Project Brief
Projects are necessary when a person, group, or organization plans to implement or execute changes regarding their day-to-day activities. In this task, the project involves implementing and integrating a central transportation application for ten hospitals on a cloud service. The project’s goals are to ensure that the ten hospitals have reliable upgrades regarding the new technology, the second goal is to have a centralized system that can easily track transport groups for different patients, and lastly, to ensure the hospitals have organized transportation support through the use of green methods in healthcare provision (Kerzner 104). The objectives include improving clinical practice and patient satisfaction, as well as reducing potential adverse impacts, such as mortalities resulting from delayed transportation. The project’s total cost is estimated to be 852,000 dollars, which shall last 12 months.
The Project Goals and Objectives
Reliable Upgrade in the New Technology
For the hospitals to have a seamless transition into transportation technology, the reliability of the tech is necessary. The central transporting application that is preferred in this case is TeleTracking XT and BedWatch, which uses artificial intelligence (AI) to perform functions specifically regarding patient throughput in hospital settings (Ikharo et al. 56). The upgrade, in this case, means the use of a flexible cloud-centric application that has an interface with deployable functions to monitor patient movement internally and externally.
Reliability is a key goal due to the complexity of hospital functions, which require proper tracking of activities to avoid personal or group liabilities. To achieve this goal, the objective is to enhance clinical services, where doctors and nurses will receive a computerized report detailing the patient’s movement and the time required for action to be taken regarding hospitalization (Kropp et al. 461). To meet the objective, it is necessary to have service providers within the institutions to ensure that all tasks are updated on time and checked for any lapses.
Centralized System that Easily Tracks Transport Group
A central system is essential, as it ensures that all clinical activities are linked together, allowing functions to be monitored from a single point. Having the systems configured so that patient data can be viewed from any virtual point is crucial (Kang et al. 21). Centralization reduces communication gaps, thereby enhancing medical decision-making.
For example, a person monitoring the system can detect delayed transport activities, such as transferring a patient from one hospital department to another (Tam et al. 175). That facilitates a rational course of action that improves patient satisfaction, which is the second objective. Centralization leads to collaborative and joint healthcare practices, which increase productivity and positively impact patient satisfaction.
Organized Transportation System with Green Metrics
The implementation of central transport applications raises the bar for hospitals’ healthcare frameworks. When systems are centralized, transportation elements are organized, which requires modern technology to model key functions for clinical success (Kropp et al. 442). It is essential to note that transportation is not based on a single unit but on the entire institution, encompassing all available departments. In this case, the green metrics involved include having a strong network system that uses computerized measures to support various actions.
For example, the application can be configured to open from a particular portal without relying on a program to facilitate access (Ikharo et al. 61). This leads to an organization that allows Objective Three to reduce mortalities and succeed. The aim of reducing the number of deaths is achieved through the use of technology to organize transportation systems, where careful monitoring prevents potential adverse effects.
Key Customers and Stakeholders in the Projects
The customers for this project comprise a specified number of hospitals, while the stakeholders include service providers, nursing informatics professionals, and project managers. Ten hospitals require this execution to be completed after respective periods. The time required for the transition to end varies among hospitals, with some having a two-month timeline, others a three-month timeline, and a few more than three months (Kropp et al. 453). Therefore, after twelve months, all the hospitals should have implemented the transport application.
The service providers are critical support teams and technicians who respond to required digital actions that enable the systems to work efficiently. These professionals can troubleshoot potential problems and prevent the system from toppling. Nursing informatics encompasses a group of healthcare professionals responsible for handling the end-user interface during hospitalizations (Kang et al. 18). The other group of stakeholders for the project includes assistant project managers who will spearhead operations and oversee progress to completion. The ten hospitals must be prepared to invest in a new microservices architecture, ensuring improved services.
Milestones and Deliverables for the Project
Milestones and deliverables in project management mark essential stages that determine the success of the tasks being completed. The first milestone will be successfully installing digital equipment, such as servers and access points, to enable program integration. The milestone is key since it marks the foundation of the application in terms of workability.
The second milestone will be successful centralization, utilizing various interlinked accounts for different hospitals, which can be viewed online from a single point (Kerzner 181). At this stage, it will not be necessary to check the compatibility of the systems. Instead, to confirm if the digital elements can be traced from a virtual network model.
The third milestone will be a fruitful operation that shows results. For example, this may involve the first generation of clinical practice data regarding patient movement within the set units. The key deliverable in the project is a comprehensive combination of application utilities to demonstrate a deployable function, specifically in the context of patient transportation. At this point, the hospitals should be ready to assess whether the program can provide credible data by utilizing online activities to support the organization’s success (Tam et al. 172). This deliverable should be the first assignment for the project manager to report to the institution’s top executives regarding the tested system functionality.
Timeline
The first month will involve selecting a team to implement the application. The team comprises diverse professionals with different levels of knowledge and expertise in the Internet of Things (IoT). The team shall comprise two project managers, each with an assistant, and five individuals working on the project activities. Therefore, it means ten people shall undertake the project, with the overall project manager included.
The second month will involve assembling project requirements, including the tools, equipment, services, and other resources that will be used to initiate the project (Kerzner 84). At this stage, forecasting of costs will be made possible, with monetary measures discussed in terms of sustainable actions.
Table 1: Project timeline
The third to the sixth months shall involve the actual implementation, where working on the systems will be undertaken rationally to ensure the project has a strong foundation. The seventh and eighth months will be dedicated to migrating data for various hospitals, where the system will be configured to align with the specific needs of each hospital and its medical functions. Data migration takes time, including setting up databases with electronic records and mapping the possible legacy configurations.
The ninth month will involve creating a user-training program, as the applications will require the introduction of nursing informatics for conceptualization and implementation. That may involve weekly training before the project is officially launched in healthcare firms. The tenth month will be dedicated to testing, where the digital elements will be integrated to verify compatibility and sustainability in the industry. The following two months will be dedicated to launching the applications in hospitals and evaluating whether the expected deliverables are met on time. After that, the service providers shall liaise with nursing informatics to monitor the application’s progress.
Costs
The total cost for the implementation is anticipated to be $852,000.00 from start to completion. That is an approximation that each healthcare firm will account for approximately $82,500.00 to implement the new program in their workspace. The implementation milestone will be costly, as it involves the purchase of equipment, machines, and expertise. The consultation for various activities with experienced and existing service providers will cost approximately $5,000, as shown in Table 2 below. Other project costs are listed in the table, and the approximation is based on current economic metrics and market values.
Table 2: Project costs
Works Cited
Ikharo, Braimoh, et al. “Security for Internet-of-Things Enabled E-Health using Block-chain and Artificial Intelligence: A Novel Integration Framework.” 2021 1st International Conference on Multidisciplinary Engineering and Applied Science (ICMEAS). IEEE, 2021. 50-66.
Kang, Seungjin, et al. “Survey on demand for adoption of Internet of Things (IoT)-based services in hospitals: Investigation of Nurses’ Perception in a Tertiary University Hospital.” Applied Nursing Research 47 (2019): 18-23.
Kerzner, Harold. Project Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance. John Wiley & Sons, 2022.
Kropp, Tobias, Shiva Faeghi, and Kunibert Lennerts. “Evaluation of Patient Transport Service in Hospitals Using Process Mining Methods: Patients’ Perspective.” The International Journal of Health Planning and Management 38.2 (2023): 430-456.
Tam, Carlos, et al. “The Factors Influencing the Success of On-Going Agile Software Development Projects.” International Journal of Project Management 38.3 (2020): 165-176.