EXECUTIVE SUMMARY
This Final Graduation Project (FGP) was completed in partial fulfillment of the
graduation requirements set forth by the MPM program at UCI. Its contents were
created in the context of United States company Aveanna Healthcare.
Aveanna provides home medical care services for medically fragile children and adults in 23 US states. These services include in-home nursing care, in-home aide services, respite care, school nurse services, therapies, rehabilitation, and medical supply services.
The company maintains an in-house IT department for all technical support. Aveanna Healthcare’s IT department undertook a project to upgrade the computer and Microsoft Office suite of every company employee. Such upgrades were necessary to ensure file compatibility and data security throughout the company.
To facilitate the efficient and successful resolution of this project, a comprehensive project management plan was created. The creation of this project management plan served three purposes. First, it provided the IT project team with a basis to complete their project in a way that would satisfy all stakeholders. Second, it contributed to the field of project management by providing an example of project management best practices.
Third, it developed the project manager’s own skills and knowledge related toproject management and IT projects.The general objective of this FGP was to develop a project management plan framed within the standards of the Project Management Institute to upgrade employee computers to Windows 10 and employee Microsoft Office suites to Office 365 at all Aveanna Healthcare branches across the United States of America.
The specific objectives were to prepare a project charter and plan for the execution of the Final Graduation Project (FGP), to develop a Scope Management Plan to specify what work the project will cover, to develop a Schedule Management Plan to understand how long the project will take and how to complete it within that time frame, to develop a Cost Management Plan to control the project budget, to develop a Quality Management Plan to ensure the adequacy of the project outcome, to develop a Resource Management Plan to identify what human and physical resources are necessary and how they will be applied, to develop a Communications Management Plan to control how project information is shared, to develop a Risk Management Plan to prepare for uncontrollable and/or unexpected events, to develop a Procurement Management Plan to decide how project resources should be acquired, and to develop a Stakeholder Management Plan to identify key project stakeholders and their needs.
This FGP was developed using definitions and project management best practices described in the sixth edition of the PMBOK ® Guide. Research was conducted through both qualitative and quantitative methods depending on the information required.
The tools used for each section of the FGP also varied depending on what was needed, but they included interviews, expert judgement, alternatives analysis, and various types of matrices as appropriate.
In order to first plan an appropriate approach to the FGP, a project charter and Work Breakdown Structure (WBS) were developed. These informed the FGP process by helping the project manager to identify assumptions, constraints, and risks and to plan each necessary step toward FGP completion. This structure helped to move the project forward.
The project management plan developed in this FGP included a management plan for the knowledge areas of scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management. The Scope Management Plan specified the project work and deliverables through a Project Scope Statement and a WBS.
The Schedule Management Plan established the project’s time frame via a Gantt Chart. The Cost Management Plan featured a budget created using averages and historical values. The Quality Management Plan ensured that the project’s outcomes will meet the needs of its stakeholders, outlining the responsibilities of each stakeholder and defining quality factors and metrics were defined. The Resource Management Plan analyzed the human and physical resources needed for the project and assigned roles to human resources via a RACI matrix.
The Communications Management Plan outlined what project information should be shared how, when, and with whom. The Risk Management Plan identified possible categories of risk with a Risk Breakdown Structure (RBS) then listed and prioritized specific risks.
The Procurement Management Plan defined how goods and services should be acquired from outside the project team. Finally, the Stakeholder Management Plan identified and analyzed stakeholders’roles and expectations.
The development of this FGP led to a number of recommendations for project managers both in general and specifically in the healthcare sector. First, all project managers should be familiar with the background of the project and sure of the appropriate planning approach before beginning to constructing a project management plan.
Next, project managers should be sure to always list the project exclusions and elaborate a WBS when planning scope management. Third, travel- heavy projects require project managers to familiarize themselves with project locations on a map. Fourth, project managers may need to research creatively when creating a Cost Management Plan. Fifth, project managers must be mindful of how they assign responsibility and accountability on a RACI matrix. Sixth, project managers should think beyond the project to the company as a whole when planning risk management.
AdditioOctober 2020nally, when planning procurements management, project managers should be aware that not all items require a contract to be procured. It is also important that project managers make overlapping management plans, such as the stakeholder, communication, and risk management plans, compliment each other. Finally, all project managers must be prepared to take on a leadership role and use critical thinking in project planning.
With regards to healthcare sector project managers, quality and communications management should be planned bearing in mind that certain stakeholders, particularly patients, benefit more the less they are involved in the project.
Project managers should therefore use pre-existing communication channels to monitor these stakeholders and refrain from assigning them any roles or responsibilities.
Estudiante : EVANGELISTA N. BARYLSKI
Aprobado : Octubre 2020
Tutor: Luis Diego Argüello Araya
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