Final Project Closure Assessment Sample Paper
The approval by the project’s sponsor and host facility is complete. Approval was attained by reviewing the charter and signing against the titles of assigned parties. The scope and charter of the project consisted of implementing a standardized accurate integumentary informatics system for assessing and documenting Pressure Injuries, PrI. Reinventing the practicum site facility’s electronic medical records was mandatory. The first phase of intervention entailed educating physicians and nurses on approaches of utilizing CMS QRM in reporting PrI (Eslami, Sardar & Abbasabadi, 2020). The second phase was training the care providers on dual skin management and assessment via admitting the nurses and physicians in an accredited wound ostomy department.
All organizational governance processes were executed as required. Proper communication procedure were applied to convey information to all stakeholders, including the sponsors, project manager, IT manager, team members, nurses and physicians (Muszynska, 2016). Communication involved reporting the progress, alerting team members of upcoming events, serving as reminder for meetings and acting as reminder for training sessions during the processes of project initiation and implementation.
The defined project management processes were applied avidly. The Gantt Chart provided a graphical representation that assisted the process of planning, coordination and tracking the EMRA gateway project (Baim-Lance, Onwuegbuzie & Wisdom, 2020). The managers applied change management improvement via teams, measuring change processes, risk management and a reliable communication plan.
The parties involved completed the administrative closing of all procurements and contracts, while all contractual obligations toward each other were signed off. In addition, completion of the project was formally recognized including transition of operations. Significant components of the closure include monitoring and controlling measures as well as reviews. Worth-noting, the benefits of the projects were validated against the business case. The specific advantages of the project consist of augmentation of documentation and identification of PrI, with consequent increase in competency and accuracy in documentation and treatment (Eslami, Sardar & Abbasabadi, 2020). Also, integration of EMR will assist in identifying and documenting PrI.
Notable lessons were completed including the roles of teams in project implementation, establishment of adequate risk management strategies and assignment of tasks to project teams to meet the project schedule (Baim-Lance, Onwuegbuzie & Wisdom, 2020). Engagement of different stakeholders in the project could be done better, particularly the executive management such as the facility’s Chief Executive Officer and governmental agencies.
The project resources were disbanded, making them free for other projects. The resources included the Electronic Medical Record Algorithm, additional desktop computers and stationery for the health personnel to use during the training. Nonetheless, the facility had existing desktop computers with an EMR that has been running efficiently. The incorporated algorithm was added as an update to the latest version of the CMS QRM software.
The project deliverables to the consumer demonstrate seamless operations and support. Regular updates and trainings to the health care providers ensure that the Electronic Medical Record Systems are reliable and free from redundancy, besides other complications. Providing the required skills to the technical teams ensures proper running of EMR systems for a more satisfying patient experience.
References
- Baim-Lance, A., Onwuegbuzie, A. J. & Wisdom, J. P. (2020). Project management principles for optimizing productivity of mixed methods studies. The Qualitative Report, 25(3), 646-661.
- Eslami, S. N., Sardar, S., & Abbasabadi, N. (2020). Identification of Effective Factors related to Implementation of Electronic Health Records in Imam Khomeini Hospital, Tehran. Quarterly Journal of Management Strategies in Health System. https://doi.org/10.18502/mshsj.v4i4.2488
- Muszyńska, K. (2016). Towards Project Management Communication Patterns. Studia Informatica Pomerania, 2(40), 113-121. https://doi.org/10.18276/si.2016.40-1
| Steps: Making sure all the work that needed to be has been done. | Completed: Yes/No |
| 1. Is approval by the project’s sponsor and customer – internal or external – complete? | Yes |
| 2. Have all organizational governance processes been executed? | Yes |
| 3. Have defined/expected project management processes been applied? | Yes |
| 4. Has administrative closing of all procurements and contracts been completed by both parties; have all contractual obligations toward each other been completed/signed-off? | Yes |
| 5. Has completion of project been formally recognized including transition of operations? | Yes |
| 6. Have benefits of project been validated against the business case? | Yes |
| 7. Have Lessons Learned been completed, including what could have been done better, documented, reported to leadership? | Yes |
| 8. Have project resources been disbanded, freeing them for other projects | Yes |
| 9. Have all project deliverables to the customer been transitioned demonstrating seamless operations and support? | Yes |
Final Project Closure Assessment – Appendix A
Type of Project Closure _________ Project Manager____________ Date: