Impact of Technology on Nursing Staffing

This assignment delves into the impact of health information technology (HIT) on nursing staffing. It examines how HIT influences staffing levels, the types of skills nurses require in a technologically driven healthcare environment, and the implications for professional development and training. The focus is on understanding the evolving relationship between technology and the nursing profession.

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TEAM PROJECT ANALYSIS
PART ONE
Team Name: Bethesda Hospital Project Team
Project Name: Bethesda Information Technology Equipment Replacement
Members list
Project manager: Gerrit Koele; 30 Stirling Highway; + (618) 6487678
Engineer: Van Hazel Huil; 160 Royal Street; + (618) 6543 1490
Software Designer: Paolo Sergio; 36 Queenslea DR; + [phone]
Project Sponsor: Terry Monroe; 35 South Perth; + (618) 6727 8102
System analyst: Urther Peto Veen; 200 Adelaide Terrace; + (612) 9145 3455
Executive Stakeholder: Dr. Peter Martin; 1/47 Jesse Lee Street; + (612) 9887 6512
Technical expert and manager: Dr. Jim Kohl Fischer; 200 Adelaide Terrace; + (612) 9730 2627
Project controller: Hether Jackson; 56 Queenslea DR; + [phone]

Project Overview
Bethesda Hospital being an old patient care unit, it needs to upgrade its technology systems and
install new radiology equipment which will help it extend its services. The team will be in charge
of updating the software systems and installing the radiology equipment accordingly. According
to Thimbleby 2013, every health care institution should focus on ensuring that its technology and
systems are modern and improved. Also, each health institution should improve its staffs’
technological knowledge and train them on how to deal with the modern technological
equipment and software systems.
Project Description
Bethesda Hospital is profit making private health facility that has been operational for over 20
years. It deals with a large number of patient diseases and infections. It offers services like
surgical treatments, cardiology treatment, fertility treatment and infection control and treatments.
In addition to that, it offers emergency unit and general disease treatments to say the least. In that
case, it is said to be a surgical and specialists palliative care hospital. With the hospital having
served the Western Australian society for those years, it certainly needs technological
advancements and development. Also, with the fact that it is a health institution responsible for
treating human beings and keeping them as healthy as possible, then it needs improved and
modernized technological equipment. Bethesda Hospital Project Team has been working with
the hospital's management team with the aim of supporting and improving the hospital’s
technological equipment and devices. The hospital needed to expand its services to cover
radiotherapy cancer treatments. The key issue addressed by the management was the problem of
choosing and installing the best radiology equipment. Therefore, the Bethesda Hospital Project
Team will take over the project as information technology experts. The team's overall duty will
be to choose the right, most effective and efficient radiological equipment that will go hand in
hand with the hospital's software systems and the technology that is being used currently.
However, if the team finds out that the hospital still uses outdated technological equipment or
software systems, then it has the right to update or replace them as well.
Team Charter
Skills and Knowledge Inventory

In a project team, every team member must have some skills and attributes that must have led to
them being chosen (Wagner et al, 2008). For instance, some team members are experts in certain
specific fields, others have more experience in certain fields than others and others may have
more knowledge concerning the fields than others among other reasons (Ashcroft et al, 2007).
Through the expertise, experience and knowledge (maybe from a lot of research), the individuals
gain different unique skills and attributes which they can use in such project as these.
Additionally, these skills can be learned from school or through professional learning (Elnaga et
al, 2013), e.g. engineer skills. In the case of Bethesda Hospital project, the skills that may be
needed are mostly those that are related to information technology and electronic devices.
However, other skills that are personally achieved or naturally wielded will also be valuable
(Passarell, 2010). The skills that can be found from the team members in this project include the
following:
 Good decision making skill
 Strong communication skills; both written and oral
 Data and information analysis skills
 Computer language skill
 Good relationship skill
 Web development and analysis skill
 Project and general management skill
 Systems analysis skill
 Analytical skill
 Interpersonal skills
 Technology management skill
 Effective planning skill
 Proficient team player
 Financial management skill
 Time management skill
 Creativity and innovation skill

 Strong leadership skill
Team Members Roles and Responsibilities
In a project team, every team member must endorse their role and responsibility. However, these
roles and responsibilities should be listed down before the team starts its project. They help the
members to know who is responsible for what, at what time and at what place. This is an activity
that will certainly help the whole team manage its time effectively and efficiently. Also, this
increases the probability of the project’s success as well as decreases the team’s chances of
screwing up and not completing the project within time, budget or schedule. In that case, the
following are some of the specific responsibilities for each of Bethesda Hospital Project Team
roles and responsibilities:
Project manager
 Develop the project plan
 To recruit the project staff from the current hospital staff. However should focus on those
with radiology experience
 Lead and manage the whole project team
 Divide and delegate tasks to team members according to their expertise, experience and
knowledge
 Updating the top hospital management team regularly on project’s progress
 Controlling and monitoring the project development and status
 Enquire for project materials whenever needed from the hospital management team
Engineer
 To develop the platform for the equipment’s installation. This includes things like room
stability and condition
 To install the equipment
 Responsible for testing the equipment’s effectiveness and efficiency
 Provision of the equipment's sample or design according to the hospital’s needs and
wants

 Responsible for correcting any mistake or failure indicated by the equipment before it is
officially implemented in the hospital’s operations.
Software Designer
 To access the current software system design
 To decide whether the design will be effective with the new radiology equipment or not
 To provide the new software system design for the hospital
 To build the new software system for the project
 To test the new software system
 To correct any mistakes experienced by the new software system
Project Sponsor
 Making key decisions for the project and the team members
 To ensure the availability and functionality of any material or resource needed by the
team
 Provide funds for the project as requested
 Approving the project’s estimated budget
 Ensure that the team and the hospital knows the main goals and objectives of the project
itself
System analyst
 Analyzing the general technological status of the hospital
 Offering assistant to the software designer and the engineer
 Overseeing the software designer’s work
 Approving the new system and its designs
 Testing the new systems effectiveness and in relation to the radiology equipment
Executive Stakeholder
 Provide additional funds for the project in case they are needed

 Approve any project change if reasonable
 Approve the provision of project deliverables
 Responsible for overseeing the projects development and status
Technical expert and manager
 Responsible for approving the chosen staff members who will work in the project
 Document any material and progress of the project
 Responsible for approving the quality of the new system and effectiveness of the
radiology equipment
 Responsible for closing the project procedures and activities after completion
Team Communications
The team members are supposed to meet every Friday of every week from 1400HRS to
17OOHRS. The location for the meetings will be in the main training and conference hall on the
west side of the hospital. The meeting agendas for every meeting will be sent to every member
through emails every Wednesday. This will help the members to research and come up with their
opinions on the listed agendas. The meeting procedures and any other document relating to the
project will be noted down by the technical expert and manager (Dr. Jim Kohl Fischer) who is
the team’s secretary for as long as the project is active. Therefore, in case of any questions or
clarifications by any member, you are requested to refer to the documents.
Team Rules and Expectations
According to my previous experience in working with teams, the following are some of the
challenges that we all faced:
 In effective communication due to misunderstandings
 Difficulties in getting ones point across
 Lack of trust
 Low rates of engagement especially during meetings
 Increased conflicts and tension during first days of meeting

 Lack of transparency
To say the least, there are also some positive lessons or benefits that arose from those previous
experiences of working in teams. They include:
 Increase in creativity and learning
 Earned the skill of effective problem solving
 Increased degree of being innovative
 Encouragement to take risks, stand up for one’s own believes and ideas
 Improves the morale of the team members
 Encourages one to go after their talent or career
Team Goal
Building a high quality, effective and efficient software and radiology equipment with the best
modernized technology support towards improvement of cancer patient health care programs.
Team values
 Integrity
 Professional behavior
 Involvement and participation
 Good quality production
 Respect for members
 Teamwork and collaboration
Code of Ethics
 No non-professional relationship involvement with the client
 No making promises personally to the client or beyond one’s powers
 No un-official or unauthorized use of client or team materials, devices or equipment. E.g.
computers
 No disclosing the team’s confidential information to unauthorized personnel

Rules
The team agreed and signed the following list of rules:
 Avoid informal or social discussion during team meeting
 Report to work as requested and expected
 Avoid interruption during team discussions
 In case of any request, the team member should inform the one responsible 24 hours
earlier.
 Team members should follow-up their results and provide updates on any task assigned.
PART TWO: LEARNING CYCLES
A leaning cycle is basically a concept that people use to learn from experience. It contains the
lists of stages and activities that help individual complete their duties. In a project team, it will
contain all the team members, their roles and responsibilities and their purpose (Pratt et al, 2007).
The purpose represents the main activity that will help them perform their responsibility.
ACTIVITY Member responsible Role and responsibility
Organizer Project manager  Develop a plan to
collect the opinions
of the team
members
 Device tools to
collect the
information
 Find suitable
methods to share
and distribute the
information to the

members
Scribe Technical expert and manager  Documenting the
information for
future use
 Ensures that every
detail is relevant
and providing by
each member
according to their
expertise
PART THREE: COMMUNICATION PLAN
A communication plan is a tool used by groups or teams to communicate any information, either
internal or external information. The members are given certain responsibilities which they are
supposed to perform but the details are to be communicated in the best way possible (O'Sullivan,
2007).
audience message Method channel frequency Reason
Project
manager
Project
procedures,
project status,
project
deliverables
Email/
telephone
Report Daily General
project status
Engineer Email Reports and
demonstrations
Weekly collaboration
Software
designer
Email Report
demonstration
Weekly collaboration
Technical
expert and
manager
Email report Biweekly Project plans
Project status
collaboration
Executive meeting report Biweekly Project status

stakeholder
project
controller
email report As required collaboration
executive
sponsor
email report As required Detailed
project status
briefing
System
analyst
email Report
demonstration
Weekly Detailed
project status
briefing
PART 4: REFLECTION
From the experience, I realized that to be a leader is a pretty hard responsibility. A leader has to
be committed, determined, be able to persevere and work under pressure, be a role model to
others among others. To be a leader, one has to be extremely creative and innovative. Therefore,
to lead a project successfully(especially one that is full of experts, experienced and skilled team
members), a person must have certain unique and excellent skills, either learnt or naturally
earned. During the experience, I also realized that to be an ICT manager or an IT manager also
requires specific character that can be represented by a smart and intelligent person. However,
some of the general qualities. Skills or techniques that an ICT project manager should have are:
excellent communication and interpersonal skills, creative and innovative skills, analytical skills,
strong leadership skills, desire to work in a team and a good team player, effective and efficient
management skill (either to manage information, members or technology), capability of learning
among others. With this skills and attributes and many others, an ICT project manager has the
capability of succeeding in achieving the goal of the project as well as that of the team as a
whole.
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