Project Manager
Initiation
Mary, the project manager, identified that cancer was a big challenge. Additionally, the cancer care team had interacted with several cancer cases qualifying the hospital with the finest cancer care specialists (Auti, Pandey, & Shah 37). Lisa, fifty years patient, presented a breast cancer case that involved complex interdependent activities. In the case, the diagnosis and screening resulted in a suspicious judgment that made nurses refer her to a cancer care hospital (Jovanovic & Beric 5). Notably, the cancer care project manager identified that solving Lisa’s case would have exposed the hospital to several other opportunities to exercise the gained skills. Additionally, Mary noted the cancer care hospital’s strength because it had functional electronic healthcare records that would facilitate communication and updating sessions (Auti, Pandey, & Shah 39). Besides, the cancer care team was the finest in the state and believed that they had an opportunity to reverse early diagnosed cancer cases using evidence-based medicine principles.
Planning
The project manager planned to maintain clear communication lines during critical emergencies (Auti, Pandey, & Shah 42). Mary, a project manager, drafted a list of stakeholders and healthcare staff to handle Lisa’s case. In her plan, Mary set timelines and personalized schedules for information distribution. During the treatment, Lisa and her family were worried about their finances. Therefore, the project manager facilitated the patient’s treatment with the hospital (Jovanovic & Beric 9). The existence of personal trust and bond between the patient and the caregivers was among the facets established to facilitate pivotal treatment. Additionally, the project manager set point of care information to ease decision making and questioning of care services if the patient is seriously ill. The hospital also had a guarded prognosis that would help cancer care staff engage and support the patients’ family members (Jovanovic & Beric 7). The project manager also identified failures that may threaten the project and held a kickoff briefing meeting with the cancer care team. In the forum, briefings about the patient’s welfare were given.
Execution
The project manager set the on-duty nurses to admit Lisa into the emergency ward. Additionally, the project manager gave consistent briefings on the patient’s progress by overlooking at the communication systems (Auti, Pandey, & Shah 43). The process aimed to track needed information to integrate quality healthcare, thereby allowing the team to identify the necessary adjustments in the evidence-based medicine administration (Jovanovic & Beric 10). The developed working schedule made the team to offer timely services on the cancer patient. Besides, the hospital had electronic health records that eased track on the patient progress (Auti, Pandey, & Shah 43). Lisa was treated with minimal errors due to the distribution of accurate information through EHR and other hospital communication technologies.
Closure Phases
The project manager assessed cases in which the communication system broke down, and the abnormal lab reports that could have resulted in errors during the treatment (Jovanovic & Beric 12). In the reviews, the project manager made remarks on the cancer care team, indicating how well they adapted to the technology revolutions during the reports and briefings. The project manager learned that restating communication revolved around planning, providing, and tracking appropriate information needed to enhance integrity and quality healthcare (Tereso et al. 20). Besides, the project manager understood why time is a premium in-patient care and that identifying stakeholders early is a critical step.
Works Cited
Auti, Prashant, Rishabh Pandey, and Vatsal Shah. “Project management in medical publication writing: A less explored avenue in pharmaceutical companies and clinical research organisations.” Medical Writing 25 (2016): 36-44.
Jovanovic, Petar, and Ivana Beric. “Analysis of the available project management methodologies.” Management: Journal of Sustainable Business and Management Solutions in Emerging Economies 23.3 (2018): 1-13.
Tereso, Anabela, et al. “Project management practices in private organizations.” Project Management Journal 50.1 (2019): 6-22.