Work Breakdown Structure – Project

Work Breakdown Structure – Project

Work Breakdown Structure – Project

Work Breakdown Structure – Project Overview and RBS

Team Project Part 2: Define the Work Breakdown Structure (WBS)

In Part 2 of your Project, you will develop a work breakdown structure (WBS) that must be accomplished in order to complete the Casino Medical Center project. Use the Team Project Scenario document in this week’s Learning Resources to help define your deliverables. (SEE ATTACHED FILE FOR TEAM PROJECT SCENARIO)

Begin by deciding, with your team, the approach to developing a work breakdown structure you wish to use (WE WILL USE THE TABULAR BREAKDOWN STRUCTURE). This approach will guide your process and the final design of the WBS. Your team will identify project deliverables that need to be accomplished to achieve the project’s goals. For each deliverable, relevant subtasks or activities must be identified (the work that needs to be done). Using these activities, you create a WBS. This WBS will be the basis for creating a project plan and schedule in Microsoft Project.

You and your team are not expected to know all of the deliverables and sub-activities that need to occur, but you should be able to use your combined experience, knowledge, and research to identify many of the necessary deliverables and supporting activities. Be sure to utilize course resources, as these resources should provide information on what to include in this part of the Team Project.

As you and your team address the discussion question below, you will be able to write and submit a 2- to 3-page team paper that summarizes the group’s work and that includes WBS diagrams of at least five high-level deliverables.

Deliverables to consider in defining the activities and tasks for the hypothetical project are included here. Your team will identify the unique deliverables for your project. Use specific names for the deliverables that reflect the project’s purpose.

Project Deliverables

1. Selection: Request for information & Request for Proposal

2. Installation: Hardware & Application

3. Configuration:  Screens, Interfaces, & Reports

4. Tested system: Test Scenarios, Integration test, & Customer acceptance test

5. New workflow:  Policies & Procedures and a Work Breakdown Structure diagram (Tabular Model)

To prepare:

• Review this week’s Learning Resources on work breakdown structures.

• Thoroughly examine the Team Project Overview document in this week’s Learning Resources to familiarize yourself with the requirements of this Assignment.

• Engage in discussion with your team members on how you will collaborate, distribute work, and submit the Assignment.

  To complete Part 2 of your Team Project:

• Collaborate on a 2 to 3-page paper that summarizes the group’s work and includes a WBS diagram of at least five high-level deliverables and a list of relevant tasks and subtasks. Based on the Team Project Scenario (SEE ATTACHED FILE)

Project Deliverables

1. Selection: Request for information & Request for Proposal

2. Installation: Hardware & Application

3. Configuration:  Screens, Interfaces, & Reports

4. Tested system: Test Scenarios, Integration test, & Customer acceptance test

5. New workflow:  Policies & Procedures and Work Breakdown Structure diagram (Tabular Model)

Required Readings

Biafore, B. (2010). Microsoft Project 2010: The missing manual. Sebastopol, CA: O’Reilly.

• Chapter 4, “Breaking Work Into Task-Sized Chunks” (pp. 77–100)

   This chapter explains how to create a work breakdown structure and how to import a work breakdown structure into Microsoft Project.

  Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.

• Chapter 3, “Project Management”

  • “Prepare Work Breakdown Structure and WBS Dictionary” (pp. 53–56)

    This section of Chapter 3 reviews the core processes of preparing a work breakdown structure (WBS). The chapter provides an example of a WBS and details its essential components.

    Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.

• Chapter 5, “Project Scope Management”

  • 5.3, “Create WBS” (pp. 125–132)

     This section of Chapter 5 reviews the process of creating a work breakdown structure. Specifically, the chapter examines how to determine inputs, WBS tools and techniques, and outputs.

    Kendrick, T. (2009). Identifying & managing project risk: Essential tools for failure-proofing your project(2nd ed., Ebrary version). New York, NY: AMACOM.

    Retrieved from the Walden Library databases.

• Chapter 3, “Identifying Project Scope Risk” (pp. 40–69)

   This chapter examines methods of identifying scope risks and the types of scope risks pertaining to project deliverables. The chapter highlights a variety of sources of scope risk as well.

  Shirey, M. R. (2008). Project management tools for leaders and entrepreneurs. Clinical Nurse Specialist, 22(3), 129–131.

  Retrieved from the Walden Library databases.

  The author of this article introduces project management tools that clinical nurse specialists may use to coordinate team work. The article highlights the usage of one such tool, the Gantt chart.

   

  Thomas, M., Jacques, P. H., Adams, J. R., & Kihneman-Wooten, J. (2008). Developing an effective project: Planning and team building combined. Project Management Journal, 39(4), 105–113.

  Retrieved from the Walden Library databases.

   This article analyzes project planning and control and the process of developing a project plan. The article also reports the results of research that sought to determine 137 organizations’ approaches to establishing projects.

  U.S. Government Accountability Office. (2009, March 2). Work breakdown structure. GAO Reports, 65–78. 

  Retrieved from the Walden Library databases.

   This article examines the importance of a work breakdown structure (WBS) in project management. The chapter demonstrates how a WBS assists in resource identification, cost estimation, and risk determination.

  Wu, Z., Schmidt, L. P., & Wigstrom, M. S. (2010). Product development workflow management based on work breakdown structure. IIE Annual Conference. Proceedings, 1–5.

  Retrieved from the Walden Library databases.

  The authors of this article highlight the usage of WBS in managing complex product development projects. The authors examine how a WBS helps represent and manage the intricacies of tasks and activity relationships.

  Mathis, M. (n.d.). Work breakdown structure: Purpose, process and pitfalls. Retrieved March 13, 2013, from http://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.html

   This article provides a general review of the WBS. The author focuses on the purpose, process, and pitfalls of a WBS.

  Document: Team Project Scenario (See ATTACHED PDF IN FILE AREA)

   This document presents a scenario your team will use for the Team Project

  Required Media

  Laureate Education (Producer). (2013c). Planning, part I: Defining project scope and activities [Video file]. Retrieved from /orders/class.waldenu.edu 

  Note: The approximate length of this media piece is 6 minutes.

   In this presentation, the participants discuss defining project scope and project activities, using the work breakdown structure, and managing project risk through SWOT analysis.

NURS 6441 Team Project Scenario

Casino Medical Center (CMC) in Las Vegas, a 600-bed hospital, has expanded significantly over the past 3 years. In an effort to respond to the increased workload of all hospital staff, the chief information officer (CIO) and the vice president of patient care services (VP-PCS) at CMC determined the need to analyze hospital processes throughout the organization. The CMC organizational analysis revealed a number of areas that needed improvement. At the same time, broad changes in regulatory requirements required immediate adjustments in processes.

The organizational analysis was conducted across all departments and found the following organization-wide issues.

 Quality reviews discovered a hospital-wide medication administration error rate of 20% with some tasks identified as redundant tasks.

 Complying with new federal reporting requirements has increased the time needed to complete the medication administration process.

CMC responded to the problem by purchasing an enterprise-wide health care information system from Topmost, one of the leading enterprise-software vendors in the country. The functionality of the system directly addresses the medication administration issues found in the organizational analysis. Several modules of an electronic health record system (EHRS) have already been implemented, as shown in the table below. As employees of Topmost, you and your team are charged with implementing this medication administration system for CMC, the final phase of the EHRS project. This medication administration system includes an electronic medication administration record (eMAR), Barcode Medication Administration (BCMA), and physical administration of medication. Note: For the remainder of this scenario, this whole process will be referred to as the Medication Administration System (MAS).

Module Implementation Status

Module in the HIS System

Status of Module Implementation

Fully implemented

Partially implemented

In pilot Not yet implemented

ADT (Accounting System) X

Order Entry/Results Reporting OE/RR)

X

Billing and Financials X

Ambulatory and Acute Care Clinical Documentation System

Module in the HIS System

Status of Module Implementation

Fully implemented

Partially implemented

In pilot Not yet implemented

Laboratory X

Medication Administration System (MAS)

Note that the Medication Administration System (MAS) module has not been implemented.

The CIO and VP-PCS relate that there are a number of challenges associated with the CMC health care information system program, including the MAS project. One risk is that the initial implementation of the MAS may result in a temporary increase in medication errors. Another risk is that staff resistance to the new workflows and processes brought about by the MAS may cause delays in the completion of the implementation.

In meetings with the CIO and VP, they state that the first task for the team is to develop the project charter. The MAS team is assigned specific elements to be included in the project charter: the mission of the project, the problem statement, the project objectives, key stakeholders, milestones, and risks for the project. A list of the team members and the team’s plan for collaboration on this project also will be integrated into the charter.

A new chief medical information officer (CMIO) has been hired. This CMIO does not have the informatics expertise required to lead this critical and large project. However, the CMIO has gained solid experience on small-scale decision-support projects at a former institution while studying informatics in graduate school. The CMIO is looking forward to learning from you and your team.

The budget for the MAS project is approved up to $1 million. If more than $1 million is needed to implement the project, the additional expenditure must be justified in a project plan that key stakeholders approve. The software application for the Medication Administration System and necessary hardware have already been purchased, but they ha

Work Breakdown Structures

ADDITIONAL INSTRUCTIONS FOR THE CLASS

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• Discussion Questions (DQ)

Initial responses to the DQ should address all components of the questions asked, including a minimum of one scholarly source, and be at least 250 words. Successful responses are substantive (i.e., add something new to the discussion, engage others in the discussion, well-developed idea) and include at least one scholarly source. One or two-sentence responses, simple statements of agreement or “good post,” and responses that are off-topic will not count as substantive. Substantive responses should be at least 150 words. I encourage you to incorporate the readings from the week (as applicable) into your responses. Work Breakdown Structure – Project

• Weekly Participation

Your initial responses to the mandatory DQ do not count toward participation and are graded separately. In addition to the DQ responses, you must post at least one reply to peers (or me) on three separate days, for a total of three replies. Participation posts do not require a scholarly source/citation (unless you cite someone else’s work). Part of your weekly participation includes viewing the weekly announcement and attesting to watching it in the comments. These announcements are made to ensure you understand everything that is due during the week.

• APA Format and Writing Quality

Familiarize yourself with the APA format and practice using it correctly. It is used for most writing assignments for your degree. Visit the Writing Center in the Student Success Center, under the Resources tab in Loud-cloud for APA paper templates, citation examples, tips, etc. Points will be deducted for poor use of APA format or absence of APA format (if required). Cite all sources of information! When in doubt, cite the source. Paraphrasing also requires a citation. I highly recommend using the APA Publication Manual, 6th edition.

• Use of Direct Quotes

I discourage over-utilization of direct quotes in DQs and assignments at the Master’s level and deduct points accordingly. As Masters’ level students, it is important that you be able to critically analyze and interpret information from journal articles and other resources. Simply restating someone else’s words does not demonstrate an understanding of the content or critical analysis of the content. It is best to paraphrase content and cite your source.

• LopesWrite Policy

For assignments that need to be submitted to Lopes Write, please be sure you have received your report and Similarity Index (SI) percentage BEFORE you do a “final submit” to me. Once you have received your report, please review it. This report will show you grammatical, punctuation, and spelling errors that can easily be fixed. Take the extra few minutes to review instead of getting counted off for these mistakes. Review your similarities. Did you forget to cite something? Did you not paraphrase well enough? Is your paper made up of someone else’s thoughts more than your own? Visit the Writing Center in the Student Success Center, under the Resources tab in Loud-cloud for tips on improving your paper and SI score. Work Breakdown Structure – Project

• Late Policy

The university’s policy on late assignments is a 10% penalty PER DAY LATE. This also applies to late DQ replies. Please communicate with me if you anticipate having to submit an assignment late. I am happy to be flexible, with advance notice. We may be able to work out an extension based on extenuating circumstances. If you do not communicate with me before submitting an assignment late, the GCU late policy will be in effect. I do not accept assignments that are two or more weeks late unless we have worked out an extension. As per policy, no assignments are accepted after the last day of class. Any assignment submitted after midnight on the last day of class will not be accepted for grading.

• Communication

Communication is so very important. There are multiple ways to communicate with me: Questions to Instructor Forum: This is a great place to ask course content or assignment questions. If you have a question, there is a good chance one of your peers does as well. This is a public forum for the class. Individual Forum: This is a private forum to ask me questions or send me messages. This will be checked at least once every 24 hours. Work Breakdown Structure – Project

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