NUR674: Project Timeline Graphic Organizer
The purpose of this assignment is to develop a graphic timeline for the development of your project. At a minimum, be sure to include the deadline or timeframe for your:
- Project approval
- Education Development
- Stakeholder education
- Implementation date
- Assessment of initial outcomes/implementation
- Reassessment of outcomes
Project Timeline Graphic Organizer Example One
The project development timeline provides a visual on the list of tasks that guides project managers on the project’s implementation (Gordon & Pollack, 2018). Nursing leaders need to be conversant with the change management process to effectively implement it and monitor and enable diverse stakeholders to actively participate in the change process. Nurse leaders act as the foundation towards change where they have the responsibility to initiate and manage it in healthcare organizations. Drawing from the practicum project, it was important for leaders to develop and acquire skills and leadership styles that would facilitate their influence in the change process. While the transformational leadership model was identified as an essential approach in change management, encouraging inter-professional collaboration among nursing professionals to improve patient experience, safety, and overall outcome plays an integral role in project development and implementation process (Wheeler & Beaman, 2018). This essay provides a graphic timeline for the proposed project development.
|Timeline In weeks
|Brainstorming about the project goals, risks and stakeholders involved
|Planning, duties allocation, and active sharing of project development roles
|Training and team development teamwork active participating in training programs for the proposed change
|Active execution of the plan
|Assessment of initial outcomes/implementation
|Project evaluation & Assessment
|Reassessment of Outcomes
|From the last with constant & Continuous evaluation and observation
|Assessment of challenges and how to solve them in fostering a smooth transition
Stage I: Project Initiation & Approval
This is the initial phase of project development. At this stage, the idea of the proposed project will be undertaken, and the decision made as to whether the project is needed and its desired benefits (Gordon & Pollack, 2018). The imitation stage identifies important project details such as project scope and goals, feasibility, possible players and role of the organization, risks, and other stakeholders. Regarding the selected project development, the significant stakeholders include; project manager, organization managers, leaders, sponsors, employees, and the patients. Different stakeholders will play diverse roles in this stage. The project manager will undertake the project details; inform the organization executives, managers, and sponsors for subsequent project financing and approval.
Stage II: Education Development
Once the project has been approved, the manager undertakes the planning for stakeholders’ education or the definition phase through the selected team working in the project. In this stage, the project requirements are detailed and specified clearly. Expectations of different stakeholders are identified. Other aspects of the projects identified include listing responsibilities and roles, budgeting, and plan creation. The stakeholders will undertake various assigned duties. The project manager and his team will actively plan project execution. Managers and executives will participate in employee engagement for incoming change and financing the project.
Stage III: Stakeholders Education
Stakeholders’ education entails collaborative training on the impact of the proposed project. This stage prepares the different stakeholders regarding their role and impact on the project execution. This stage entails formulating a teamwork and collaboration approach to the project. In this stage, the stakeholders’ roles are to actively participate in the education, meetings, and training programs set by the project management team.
Stage IV: Implementation
The project takes its shape at this stage as it comprises actual constructions of project details. The projects take shape and reorganize the workplace setting in the healthcare setting to bring visibility to the different stakeholders, including the patients (Gordon & Pollack, 2018). The implementation follows the developed plan to ensure it remains on track. This sage is intensive in a healthcare setting as it entails ensuring that regulations are met while care delivery is not negatively impacted. Stakeholders engage in active participation and execution of their roles, subject to the plan adopted.
Stage V & VI: Outcome evaluation, Assessment, reassessment, and close
The assessment and outcome reassessment contains the last stage in project development. These stages enable the project manager and the organization to evaluate the impact of the adopted new project. Phases five and six entail collecting feedback from workers, leaders, and patients. More so, the challenges identified are addressed before project closure. The last two stages run simultaneously with the execution stage, with deliverables being identified as met. Review of the project completed marks the previous activity; once smooth running and change assimilation is initiated into the organization is deemed successful, the project manager hands it over to the organization managers and leaders to maintain its functionality.
Gordon, A., & Pollack, J. (2018). Managing Healthcare Integration. Project Management Journal, 49(5), 5–21. https://doi.org/10.1177/8756972818785321
Wheeler, K., & Beaman, M. (2018). The effects of a transformational nursing leadership program on perceived leader behavior. J Nurs Healthcare Managers [Internet], 1(1).
Project Timeline Graphic Organizer Example Two
Using the project timeline, managers may get a clear picture of the various steps involved in implementing their plans. Effective implementation and monitoring of the change process require nursing leaders to grasp change management concepts. Nurse leaders lay the groundwork for change in healthcare organizations, which they are tasked with instigating and overseeing (Krepia et al., 2018). Interprofessional collaboration among nursing professionals to improve patient experience, safety, and overall outcomes is crucial to the transformational leadership paradigm’s project creation and implementation phases. Below is a graphic timeline showing different phases of the proposed development project.
|The task to be Completed
|Initiation and approval of the project
|Outlining the project’s objectives, the possible risks, and the relevant stakeholders.
|Assigning of duties, planning, and active sharing of the project’s objectives
|Educating the project team and promoting teamwork among different stakeholders. Ensuring adequate participation in the training programs for the desired change.
|The plan will be actively executed during this phase
|Assessment of initial outcomes/implementation
|Evaluating and assessing the project’s objective and the initial outcomes.
|Reassessment of Outcomes
|Assessing the emerging challenges and developing strategies for solving the issues.
Understanding the project’s scope, goals, and stakeholders in this first stage are critical. The project manager, organization executives, sponsors, employees, and patients are all significant players in the development of the selected project. At this point, various stakeholders will have varying degrees of influence. The project manager is responsible for taking care of the project’s specifics, including informing the organization’s executives, managers, and sponsors of the project’s funding and permission.
Once the project has been accepted, the manager will begin working with the selected team to educate stakeholders and define the project. At this point, the project’s specifics are laid out in great detail. Various stakeholders’ needs and expectations are taken into consideration. Other parts of the projects that have been recognized include identifying tasks and roles, budgeting, and creating a plan for the project (Ferreira et al., 2020). A variety of responsibilities will be assigned to the various stakeholders. Planning for project execution will be a priority for the manager and his team. Workers will be encouraged to embrace the upcoming change by supervisors and executives, who will also help fund the project.
Stakeholders will be educated on the project’s potential ramifications in a group setting. During this phase, the project’s many stakeholders are educated on their specific roles and responsibilities. Project teamwork and collaboration are at the heart of this stage. At this point, stakeholders are expected to actively participate in the project management team’s education, meetings, and training programs.
At this point, the project begins to take shape, as actual constructions of project specifics are being completed. For patients and other stakeholders, these projects shape and reorganize the workplace environment in a hospital context. The implementation follows the devised strategy for the project to stay on track. Health care workers must ensure that laws are satisfied while ensuring that this sage’s workload does not significantly impact patient care (Munangatire & McInerney, 2022). Stakeholders engage in active engagement and execution of their roles, subject to the plan adopted.
Outcome Evaluation, Assessment, and Reassessment
The final project evaluation and outcome reassessment are covered. At each stage, the project manager and the company can determine whether or not the newly implemented project has the intended effect. Workers, leaders, and patients are surveyed for their thoughts and opinions in the latter two phases. Even more importantly, the issues discovered are rectified before the project is finished and closed. In the final two stages, deliverables are identified as met as part of the execution stage. As soon as smooth operation and change assimilation have been introduced into the organization and are regarded as effective, project managers hand it over to organization managers and leaders to maintain its functionality (Maniago et al., 2020). The last activity in the project organizer is conducting an overview of the events.
Ferreira, V. B., Amestoy, S. C., Silva, G. T. R. D., Trindade, L. D. L., Santos, I. A. R. D., & Varanda, P. A. G. (2020). Transformational leadership in nursing practice: challenges and strategies. Revista Brasileira de Enfermagem, 73.
Krepia, V., Katsaragakis, S., Kaitelidou, D., & Prezerakos, P. (2018). Transformational leadership and its evolution in nursing. Progress in Health Sciences, 8, 185-190. http://cejsh.icm.edu.pl/cejsh/element/bwmeta1.element.ceon.element-cbc0c803-ee1c-385b-af5b-1eb2214bf00d
Maniago, J. D., Albougami, A. S., Orte, C. J. S., Feliciano, E. E., Malabanan, M. C., Boshra, A. Y., … & Cajigal, J. V. (2020). Stakeholders’ quality framework of nursing education: A brief report. Health Sciences, 9(4), 44-49.
Munangatire, T., & McInerney, P. (2022). A phenomenographic study exploring the conceptions of stakeholders on their teaching and learning roles in nursing education. BMC Medical Education, 22(1), 1-14.