes the work of managers on the frontline. Therefore, the sustainability of the CDSF project will become a reality through the successful implementation of these strategies. The first strategy will entail selecting a pilot unit within XYZ-MF to test the project on a small scale in one pilot unit. The pilot unit describes a model cell that functions as a place for experimentation, learning, and modeling new methods to be initiated in the rest of the system. The selected pilot unit should be stable, aligned to the set goals, with good management hygiene. The unit should also have a local change champion to build excitement for change, encourage others to participate, coach the team, and celebrate success (Mate, 2016). The second strategy will entail starting with the immediate supervisor at each point of care.

Additionally, charge nurses and other healthcare staff in similar roles will be the leaders responsible for immediate process management before, during, and after shifts. Once the pilot unit has been successfully established, the quality improvement leaders, like the quality manager or nurse manager, should use early wins to build momentum. The fourth strategy will motivate the frontline clinical managers to recognize and address issues they find to be an impediment. The effective utilization of these four strategies has the potential to ensure that the CDSF project is sustainable.

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Project Management Plan
Project Management Plan

 Tools and Techniques You Plan To Use To Manage Quality and Defend 

The project utilizes the Guideline Elements Model (GEM) and tools associated with it for knowledge transformation as found in the selected evidence-based clinical practice guidelines into a standardized format. The primary purpose of the implementation group is to integrate the computable knowledge into the centricity EHRs systems in use at the three clinical sites and optimize the tools for measuring and improving the quality of care. The IG will have clinician experts and quality management experts, and information technology specialists. These team members will ensure the following steps are followed for each condition, namely adult obesity and long-term asthma management in adulthood. The steps will involve defining local flow, defining intervention triggers, mapping the guideline-based concepts to local codes, and selecting appropriate decision support interventions. Next is documentation of intervention in specification form, then design and programming, and subsequent testing. The last two steps that will guarantee quality are training and rollout, and lastly, monitoring and maintenance. Watt (2014) observes that various tools and techniques are available to any individual who desires to plan and control a project’s quality. At CDSF, the two techniques utilized to plan quality management strategies are cost-benefit analysis and benchmarking. The cost-benefit analysis involves examining how much the quality activities will cost against how much one will gain from executing them. This technique was selected because one has minor reworking, it has higher productivity and efficiency. It generates more satisfaction for the b project team and the customers. Bench making as a technique means using the results of quality planning on other projects then use them to set one’s goals. The technique was selected because it gives one some reference points that one can use to judge one’s project before the project is even started. One should never forget that quality management leads to quality assurance, which fosters confidence in the client.


In conclusion, this essay has established that project planning is an essential component of healthcare project management best practices. A project owner who engages in project planning plays a significant part in improving the well-being of patients. Throughout the project implementation period, one should consider fit to communicate openly with the organization, streamline the processes, expect the unexpected, and document the project results for learning. There is a need to understand the regulations and governance since the 21st-century healthcare industry has unique requirements, especially in information technology. One should invest in effective healthcare project management because the stakes are comparatively higher. The healthcare professional must remember that patients’ lives are being affected and that it is only by using the right approach and tools that one can save lives and improve the patient’s health and well-being.


Aljarboa, S., & Miah, S. J. (2019, December). Investigating Acceptance factors of Clinical Decision Support Systems in a Developing Country Context. In 2019 IEEE Asia-Pacific Conference on Computer Science and Data Engineering (CSDE) (pp. 1-8). IEEE.

DEV, P. (2015). Project Management for Development Organizations. A methodology to manage development projects for international humanitarian assistance and relief organizations.

Flyvbjerg, B. (2013). Quality control and due diligence in project management: Getting decisions right by taking the outside view. International Journal of Project Management31(5), 760-774.

Harris, C., Allen, K., Brooke, V., Dyer, T., Waller, C., King, R., … & Mortimer, D. (2017). Sustainability in Health care by Allocating Resources Effectively (SHARE) 6: Investigating methods to identify, prioritize, implement and evaluate disinvestment projects in a local healthcare setting. BMC health services research, 17(1), 1-30.

Mate, K. S., & Rakover, J. (2016). 4 steps to sustaining improvement in health care. Harvard Business Review.

Peters, U., Dixon, A. E., & Forno, E. (2018). Obesity and asthma. Journal of Allergy and Clinical Immunology141(4), 1169-1179.

Rahman, M., & Adnan, T. (2020). Risk management and risk management performance measurement in the construction projects of Finland. Journal of Project Management5(3), 167-178.

Sutton, R. T., Pincock, D., Baumgart, D. C., Sadowski, D. C., Fedorak, R. N., & Kroeker, K. I. (2020). An overview of clinical decision support systems: benefits, risks, and strategies for success. NPJ digital medicine3(1), 1-10.

Tcheng, J. E. (Ed.). (2017). Optimizing strategies for clinical decision support: summary of a meeting series. National Academy of Medicine.

Watt, A. (2014). 14. Quality Planning. Project Management.

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