Healthcare Project: Stakeholder Engagement and Communication Report

This report details a comprehensive stakeholder engagement and communication management plan for an intelligent cervical cancer prevention technologies project. The plan outlines stakeholder roles, engagement strategies (face-to-face meetings, emails, reports), and communication frequencies. It includes a work breakdown structure (WBS), project schedule with milestones, and a quality management plan encompassing quality planning, control, assurance, and improvement. The project aims to reduce cervical cancer in women by 90% through an automated application that delivers phone calls to at-risk populations. The report also addresses project justification, leadership roles, and a risk log, ensuring accurate contact information and efficient project execution. Furthermore, the report incorporates elements like a project schedule, milestones, and a quality management plan to ensure successful project implementation and patient care improvement.

Running head: STAKEHOLDER ENGAGEMENT AND COMMUNICATION MANAGEMENT PLAN
Stakeholder Engagement and Communication Management Plan
Name of the Student
Name of the University
Author note

1STAKEHOLDER ENGAGEMENT AND COMMUNICATION MANAGEMENT PLAN
1. Stakeholder Engagement Plan
Stakeholders Potential role within the Project Strategy of Engagement
Owner Holding responsibility for project outcomes and development of the
application.
Face-to-Face meetings
Project Manager Manage the project outcomes based on a proper designing of
project plan. Determining the included activities and cost allocated
to each resources.
Emails and Face-to-Face meetings
Project Sponsor They would determine the budget allocated to each resource based
on their work hours.
Emails
HIM Professional They would determine the correction of errors based on the entry
within the entry logs
Reports
Chief Executive Officer Determining the approval for the project based on the discussion
with the top management.
Face-to-Face meetings
Chief Medical Officer Determining the type of impact made after approval of the
application within the present clinical workflow
Face-to-Face meetings
Chief Financial Officer Determining cost-effective strategies based on the activities
outlined in the project plan
Face-to-Face meetings
IT Director Determining plans based on security and approval for any kind of
technological implementations
Emails and Face-to-Face meetings
Health Practitioners Determining whether the application would prescribe for treatment
solutions for patient welfare
Reports and Emails
Scheduling Staff Responsibility for managing of schedule Reports
Patients They would access the different healthcare services as displayed
and served for services.
Feedback forms

2STAKEHOLDER ENGAGEMENT AND COMMUNICATION MANAGEMENT PLAN
2. Communication Management Plan
Description Frequency Method Audience Owner
Name of the
Communication
Occurrence of
happening
Communication
Methods
Person Receiving the
Communication
Person Responsible
Conducting project team
meetings
Daily Face-to-Face meetings
and video conferencing
Chief Executive Officer Project Manager
Stakeholder meetings Monthly Face-to-Face meetings
and email reports
Chief Executive Officer Chief Executive Officer,
Project Manager
Discussion on project plan Weekly Email reports IT Director, Chief
Medical Officer
Project Manager
Meeting with IT Director and
IT Staff
Monthly Face-to-Face meetings
and email reports
IT Director Project Manager
Discussion with Health
Practitioners
Monthly Face-to-Face meetings Project Manager Chief Medical Officer
Progress meetings Weekly Face-to-Face meetings Chief Medical Officer,
Chief Executive Officer
HIM Specialist, Project
Manager
Patient Survey meetings Once Surveys and Face-to-
Face meetings
Chief Medical Officer,
Project Manager
Chief Medical Officer

3STAKEHOLDER ENGAGEMENT AND COMMUNICATION MANAGEMENT PLAN
Bibliography
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