Assignment

Table of Contents
Task 2:.........................................................................................................................................................3
Task 3..........................................................................................................................................................6
References.................................................................................................................................................12
Task 2:
Project Deliverables:
S. No. Deliverables
1 Initial meeting report,
2 equipment procurement status and management plans report
3 Project closure documents (equipment procurement),
4 timeline and strategy for engaging stakeholders,
5 existing equipment deep insight,
6 Statistics and trends,
7 project description, and linkages between related equipment
8 Project and Stakeholders on Health care Equipment Reports,
9 Health care Equipment Knowledge Map Health care Equipment Knowledge Base
Report,
10 Collection of Courses and Programs on Health care Equipment, and State of the
Art and Learning Opportunities and Approaches in Health care Training, , and
Health care equipment are just a few examples of the materials that are
available.
11 A step-by-step manual for creating new curricula,
12 promotional materials and application forms,
13 MOOC report,
14 broadcast Health care equipment webinars and on-site training report
15 project website,
16 dissemination materials,
17 report of disseminated activities,
18 publication and presentation checklist,
19 Exploration plan, and Health care equipment that are available.
(Sci., 2016)

Risk Assessment
1. Identify risks
 Take a tour of Shazz Care Home (the organization) and see what may be the hazards if
the new equipment is acquired or not acquired.
 Consider the viewpoints of other employees and workers, as it would be unfortunate if
you did not seek the advice of other employees or coworkers before purchasing new
machinery, as they could have picked up on details that management does not instantly
notice.
 Check out the HSE website. The HSE publishes a useful manual that explains how to
handle hazards and how they can be managed.
 Consult the manufacturer's instructions or data sheets, as these can be extremely
helpful in describing hazards and placing them in context with the items.
  Consider both safety concerns and long-term health risks (such as exposure to toxic
substances or loud environments). (Atkinson, 2002)
2. Determine who can be affected and how:

You need to be aware of who could be affected by the purchase of new equipment; this
helps to decide how to manage risk the best. It would consider whether the action would be
harmful or not to members of society (patients, physicians, or nurses), such as an illness or
injury. For example, when transferring patients from one bed to another, it should be
prioritized that the equipment facilitates rather than complicates the process.

3. Make a hazard identification and a precautionary decision.

You must make a choice on how to handle the risks after viewing them. The law mandates
that we take all "possible and appropriate" measures to keep people safe. While there are
ways to get around this, comparing your methods to best practices is the simplest way. It is
important to keep in mind that while acquiring the equipment, patients and other members
of the organization's health care team must not be harmed by it.

4. Record your results and put them into practice.

When buying new equipment, there must be a considerable modification to account for the
risk assessment's findings. This improves comprehension of the advantageous outcome
following equipment purchase. The evaluation must be sufficient and suitable.

5. Review the risk analysis and make any required updates.

Between the initial risk assessment and the equipment purchase, things will probably
change. Therefore, it's important to reflect on your daily activities and current events.
Review the risk analysis and take into account any modifications. For example, do you still
require improvements? Are there any issues being reported by others, or are they happy
with the new equipment they received? Have mishaps and near misses taught you
anything? The risk assessment must always be up to date (Atkinson, 2002).

Risk Management Strategies

1. Avoid risks
A preventative plan is a practical technique to get risks out of the office. For instance, you
can refrain from utilizing subpar equipment since it is not required. However, this may not
be the greatest option if the equipment was crucial to productivity or safety. Sometimes,
preventative tactics are insufficient. Instead, businesses should assess several ways to
address the fundamental issues. When the danger is significant and extremely likely to
occur, this strategy works effectively (Glendinning, 2005).

2. Risk Reduction
 Risk responses are most frequently mitigated. For instance, you would take additional care
if you were buying new equipment from a healthcare institution so that the organization
wouldn't suffer throughout the application process. This strategy can be applied to lessen
the severity of a risk or lower the probability of a risk event (Glendinning, 2005).

3. Risk transfer
Transferring hazards entails moving them to another position. This can entail moving them
to another individual, group, or system. For instance, integrating new equipment into your
business can improve performance or efficiency. Low probability (rare incidents) but high
impact risks respond well to this strategy (Glendinning, 2005).

4. Making good decisions

Another approach for handling hazards is acceptance. Acceptance entails acknowledging a
situation's reality. You can just acknowledge that using particular circumstances or tools
carries some risk. If you anticipate a problem, you might decide to put off solving it for now.
When there is no simple treatment option and the risk effect is modest, this strategy works
well (Atkinson, 2002).

Risk Mitigation Strategies

In Shazz Care Home (SCH), as health standards and best practices change daily, using older and
out-of-date equipment might be dangerous. The New England Journal of Medicine states that
managing health risks will get more complicated over time due to the expanding role of health
technologies, rising performance and safety concerns, accelerating pace of medicine, and the
industries’ constantly shifting regulatory, legal, policy, and reimbursement landscape. In order
to improve the performance and efficiency, Organization plan is to buy and use modern
equipment. It is hard to overlook all of the changes in the sector since there have been so many
technological advancements. Healthcare risk managers "need to be adaptive and they must be
proactive in designing and executing program that increase organizational performance and
efficiency while enhancing patient outcomes," according to the American Society for Healthcare
Risk Management.
The company must show that it has proceeded to the required efforts to educate and train its
workers about the new equipment in order to successfully decrease risks. Putting in place a
training program aids in bringing everyone up to date. Consider training if essential if your
business wants to be time and money efficient. With training management software like
PowerDMS, the organization can train employees on the equipment anytime, anywhere, at
their own pace.  By developing adaptive assessments, the company must also evaluate the
familiarity of its staff with both present and upcoming equipment. Everyone in the company has
passed the tests, ensuring that they can all operate the machinery in an emergency.
Additionally, it maintains electronic records of these exams, which are beneficial for
accreditation and administrative proceedings (Leggat, 2007).
Contract or Contractual Risk
 Financial risks are contractual risks that include the loss of money, regardless of whether
it impacts the bottom line. They are frequently categorized as credit, liquidity, asset
coverage, and equity risks. From the viewpoint of contract management, this may be
the result of forgetting a crucial contract date, such a renewal, and losing business, or it
might be the result of unintentionally extending the contract's term because of an
automatic rollover clause. This is valid even if you purchase equipment specifically
designated for the business.
 The most significant and severe implications for the company might come from security
threats. This is due to the fact that breaches of contract security frequently result in
extra monetary, legal, and branding concerns. Contract management security hazards
include not encrypting private contract data, keeping contracts in a location where
everyone who views them has equal access, and using email for confidential information
sharing and communication.
 Brand risk is essentially the risk brought on by poor public and consumer perception,
low staff morale, and the repercussions of monetary, legal, and security concerns.
Because negative news spreads swiftly in today's hyper connected digital world and may
immediately damage your company's reputation, mitigating brand risk is more crucial
than ever. Your financial performance may be impacted as a result, and the cycle keeps
on (O’Daniel, 2008).

Task 3
Types of Projects
1. Communication Projects
Effective communication is essential for all projects since it forms the basis of any project's
success. However, the methods used for communication vary depending on the type of
project and are essential to its success. Participants or stakeholders in various projects must
employ a range of communication techniques, including written, vocal, nonverbal, and
visual communication. Every communication activity, technique, and target audience should
be listed in a highly thorough communication strategy. An illustration of a communication
project is a thorough communication strategy for equipment purchase (Sociomed, 2014).

2. Projects for stakeholder management

The amount of stakeholders participating in the project process is significantly responsible
for the variation encountered during the projects. Usually, the project's participants are
limited to the project manager and the project team. The complexity of the project
increases with the number of stakeholders. Stakeholder management must be improved.
Project stakeholder management is demonstrated by Shazz Care Home modification of its
approach to address evolving project requirements (Sociomed, 2014).

3. Task Assignment Projects

Project management requires a variety of tasks and activities to be completed for each type
of project. The way that tasks are assigned varies amongst various projects in general. It
also relies on the liability-sharing scheme used. The project manager is only in charge of
assigning work, and the effective and suitable distribution of activities is essential to the
project's success. A good example of this project is the efficient delegation of project
stakeholders to carry out various activities linked to new equipment (Sociomed, 2014).

4. Social projects
Public service initiatives are another name for social projects. These initiatives seek to
provide cutting-edge remedies for the problems and shortcomings of society. The purpose
of the social programs is to provide a much improved standard of life for those who work at
the front desk. Numerous businesses and organizations start programs of this nature under
the umbrella of corporate social responsibility (CSR). Social projects include things like social
housing, social services, and social insurance (Sociomed, 2014).

5. Community projects
With the exception of direct recipients being involved in the project process, these
initiatives are quite similar to social projects. Community initiatives, which may also be
philanthropic organizations, work to address the requirements of the local population in
terms of welfare. Additionally, there are economic community programs that aim to lessen
the financial difficulties that residents of the community have as a result of numerous
reasons. By planning modest but significant undertakings, these initiatives contribute to the
general wellbeing of the community. Orphanage financing on a local level is an illustration
of a community effort (Sociomed, 2014).

6. Management strategies
Any successful project management requires the use of specialized knowledge or skills that
are relevant to the situation. To accomplish its aims and objectives, each project needs a
different set of managerial abilities. The top pros are needed for the entirely distinct project
of successfully managing the project process. Project management makes utilization of the
majority of project resources. Testing new equipment and its accessories in order to
considerably enhance business processes is a classic example of project management
(Sociomed, 2014).

7. Integration projects
All of the crucial components of the design process are combined and coordinated in
integration projects. Coordination of tasks, resources, and important stakeholders is one of
these procedures. Batch-oriented, event-oriented, or service-oriented integration initiatives
are all possible. They frequently call for the interchange of pertinent data and information
across two or more project management systems with the express objective of raising the
project's overall quality (Sociomed, 2014).

Project Initiation
Project Charter
Project Objectives  This project should decide whether using patient lifts in the
workplace is necessary to help with patient management
and, if so, how many lifts and slings should be made
available.

 Appropriate personnel should be consulted, including those

who work with patients, those who use the equipment, and
those who maintain it.

 We do not deal with the selection of equipment suitable for

the patient's individual needs here, and that is the
responsibility of the doctors concerned.

 This policy demonstrates and promotes ACH's commitment

to offering each patient appropriate, high-quality treatment
while upholding a secure working environment for both
patients and employees.
Resources  Project team of 6, 30 hours each week for 4 weeks.

 One Project manager, 10 hours each week for 4 weeks.

 Five hours of sporadic labor each week on the IT and legal

reviews (two teams).
Project Roadmap  01 – 08 - 2022: Start Project

 Legal and other related review on august 20.

 August 21–September 3: Establishment of the project team

 September 31: Equipment will be acquired.

 On October 4, Staff training

Project Budget Equipment Cost 100000 GBP
 Training Cost(5*500) 2500 GBP
Other Cost

Maintenance Contract Cost 7000 GBP

Annul Service Charges 500 GBP

Total Cost 110000 GBP

Constraint  Time = this means it takes longer time to acquire the

equipment and train staff.
 Quality = This means that the expected quality of
performance may not be achieved, equipment may not be
as good in performance as expected, or staff may not be
able to produce quality performance from the equipment.
 Resources = Resources are under or over planed
 Project may not be feasible as expected
 Resource Management Tools= Inappropriate use of
management tool.
Stakeholders Person Responsibilities
Procurement or Create and put into action efficient
Purchase Manager procurement strategies.
Establish business and organizational
alliances and locate profitable
suppliers.
To get better terms, haggle with
outside vendors.
The authorization of the purchase of
the required goods and services.
Order completion and shipment
information.
Budget Owner/ Budget owners are in charge of making
Sponsor purchases for their department and
maximizing the use of the allocated
funds, while finance groups are in
charge of documenting and accounting
for such expenditures.
finance team The finance department is in charge of
maintaining the daily accounting
 records, which involves balancing the
company's financial records in order to
make wise business choices,  Analyze
financial records and statement, 
forecasting and budgeting, control
over operating cost
Legal Team Contracting and compliance assistance
for trades.
Educate the company about legislative
and regulatory developments that may
have an impact on its operations and
business model.

Tuckman's theory of Team

Tuckman's idea focuses on the team's method of operation from the time it is formed until
the project is finished. The fifth element, Delay and restructure job completion, was later
added by Tuckman. Given that the stages are connected to the accomplishment of
whatever work a team completes, Tuckman's theory is particularly applicable to team-
building exercises. Teams have the chance to examine their behavior over a quantifiable
length of time thanks to short-term team-building exercises. Teams frequently work on
tasks that last for months or even years, and it can be challenging to comprehend the
experience in the context of a task that has been finished. According to Tuckman there are 5
stages of Team structuring or formation, these are:

Forming
The team is put together, and the task is given. While there may be goodwill among the
team members, they often behave autonomously and may not know each other well
enough to fully rely on one another. Planning, information collecting, and connection
building take time in this stage (Sci., 2016).

Storming
The group starts formulating ideas on how to approach the problem. If it goes wrong, this
phase might be extremely damaging to the team as different concepts may fight for control.
At this point, team relationships are formed or destroyed, and some of them can never be
repaired. In rare circumstances, the team may become mired in the storm phase. A team
may choose a strategy that is less successful in completing the objective for the team's
benefit if it places an excessive emphasis on consensus. It is crucial to have a capable,
encouraging leadership team.

Norming
The team starts the normalization phase as the storm phase comes to an end. In most
cases, this is a step toward harmonic teamwork, when members of the team agree on the
principles and standards that guide their work. At this point, teams should ideally be
confident and recognize the value of each member's contribution. At this point, when
individual team members assume greater responsibility, team leaders can move back from
the group. The team faces the danger of losing the motivation or creative drive that
propelled them to this point during the normalization phase and becoming complacent
(Sociomed, 2014).

Performing
The execution phase, which is essentially the era of high performance, is a stage that not all
teams reach. High levels of independence, motivation, knowledge, and competence
characterize high performing teams. Collaboration in decision-making is encouraged, and
team members will communicate with a high degree of respect, so differences are both
expected and welcomed.

Adjourning and Transforming

The team will be broken apart after the project is finished. As they grow closer, they could
experience sadness if they've reached that point. However, when you deal with some of
these folks again, good shared experiences make things simpler (Sci., 2016).
So it is the responsibility of Shazz Care Home (SCH) to form and manage a team on the basis
of Tuckman's theory so that a team will be formed and managed perfectly.
References
Atkinson, M., 2002. Risk Assessment. Berkshire: National Foundation for Educational Research,.

Glendinning, C., 2005. Risk management Strategies. In: R. Townsley, , D. Abbott, & D. Watson, eds. Risk
management. UK: Bristol: Policy Press,.

Leggat, S. G., 2007. mitigation strategies. Risk Assessment and Miigation Strategies, 17(7).

O’Daniel, M., 2008. Dimensions of contractual risks. In: Hughes RG, ed. Contractual Risk. s.l.:s.n., pp.
333-352.

Ratna, H., 19. Projet Delieverables. HPHR, Volume 23, pp. 1-6.

Sci., G. J. H., 2016. A Simple Introduction. Tuckman Theory of team, 8(6), pp. 65-74.

Sociomed, M., 2014. Types of projects. Projects in Project Management, 26(1), p. 65–67..