Uploaded alreadyTable of Contents 1. Project Background and Context 2 2. Project Plan and Logic 2...

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Uploaded alreadyTable of Contents 1. Project Background and Context	2 2. Project Plan and Logic	2 2.2. Product Characteristics and Requirements	3 2.3. Out of Scope	3 2.4. Planning Models and Processes	4 3. Project Stakeholder Analysis	4 4. Budget and Resourcing	8 5. Project Implementation	9 5.1. Project Goals and Objectives	9 5.2. Project schedule	10 5.3. Project Strategy and Evaluation Plan	11 5.4. Reporting and Review Arrangements	13 5.5. Risks and contingency plans	13 Reference	13 1. Project Background and Context The rural and remote landscape in Australia reflects the country's diverse population and unequal access to health services. For example, t Australian Institute for Health and Welfare notes that of its population of seven million people, fatalities and hospitalisations are higher in remote and rural areas (1). Remote and rural areas also suffer from a shortage of healthcare workers, most of whom are in major cities (1).   This project aims to realise the automation of health intervention assessment in remote and rural communities. In doing so, better health policies may be implemented, and health practitioners will better grasp areas of improvement. Data will be gathered from healthcare professionals (HCPs)from health centres and hospitals in select rural and remote areas where fatalities are especially high using mHealth applications and data management platforms.  The challenge we foresee presented by this proposal is the relative inaccessibility of remote and rural areas, making the installation of larger, more modern equipment, like sensors, difficult. Therefore, the project aims to mostly make use of mobile health (mHealth) applications for HCPs. mHealth applications are also used for individual monitoring, but they have been used recently by HCPs to conduct and monitor more simple medical tasks, like taking a patient's blood pressure (2). This allows health professionals to access patient data and communicate with each other for a more simplified workflow. 2. Project Plan and Logic The number of fatalities in remote areas is aggravated by a lack of access to resources and geographical distance. This project will observe operations within the health centres with machine learning by applying the 'smart home' (3) concept to track individual compliance through automation. However, due to the infrastructural and logistical limitations of the target area, smaller devices in smartphone applications will be used.  The rationale behind this is to provide feedback on streamlining the execution of health programs within the said areas. The project will run for nine months to fully observe the operations and changes of health operations within the selected health centre and develop the database on actual operations in the health centre. The figure below illustrates the program logic behind the project's thrust:  Figure 1. Program Logic 2.1. Product Characteristics and Requirements As a preliminary assessment of the situation in the remote health centre, the HCPs will be asked to fill out a questionnaire containing their daily routines. This questionnaire involves how they deal with patients, their day-to-day tasks, any recurring challenges, and how they develop solutions to these problems. This will serve as a guideline for seeing perceived performance compared to actual performance, monitored through the mHealth applications. Data will be collected and collated from the survey conducted on the HCPs and the mHealth applications. This will feed into a centralised coded program that will produce the report assessing health centres' operations within the given time frame. Thus, the following are the requirements for the project implementation: · Initial survey form containing a questionnaire on HCPs' performance in the health centre.  · MHealth applications, such as CareAware Connect, connect HCPs with patient data and streamline communication between health workers. · Integration of survey responses and other data from the mHealth applications in a centralised and coordinated digital management platform, like SAS. 2.2. Out of Scope Due to the general inaccessibility of remote and rural areas and the difficulties mentioned above in installing sensors that could otherwise track patient movement, the study does not aim to interact with patients themselves but rather gather input from health practitioners delegated within these regions. 2.3. Planning Models and Processes The project will make use of the PRECEDE-PROCEED framework (4) to guide its overall implementation. Although the framework is mainly used in planning health interventions themselves, it could be beneficial to apply it in the assessment of health operations in remote and rural areas. This is because the evaluative aspect of the framework falls in line with the overall project goal.  The following figure reflects the goal, objectives, and strategies of the project: Figure 2. Goal, Objectives, and Strategies The project uses a four-fold strategy: establishing mHealth applications, building a database of HCP performance, coordinating the self-assessment survey among HCPs, and encouraging a participatory approach to healthcare. These strategies, located under specific objectives, are crucial to achieving the project's main goal. 3. Project Stakeholder Analysis We identified our project stakeholders by assessing the goals and objectives of the project alongside the potential individuals or groups that will benefit from the project's success. As such, the following are our target stakeholders: Table 1. Stakeholder Register 	Key Stakeholder Name/Reference Number 	Title 	Project Role 	Contact Information 	1 	University sponsor/policy maker 	Project sponsor 	 	2 	Lead specialist 	Project director 	 	3 	Database developer 	Project implementor 	 	4 	Survey collectors 	Team members 	 	5 	Hospital/Health centre administrator 	Project manager 	 	6 	Head doctor 	End-user 	 	7 	mHealth application partners 	Suppliers 	 	8 	Other healthcare professionals 	End users 	 Upon a closer analysis of the key stakeholders, we grouped them according to how much they are expected to influence and are impacted by the project results. We also considered the stakeholders' needs and wants and their possible concerns regarding the project's viability. Lastly, we assessed relevant strategies in engaging and keeping the stakeholder's interest. Table 2. Stakeholder Assessment Matrix 	Stakeholder Name/ Reference Number 	Impact How much does the project impact them? (Low, Medium, High) 	Influence How much influence do they have on the project? (Low, Medium, High) 	What is important to the stakeholder? 	How could the stakeholder contribute to the project? 	How could the stakeholder block the project? 	Strategy for engaging the stakeholder 	1. Project sponsor 	High 	High 	The successful implementation of the project and its visible returns (i.e., streamlined workflows in the selected hospital/health centre) 	This stakeholder will provide the funding and connections possible to execute the project 	This stakeholder may be sceptical on the project implementation 	Present cohesive project management plan in pitching the project idea 	2. Project director 	High 	High 	Reporting of milestones and key accomplishments during project implementation to sponsors 	The project director oversees the overall implementation of the project 	The project director may become short-staffed if they are unable to execute the project correctly 	Deploy competent and sufficient staff 	3. Project implementor 	Medium 	High 	Development of a comparative database assessing perceived and actual performance in the health centre 	This stakeholder operationalises the creation of the database from which the key recommendations will come from 	Incorrect or inaccurate data may be inputted into the database if the developer is not careful 	Clearly explain the project objectives 	4. Team members 	Medium 	Medium 	Accurate collection of data from end-users 	This stakeholder collects and collates the initial survey that will be given to end-users 	Execution of the project may be stalled by the collection of incorrect or inaccurate data 	Brief team members on the protocols to data collection 	5. Project manager 	Medium 	High 	Positive feedback from the end-users 	The project manager oversees the implementation of the project on the ground. They are the ones who directly communicate with team members and end-users 	If there are no clear divisions in the team, the project manager may not know how to delegate tasks  	Present an organisational chart with clear cut responsibilities 	6. Suppliers 	Low 	Low 	The utilisation of their product by the end-users 	Suppliers are the ones who provide the items (in this case, applications and programs) that will mainly be used in the implementation of the project 	Since the project's impact and their interest in it is low, suppliers may easily opt-out of the project 	Request for quotations and schedule meetings to discuss technical specifications necessary for the project 	7. End-users 	High 	Low 	Proper implementation of the project so that they can maximise the best results from it (i.e., improved patient care) 	This stakeholder is the subject of the project but does not have any direct involvement in the project's operations aside from making use of the applications given to them 	End users have varying backgrounds and experiences, which may factor in their use of technological tools such as applications 	Brief them on the use of mHealth applications and their benefits to patient care Based on the table above, we plotted out the stakeholders' impact on the project in an assessment grid highlighting the stakeholders we should be engaging with the most, to the stakeholders we can communicate with. Figure 3. Stakeholder Assessment Grid 4. Budget and Resourcing 	Task Name 	Number of Days 	Internal Labour Rate 	Total Internal Labour 	External Labour Rate 	Total External Labour 	Non-Labour Costs 	Total Cost 	Phase I 	  	  	  	  	  	  	  	Performance survey conduct 	7 	 $          43.00  	 $     2,408.00  	 -  	 -  	 -  	 $          2,408.00  	Consultation with supplier on the integration of mHealth in health centre's process 	1 	 -  	 -  	 $     130.00  	 $     130.00  	 -  	 $             130.00  	App subscription 	180 	 -  	 -  	 -  	 -  	 $     100.00  	 $        18,000.00  	Phase II 	  	  	  	  	  	  	  	Training of HCPs 	14 	 -  	 -  	 $     150.00  	 $     150.00  	 -  	 $        16,800.00  	Database building 	30 	 $   21,500.00  	 $ 645,000.00  	 -  	 -  	 -  	 $      645,000.00  	Project Management 	180 	 $          60.00  	 $   86,400.00  	  	  	  	 $        86,400.00  	Contingency  	- 	 $   10,000.00  	 -  	 -  	 -  	 -  	 $        10,000.00  	Total 	  	  	 $ 733,808.00  	  	 $     280.00  	 $     100.00  	 $      778,738.00  4. Project Implementation 5.1. Project Goals and Objectives The project's primary goal is to streamline the processes of

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PROJECT MANAGEMENT PLAN
Topic: Addressing the patients getting readmitted to hospital
INTRODUCTION:
Over time, the health-care industry has been involved in initiatives that entail more than just using cutting-edge project management approaches. With the goal of remaining relevant in the market, the latter have realised that it is critical to utilise abilities required for project management. An organisation can work with reduced input and higher output with such a method. Employees will also be motivated to do high-quality work, resulting in increased profits for the organisation. A project plan's objective is to guide you through the project's development and implementation.
PROJECT PLAN:
Description, Purpose, and Objectives:
The objective is based on the development of a project  aimed at reducing the labor rate of the organization by identifying and monitoring discharges that are characterized by high-risk patients. The importance of returning costs to medical institutions is noteworthy. $ 17.4 billion annually was reported as  medical expenses. Health centers that end up reporting higher than expected readmission rates  to reduce spending can be punished. 
This law guarantees that readmission costs will be reduced at all health centers. The latter reduction helps avoid penalties and other related consequences. The purpose of this project is to shorten the list of health  centers to avoid relevant consequences and penalties. The latter implementation  will significantly reduce the number of  readmissions. This enhances or maintains the image of the organization and prevents discrimination. 
On the other hand, the purpose of the project is to support patient education  before discharge. Ensuring this will reduce the rate of readmission to the hospital  as long as the patient is notified prior to discharge. Another goal is to perform follow-up activities such as contacting the patient by phone  or email after discharge. This is  to ensure a complete recovery from the  diagnosed illness. For the final result to be correct, four nurses are needed to educate, monitor, and promote all health service related issues. Requirements including remote monitoring equipment are relevant. For the project  to be successful, the nurse must provide the patient with appropriate training.
Scope of project:
One of the  first expected outcomes is to reduce the list of readmissions to healthcare. The success of this project depends on the successful recovery of the patient after discharge, as the patient has sufficient knowledge to take care of himself outside the hospital. This helps prevent pre-hospital cases. In addition, successful project implementation will improve communication between  patients and  healthcare providers. Remote monitoring devices can help detect the patient's progress and send that information to the doctor. This will perform the analysis  and treat the patient  in case of  instability. 
The proponents of this project believe that educating patients in all of the above  areas will help monitor and manage their health. This reduces the rate of patient readmissions to health  centres. However, there are some risks associated with this project. This includes lack of financial and motivational support from  management and the inability of team members  to work together throughout the implementation of the project. It is very noteworthy that many nurses need to be hired, which adds more funding to the project. This means that a lack of sufficient funding has a direct impact on the implementation of the project. If the findings are inadequate, the telemedicine equipment you need is rarely purchased at a health centre.
Plan:
Project manager should start the process by purchasing telemedicine equipment to monitor the patient after discharge. Implementation of this first task is planned for the entire first month. Then, after purchasing the device, IT professionals take on the task of testing the device to make sure it works as expected. After proof of function, nursing staff will be trained in the handling and use of the patient's telemedicine equipment. A well-trained nurse then trains the patient on how to  use the device to monitor their health. These patients are then evaluated to determine their ability to use the device, but only after discharge. This assessment helps determine if they have received the correct information  to avoid  readmission of patients shortly after discharge. As a  team, they produce reports detailing the success of the project. 
Technique  to be used first during  project planning was comparative estimation. This technique is considered particularly relevant if the project is a bit like another previous project. In fact, this method helps to generate enough relevant data  to make the comparison. It is effective because it allows you to make good comparisons by providing clearly clipped results that ensure the success of your project. Alternatively, you can use an experimental evaluation. It is effective because it helps you make decisions based on the data available  from  experts.
PROGRAM LOGIC:
Figure 1: Program Logic
STRATEGIES:
Quality management strategies:
For maintaining the project quality, the project manager is responsible for planning the quality by setting the quality requirements required for the project. The project must be able to provide stakeholder with high quality results. Another strategy is to emphasize the need for quality assurance so that other related activities and processes are appropriate and appropriate for the project. Another purpose of quality assurance is to ensure that team players perform processes and activities with the goal of achieving high quality results. Effective communication is best for achieving quality or best results. Therefore,

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