The second virtual check-in is about the revisions made in Part 1 of the project charter, progress on Parts II and III, and concerns about submitting the final draft. Some revisions were performed in part 1 of the charter related to gap analysis. A gap analysis tool was applied to get clear insights into the areas for improvement. The professor approved the tool to be used.

Reflection on the Progress

My progress on the project charter parts II and III involve identifying stakeholders, including healthcare providers, specifically physicians, respiratory therapists, nursing staff, and a team leader with relevant leadership skills. I am also working on an effective communication plan for team members (executive sponsor, stakeholders, and team leader) to communicate among themselves with appropriate communication methods. I have outlined the specific methods and procedures that will be employed to gather relevant data for the research project. It also involves establishing protocols for organizing, storing, and safeguarding the collected data to ensure its integrity and confidentiality.

Some potential questions that I have about submitting the final draft of the Project Charter for the COPD management include the following:

• How will I get support from external stakeholders, which include health agencies and insurance companies?
• Have I thoroughly discussed the potential risks and challenges of implementing the COPD management project?
• Have I included a comprehensive data collection, management, and analysis plan related to COPD management outcomes?
• Does the Project Charter present the expected outcomes and benefits of the COPD management project?

Several strategies can be employed to create a climate of mutual respect and shared values in the selected organization, which is necessary for improving patient outcomes related to COPD.

Reflection on Areas of Uncertainties

Several uncertain areas in parts II and III of the project charter include support from the healthcare agencies and insurance companies to implement the project effectively. These potential stakeholders may raise concerns pertaining to project effectiveness and its requirement. Effective and innovative strategies must be deployed to overcome resistance, including communication and cooperation among the project team and the potential stakeholders to address challenges and effectively convey the project’s benefits. Akmal et al. (2020) also support using communication strategies in clinical lean thinking to improve patient outcomes and enhance employee engagement.

Reference

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 , 1–15. https://doi.org/10.1080/09537287.2020.1823510