NHS FPX 8040 Assessment 2 Project Charter Part 2
Project Charter: Part 2 – Project Team
| Title/Role | Department and/or Affiliation | Rationale for Selection/Contribution to the Project |
|---|---|---|
| Executive Sponsor | Chief Nursing Officer (CNO) | A.J, the Director of Critical Care Medicine (DCCM), oversees clinical initiatives and serves as the official representative in the nursing and healthcare community. The CNO, accountable for maintaining regulations, approves project budgets and assesses associated risks. Motivated by empowerment, the CNO leads patient-centered projects, while the DCCM focuses on overseeing Pediatric Intensive Care Unit (PICU) clinical initiatives and electronic charting. (Ingwell-Spolan, 2018; NHS FPX 8040 Assessment 2 Project Charter Part 2) |
| Project Manager/ Hospital Administrator | DNP, FNP, MBA | D.S. has over 15 years of experience, providing valuable insight and knowledge in pediatric medicine. Collaborating with the CNO, D.S. identifies gaps in PICU practices for quality patient care. Responsibilities include making critical health decisions, implementing treatment protocols, and overseeing initiatives related to higher mortality rates. D.S. possesses critical thinking, communication, and research skills, focusing on negative outcomes in pediatric trauma patients. |
| Director of Critical Care Services/ Hospital Administration | DNP | S.T. leverages 20 years of experience to identify PICU gaps and determine necessary projects for quality patient care. S.T. implements treatment protocols and makes crucial health decisions through communication with the CNO. |
| Director of PICU/ Nursing Administration MSN | J.T. | With over 10 years in management roles, J.T. excels in analytical and observational skills. Specializing in Pediatric Intensive Care Unit (PICU) and trauma team leadership, J.T. applies evidence-based practice protocols and effective communication for successful project outcomes. |
| Nurse Lead/ Bedside nurse, shift supervisor RN, MSN | J.G. | J.G., with over 5 years in the organization, contributes pediatric experience and teaching expertise. Known for critical thinking skills, J.G. has collaborated on various hospital projects, earning a positive reputation among physicians, staff, and patients. |
| Leader | T.K Nurse Manager, RN MSN | T.K., overseeing the medical and pediatric unit, exhibits both transformational and bureaucratic leadership styles. With a focus on motivating and influencing, T.K. aims for project success through staff support and motivation. Strong emotional and communication skills contribute to project leadership. (Jyoti & Bhau, 2015; Sougui et al., 2015) |
References:
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), 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. International Conference on Tourism and Hospitality.
Stakeholders
| Title/Role or Affiliation | Connection to the Project | How Affected/Impacted by Project? | Contribution to the Project |
|---|---|---|---|
| Patients | Patients affected | Improved morale through reduced mortality among pediatric trauma patients | Feedback |
| Dax Equipment Supplier | Supplier | Direct impact on supply and demand chains | Assist with equipment usage and availability |
| The Board of Directors | Represents the hospital | Improved patient and family satisfaction due to reduced mortality rates caused by hypothermia | Enhanced hospital reputation, increased referrals, and financial support for the hospital |
| The Project Team | Execution of this project | Recognition of the reduction in mortality rates among pediatric trauma patients | A sense of success when even one life is saved by the project |