Reflection Learning

Examine why is it important to identify stakeholders and the project team early on when undertaking a project.

           Project management represents the use of techniques, methodologies, abilities, expertise, and experiences to accomplish particular project goals within agreed-upon boundaries, in accordance with the project established standards. The ultimate outputs of project management are bound by a specific budget and timeline (Silvius, 2017). The article will examine the importance of identifying stakeholders and the project team early when undertaking a project and then describe some of the organizational cultural factors that will need to be overcome during project management.

Stakeholder identification is critical for identifying the stakeholders in a project and for establishing the best method or methods for managing their expectations. Regardless of their position, each stakeholder wants or anticipates something from the project or its conclusion. As DNP-trained nurses, we may use this edge in various situations, such as during a project proposal meeting. The more completely a person considers stakeholder interests while setting project goals, working techniques, planning, and issue resolution, the more likely their project will be accepted. Stakeholder identification enables straightforward communication during regular reports or project progress sessions. It is critical to understand who the stakeholders are and their role in the development and implementation stages of the project in order to correctly answer their expectations or reservations. Communications then become a two-way street, placing a person in a better position to handle the stakeholder-project manager relationship successfully. Identifying and converting stakeholders who are not presently participating in the project might help secure additional financing or assets. Additionally, active contributions might take the shape of advocacy. Connecting to what stakeholders need or want from the project may be critical throughout the proposal process when project support is critical and during the beginning phases of organizing and successfully pushing a project ahead.

Consider the organizational culture where you plan to implement your DNP project. Describe organizational cultural barriers that may be present that will need to be overcome for project success.

          Organizational culture represents the acceptable code of conduct within an organization. Culture is built over time and also take time to change. Some of the organization's cultural aspects that can hinder the success of a project management initiative include code of conduct, ethics, and working hours. For example, if the organization culture supports harmful vices such as rudeness at work, lack of orderliness and indiscipline through the lack of a clear and code of conduct document, this will lead to disorganization and a lack of a clear focus within the project management, thereby leading to wastage of resource and time. Another organizational culture that can be an obstacle to the successful implementation of a project is an effective reward and incentive system; this will lead to a lack of morale for the employees and the critical team players of the project. Lastly, the lack of clear and concise communication and power structure within an organization can also be an obstacle to implementing a project.

For your DNP project, detail your implementation plan to include milestones.

        My DNP project implementation plan would involve the planning phase which is also the conception period where all the project basics will be discussed. For example, the planning phase include the problem identification, development of practice problem statement and selection of an intervention, submission to the IRB and project acceptance (milestone 1). Data collection phase where literature is reviewed, participants identification, preparation and education (milestone 2). Implementation of intervention when the actual execution of the project will take place (milestone 3). The next phase will be the evaluation of the project outcomes where also the decision on the progress of the project will made and lastly the follow up stage in which the projects out come and progress will be assessed (milestone 4)

Reference  

Silvius, G. (2017). Sustainability as a new school of thought in project management. Journal of cleaner production, 166, 1479-1493. Retrieved from

https://www.sciencedirect.com/science/article/abs/pii/S0959652617317444