CSFs and KPIs for Quality Improvement Project in Healthcare Organization
Option #1: KPIs and Critical Success Factors (CSFs)
For this assignment:
Interview someone you know who is currently working on a project.
Discuss the project success factors, what has been accomplished to date, what is left to be done, and what your interviewee thinks might increase performance on the project.
Find out what types of metrics are being used and if, in the opinion of the interviewee, they are useful.
In your written paper, consolidate what you learned in your interview and provide a synopsis of the information in less than one page. The interviewee may remain anonymous if requested. While the interviewee may remain anonymous, the organization should be an actual one with which you are familiar and noted in the paper. In the remainder of the paper, suggest whether the metrics being used are KRIs, RIs, PIs, or KPIs, and why, and if you were to recommend a change to more effectively report on the project what KRIs, RIs, PIs, or KPIs would you suggest.
Paper Requirements:
Be sure to properly organize your writing and include an introductory paragraph, headings/subheadings for the body of your work, discussion recommendations, and a conclusion.
Format your entire paper in accordance with the ___ Global Writing Center Links to an external site. guidelines.
Your paper should be at least five pages. The page count does not include the required title page and reference page, nor does the page count include any supplemental pages, should you use them, such as appendices.
Prepare your work using at least one of this week's required readings and one outside reference (a peer-reviewed scholarly article published in the past five years). The _____ Global Library Links to an external site.is a good place to find these resources. The Library offers this Project Management Resource Guide Links to an external site.to assist you with research and writing.
KPIs and Critical Success Factors Paper
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KPIs and Critical Success Factors Paper
Introduction
Project management is vital for private and public companies because it depicts a competitive strategy geared at attaining growing quality levels and initiating added value to the customers’ interests. Projects are conceptualized as tools to augment businesses, offering support to execute strategic shifts. The capacity to effectively implement a project can be augmented when the procedures are well-delineated, conceptualized, and improved. Critical success factors (CSFs) can be employed to execute work initiatives because they depict key areas of constant attention and administration (Pereira et al., 2022). CSFs can be manipulated to augment the probability of project success. On the other hand, key performance indicators (KPIs) are vital because they allow for the monitoring the project’s progress (Cruz-Villazón et al., 2020). This paper considers an interviewing experience to reflect on CSFs and KPIs for a quality improvement project in a healthcare organization and includes recommendations for improvement.
The Interview
I interviewed the human resource (HR) manager working on a quality improvement project to address ineffective communication issues at Mount Sinai Health System (healthcare organization hereafter). Team training needs to be implemented to prevent ineffective communication, which has been attributed to the rising cases of preventable patient harm in the hospital. There have also been rising conflicts between healthcare professionals, which have slowed service delivery and undermined quality. A teamwork training program is expected to improve the safety, quality, and cost-effectiveness of healthcare delivery. The HR manager indicated that the project was in its initiation phase. The success factors identified for this project include (a) aligning safety aims and teamwork training objectives with the hospital’s goals, (b) providing constant support for team training initiatives, (c) getting frontline healthcare administrators on board, and (d) measuring the effectiveness of the teamwork training program.
Regarding aligning the safety aims and teamwork training objectives with organizational goals, the HR manager noted that they are planning to link its team initiative to the organization’s “safety pillars,” a protocol for excellent service delivery recommended by the board of directors. It is anticipated that this decision would instantly link the frontline nurses to their client populations via the board, leveraging the board’s commitment to community safety while making the board’s insights central to the teamwork project. With respect to providing organizational support for the teamwork training program, the HR manager noted that he took a wide range of actions to guarantee team training initiative success. The healthcare organization implemented the “All Hands” intervention to ensure all healthcare workers recognized the care plan for the respective patients. To get the frontline healthcare administrators on board, the HR manager noted that he would include charge nurses, department supervisors and directors, and medical staff in the team training initiative. These leaders would lead frontline operations, and their actions and opinions significantly impact their workforce. The fourth success factor discussed by the HR manager entailed evaluating the effectiveness of the teamwork training initiative (Mosson et al., 2019). The manager reiterated the need to evaluate the training on different tiers, including behavioral change, return on investment, organizational impact, reactions, and learning. Utilizing the evaluation data to design, deliver, and execute future teamwork training programs was also necessary.
When I prompted the interviewee for insights concerning what might increase the project performance, he noted the need for the hospital leaders to become conversant with the success as mentioned above factors and ensure they are in place prior to the teamwork training initiative launch. In addition, the success of the project was increasingly dependent on commitment to evidence-based change and learning climate. ...