lagneaux a week_8_ppt_presentation
TRANSCRIPT
Smart Intravenous Pump Project Kickoff MeetingJune 25, 2014Chamberlain College of Nursing
Sponsor
•Toni Hebda, PhD, RN*-BC, MSIS, CNE▫[email protected]▫Phone: 630.353.8827 ▫Cell: 724.809.3427
Project Management Team
•Project Manager: Aaron Lagneaux▫[email protected]▫319.431.8036
•Sponsor: Toni Hebda, PhD, RN*-BC, MSIS, CNE▫[email protected]▫Phone: 630.353.8827
•Second Life Liaison: Paul Woodcock▫[email protected]
Kickoff Meeting Goals
•Meet and greet team•Establish communications•Appreciate how this project aligns with
Chamberlain College of Nursing’s mission and goals
•Discuss key factors for success
Chamberlain College of Nursing’s Mission•Chamberlain provides a superior nursing
education experience distinguished by academic excellence, innovation, integrity and world class service. We are committed to graduating compassionate, ethical and knowledgeable nurse leaders who are empowered to transform healthcare.
Establishing Expectations
•Plan•Change Management•Risk Management•Communication Plan•Reporting Requirements•Closing Process
Senior Management
•Importance of project▫Improve student education at Chamberlain
•Teamwork▫Good things happen
Project Management and
Planning
Project Management Objectives•Develop smart room technology for
Chamberlain College of Nursing’s Second Life offering
•Expanding our educational experience while aiding to Chamberlain College of Nursing’s educational offering for future students
Project Team Roles
•Project Manager: Aaron Lagneaux▫Be responsible and accountable for the
delivery of the project•Project Sponsor: Dr. Toni Hebda
▫Provide amble consultation and direction if/when necessary
•Second Life Liaison: Paul Woodcock▫Build smart intravenous pumps within
Second Life from the project manager’s detailed workflows and vision
Project Management Tools
•Microsoft Project•Microsoft Visio•Evidence-based literature•Strong and experienced project sponsor
Project’s Key Milestones
•Kickoff meeting•Complete buy-in from team•Smart pump prototypes•Go-Live•Feedback and rework
Meetings
•Weekly (at minimum)•More often (if necessary)
Managing Change
Change Is Expected
•Kind of change▫Schedule▫Product▫Feedback
•When does change matter?▫Too far off-schedule▫Unsuccessful implementation
Impact of Change
•Change Threshold▫When to
Discuss Report Meet
Managing Change
•Potential•Actual
Risk Management
Managing Risk
•Identify risk•Assess risk•Control risk
Communication Plan
Format
•E-mail•Phone•Second Life
Frequency
•Weekly meetings•Daily e-mails
Reporting Requirements
Types of Reports
•Progress•Status•Risk•Change
Frequency of Reports
•Project Manager – 1st of every month•Project Sponsor – 5th of every month•Second Life Liaison – 5th of every month
Purpose of Reports
•Progress•Status•Risk•Change
Closing Process
Closing Meetings
•Wrap-up•Congratulate each other
Verification
•Project verified by:▫Project mentor/sponsor▫Practicum professor
End of Project
•Successful Indicators▫Success▫Student satisfaction▫Verification
Input
•Questions/Concerns?•Q & A
Thank you!
•Effort•Commitment•Follow-through
References
•Hastings, S. O., & Payne, H. J. (2013). Expressions of dissent in email: qualitative insights into uses and meaningsof oranzational dissent. Journal Of Business Communication, 50(3), 309-331.