Hospital Project Case Study You are a project manager for the Regional Hospital. The hospital is adding a new cancer wing to its existing facilities. Because of funding from government grants and several significant donors, the hospital is also undertaking facility-wide improvements. You have been asked to lead a project to replace the processes and system used to schedule patients into patient rooms, treatment and diagnostic rooms, and operating rooms throughout the hospital, including the new cancer ward. The goal of the project is to improve the hospital's scheduling capability, with particular attention to maximising the use of the hospital facilities. The scheduling approach needs to satisfy critical patient healthcare needs and patient desires, such as having a private room when their insurance will cover the cost. There are many things to consider when scheduling a hospital facility. These include, but aren't limited to: The critical need for immediate care Insurance entitlements per patient (for example, private or semi-private room) Is the patient contagious? Need for diagnostic or health monitoring equipment and the capability of a patient room to accommodate the equipment Staffing levels with required expertise, such as X-ray technicians or surgical skills The overall project sponsor is the hospital Chief Operating Officer (COO), Dr. Carla Olsen, who will work with you to provide management support for the project. She oversees Physician and Patient Services in her role as the COO. She is frustrated by the hospital's inability to effectively schedule facilities and is very excited about implementing this project. In your initial conversations with Dr. Olsen, she has expressed very strong opinions about . The critical need for immediate care Insurance entitlements per patient (for example, private or semi-private room) . Is the patient contagious? Need for diagnostic or health monitoring equipment and the capability of a patient room to accommodate the equipment Staffing levels with required expertise, such as X-ray technicians or surgical skills The overall project sponsor is the hospital Chief Operating Officer (COO), Dr. Carla Olsen, who will work with you to provide management support for the project. She oversees Physician and Patient Services in her role as the COO. She is frustrated by the hospital's inability to effectively schedule facilities and is very excited about implementing this project. In your initial conversations with Dr. Olsen, she has expressed very strong opinions about how scheduling should be performed. Dr. Olsen would like to see the following with the new scheduling system: Rescheduling procedures decreased by 75% - Software must run on all current computer platforms Decrease average procedure wait time to less than 30 minutes Reduce procedure errors by 50% Hospital Case Study Organization Chart Dr. Ella Johnson CEO Ivan Braun Ex. Assistant Maria Diaz Controller Dr. Carla Olsen Nicholas Anderson VP General Services Dr. Oliver Clark VP Continuing Care Amelia Muller Human Resources Kristof Dupont Resident Life Director COO Julia Martin Accounting David Moore Facilities Claire Fischer Community Resource Mgr. Gabriele Costa Education & Training Mgr. Sara Rossi Patient Services Stefan Leon Procurement Christina Garcia Director, Nursing Suzanne Peterson Project Mgmt. Victor Romero Social Work Dr. Samuel Tan Physician Services Oscar Torres Director, Assisted Living & Rehab Emily Weber IT 1. Define the problem to solve or the opportunity to take advantage of. Be brief. (1 mark) 2. Project Goal - Describe the end result the project will deliver in a way that's easy for everyone to understand. (1 mark) 3. PMs Authority - describe the support the Project Sponsor needs to provide you as the Project Manager. (1 mark) 4. For Dr. Olsen's objective of software must run on all current computer platforms - who do you believe the stakeholders are and why are those stakeholders critical to the project. Identify at least two critical stakeholders (1 mark) 5. How would you communicate with these stakeholders you identified in #4 and why would you use this method? (1 mark) 6. For Dr. Olsen's objective of decrease average procedure wait time to less than 30 minutes - who do you believe the stakeholders are and why are those stakeholders critical to the project. Identify at least two critical stakeholders (1 mark) 7. How would you communicate with these stakeholders you identified in #6 and why would you use this method? (1 mark) 8. What support from Dr. Olsen, the project sponsor, is required regarding staffing to appropriately utilize hospital facilities and meet the goal of decreasing the average procedure wait time to less than 30 minutes? (1 mark) 9. Identify at least two risks this should be taken into consideration and why the risks should be accounted for. (1 mark) 10. Part way through the project implementation, Dr. Olsen would like you to add the development of a Tablet app as one of the project's objectives. How would you handle this change request? (1 mark)