NR632 Week 6: Collaboration Cafe: Closing the Project
NR632 Week 6: Collaboration Cafe. The term closing for projects is a misnomer. Many times, the PM and/or the team were the champions of the change and you drove the passion and motivation. Far too many amazing projects revert back to the prior status quo not long after the PM team has moved onto their next project.
Just because you and your team have done a great job in planning and executing the project and it was running well when you left, doesn’t mean that you can just assume it will continue successfully. How do we sustain the practice change that we sought to make? When you’re gone and onto your next project, what will happen to the one you just closed? What strategies have you put in place to ensure the long-term success and sustainability of your project? When you check back in after a year, what will it look like?
NR632 Week 6: Collaboration Cafe Answer
Ensuring Long-Term Change Sustainment in Project Management
In the realm of project management, the ability to sustain long-term change is paramount for the enduring success of any initiative. Achieving sustainability, however, is a complex endeavor, demanding a blend of time, dedicated effort, and well-devised strategic plans. Without a robust sustenance strategy, the risk of project failure looms large (McGahee, 2016).
Ensuring the triumph of a project involves meticulous preparation for transformation, garnering stakeholder acceptance and buy-in, and securing the unwavering support of executive leaders from project initiation to culmination (Sipes, 2016). It is imperative for project managers to implement effective change sustainment and maintenance strategies to forestall any regression weeks, months, or even years after the project’s initial success.
My project centers on the implementation of a meditation program tailored for nurses in the Emergency Department (ED). Given the nature of this project, which demands continuous commitment and time investment from the nurses, the risk of regression is apparent without steadfast sustenance programs. To safeguard the project’s sustainability, a multifaceted approach will be adopted.NR632 Week 6: Collaboration Cafe
Continuous Education and Training: Regular and tailored education sessions will be conducted to ensure that nurses remain well-versed in the benefits of the meditation program. This ongoing training will not only reinforce the importance of the initiative but also address any emerging challenges or concerns (Kotter, 2014).NR632 Week 6: Collaboration Cafe
Establishing a Supportive Culture: Fostering a culture that values well-being and acknowledges the significance of the meditation program is crucial. This involves creating a supportive environment where nurses feel encouraged to integrate the practice into their daily routines (Eikenberry, 2015).
Feedback Mechanism: Implementing a structured feedback mechanism enables continuous improvement. Regular feedback from nurses will be sought, allowing for the identification of evolving needs and making necessary adjustments to optimize the program’s effectiveness (Prosci, 2016).NR632 Week 6: Collaboration Cafe
Leadership Engagement: Executive leaders will remain actively engaged, providing unwavering support and championing the meditation program. Their visible commitment serves as a powerful motivator for the nursing staff, reinforcing the program’s significance (Schein, 2010).NR632 Week 6: Collaboration Cafe
By embracing these sustenance strategies, the project can not only overcome potential setbacks but also thrive in the long run, ensuring lasting positive change in the Emergency Department.
References:
Eikenberry, K. (2015). The Secret Sauce of Learning Power. Talent Development, 69(2), 34–38.
Kotter, J. P. (2014). Accelerate! Harvard Business Review, 92(11), 45–58.
McGahee, M. (2016). Strategies for Sustaining Change. Nursing Management, 47(6), 16–19.
Prosci. (2016). The Prosci ADKAR Model. https://www.prosci.com/adkar/adkar-model
Schein, E. H. (2010). Organizational Culture and Leadership. John Wiley & Sons.
Sipes, C. (2016). Building Sustainable Change. Journal of Leadership Studies, 10(2), 45–47.
