Alarm Fatigue Resolution
Project Timeline from Implementation to Evaluation
Alarm fatigue resolution project is a critical project in the health care department and needs cautious implementation with minimal or no disruption of the daily activities in the care of patients. The approximate period for the implementation of this project and an evaluation thereafter will be three months. Four sequential processes will characterize project within the three months as follows:
Stage 1: Planning, ordering and putting up the implementation material and gathering the project implementation team (both technical and supportive) — This will be done in the first three weeks. It is the first phase of this project and is vital for the realization of the entire implementation. Planning and gathering the project team together will allow sufficient time for consultation and discussion for this project and the way the implementation will continue as planned (Huber, 2010).
Stage 2: Identification of all the alarm controlled equipment and the number of patients currently using the equipment — this will be done in the next one week. It is important that all the alarm-controlled equipment in the hospital and patients using the alarm equipment be identified. It will enable the team to work with the number of alarm equipments in mind and enhance the implementation process. Consequently, there will enhance minimal interruptions of the daily business in the hospitals especially around the equipment with alarm systems (Kerzner, 2004).
iii. Stage 3: Project implementation: this will be done in the next five weeks, which falls in the subsequent two to three months of the project implementation. It will involve the actual effecting of the identified solutions to the problems existing in a smooth procedure that will not stall any operations in the hospital. It may require shifting of patients to other equipment or waiting until a patient is discharged, especially the critical ones that depend entirely on the equipment for monitoring and evaluation. This stage will also involve recruiting more staff in the hospital to monitor the patients from time to time, to cover up for the role that was being played by the alarms, as the project is implemented.
iv. Stage 4: Project evaluation — This will be done in the next three weeks of the project, which falls in the third and last month of the project. This stage is vital since it will help to find out the success of the project that was being undertaken. It will involve testing of the new systems and also putting together the actual cost of the entire project, comparing it to the budget.
Project Budgetary Considerations for the Resolution Implementation
The budget for the project is vital to the success of the project since it gives the approximate costs that the entire project will require. The various considerations to be given in budgetary allocations include:
i. Personnel: This includes all the direct participants in the implementation of the project, both the technical and supportive team members. The budgetary allocation is towards their salary and allowances during the project implementation.
ii. Equipment: this cost is towards the purchase or maintenance of the equipment that will be needed in the project implementation. Without the appropriate equipment, the project will stall, and the set timelines will not be achieved (Cleland, 1999).
iii. Supplies and expenses: This covers the cost for all the peripheral items supplied besides the main equipment. These items may include stationery, computers, and software to run the systems, among other things. The expenses will also include the communication costs.
iv. Transport: this cost will be towards the transportation of various items bought, and not supplied by the suppliers. It also includes the travel costs for the various key personnel in the course of the project implementation (Kerzner, 2004).
v. Subcontracts and consultants: this caters for any work subcontracted to other organizations and the various consultants dealing with some specific sections of the project. Such sections may incur extreme costs if they are handled directly, for instance, the design and management of appropriate systems required and the networking of the various systems in use (Huber, 2010).
In the successful implementation of this project, personnel will play a main role as earlier discussed. The proposed staffing plan to be used is Gap analysis — Supply Forecast — Recruitment. The gap analysis stage is where a proper stock is taken of all the personnel required. It helps to avoid double hiring or overload of personnel in a certain section while other sections are understaffed. Supply forecast is where the source of the key personnel required is considered critically. It helps to know where to get the required staff according to the position. Some positions will require experienced personnel while others may require fresh personnel with little or no experience. The experienced personnel may be recruited from other areas where they are doing similar work, while the inexperienced personnel may be recruited from fresh graduates or general job seekers (Cleland, 1999).
Recruitment involves the actual employment of the necessary personnel required according to the need. This may consume some significant time because it involves interviews, after advertisement of the job, to get the right candidates for the task. In the staffing plan, the best personnel should also be considered for retention to handle futuristic similar projects. It will save the organization time and costs that may be lost during project implementation in recruiting and training new staff for such positions in the future.
Cleland, D.I. (1999). Project management: strategic design and implementation (3rd ed.). New York: McGraw-Hill.
Huber, D. (2010). Leadership and nursing care management (4th ed.). Maryland Heights, Mo.: Saunders.
Kerzner, H. (2004). Advanced project management: best practices on implementation (2nd ed.). Hoboken, N.J.: Wiley.
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