Project Management Plan Template & Guide

This project management plan template and guide is intended to be read in conjunction with the following template to assist with the development of a Project Plan (PP) for Assessment 2 of Unit CNA613. The project for this Assessment 2 is hypothetical, i.e. it will not be executed. This has been developed specifically for the submission of the Project Plan for this assessment 2.

Project Management Plan
Template & Guide
This guide is intended to be read in conjunction with the following template to assist with the
development of a Project Plan (PP) for Assessment 2 of Unit CNA613.
Remove the Guide from the front of your final document.
The project for this Assessment 2is hypothetical, i.e. it will not be executed. This has been developed
specifically for the submissionof the Project Planfor this assessment 2.
It is assumed that a hypothetical approval to develop thishypothetical Project Plan has come from
steering committee/senior management via the project sponsor after the acceptance of a preceding
Project Proposal.
Your Project Name Project Plan v 1.0 Page 1 of 27

What is a Project Plan?
A Project Plan is the management document for the project. It is owned, maintained and utilised by the Steering
Committee to ensure the delivery of project outputs/deliverables and for the realisation of project outcomes.
Why would you develop a Project Plan?
A Project Plan is developed to provide:
 an overview of all the project components; how you intend to produce the outputs/deliverables
and abrief description of the roles and responsibilities of each of the stakeholders;
 the project’s sponsor/steering committee/senior management with a documented framework
for the delivery of defined project objectives and the effective monitoring of the project from
start to finish; and
 a formalised agreement between the Project Sponsor/Steering Committee/Senior Management
and the Project Manager of what needs to be delivered and when.
When would you develop a Project Plan?
Approval to develop a ProjectPlan for a small project may come from senior management or be obtained
from the acceptance or approval of a preceding stage such as a Project Proposal, or Project Business
Case.
What you need before you start:
 Agreement to proceed with the development of the Project Plan from the Project Sponsor.
(Assume this has already been received.)
 Knowledge and understanding of project planning, scope definition, stakeholder identification,
risk identification and the development of work breakdown structures.
 Awareness of the organisation’s corporate strategies&/or goals.
What you will have when you are finished:
A complete Project Plan for a project that is ready for acceptance by the Project Sponsor or Project
Steering Committee.
How to use this template?
The template contains sections which may be developed at many levels of detail depending upon the
individual project.
What is the meaning of the different text styles
Several different text styles have been used within the template, as follows:
Text in italics and in green is intended to provide a guide as to the kind of information that can be
included in a section and to what types of projects it may be applicable. Please ensure all italics and
examples are removed beforesubmitting your completed Project plan for Assessment 2.Text in normal
font is intended as examples.
Your Project Name Project Plan v 1.0 Page 2 of 27

Text in Blue italics is the Assessment task content required. Remove all Blue italics prior to submitting
your assessment.
Table of Contents
NB: The Table of Contents (TOC) uses the MS Word headings Styles H1 & H2 to identify the headings to
be used within the TOC.
Each section is separated with a section break. This allows the use of smart headers and changing from
portrait to Landscape page layouts. Use the show/hide switch “¶” (or Ctrl+* (Microsoft users)) to toggle
the formatting information on/off. It is strongly recommended to maintain the template’s headings as
they are.
Word Count:
Provide a word count for each section where a word count is stipulated. This should be with [Square
brackets] located at the end of each section i.e. [Word count = NNN].
This will not be included in the word count.
Word counts won’t include Headings and subheadings, Tables, andAppendices.
Your Project Name
Project Plan
Your Organisation
(including Department if applicable)
Version as at 30 August 2024
Your Project Name Project Plan v 1.0 Page 3 of 27

Version Date By whom
v 1.0
Complete the table above
Acknowledgements
The contribution of the following individuals in preparing this document is gratefully
acknowledged:
List all contributors/reviewers/developers who may have assisted you in the development of this
project plan. NB: Don’t acknowledge yourself.
Your Project Name Project Plan v 1.0 Page 4 of 27

DOCUMENT ACCEPTANCE and RELEASE NOTICE
This is release is versionv 1.0 of the Your Project Name Project Management Plan.
The ProjectPlan is a managed document. For identification of amendments, each page contains
a release number and a page number. Changes will only be issued as a complete replacement
document. Recipients should remove superseded versions from circulation. This document is
authorised for release once all signatures have been obtained.
Complete the version control below
PREPARED: DATE:___/___/___
(for acceptance) (Your Name, Your Project Name Project Manager)
ACCEPTED: DATE:___/___/___
(for release) (Project Sponsor,name, title)
Your Project Name Project Plan v 1.0 Page 5 of 27

Executive Summary
Table of Contents
1. Executive Summary...........................................................................................................6
2. Overview...........................................................................................................................7
2.1. Project Title...............................................................................................................7
2.2. Project Background...................................................................................................7
2.3. Project Problem Statement & Project Goal...............................................................7
2.4. Objective(s)...............................................................................................................7
2.5. Outcome(s)...............................................................................................................7
2.6. Output(s) (Deliverables)............................................................................................8
2.7. Exclusions..................................................................................................................8
2.8. Assumptions and Constraints....................................................................................8
3. Scope & Time Management Plans.....................................................................................9
3.1. Methodology of Work Breakdown Structure (WBS) and Activities...........................9
4. Communications & Stakeholder Management Plans.......................................................11
4.1. Summary & Introduction.........................................................................................11
4.2. Communications Management Plan.......................................................................14
4.3. Reporting Requirements.........................................................................................14
5. Project Management Office Structure & Human Resources Plan.....................................15
5.1. Project Organisational Structure.............................................................................15
5.2. Human Resources Management Plan.....................................................................16
6. Budget/Cost Management Plan.......................................................................................17
6.1. Introduction............................................................................................................17
6.2. Project Budget and Cost Plan..................................................................................18
7. Risk Management Plan....................................................................................................20
7.1. Introduction............................................................................................................20
7.2. Risk Categories........................................................................................................20
7.3. A Basic Risk Register................................................................................................22
8. Quality Plan.....................................................................................................................23
8.1. Quality Management Plan.......................................................................................23
9. Project Closure & Outcome Realisation...........................................................................24
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Executive Summary
1. Executive Summary
 Project statement: Increase in the threat of the patients in the domain of bacterial
contamination and pain due to improper cannulation of the needle during kidney
dialysis by untrained nurses.
 Project goal: Improving the patient outcome by giving nursing professionals training
 Project will deliver the novice nurses training and the success criteria is high as
training will be conducted under the controlled supervision of the registered yet
trained nurses
 The total funding cost will be: $ 60,275 and the duration of the funding term will be
2019 to 2020, one financial year
 The steering committee or the corporate body which the project sponsor will be
reporting will be the hospital board
 The project sponsor is the main trustee of the hospital administrative board
 The significant identified risk of the project implementation include increased in the
risk of the patients’ health during hands-on training of the novice nurses, decrease in
the footfall of the experienced nurses and the junior doctors in the duty wards as
they are engaged in the training process, increase in the overall budget and high
level of stress among the trainee nurses. The risks will be mitigated by effective
monitoring and planning of the risk mitigation risks
 The significant project management activities that will be undertaken include proper
evaluation of the success of the project by successful monitoring of the project
progress on a weekly basis. Other project management activities include effective
communication among all the stakeholder of the projects like face-to-face
communication, arranging seminars, conference and channelizing mails in order to
keep them updated about the progress of the project
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Executive Summary
2. Overview
2.1. Project Title
Basic (dialysis) needle cannulation training session in the induction package for novice
dialysis nurses to improve the lifespan of dialysis access
2.2. Project Background
Vascular access (VA) is the lifeline and Achilles’s heel of gemodialysis therapy,
enabling the process of blood purification possible while simultaneously often constituting a
rate limiting factor in the process of treatment adequacy. The ultimate indicator of quality is
the effect of the overall access on the mortality of the patient and rate of morbidity. In the
domain of patient survival, there lies a preponderance of evidence for the overall superiority
of the arteriovenous fistulas or arteriovenous grafts. Arterio-venous fistula (AVF) is widely
used to undergoing dialysis among the End Stage Renal Disease (ESRD) patients (Parisotto et
al., 2014). Vale, Lopez-Vargas and Polkinghorne (2012) are of the opinion that the fistula
must be in good working condition and sterile in order to obtain optimal clearance through
kidney dialysis. AVF/graft is mainly accommodate two needs and requires basic cannulation
3 times per week. Complications associated with the VA mainly constitute the most common
cause behind the hospitalization of the patients and risk of which is directly proportional to
the type of the VA. Thus in addition to selecting the best access type, prevention of access
complication falls under the highest priority in the dialysis and numerous official
recommendations aimed towards maintaining access patency for long-term use. The
guidelines devised mainly focus on various aspects of VA management in the domain of
choice of type of VA, timing of the surgery, methods use for monitoring of the access
function and observance of the aseptic techniques. The overall recommendation procedure
for the for cannulation are less and mainly focus on the size of the needle, angel of insertion
of the needle, the angle at which at needle is required to planted and calculative rotation of
the needle after insertion (Parisotto et al., 2014).
There is limited evidence in the domain of the effective methods and the guidelines
for the AVF cannulation. Moreover, the guidelines seem to vary from clinic to clinic because
of historical training approaches under the individualised settings. Repeated cannulation and
improper needle infiltration AVF put patients at the risk for developing bacterial
contamination. Proper cannulation technique and assessment of the graft or fistula and
optimal implementation of the infection control practices are important in order to increase
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Executive Summary
the overall efficiency of the vascular access (Vale, Lopez-Vargas & Polkinghorne, 2012).
Moreover, the in the dialysis field, rotation of the needle have a significant influence over
the degree of endothelia trauma and the over size of the puncture of the orifice. The
improper puncture at the orifice also increases the chance of getting infected with the
bacterial pathogens while increasing the overall clotting time and bleeding time. The
direction and the percentage of the orientation of the bowel also influence the level of pain.
In this project the training process will be devised by the trained registered nurses in the
dialysis unit of hospital X in Sydney Australia in English and the main funding agency will be
the hospital administration under which the novice nurses are registered (Parisotto et al.,
2014).
2.3. Project Problem Statement & Project Goal
Thus numerous aspects of the AVF cannulation techniques and the guidelines are
not comprehensively addressed and this hampers the overall training process of the nursing
professionals in the process of AVF cannulation. Stenosis, infections and thrombosis are the
three major complications associated with AVF haemodialysis. About 50% of the mortality
and morbidity rate is reduced upon proper cannulation procedure under sterile conditions.
This concern justifies the importance of the proper nursing training and importance of skill
development through training as per the professional standards in AVF cannulation.
The project goal is to enforce the nursing professionals and the healthcare
professionals, working in the dialysis unit with the skills and knowledge of the AVF
cannulation. The knowledge is intended to train dialysis nurses and to enable them with
increased level of skills and confidence in the cannulation process. Increase in the provision
of training of the nursing and the healthcare professionals in AVF cannulation will help to
improve the overall process of care in the dialysis unit by decreases the level of pain and the
chances of the bacterial infection.
2.4. Objective(s)
 To refine the knowledge of the novice nurses and medical care professionals in the
domain of AVF cannulation procedures and protocols during one month of training
at their induction under the supervision of experienced registered nurses.
 To reduce needle induced vessel injuries and related complications such as
thrombosis and aneurysm in AVF cannulation imposed kidney dialysis after one
month of training among novice nurses in dialysis unit.
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Executive Summary
 To eliminate and minimize AVF related infections through the use of proper
cannulation procedure, reduce chances of frequent cannulation, and by ensuring
safety precaution and asceptic techniques are always observed.
2.5. Outcome(s)
 Improvement in the nursing practice in the dialysis unit and increase in the overall
career development of the newly recruited nursing professionals as highlighted by
increased in their level of performance and skill development
 Reduced level of pain of the dialysis patients as measured by the pain score and
decrease in psychological complications of the patients as highlighted by the mental
health professionals
 Decreased rate of hospital admission or increased in the stay at the hospital due to
hospital acquired infection during the process of care. It will be measured through
improved overall health outcome of the patients
2.6. Output(s)(Deliverables)
New or different things will we need to realise beneficial change: Increase in the patient’s
overall health outcome
Product: (i) Over-head projector for training of novice nurses
(ii) adequate sterile needles for conduction of training
Services: (i) Hands on training of the novice nurses in cannulation procedure under the
active supervision of the experienced trained nurse
(ii)Proper monitoring of the novice nurses when they join the duty and proper monitoring of
the spread of infection among the dialysis patients and their mental health
Management practices: One month of training of the novice nurses before they can handle
the patients directly for AVF cannulation in the dialysis ward.
Outputs/deliverables: An education package: For improving the hands on skills and
knowledge of the novice nurses in the domain of AVF needle cannulation in the dialysis ward
2.7. Exclusions
The opinion of the family of care givers about the dialysis outcome is excluded from the
project planning
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Executive Summary
2.8. Assumptions and Constraints
2.8.1. Assumptions
The main assumptions include the resources which will be used for the training process
might increase the overall budget of the plan. However, the increase in the patient health
outcome after the successful completion of the project might pay-off in the long run.
The deadline for the training will 1 month minimum. If some of the nurses are found to be
weak in their skills even after the cessation of the training session, he or she will be again
enrolled for a 15-day training
2.8.2. Constraints
The main constraint is the training of the nurses while on job will increase the CTC (cost-to-
company) of the hospital. This will further increase the overall budget. The schedule for one
month of training is not sufficient for the comprehensive improvement of skills of all the
nurses. The scope of success of the project depends on how the nurses diligently take part in
the training session
3. Scope & Time Management Plans
3.1. Methodology of Work Breakdown Structure (WBS) and Activities
WBS has been developed based on the Plan, Impending Outcomes and Actions required to
be taken in order to achieve those outcomes. The scope of the project is to increase the
knowledge and skills of the nurses in needle cannulation in order to improve the health
outcomes of the patients. The time limit of the project is training session for one month
among the novice nurses in the dialysis ward. The management plans include detailed
training under the control supervision of the experienced nursing professionals.
Time line
1st week: arrangement of the resources and the guideline planning
2nd week and 3rd week: Educating the novice nurses through power-point presentation: 10
nurses in each session
4th and 5th week: hands on training under control supervision of registered yet experienced
nurses
6th week to 8th week: monitoring the performance of nurses who have attended training and
monitoring of patient’s outcome
1st Milestone: Successful completion of the interactive training session: 2nd week and 3rd week
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Executive Summary
2nd Milestone: Successful completion of the hands-on training: 4th and 5th week
3rd Milestone: Improvement performance in the dialysis unit: 6th week to 8th week
3.1.1. High-Level Project Work Breakdown Structure (WBS) Schedule
WBS# Description Duration
(weeks)
Start Date Finish Date
1.0 Successful completion of the
interactive training session
01 2/02/2019 16/02/201
9
2.0 Successful completion of the
hands-on training
01 17/02/2019 04/03/201
9
3.0 Improvement performance in the
dialysis unit
01 10/03/2019 24/03/201
9
4.0 Commissioning & Evaluation
completed
9th week 25/09/2019 31/03/201
9
5.0 Handover 1/04/2014 1/04/2014
6.0 Project Finish 5/04/2019
3.1.2. High-Level Milestones Schedule
WBS# Milestones and Project Planning Due Date
1.0 Starting the project planning based on budget and the
requirement
01/02/2019
2.0 Successful completion of the interactive training session 16/02/2019
3.0 Successful completion of the hands-on training 04/03/2019
4.0 Improvement performance in the dialysis unit 24/03/2019
5.0 Commissioning & Evaluation completed 31/03/2019
6.0 Handover 1/04/2014
7.0 Project Finish 5/04/2019
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Executive Summary
4. Communications& Stakeholder Management Plans
4.1. Summary & Introduction
Identified key stakeholders who will impact the project or be impacted by the project are:
the novice medical and surgical nurses, junior doctors, registered experienced nurses in the
dialysis unit, sponsor and steering committee.
Power of the registered yet trained nurse is supportive yet leading as they will lead the
training process and their influence is significant in this project. The novice nurses are
unaware as they will be trained and have no idea of skills about cannulation. The junior
doctors are supportive part as they will play supportive role both in training process and
while measurement of outcomes. The sponsor is resistant due to significant budget of the
plan but hold the prime role and steering committee has neutral position.
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Communications& Stakeholder Management Plans
4.1.1. Stakeholder Engagement Table
Stakeholder / Interested
Party
Level Of Power /
Influence / Impact /
Interest Communication Need Communication Method What and when Who is responsible?
Novice Medical
and surgical
nurses
Unaware To understand
the importance
of the
cannulation
training
program in the
induction
process
Face to Face,
In-service
communication
through official
mails
Visit from
registered
nurses to
describe their
process
changes
Project
Manager
Junior Doctors Unaware To understand
their roles and
responsibilities
of doctors in
assisting nurses
in cannulation
process
Face to Face,
In-service
communication
through mails
Address at
Grand Rounds
on 19/02/2019
& distribute
fact sheet.
Follow up on
27/02/2019
date
Project Team
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Communications& Stakeholder Management Plans
Registered
experienced
nurses in the
dialysis unit
Leading/
Supportive
The project
guidelines
along with
detail
understanding
of the
milestones and
the impending
outcome
Paper fact
sheet & grand
rounds
presentation
along with
workshops for
the training
process
Joint
conference in
round table at
10/02/2019
Project
Manager
Sponsor Resistant The scope and
the rational of
the project
Paper fact
sheet & grand
rounds
presentation
Joint
conference in
round table at
5/02/2019
Project
Manager
Steering
Committee
Neutral The scope and
the rational of
the project
along with its
urgency
Paper fact
sheet & grand
rounds
presentation
Joint
conference in
round table at
7/02/2019
Sponsor
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Project Management Office Structure &Human Resources Plan
4.2. Communications Management Plan
The overall communication management methods include face-to-face communication, in-
service communication through channelization of official mails, interactive communication
in workshops, communication in round table conference and seminars with detailed fact
sheets. The main issue arise with the joint table conference and seminars with detailed fact
sheet. This is because conference, seminars are selected as the main mode of
communication among the stakeholders who reside under the top hierarchical position.
Thus arranging all the delegates of top hierarchical position at a time might be challenging
along with chances of inflicting conflict of interest.
In order to indulge all the stakeholders in the active yet effective communication process,
the date and time of communication will be notified beforehand along with a briefing
about what points are going to be discussed in the communication event. Lack of
communication for example with the sponsor might lead to failure in implementing the
project.
4.3. Reporting Requirements
The reporting frequency:
(1) Interactive-PowerPoint presentation: after every 3-day
(2) Hands of training: After every one week
The format: Tabular representation of the performance of trainers based on their given
learning goals or KRAs (Key regulatory areas). The report will be prepared by the nurses
who will be assigned to give the both educational training through power-point and hands
on training. Separate reports will be prepared both for the junior doctors and for the
novice nurses. The main emphasis will be given to the novice nurses who are in their
induction.
Whom the report goes: To the sponsor, and the steering committee. The reports will be
sent through mail and after the completion of one week a face-to-face meeting will be held
in order to discuss the success or the outcome
Reports are filed/stored: Soft-copy format and stored in computer.
Your Project Name Project Plan v 1.0 Page 16 of 27

Project Management Office Structure &Human Resources Plan
5. Project Management Office Structure &Human Resources Plan
5.1. Project Organisational Structure
5.1.1. Organisational Structure Diagram
Drag and drop the boxes and lines to make your organisational structure diagram. To
change the wording double-click in the box. To make the box bigger to add the required
content click on the box and pull sides or corners to the appropriate size. To make more
boxes or lines simply right click then copy and paste. Look at other organisational diagrams
for guidance.
Figure 1: Project Organisational Structure for the Your Project NameProject
5.1.2. Project Manager
The Project Manager: Authority to deliver the defined project outputs (outcomes of the
project) and day-to-day aspects of the project like planning (training session duration) and
implementation issues, budgeting, and monitoring and reporting progress (of the nurses)
5.1.3. Project Team
Your Project Name Project Plan v 1.0 Page 17 of 27
Project sponsor
Project Team
Reference
Group
Project Manager
Working Group
Steering Group
Project
Consultants

Project Management Office Structure &Human Resources Plan
I) Trained yet experienced nurses: Full time member: Role will be to conduct the training
sessions
2) Reviewing team: They are senior nurses who will scrutinise how the team is performing
both the nurses who are giving the training and the trainees. They are full-time members
3) Junior Doctors: They are part-time members. They will take part in training process will
not only help to teach the trainee nurses but will also indulge in refining their own skills so
that they can co-ordinate with them effectively while on duty. They are part-time member.
5.1.4. Working Parties/Groups
5.1.4.1 Working party –
The output of the working part will be to improvement of the output by assisting the
project team with timely resource
5.1.4.2 Reference Groups
The reference groups will be the retired doctors who will help the sponsor to approve the
plan depending upon the feasibility of the goals and the outcomes highlighted in the
project planning
5.1.5. Consultants – consultation expertise
The consultant groups will be the doctors who will do the guideline planning based on the
evidence-based practice. They will take help from the peered-reviewed journals in order to
frame the training rules of AVF cannulation. They are the person from whom the registered
yet trained nurses will take help for the program planning. Expertise of the doctors will be
surgeon and nephrologist
5.2. Human Resources Management Plan
Reference group: During the time of the project approval : 1000 dollars per day
Consultant groups: During the time of the project planning: 1500 dollars per day
Registered yet trained nurses during the entire 4 weeks long training sessions: 100 dollars
per day for the training
Retired nurses: during weekly evaluation of the training progress: 50 dollars per day
Your Project Name Project Plan v 1.0 Page 18 of 27

Budget/Cost Management Plan
6. Budget/Cost Management Plan
6.1. Introduction
Estimated budget of the project will be$ 60,275. After the project has been completed, there
are no specific maintenance costs as the project deals with training of the nursing
professionals. After the training sessions are over, the maintenance will mainly deals with
keeping the training material intact. However, this will not include any significant cost
Your Project Name Project Plan v 1.0 Page 19 of 27

Budget/Cost Management Plan
6.2. Project Budget and Cost Plan
Example
WBS
#
Description 2019-20
Project
Budget
Allowance
2020-21
Project
Budget
allowance
Project
Budget
Contingency
Allowance
In-Kind Cost
1.0 Start up costs (Overheads) $ 3,000 NA $ 3001
2.1 First Milestone $ 5,000 NA $ 5001 $10,0002
3.1 Second Milestone $ 5,000 NA $ 5001 $25,0002
4.1 Third Milestone $ 5,000 NA $ 5001
5.0 Commissioning &
Evaluation
$ 4,000 NA $ 400
6.0 Handover $ 500 NA $ 50
7.0 Totals $ 22,500 $ 3,375 35,000
8.0 Project Total Budget $ 25,275
Your Project Name Project Plan v 1.0 Page 20 of 27

Budget/Cost Management Plan
Allowance
9.0 Overall Project cost
allowance (with in-kind
costs)
$ 60,275
1 10% contingency allowance
2 Administration services, wages, stationary etc provided by the unit as no cost to the project.
Your Project Name Project Plan v 1.0 Page 21 of 27

Risk Management Plan
7. Risk Management Plan
7.1. Introduction
Write here in Normal Text …
Project risks are those uncertainties which could:
 Prevent the project from achieving the stated objectives and deliverables,
 Prevent the project from making the most of the opportunities that could enable the
project to exceed the stated objectives. (Burke R, 2018, p359, Fundamental of Project
Management 2nd).
The risk management plan will be proper assessment of the risks that might generate while
implementing the project and successful mitigation plan to overcome the risks.
Main risk will include
1. Harm of the patients while hands-on training session: Extreme (70%): Very significant
impact on overall functionality
2. Decrease in the presence of registered yet trained nurses in ward as they are busy in
training: High: (51-70%): Significant impact on overall functionality
3. Decrease in the presence of the junior doctors at the duty due to training: Medium (31-
50%): Some impact in key functional areas
4. The new joiner at the induction feeling stressed leading to increase in employee turn-over:
Low: (11-30%)Minor impact on overall functionality
5. Increase in the cost to the hospital administration: Very Low: (1-10%)Minor impact on
secondary functions
7.2. Risk Categories
7.2.1. Probability and Impact Table
Rating for Probability and Imapcts
Scale Probably Quality (considering both Time & Cost elements)
E Extreme 70% Very significant impact on overall functionality
H High 51-70% Significant impact on overall functionality
M Medium 31-50% Some impact in key functional areas
L Low 11-30% Minor impact on overall functionality
Your Project Name Project Plan v 1.0 Page 22 of 27

Risk Management Plan
VL Very Low 1-10% Minor impact on secondary functions
NIL NIL <1% No change in functionality
7.2.2. Probability and Impact Matrix
Grade: Combined effect of Likelihood/Seriousness
SERIOUSNESS
LIKELIHOOD
EXTREME
– =<1.0
HIGH<0.9 MEDIUM
<0.7
LOW
<0.5
VERY
LOW <0.3
NIL–<0.1
EXTREME=<1.0 1.0 0.90 0.70 0.50 0.30 0.1
HIGH <0.9 0.90 0.81 0.63 0.45 0.27 0.09
MEDIUM<0.7 0.70 0.63 0.49 0.35 0.21 0.07
LOW<0.5 0.50 0.45 0.35 0.25 0.15 0.05
VER LOW <0.3 0.30 0.27 0.21 0.15 0.09 0.03
NIL <0.1 0.1 0.09 0.07 0.05 0.03 0.01
7.2.3. Recommended actions
Recommended actions for grades of risk
Grade Risk mitigation actions
E During hands on training the trainee nurses will be assisted with junior doctors and
registered-trained nurses
H A proper rosters will be maintained in order to maintain the balance between the on-
duty nurses and the nurses in the training session so that patient: nurse ratio remains
optimal
M Regular monitoring of the junior doctors both at the training sessions and on their
duties. Maintaining a detailed attendance sheets
L Motivating the nurses and creating inter-active yet engaging training sessions so that
they do not feel stressed
VL Proper budget planning before the onset of the project along with keeping a track of the
weekly expenditure by a separate member working under the project team
N To be noted - no action is needed unless grading increases over time.
Your Project Name Project Plan v 1.0 Page 23 of 27

Risk Management Plan
7.3. A Basic Risk Register
Present the major risks in a structured format using this table:
Condition Cause Consequence
Likelihood
Seriousness
Grade Mitigation
There is a risk that… Caused by… Resulting in…
1. Risk to patient’s
health
Lack of
skills in
trainee
nurses
Increase rate
of patient’s
mortality and
morbidity
H H E During hands on training the
trainee nurses will be assisted
with junior doctors and
registered-trained nurses
2. Decrease
turnover of the
registered/train
ed nurses in the
wards
Nurses
busy in
monitoring
novice
nurses and
giving
training
Decrease in
the nurse:
patient ratio
M H H A proper rosters will be
maintained in order to maintain
the balance between the on-duty
nurses and the nurses in the
training session so that patient:
nurse ratio remains optimal
3. Increase in the
absenteeism of
the junior
Doctors are
busy in
attending
Decrease the
junior
doctors in
M M M Regular monitoring of the junior
doctors both at the training
sessions and on their duties.
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Risk Management Plan
doctors trainings
and not
getting
time for
the duty
the wards Maintaining a detailed attendance
sheets
4 Increase the
project budget
Lack of
proper
planning
Increase in
hospital’s
expenditure
L H L Motivating the nurses and
creating inter-active yet engaging
training sessions so that they do
not feel stressed
5 Increase in level
of stress of
novice nurses in
training sessions
High
presence in
training
process
Increase
employee
turnover
L L V
L
Proper budget planning before the
onset of the project along with
keeping a track of the weekly
expenditure by a separate
member working under the
project team
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Quality Plan
8. Quality Plan
8.1. Quality Management Plan
8.1.1. Methodologies and Standards;
 Stakeholders requirements: Effective communications among the different
stakeholders
 Corporate requirements: A clear picture of the project outcome along with the
impending benefits
 The Project Sponsor’s requirements: A detailed budget planning with proper breakups
 The project’s requirements: Proper availability of the resources, proper budget,
proper human resource planning, proper planning of the milestone along with the
timeline to achieve this
 Statutory requirements National & international laws, regulations & standards: the
respect of the dignity, autonomy and the cultural beliefs of the trainee nurses must be
taken under consideration. For the patients, preservation of the patients rights will be
of premium importance. It will be the duty of the nurses in practice the therapy as
without causing harm to the patients as per the professional code of conduct of the
Nursing and Midwifery Board of Australia.
8.1.2. Monitoring Procedures;
The process of monitoring will be done by retired nurses. They will take responsibility of both
the expenditure as per the budget planning along with the evaluation of the performance of
the trainers and quality of training sessions. Accordingly the weekly reports will be submitted
8.1.3. Change/Issues/Problem Management;
Issues arising during the process of the project implementation can be handled by organising
meetings where problems and the possible recovery will be discussed with the stake-holders.
Effective communication is the key for the successful outcome of these meetings
8.1.4. Review and Acceptance Procedures; and
The outcomes will be measured by retired registered nurses after each week and will be
reported to the hospital governing authority and the sponsor agency. The handover will be
both given in hard copy along with channelization of the official mail
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Project Closure & Outcome Realisation
8.1.5. Documentation and Record Keeping.
Formal documentation and record keeping will be done in Microsoft-excel sheets
9. Project Closure & Outcome Realisation
The training requirements are over-head projectors for the conducting interactive sessions
and human resource include registered-trained nurses. The project will be closed upon
achievement of all the three milestones. The review to capture the lessons learnt from the
project will be done by the project manager by comparing the overall cost for the project
implementation and its possible outcomes. The project manager will be access how training
was helpful in increasing the skills of the novice nurses and how the trained nurses were
successful in improving the patient’s outcome. The assessment will also be done on basis of
the risk is encountered. The obtained data will be covered with the baseline data and
comparison will be done with the amount invested and the outcomes of the project.
The project manager will be assisted with the nurses who were involved in the process of
conduction of the training and evaluation of the training process. They will assist in
undertaking in the overall risk ratio.
Your Project Name Project Plan v 1.0 Page 27 of 27