NHS FPX 8040 Assessement 2 Project Charter Part 2
Use this template to develop your project charter, replacing the instructional text in the cells with the required information. Consider making a copy of this template should you require a second look at the instructions. For each part of the charter, review the step-by-step instruction, replacing the instructional text in the cells with your information. Submit the assessment template as one document for each of the assessments so we can evaluate the progression of the project.
Chief Nursing Officer (CNO)
A.J He oversees all clinical initiatives at CHP as the Director, Critical Care Medicine (DCCM). As the organization’s official representative in the nursing and health care community, the CNO maintains regulations. For a pediatric trauma center to qualify as level 1 it has to adhere to hospital policies, state regulations, and federal regulations. Because the CNO must approve the budget and risks associated with every project on the nursing task list, the project must be approved by her. Ingwell-Spolan (2018) states that “CNOs have a demanding and complex role that demands accountability” (Chapter 1). Patient-centered projects are completed through motivation and empowerment on the part of the CNO. Pediatric Intensive Care Unit (PICU) clinical projects are overseen specifically by the DCCM. Data from PICU charts can be recorded electronically by the DCCM for the purpose of ensuring that initiatives are completed. It is possible for the DCCM to detect increasing mortality rates in the PICU if continuous rectal probe monitoring is charted from the beginning and every hour. To ensure the unit received proper education, the DCCM would assist with staff development.By NHS FPX 8040 Assessment 2 Project Charter Part 2
Title/Department and/or Affiliation
Rationale for Selection/Contribution to the Project
Project Manager/ Hospital Administrator
D.S has been working in her role for over 15 years. She brings a lot of insight and knowledge to the organization. She has over 20 years of experience in pediatric medicine. To ensure quality patient care, they work with the CNO to identify gaps in practice in the PICU. Taking serious health decisions and setting treatment protocols are D.S..’ responsibilities. D.S. must also oversee which initiatives are related to higher mortality rates to create a streamline approach. The role requires D.S.. to have a high degree of critical thinking with exceptional communication and listening skills D.S. also has up-to-date knowledge of the latest research for hypothermia being correlated with negative patient outcomes in pediatric trauma patients.
Director of Critical Care Services/ Hospital Administration
S.T. has 20 years of experience as a director of critical care medicine. As a result of their communication with the CNO, they are able to identify PICU gaps and determine where projects are necessary to ensure quality patient care. In order to make serious health decisions, S.T implements treatment protocols and makes serious decisions about health care.
Director of PICU/ Nursing Administration MSN
J.T. has been working with the organization for over 10 years. He has had management roles for most of his career in both the emergency room and PICU. He was also the head of the trauma team. He is very analytical and has amazing observation skills. He can quickly and effectively assess his patients. He uses evidence-based practice protocols and has great communication skills.
Nurse Lead/ Bedside nurse, shift supervisor RN,MSN
J.G. has been with the organization for over 5 years. She brings experience from the pediatric population and teaches at the local community college. She has worked on different projects throughout the hospital with the nursing team. She gives excellent care and is great with her critical thinking skills. She has built a great reputation with the physicians, staff, and patients.
T.K Nurse Manager, RN MSN
His role is to oversee the medical and pediatric unit. He is able to care for any patient. He has two types of leadership styles I have observed. One is transformational as he is always looking to help others. Transformational leaders motivate their followers to identify with the leader (Jyoti & Bhau, 2015). The other one is bureaucratic. He is always influencing others to follow and assist with different tasks. Sougui et al (2015) also presented similar results which stated that the bureaucratic leadership style does not impact the employee as well as organizational performance significantly. This method is beneficial only when the tasks are to be done in long time following the mentioned procedure (Sougui, et al., 2015). These two I can relate because I can convince my staff to support my project idea and motivate the team. These are great styles for the performance and success of my project by leading a team and coming up with results. He also has great emotional and communication skills which help with the project
Jyoti, J. & Bhau, S., 2015. Impact of transformational leadership on job performance: Mediating role of leader– member exchange and relational identification. SAGE Open, 5(4), pp. 1-13.
Sougui, A. o., Bon, A. T. B. & Hassan, H. M. H., 2015. The Impact of Leadership Styles on Employees’ performance in Telecom Engineering companies, s.l.: International Conference on Tourism and Hospitality.
NHS FPX 8040 Assessment 2 Project Charter Part 2
Title/Role or Affiliation
Connection to the Project
How Affected/Impacted by Project?
Contribution to the Project
As a result of reducing mortality among patients in this population, their morale improves
In order to reach 100% of pediatric trauma patients with rectal probes, the TEMT project’s implementation and success would directly impact the company’s supply and demand chains.
Assist with equipment usage and availability
The board of directors
Represents the hospital
In addition to reducing mortality rates caused by hypothermia, TEMT’s implementation and success will improve the patient’s and family’s satisfaction.
The hospital’s reputation will be enhanced, and referrals will increase, resulting in financial support for the hospital.
The Project Team
Execution of this project
As a result, pediatric trauma patients may benefit from recognition of the reduction in mortality rates.
When even one life is saved by the project, the team feels successful.
Among pediatric patients in the United States, unintentional injuries are the leading cause of death. (Centers for Disease Control and Prevention, 2019) More than 12,000 children die every year because of unintentional injuries, such as burns, drownings, falls, poisonings and traffic accidents. A project manager will be appointed on February 10, 2023, to reduce the mortality rate in Advent Hospital’s PICU. As part of the TEMT project, A.D., the project manager, will plan a layout using the EHRs of Advent Hospital’s cardiology department. D.H. will approve TEMT and CV. It is expected that the project will be completed by August 21, 2023. A.S. will recruit E.S. to lead the TEMT project at the PICU. Simultaneously, S.R. and B.H. are being recruited on August 25, 2021, as the nurses responsible for the TEMT project. The project manager is going to distribute the project guidelines to the team on August 26, 2023. The SR as well as B.H. are responsible for accurately diagnosing hypothermia patients in a timely manner. Both the SR and the B.H. are also responsible for reducing risks associated with continuing to monitor and rewarm the rectal probe. An accurate diagnosis and precise diagnostic reports will be the responsibilities of a technician. E.S. oversees assisting S.R. and B.H. in monitoring the temperature of the rectal probe and in rewarming it as necessary. To reduce the mortality rate due to hypothermia at CHP Hospital, AD will ensure that the TEMT project team follows guidelines and provides timely diagnosis. The director will train the team on time management on January 15, 2023. Furthermore, the training will specify how all patients enrolled in the TEMT project at CHP hospital will need to update their electronic health records. On August 15, 2023, we will note and record the mortality rate in the PICU due to hypothermia. September 1, 2023 will mark the launch of the TEMT project. A three-month review of the project’s progress will be discussed by the team and all stakeholders on December 31, 2023. At the end of six months, the mortality rate due to hypothermia in the PICU of Advent Hospital will be evaluated on February 28, 2024. The TEMT project will be funded by the Society for Pediatric Research (Tarini, n.d.).
Centers for Disease Control and Prevention. (2019, February 6). CDC childhood injury report. CDC Childhood Injury
Tarini, B. (n.d.). SPR Awards and Funding Opportunities. Society for Pediatric Research. https://www.societyforpediatricresearch.org/about/.