Discuss About The Quality Management Hospital Pathway Levels?

Desired Area of Impact: The desired area of impact for the project has been classified into the factors of strategy, customer, financial, operational, and social. The development of the project operations would confine the involvement of the project integration management and development. The analysis of the project operations would tend to form the smart processing of the operations. The project of RALS would be dependent on these factors of strategy, customer, financial, operational, and social.

Project Values: The values of the project include the use of the effective and improved processes of analysis for the development of the profound factor of development. The following factors would show their roles in project of RALS,

Better – The RALS project would form the development of the improved processing of operations and its synthetic deployment of the operations. The involvement of the project operations would tend to imply the improvement of operations for the organization.

Faster – The system development is implied for forming the faster and improved processing of the analysis project integration management. The processes of the organization would be improved for making the operations faster and more efficient.

Cheaper – The new system would integrate the data causing the overall cost and time for the operations of the project to be cheaper and cost effective. The integration of the project would help in developing the improved processing and analysis.

Do more – The system developed would be helpful for forming the communication system development for RALS project and Globex organization.

Appropriate metric: The project of RALS involve the development of the appropriate measures of the operations by,

• Completing the project in the estimated schedule
• Achieving more than 70% of ROI on the project investment
• Accomplishing 110% of work load within the span of one month

Appropriate Timeframe: The project of RALS would involve the development of the appropriate timeframe of six months for completing the project operations and implementing the new system.

Summary MOV: The MOV can be helpful for completing the project in the estimated schedule, achieving more than 70% of ROI on the project investment, and accomplishing 110% of work load within the span of one month. The desired area of impact has been ranked as 1^stàCustomer, 2ndàFinancial, 3rdàOperational, 4thàStrategy, and 5thàSocial.  

Project Scope and Scope Management Plan

Scope of the project: The project of Development of RALS Project is implied for the development of the effective and improved system integration by the development of a ticketing system for the RALS. The project would involve the project plan, system design, implementation plan, system development, and testing results as the project in scope items. However, the change management plan, transportation of the materials and outsourced items for the project.

The resources of the project of Development of RALS Project include Analyst (Human), Documenter (Human), Project Manager (Human), Planner(Human), Budgeter (Human), Designer (Human), IT Engineer (Human), Database Admin     (Human), Developer (Human), Programmer (Human), Tester  (Human), Software (Material), Hardware (Material), Network Components (Material), Design Tools (Material), Computer Devices (Material), Documents (Material), and Testing Tools (Material).

Project Schedule

The Development of RALS Project schedule is shown in the Gantt chart below

The WBS for the Development of RALS Project is shown below,

Project Risk Management Plan

Quality Management Plan

The Development of RALS Project would imply the use of the effective project management concepts and processes. The quality management would be helpful for forming the development of the improved system analysis for the project. The quality management plan is developed by quality assurance, quality strategy development, quality mitigation, quality analysis, and quality strategy deployment management.

The verification of the quality assessment is employed for the deployment of the improvement activities and its configuration management through the quality management plan. The concept of system development would be helpful for integration of the project operations.

The validation activities include the quality matrix development for the deployment of the effective and improved processing. The quality management would be helpful for forming the development of the improved system analysis for the project.

Annotated Bibliography

Article 1: Project Quality Management: Why, What and How

According to Levin (2014), the desired area of impact for the project has been classified into the factors of strategy, customer, financial, operational, and social. The development of the project operations would confine the involvement of the project integration management and development. The analysis of the project operations would tend to form the smart processing of the operations. The values of the project include the use of the effective and improved processes of analysis for the development of the profound factor of development. The system development is implied for forming the faster and improved processing of the analysis project integration management.

Article 2: Impact of Total Quality Management Practices (TQMPs) on Construction Project Quality Performance

As opined by Kheni and Ackon (2015), the processes of the organization would be improved for making the operations faster and more efficient. The new system would integrate the data causing the overall cost and time for the operations of the project to be cheaper and cost effective. The integration of the project would help in developing the improved processing and analysis. The quality management would be helpful for forming the development of the improved system analysis for the project. The quality management plan is developed by quality assurance, quality strategy development, quality mitigation, quality analysis, and quality strategy deployment management. The verification of the quality assessment is employed for the deployment of the improvement activities and its configuration management through the quality management plan. The concept of system development would be helpful for integration of the project operations. The validation activities include the quality matrix development for the deployment of the effective and improved processing.

Article 3: Quality improvement primer part 1: Preparing for a quality improvement project in the emergency department

The quality management would be helpful for forming the development of the improved system analysis for the project (Chartier et al., 2017). The estimations of the task incorporate the utilization of the compelling and enhanced procedures of examination for the advancement of the significant factor of improvement. The framework advancement is suggested for shaping the speedier and enhanced handling of the investigation venture coordination administration. The procedures of the association would be enhanced for making the operations speedier and more effective. The new framework would coordinate the information causing the general cost and time for the operations of the task to be less expensive and savvy.

Project Closure Checklist

Project Evaluation

The evaluation of the project would be implied for the development of the effective and improved project integration management. It would help in using the project cost estimation, project scope, and checklist for the evaluation of the project.

References

Chartier, L. B., Cheng, A. H., Stang, A. S., & Vaillancourt, S. (2017). Quality improvement primer part 1: Preparing for a quality improvement project in the emergency department. Canadian Journal of Emergency Medicine, 1-8.

Corona-Suárez, G. A., AbouRizk, S. M., & Karapetrovic, S. (2014). Simulation-based fuzzy logic approach to assessing the effect of project quality management on construction performance. Journal of Quality and Reliability civil-engineering, 2014.

Handschu, R., Scibor, M., Wacker, A., Stark, D. R., Köhrmann, M., Erbguth, F., … & Marquardt, L. (2014). Feasibility of certified quality management in a comprehensive stroke care network using telemedicine: STENO project. International Journal of Stroke, 9(8), 1011-1016.

Heinrich, S., Irouschek, A., Prottengeier, J., Ackermann, A., & Schmidt, J. (2015). Adverse airway events in parturient compared with non?parturient patients. Is there a difference? Results from a quality management project. Journal of Obstetrics and Gynaecology Research, 41(7), 1032-1039.

Kheni, N. A., & Ackon, F. (2015). Impact of Total Quality Management Practices (TQMPs) on Construction Project Quality Performance in Developing Countries: Study of Construction Businesses in Ghana. International Journal of Management Science, 2(3), 35-51.

Kwon, O., Lee, N., & Shin, B. (2014). Data quality management, data usage experience and acquisition intention of big data analytics. International Journal of Information Management, 34(3), 387-394.

Levin, G. (2014). Project Quality Management: Why, What and How. Project Management Journal, 45(5).

Low, S. P., & Ong, J. (2014). Quality Management. In Project Quality Management (pp. 29-36). Springer Singapore.

Olafsdottir, H. (2016). Announcement of the IPMA Research Awards 2015. International Journal of Project Management, 34, A1-A2.

Papp, J. (2014). Quality Management in the Imaging Sciences-E-Book. Elsevier Health Sciences.

Phillips, J. (2013). PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

Asqtoronto.org., (2017).  Seven Quality Tools | ASQ Toronto Section 402.  Retrieved 9 September 2017, from https://asqtoronto.org/resources/quality-tools/seven-quality-tools/

Wagner, C., Groene, O., DerSarkissian, M., Thompson, C. A., Klazinga, N. S., Arah, O. A., … & DUQuE Project Consortium. (2014). The use of on-site visits to assess compliance and implementation of quality management at hospital level. International Journal for Quality in Health Care, 26(suppl_1), 27-35.

Wagner, C., Groene, O., Thompson, C. A., Dersarkissian, M., Klazinga, N. S., Arah, O. A., … & Lombarts, K. (2014). DUQuE quality management measures: associations between quality management at hospital and pathway levels. International Journal for Quality in Health Care, 26(suppl_1), 66-73.

Zeng, S. X., Tam, C. M., & Tam, V. W. (2015). Integrating safety, environmental and quality risks for project management using a FMEA method. Engineering Economics, 66(1).