Introduction
With every project, there is a beginning, the middle, and the end. In the beginning of a project, it is known as the planning phase. Implementation phase is the actual initiating and monitoring of the project, which is the middle of a project. The end of a project is completing and transferring the new process to the sponsor and stakeholders (Aziz, 2015). Every phase build upon each other and are important to a project. Now that the project has gone through all the phase except the last phase, it is time to discuss project termination. In this paper, the project termination status report and the project termination task description status report will be discussed for the project for Mercy Hospital-Jefferson, which they achieve HIMSS stage seven certification. Project Termination Status Report Document The project termination status report document provides a clear picture of the project’s status from start to end (see appendix A). The report will include a comprehensive analysis of the project’s tasks that is either completed or not and list the lessons learned (Paver, & Duffield, 2019). In addition, the timeline of the project would be reviewed to determined if the project stayed within the defined timeline. In viewing the progress of the HIMSS stage seven certification for Mercy Hospital-Jefferson.
The project fell behind due to being deprioritized by other projects on numerous occasions. This caused the project to fall behind on some of the tasks and deliverables. According to Portz (2014), the Gantt chart was used to help categorize all the tasks and show their relationship to each other. This chart was used to help visualize the timeline of the project and was used to complete the deliverables as planned. Basically, we added three weeks to the project timeline. There is a possibility for this project to meet the actual scheduled overall endpoint of March 2020. This can occur as long as the providers are entering their orders in EPIC versus having the nurses enter them as verbal orders by September 2019. Our project team needs to press the providers on the importance of meeting the 90% or better on their CPOE. Our team was hoping to have one month of data to analyze currently.The lessons learned from this project are as follows: The project team worked very well together and overcame the obstacles that occurred while trying to implement the new workflow. There were several downtime issues that took priority over working on the HIMSS Stage 7 certification project.
However, the practicum student continued to work on that project, but the rest of the team focused on the downtown issues. The communication between the project team, leadership, and ancillary personnel did not experience any issues. The communication plan was followed throughout the project, which meant emails, teleconferences, and face-to-face meetings with agendas. We were able to maintain below our budget, which was the copying the user’s guides for the providers and hospitalists. The budget was set for usage of paper and colored ink. The two successes seen in this project was the communication between the project team by keeping each other informed when there were going to be delays or the project placed on hold or reinitiating. Project plan appeared to be right, but the timeline associated to the project failed.The timeline is one thing that went wrong on this project. We allowed other projects stall this project and put everything of this project behind schedule. The mentor allowed me to test the new workflow in the playground of EPIC to ensure the correct discharge readmit process, while she was overseeing a project that had more priority.
The stakeholder that had issues about buy in was the medical surgical staff nurses discharging the patients in a timely manner and their fear of having more work on their end. After having a meeting with some of the staff nurses and their supervisors to explain the new workflow, it became clear that there were no extra steps that they needed to take. The other issue was the medical surgical nurses did not want to release the patient until it was close to the end of their shift. It was explained that it causes a snowball effect. The patient may transfer to the acute rehabilitation floor (ARU), but their electronic medical record remains open to the medical surgical floor until they release the chart. The problem is that the ARU cannot open the chart to render care to the patient. If the patient would code on the ARU floor, it would make it difficult to provide care to the resident. In addition, the debate of who would admit the ARU patient: day shift or evening shift. The day shift would have to stay and be on overtime. Otherwise the evening shift falls behind due to having to admit the patient. The knowledge and experiences learned will be transferred to future projects. Communication is an important aspect of a project to keep the project team apprised of any changes, stalls, and updates. Communication was the key for the progression of this project to keep the project team informed when the project was reinitiated or stalled. The other important lessons learned was that you must include all parties involved in the project. One cannot assume all groupings will buy in the project.
Project Termination Tasks Description Status Report
Project termination tasks description status report (see Appendix B) is another report that should be completed in preparation to transfer the project to the sponsor and stakeholder. This checklist has all of tasks and deliverables listed and indicate whether they are on hold, completed, overdue, or at risk (Radek & Branislav, 2019). This provides a visual for the project team to see the status whether the tasks completed or not. Looking at the project termination tasks description status report; the project is so incomplete currently. There are many tasks that are still overdue before this project can be transferred to the sponsor and stakeholders. As a project manager, I need to get the project team and sponsor focused and not allow any projects take priority over it.
Conclusion
The project closure is most important and memorable versus the beginning and the middle. It is not so about the journey itself, but how the journey went. This phase wraps up the project and transfers the process to the sponsor and stakeholders. However, it is not an easy phase and not to be taken to lightly. One thing that was lesson learned on this project was that a project can continually get stalled if the project manager allows other projects to prioritize past. I had a project team meeting and escalated the project to be a priority to meet the deadline set by the executive leadership, which is March 2020. By mid-August 2019, the project should be ready to be transferred to the sponsor and stakeholders when all of the overdue tasks are completed.
References
Aziz, E. E. (2015). Project closing: the small process group with big impact. Retrieved from https://www.pmi.org/learning/library/importance-of-closing-process-group-9949Havila, V., & Salmi, A. (2009).
Managing Project Ending. New York: Routledge. Retrieved from https://search-ebscohost-com.chamberlainuniversity.idm.oclc.org/login.aspx ?direct=true&db=nlebk&AN=243459&site=eds-live&scope=siteOlszak, L. (2019).
Project Management in Libraries: On Time, on Budget, on Target. Library Journal, 144(2), 138. Retrieved from https://search-ebscohost-com. chamberlainuniversity.idm.oclc. org/login. aspx?direct=true&db=a2h&AN= 134860560&site=eds-live&scope=sitePaver, M., & Duffield, S. (2019). Project management lessons learned: “The elephant in the room.” Journal of Modern Project Management, 104–125. https://doi-org.chamberlainuniversity.idm.oclc.org/10.19255/JMPM0180Portz, S. M. (2014).
Teaching project management. Technology & Engineering Teacher, 73(7), 19–23. Retrieved from https://search-ebscohost-com.chamberlainuniversity.idm. oclc.org/login.aspx?direct=true&db=ehh&AN=95262933&site=eds-live&scope=siteRadek, D. & Branislav, L. (2019).
Root Cause Analysis in Post Project Phases as Application of Knowledge Management. Sustainability, (6), 1667. https://doi-org.chamberlainuniversity.idm.oclc.org/10.3390/su11061667Sohmen, V. (2002).
Project termination: why the delay? Paper presented at PMI® Research Conference 2002: Frontiers of Project Management Research and Applications, Seattle, Washington. Newtown Square, PA: Project Management Institute. Retrieved from Svirakova, E., & Soukalova, R. (2015). Dynamic Simulation as an Alternative Method of Creative Projects Management. Proceedings of the European Conference on Management, Leadership & Governance, 470–477. Retrieved from https://search-ebscohost-com.chamberlainuniversity.idm.oclc.org/login. aspx?direct=true&db =bth&AN=111356867&site=eds-live&scope=siteTodt, G., Weiss, M., & Hoegl, M. (2018).
Mitigating Negative Side Effects of Innovation Project Terminations: The Role of Resilience and Social Support. Journal of Product Innovation Management, 35(4), 518–542. https://doi-org.chamberlainuniversity.idm.oclc.org/10.1111 /jpim.12426Project Termination Status Report– Appendix AProject: HIMSS Stage Seven CertificationDate: 7/16/2019 Project Sponsor: __Donna Boyer, RN MSN___ Project Manager: __Linda Anglo, RN BSN___ Project Start/End Dates:Budget met: _yes_Timeline met: __no_ Final Project Status Report: (Follow APA – use short paragraphs to describe activities) How well did the project meet the goals of scope, time, and cost?
There were no costs associated to the project. However, the timeline was not met due to being stalled multiple times to care for other projects that took priority. The project scope was stated as follows:Mercy Hospital-Jefferson is striving to achieve their Healthcare Information and Management Systems Society (HIMSS) Stage 7 certification, which demonstrates our commitment to deliver and manage patient care by having full integration of IT and electronic health records (EHR).
The hospital will no longer use paper charting that will allow the information to be stored in data warehousing to have a centralized location to access and analyze clinical data to note any patterns to improve quality of care, patient safety, and care delivery efficiency. An additional benefit would allow the clinical data to be shared to other entities to have continuity of patient care. The goal of HIMSS Stage 7 to achieve 90% of computer physician order entry (CPOE). It is the overall goal of the Mercy Ministry to have all the hospitals in the Mercy System to be HIMSS Stage 7 certified within 12 to 18 months Reflect on the success criteria and explain how you did or did not meet each criterion. The project did not meet each criteria due to being stalled too many times by project priority. Every effort was put forth to keep everything on track, but I feel that being a student may have hindered the project. My project mentor wanted to oversee every step along the way, and there were times where her attention was pulled into another direction.What were the lessons your project team learned from participating in this project? The project team worked very well together and overcame the obstacles that occurred while trying to implement the new workflow. There were several downtime issues that took priority over working on the HIMSS Stage 7 certification project.
However, the practicum student continued to work on that project, but the rest of the team focused on the downtown issues. The communication between the project team, leadership, and ancillary personnel did not experience any issues. The communication plan was followed throughout the project, which meant emails, teleconferences, and face-to-face meetings with agendas. We were able to maintain below our budget, which was the copying the user’s guides for the providers and hospitalists. The budget was set for usage of paper and colored ink. Describe two examples of things that went right on this project. Communication is one of the things that was a good aspect of this project. Everyone was informed when the project was going to be delayed due to various other projects that took priority. When the project was moving forward. Project planning appeared to be right, but the timeline was not followed.
Each time that we were able to continue the project, the project team was able to execute each step successfully as planned. We fell behind due to other projects taking priority. Describe two examples of things that went wrong on this project. What were some of the risks for project? How were these managed? The timeline is one thing that went wrong on this project. We allowed other projects stall this project and put everything of this project behind schedule. The mentor allowed me to test the new workflow in the playground of EPIC to ensure the correct discharge readmit process, while she was overseeing a project that had more priority. The stakeholder that had issues about buy in was the medical surgical staff nurses discharging the patients in a timely manner and their fear of having more work on their end. After having a meeting with some of the staff nurses and their supervisors to explain the new workflow, it became clear that there were no extra steps that they needed to take. The other issue was the medical surgical nurses did not want to release the patient until it was close to the end of their shift. It was explained that it causes a snowball effect.
The patient may transfer to the acute rehabilitation floor (ARU), but their electronic medical record remains open to the medical surgical floor until they release the chart. The problem is that the ARU cannot open the chart to render care to the patient. If the patient would code on the ARU floor, it would make it difficult to provide care to the resident. In addition, the debate of who would admit the ARU patient: day shift or evening shift. The day shift would have to stay and be on overtime. Otherwise the evening shift falls behind due to having to admit the patient. Describe the areas that could be improved. The area that could be improved would be that I should have taken more control of the project once the first occurrence of the project being stalled by another project that took priority. Based on your experience with this project, what will you do differently on your next project? I would ask my mentor to treat me like one of her employees versus a master’s student, so run the project as if I owned it in the real world.How can knowledge and experiences learned here be transferred? What is the process for knowledge transfer? The knowledge and experiences learned will be transferred to future projects.
Communication is an important aspect of a project to keep the project team apprised of any changes, stalls, and updates. Communication was the key for the progression of this project to keep the project team informed when the project was reinitiated or stalled. The other important lessons learned was that you must include all parties involved in the project. One cannot assume all groupings will buy in the project. Project Termination Checklist – Description of Tasks, Owner, StatusAppendix BProject: Mercy Hospital – Jefferson HIMSS Stage 7 Certification Date: 7/16/2019 Project Sponsor: ___Donna Boyer, RN MSN___ Project Manager: __Linda Anglo, RN BSN___ Project Start/End Dates: 3/11/2019 to Still pending Project approval Completed Project manager March 17, 2019
Project was approved Risk management Completed Project manager June 13, 2019 Risks assessment measures were successfully completed Procurement of resources Completed Project manager June 13, 2019 Procurement activities were completed Researching the new discharge/readmit process from hospital to ARU Completed Project manager June 13, 2019 Researching for new process completed Staff training Completed Project manager and Mentor June 27, 2019 Training of staff was completed Project completion Overdue Technical (feedback) group Pending Still pending completion Final approval by customers and project sponsors Overdue Project sponsor Pending The project sponsor and customer’s approval are still pending Execution of all governance processes Overdue Technical (feedback) group Pending All organizational governance practices are still pending Administrative closing of contracts and all procurement processes Overdue Project Manager and Sponsor Pending All contracts and procurement agreements are still pending Recognition and formalization of project completion Overdue Project Manager and Mentor Pending Project completion are still pending Validation of project benefits Completed Project Manager and mentor June 11, 2019 Benefits of the project were validated Completion of lessons learned Completed Project Manager and team Pending Lessons learned are still pending Disbandment of project resources Overdue Project Manager Pending Project resources are still pending Transitioning of all project deliverables to customers. Overdue Project Manager Pending All project deliverables are still pending Color Codes: On Hold Completed Overdue At Risk *Inset additional rows as necessary to capture status of all tasks.