NURS FPX 9100 Assessment 5 The second virtual check-in addressed updated Part 1 of the project charter plus our work on Parts II and III along with final submission details. Part 1 received updates through a gap analysis method to find needed changes in the project plan. Our professor validated the gap analysis tool as a suitable means to link project goals to the project objectives. In discussions, participants focused on how they successfully identified stakeholders and established methods to communicate with them throughout Parts II and III.NURS FPX 9100 Assessment 5: Summary of the Key Points of the Virtual Check-In External stakeholder engagement plans needed further attention along with complete risk evaluations and better methods to track and process our COPD patient data for the project. Our discussions showed that building a complete project charter needed all parts to connect effectively.

Reflection on the Progress

We have achieved substantial advancement on both Parts II and III of the project charter. We ensured success by selecting healthcare professionals for each project role plus a team leader who knows how to manage it. A clear communication strategy exists now to unite our team members alongside our executive sponsor, stakeholders, and team leader (Thomas et al., 2021). The plan demonstrates how to use regular meetups and shared digital platforms to maintain teamwork and keep all members connected. Our team crafted standards to handle and keep all project data safely in its proper location. Our data-handling protocols keep data protected and secure so we can reliably measure how well we manage COPD symptoms. Our well-organized method shows that we prepared carefully and remained focused on delivering project results.

Potential Questions Regarding Final Submission

The completion of the project charter demands careful attention to specific essential points. Our project needs health agencies and insurance companies to endorse it before we can start implementation. Our focus should be on double-checking that risk analysis has included and resolved all possible obstacles in COPD treatment. We should evaluate if the data collection and processing methods strengthen our project performance enough. The final step requires verification that the project charter explains in detail how the COPD management project should function and which results it will produce. We need to handle these matters first to make our final draft valuable and workable.

Strategies for Creating a Climate of Mutual Respect and Shared Values

A strong organization that promotes respect and common values helps improve patient health results for people with COPD. Everyone will cooperate more effectively when all staff participate in making important project choices (Smith & Jacobs, 2021). All team members need to communicate freely to stay on track with project requirements. Training sessions improve staff knowledge and abilities to follow COPD care plans effectively. Official recognition programs show appreciation for team members which builds a good work culture for the organization. All of these methods work together to build a space that supports better projects and better healthcare results for patients.

Reflection on Areas of Uncertainty

We continue to face uncertainties when trying to complete Parts II and III of the project charter. Our project requires methods to make healthcare agencies and insurance companies work as stakeholders while backing up our efforts. We expect resistance from stakeholders to create barriers to our project’s success. We cannot predict which suppliers will provide us with the proper financial support and operational resources we need. Partners must address and manage all possible obstacles like organizational resistance while planning forward. Partners and team members depend on solid planning and clear communication because of these unknown elements. According to Akmal et al. (2020), better communication methods boost team involvement and simplify project execution.

Conclusion

The second virtual check-in shows detailed development in our project charter through updated gap analysis and stakeholder recognition work (Smith & Jacobs, 2021). There are still questions about how to bring in outside stakeholders while fully analyzing risks and handling project data. We can achieve project success by fixing our missing parts and using strong team collaboration methods. By addressing these gaps and employing effective communication and collaboration strategies, the COPD management project can be successfully implemented, achieving its intended outcomes.

References

Akmal, A., Foote, J., Podgorodnichenko, N., Greatbanks, R., & Gauld, R. (2020). Understanding resistance in lean implementation in healthcare environments: An institutional logics perspective. Production Planning & Control, 1–5. https://doi.org/10.1080/09537287.2020.1823510