Oak Township Medical Center Medication Administration System (MAS) Project Plan

QUESTION

Scenario

Oak Township Medical Center (OTMC) in Georgia, a 600-bed hospital, has expanded significantly over the past 3 years. In an effort to respond to the increased workload of all hospital staff, the chief information officer (CIO) and the vice president of patient care services (VP-PCS) at OTMC determined the need to analyze hospital processes throughout the organization. The OTMC organizational analysis revealed a number of areas that needed improvement. At the same time, broad changes in regulatory requirements required immediate adjustments in processes. The organizational analysis was conducted across all departments and found the following organization-wide issues: • Quality reviews discovered a hospital-wide medication administration error rate of 20% with some tasks identified as redundant tasks. • Complying with new federal reporting requirements has increased the time needed to complete the medication administration process.

OTMC responded to the problem by purchasing an enterprise-wide healthcare information system (HIS) from Topmost, one of the leading enterprise-software vendors in the country. The functionality of the system directly addresses the medication administration issues found in the organizational analysis. Several modules of an electronic health record system (EHRS) have already been implemented, as shown in the table below. As an employee of Topmost, you are charged with implementing this medication administration system (MAS) for OTMC, the final phase of the EHRS project. This MAS includes an electronic medication administration record (eMAR), Barcode Medication Administration (BCMA), and physical administration of medication. Note: For the remainder of this scenario, this whole process will be referred to as the Medication Administration System (MAS).

The CIO and VP-PCS relate that there are a number of challenges associated with the OTMC HIS program, including the MAS project. One risk is that the initial implementation of the MAS may result in a temporary increase in medication errors. Another risk is that staff resistance to the new workflows and processes brought about by the MAS may cause delays in the completion of the implementation. In meetings with the CIO and VP, they state that the first task is to develop the project charter. The MAS team is assigned specific elements to be included in the project charter: the mission of the project, the problem statement, the project objectives, key stakeholders, milestones, and risks for the project.

A new chief medical information officer (CMIO) has been hired. This CMIO does not have the informatics expertise required to lead this critical and large project; however, the CMIO has gained solid experience on small-scale decision-support projects at a former institution while studying informatics in graduate school. The CMIO is looking forward to learning from you. The budget for the MAS project is approved up to $1 million. If more than $1 million is needed to implement the project, the additional expenditure must be justified in a project plan that key stakeholders approve. The software application for the MAS and necessary hardware have already been purchased, but they have not been delivered. You have a timeline of 6 months to complete the MAS project.

Submit a project plan file created in ProjectLibre for the Oak Township Medical Center Case Study. Develop a project schedule in which you complete the following:

• Identify activities and tasks.
• Sequence the project activities.
• Estimate and assign durations for each task.
• Establish relationships and dependencies between the tasks, including lead and lag time.

In a separate document, respond to the following:

• Justify how the tasks and their dependencies were determined to create the project schedule.
• Identify three potential ways that this project could experience uncontrolled changes to project scope, and explain how you would mitigate or prevent these potential types of expansion.

ANSWER

Oak Township Medical Center Medication Administration System (MAS) Project Plan

Introduction

The implementation of the Medication Administration System (MAS) at Oak Township Medical Center (OTMC) is a crucial project aimed at improving medication administration processes and reducing errors. This essay presents a project plan developed using ProjectLibre, outlining the identified activities and tasks, sequence of activities, estimated durations, and task dependencies. Additionally, potential ways the project could experience uncontrolled changes to project scope will be discussed, along with mitigation strategies.

Project Schedule

Identify Activities and Tasks
Conduct project kickoff meeting
Develop project charter
Review and finalize software and hardware requirements
Receive and install the software and hardware
Conduct training sessions for staff on the MAS
Conduct testing and validation of the MAS
Implement the MAS in a pilot unit
Collect feedback and make necessary adjustments
Expand MAS implementation to other units
Monitor and evaluate the effectiveness of the MAS
Develop final project report

Sequence of Activities
Develop project charter
Review and finalize software and hardware requirements
Receive and install the software and hardware
Conduct training sessions for staff on the MAS
Conduct testing and validation of the MAS
Implement the MAS in a pilot unit
Collect feedback and make necessary adjustments
Expand MAS implementation to other units
Monitor and evaluate the effectiveness of the MAS
Develop final project report
Conduct project kickoff meeting

Estimate and Assign Durations

The estimated durations for each task are based on previous project experiences and expert judgment. These durations are subject to adjustment during the project execution phase.
 Examples of estimated durations
Develop project charter: 1 week
Review and finalize software and hardware requirements: 2 weeks
Receive and install the software and hardware: 1 week
Conduct training sessions for staff on the MAS: 3 weeks
Conduct testing and validation of the MAS: 2 weeks
Implement the MAS in a pilot unit: 1 week
Collect feedback and make necessary adjustments: 2 weeks
Expand MAS implementation to other units: 4 weeks
Monitor and evaluate the effectiveness of the MAS: Ongoing
Develop final project report: 2 weeks
Conduct project kickoff meeting: 1 day

Establish Relationships and Dependencies

Task dependencies are identified to ensure a logical flow and proper sequencing of activities. For example:
Develop project charter must be completed before conducting the project kickoff meeting.
Receive and install the software and hardware must be completed before conducting training sessions.
Conduct testing and validation of the MAS must be completed before implementing the MAS in a pilot unit.

Justification of Task Selection and Dependencies

The tasks were determined based on the project requirements identified during the organizational analysis, discussions with key stakeholders, and input from the CIO and VP-PCS.
Task dependencies were established to ensure a logical progression of activities, where certain tasks must be completed before others can begin. This helps to maintain an efficient and effective project flow.

Identifying Potential Uncontrolled Changes to Project Scope and Mitigation Strategies

Scope Creep
Regularly communicate and collaborate with stakeholders to establish clear project objectives and scope boundaries.
Implement a formal change control process to evaluate and approve any scope changes.
Document and assess the impact of proposed changes on budget, timeline, and resources before incorporating them into the project.

Technology Compatibility Issues

Conduct thorough compatibility testing of the MAS software and hardware with existing systems before installation.
Involve IT experts and vendors in the planning and implementation stages to address any compatibility issues promptly.
Maintain open communication channels with stakeholders to address concerns and potential challenges related to technology integration.

Staff Resistance and Adoption Challenges

Develop a comprehensive change management plan that includes communication, education, and training strategies.
Engage with key stakeholders and end-users throughout the project to address concerns and obtain their buy-in.
Provide continuous support, training, and resources to help staff adapt to the new workflows and processes introduced by the MAS.

Conclusion

The Oak Township Medical Center Medication Administration System (MAS) project plan outlines the identified activities and tasks, their sequence, estimated durations, and task dependencies. By justifying the task selection and dependencies, the project plan ensures a logical flow of activities and efficient implementation of the MAS. Additionally, potential risks such as scope changes are addressed through mitigation strategies, supporting successful project completion within the allocated budget and timeline.