Quality and risk management in opening a diagnostic center

Running head: Project management
Quality and risk management in opening a diagnostic center
Name of Student
Name of the University
Author notes

2Quality and risk management in opening a diagnostic center
Project approach
Following are five phases of the project management lifecycle, following which the
undertaken project of opening a diagnostic center will be carried out.
Project initiation
In this phase, the project is started, defined and named formally. The sponsors of this
project and other essential stakeholders are identified and analysed in this phase. Depending
on the complexity and nature of the ongoing project, suitable feasibility studies conducted in
this stage (Mir & Pinnington, 2014). In order to set out the appropriate justification of the
project, business case documents are made in this case: the organizational needs, how the
organization is going to get benefits from the project are defined here. The feasibility study is
undertaken for identifying and explaining the necessary resources of the project and
availability of the resource is also checked. The exact cost and total amount of time needed
for the project is also calculated in terms of budget and timeline.
Project planning
Planning phase is the essential phase among all the stages of the project management
life cycle. The success and failure of any project completely depends on the plans and
strategies made in this stage. As the undertaken project is focusing on providing healthcare
and diagnostic services to the patients, therefore, project managers (PM) involved in the
planning phase need to form strategies carefully (Joslin & Müller, 2015). PMs in this stage
defines the scope of the project, identify and analyse the exact project needs, deciding the
deliverable timeline and organizes the work flow schedule. Mainly, the Gantt chart, WBS
along with the modes of communication are decided. In addition, the risk management plans
such as, identification and analysis of the risk, risk migration and risk response plans are also
decided in this phase.

3Quality and risk management in opening a diagnostic center
Project execution
According to the plans and strategies made in the previous phase, the further project
work proceeds in this stage. Moreover, it can also be identified as the beginning of the project
creative stage. A useful project deliverable gets developed as well as completed, looking
forward to the mapped-out plan. A number of tasks in this phase capture the project metrics:
activities such as, conduction of the status meeting, updating the project status, other status
reports, performance reports and other HR needs are addressed (Volkov & Kuzina, 2016).
Every activity in this stage need to be proceed according to the pre-defined project plans.
Project controlling and monitoring
In this stage the project managers show higher responsibilities. This phase mostly
focuses on managing and measuring the project progression. The overall performance of the
team also measured by the PM. In addition, it is the responsibility of the project manager to
identify the ongoing conflict and control them by applying different strategies. Moreover, the
PMs can also go for applying different communication strategies for maintaining the flow of
communication and information within the project team. Calculating the key performance
indicators related to the time and cost are done in this phase for measuring the degree of
variation (Svejvig & Andersen, 2015). If any issue identified, in this case, corrective actions
are determined as well as applied to keep the ongoing project on track.
Project closure
Closure is the last phase of the project management lifecycle and in this phase the
project is closed formally. This phase includes a number of essential tasks, which are,
delivering the final product, relieving all the resources, reward as well as recognition to the
members of the project team. This phase also adds a formal termination of all the contractors

4Quality and risk management in opening a diagnostic center
and the contracts that are formed in the initial stage. Basically, this stage evaluates how
efficiently the project work has carried out and how success the project was.
Not limiting the project management phases to the closure phase, the project
managers associated with this project need to extend the closure phase towards adding post
implementation plans or reviews. The post implementations plans will help in identifying the
success and effectiveness of the undertaken healthcare project. It is necessary for all the
stakeholders, team members and project managers to conduct a last meeting and analyse the
overall project activity and perform honest assessment. By reviewing the project charter, the
project manager will have to evaluate how exactly the result of the project matches the initial
objectives of the project. In addition, the expected deliverables need to be compared against
the actual project deliverables. Performing an overall gap analysis will provide a transparent
idea about the success and failure of a project. Lastly, the project managers need to document
the total lessons learnt from this project so that it will be helpful in the future project and find
the areas in which further developments can be performed.
Project scope
Based on the nature of the undertaken project, following can be explained as the
scope of this project;
 Providing healthcare facility to the individuals present in the rural areas.
 To work in association with the community centers for identifying and addressing the
health issues in the rural areas
 The project will also develop necessary educational resources for supporting the
project team as well as other members for progressing the project more efficiently.
 Making sure that the medical facilities are provided to the rural area people and
necessary pharmacy need are addressed.

5Quality and risk management in opening a diagnostic center
Project cost
Task Name Duration Cost Start Finish
Selection 8 days $2,880.00 Tue 12/31/19 Thu 1/9/20
Select administrative and
medical staff.
3 days $500.00 Tue 12/31/19 Thu 1/2/20
Select site and do site survey 3 days $200.00 Fri 1/3/20 Tue 1/7/20
Select equipment. 2 days $2,000.00 Tue 12/31/19 Wed 1/1/20
Bring utilities to the site. 2 days $100.00 Tue 12/31/19 Wed 1/1/20
Prepare final construction
plans and layout.
2 days $80.00 Wed 1/8/20 Thu 1/9/20
Training 32 days $11,350.00 Fri 1/3/20 Mon 2/17/20
Recruitment 3 days $2,000.00 Fri 1/10/20 Tue 1/14/20
Start appointments 3 days $250.00 Wed 1/15/20 Fri 1/17/20
Interview applicants and fill
positions in
2 days $100.00 Fri 1/3/20 Mon 1/6/20
Train nurses and support staff 6 days $5,000.00 Fri 1/3/20 Fri 1/10/20
Employee training 7 days $4,000.00 Mon 1/20/20 Tue 1/28/20
Technology 6 days $98,100.00 Wed 1/8/20 Wed 1/15/20
Order computers 2 days $50,000.00 Wed 1/8/20 Thu 1/9/20
Install software 1 day $40,000.00 Fri 1/10/20 Fri 1/10/20
Develop an information
system.
5 days $3,000.00 Wed 1/8/20 Tue 1/14/20
Build admission and discharge
notes
2 days $2,000.00 Wed 1/8/20 Thu 1/9/20
Create websites 3 days $1,000.00 Wed 1/8/20 Fri 1/10/20
Install EMM system 3 days $2,100.00 Mon 1/13/20 Wed 1/15/20
equipment 28 days $156,500.00 Mon 1/13/20 Wed 2/19/20
Assess equipment 2 days $1,000.00 Thu 1/16/20 Fri 1/17/20
Install the equipment. 4 days $500.00 Mon 1/13/20 Thu 1/16/20
Purchase and take delivery of
equipment
5 days $5,000.00 Mon 1/13/20 Fri 1/17/20
Construct the hospital. 4 days $100,000.00 Mon 1/13/20 Thu 1/16/20
Ordered equipment 3 days $50,000.00 Mon 1/20/20 Wed 1/22/20
Total 37 days $268,830.00

6Quality and risk management in opening a diagnostic center
Project timeline
Task Name Duration
Selection 8 days
Select administrative and medical staff. 3 days
Select site and do site survey 3 days
Select equipment. 2 days
Bring utilities to the site. 2 days
Prepare final construction plans and layout. 2 days
Training 32 days
Recruitment 3 days
Start appointments 3 days
Interview applicants and fill positions in 2 days
Train nurses and support staff 6 days
Employee training 7 days
Technology 6 days
Order computers 2 days
Install software 1 day
Develop an information system. 5 days
Build admission and discharge notes 2 days
Create websites 3 days
Install EMM system 3 days
Equipment 28 days
Assess equipment 2 days
Install the equipment. 4 days
Purchase and take delivery of equipment 5 days
Construct the hospital. 4 days
Ordered equipment 3 days
Total 37 days

7Quality and risk management in opening a diagnostic center
ID Task
Mode
Task Name Duration Start Finish
0 Project 37 days Tue 12/31/19 Wed 2/19/20
1 Selection 8 days Tue 12/31/19 Thu 1/9/20
2 Select administrative and medical staff.3 days Tue 12/31/19 Thu 1/2/20
3 Select site and do site survey 3 days Fri 1/3/20 Tue 1/7/20
4 Select equipment. 2 days Tue 12/31/19 Wed 1/1/20
5 Bring utilities to the site. 2 days Tue 12/31/19 Wed 1/1/20
6 Prepare final construction plans and
layout.
2 days Wed 1/8/20 Thu 1/9/20
7 Training 32 days Fri 1/3/20 Mon 2/17/20
8 Recruitment 3 days Fri 1/10/20 Tue 1/14/20
9 Start appointments 3 days Wed 1/15/20 Fri 1/17/20
10 Interview applicants and fill positions in2 days Fri 1/3/20 Mon 1/6/20
11 Train nurses and support staff 6 days Fri 1/3/20 Fri 1/10/20
12 Employee training 7 days Mon 1/20/20 Tue 1/28/20
13 Technology 6 days Wed 1/8/20 Wed 1/15/20
14 Order computers 2 days Wed 1/8/20 Thu 1/9/20
15 Install software 1 day Fri 1/10/20 Fri 1/10/20
16 Develop an information system. 5 days Wed 1/8/20 Tue 1/14/20
17 Build admission and discharge notes 2 days Wed 1/8/20 Thu 1/9/20
18 Create websites 3 days Wed 1/8/20 Fri 1/10/20
19 Install EMM system 3 days Mon 1/13/20 Wed 1/15/20
20 Equipments 28 days Mon 1/13/20 Wed 2/19/20
21 Assess equipment 2 days Thu 1/16/20 Fri 1/17/20
22 Install the equipment. 4 days Mon 1/13/20 Thu 1/16/20
23 Purchase and take delivery of equipment5 days Mon 1/13/20 Fri 1/17/20
24 Construct the hospital. 4 days Mon 1/13/20 Thu 1/16/20
25 Ordered equipment 3 days Mon 1/20/20 Wed 1/22/20
F S S M T W T F
Dec 8, '19 Dec 29, '19 Jan 19, '20 Feb 9, '20
Project quality management
Quality management of a project encompasses several activities and processes, which
are used for finding out the quality of project and achieving the desired quality of the project
to be delivered. Quality of a project simply explained by what the stakeholder or customer
expect from the project (Allué et al., 2013). In order to gather higher success in the ongoing
project, it is important for the project managers to ensure higher quality of the project.
However, before going for implementing the quality control and management activity, the
project managers associated with this project need to concern about some factors, which are,
focusing on the customer, leadership, engagement of the stakeholders, process approach,
improvement, evidence based decision making and relationship management. Emphasizing
on the discussed factors will set the quality standards of the project (Chang & Ishii, 2013).
Below, there is a list of benefits gathered by conducting project quality management.

8Quality and risk management in opening a diagnostic center
 Improved customer service, strengthen the customer base, thus creating higher
customer satisfaction.
 Discard the project conflicts and also minimize the project risks, hence promoting
higher project collaboration.
 Optimize the performance by managing the process effectively and all the project
resource efficiently.
 Enhance the decision making process and provide increasing ability to demonstrate
the efficiency of the past decisions.
Quality management:
S.no
.
Items Impact Produced by Reviewe
d by
Approve
d by
Results Timeframe
1. Software
informatio
n
Capacity
test
Information
and
Communicatio
n Technology
service
provider
Technica
l team
Senior
user
(technica
l)
Not yet
schedule
d
25th January
2. Procureme
nt and
vendor
relationshi
p
Maintainin
g the
quality
criteria for
vendors,
and vendor
relationshi
p
manageme
nt
Procurement
department
Project
manager
Project
manager
Schedule
d
15th
February
3. Clint
service
Serving the
clients and
receiving
Client service
department
Project
team
Project
board
Schedule
d
Unschedule
d

9Quality and risk management in opening a diagnostic center
their
feedback
Project risk management
The process of risk management can be explained as the identification, classification
as well as prioritization of all the risks that the project might face. Generally this activities are
carried out in tandem with several efforts for monitoring, controlling and mitigating the risks.
Risks in a project progression can cause due to several factors and there factors are either
internal or external to the project activity (Sánchez, 2015). Some common risk are, adopting a
new technology, changing of the team members or change in the project resource.
Additionally, financial market condition, higher competitive pressures, and the legal
liabilities can be identified as the external risk. The main activities of a project risk
management comprises with several processes such as, identification of the risk, planning
necessary activities, drive the safeguards and monitoring the progress (Cagliano, Grimaldi &
Rafele, 2015). Identification of the project risk are done by performing a brainstorming
session and itemizing all the ongoing and future risks. Once the risk of the project are
identified, it is now responsibilities of the project managers to conduct a meeting with all the
stakeholders and plan for the contingencies and implement the control as needed (Marcelino-
Sádaba et al., 2014).
Risk assessments
Impact
Likelihood
Low Medium High
High

10Quality and risk management in opening a diagnostic center
Medium
Low
Risk categories
 Low
 Medium
 High
Risk Impact Category
before
the
mitigatio
n
Probabilit
y before
mitigation
Mitigation
strategy
Category
after
mitigation
Probability
after
mitigation
Change in the
resource
Hinder the
project
progress and
causes
failure in
achieving
timeline
High 45% Identify all
the resources
correctly in
the initial
stage.
Medium 20%
Lack of
efficient
performance
of the project
team
Success of
the ongoing
project will
majorly
affected.
High 50% Monitoring
the
performance
and
controlling
the conflicts
Low 20%

11Quality and risk management in opening a diagnostic center
RACI chart:
RACI CHART
ACTIVITIES DEPARTMENT
MANAGER
PROJECT
TEAM
MANAGER SPONSOR
AUTHORIZE
EXPENDITURE
R I C A
PERFORMING
INSPECTIONS
C A R I
BILLS
PREPARATION
A R I C
ESTIMATION
PREPARATION
I C R A
SEND
DOCUMENTS
C R A I
R RESPONSIBILITY
A ACCOUNTABILITY
C CONSULTED
I INFORMED

12Quality and risk management in opening a diagnostic center
References
Allué, A., Domínguez, E., López, A., & Zapata, M. A. (2013). QRP: a CMMI appraisal tool
for project quality management. Procedia Technology, 9, 664-669.
Cagliano, A. C., Grimaldi, S., & Rafele, C. (2015). Choosing project risk management
techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.
Chang, Y. F., & Ishii, H. (2013). Fuzzy multiple criteria decision making approach to assess
the project quality management in project. Procedia Computer Science, 22, 928-936.
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology
and project success in different project governance contexts. International Journal of Project
Management, 33(6), 1377-1392.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014).
Project risk management methodology for small firms. International journal of project
management, 32(2), 327-340.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), 278-290.

13Quality and risk management in opening a diagnostic center
Volkov, A., & Kuzina, O. (2016). Complementary assets in the methodology of
implementation unified information model of the city environment project life cycle.
Procedia engineering, 153, 838-843.