D157 E-Portfolio: Leadership & Management CPE Record Template
Student Name
Western Governors University
D157 Managing Resources in an Era of Disruption
Prof. Name
Date
Leadership and Management E-Portfolio Template
Instructions for Completion
To successfully complete this course, you are required to develop a Continuing Professional Education (CPE) Record. For detailed instructions about the specific deliverables expected in each phase, refer to the Assessment Task Overview. All deliverables for every phase must be compiled within this e-portfolio.
You may input written submissions, such as reflections, directly into this template at each phase. Additionally, documents created previously in formats like Word or PDF can be inserted into the template or submitted separately for review.
How do you insert content from an existing Word or PDF document?
To incorporate content from an external document, position the cursor at the desired insertion point, then navigate to the ‘Insert’ tab. Click the arrow next to ‘Object,’ select ‘Text from File,’ and choose the document you wish to include. Double-clicking the file will insert it. This process can be repeated for multiple documents as necessary.
Phase 1 Deliverables
What are the deliverables required for Phase 1?
Phase 1 requires several key submissions to demonstrate project planning and reflection. These include:
- A CPE schedule table outlining tasks and timelines.
- A completed RACI chart that assigns roles and responsibilities for project team members.
- Three screenshots documenting the GoReact video reflection: one showing the reflection video itself and two displaying responses from peers.
- A written summary reflecting on insights gained from the Phase 1 video.
Phase 2 Deliverables
What must be submitted during Phase 2?
In Phase 2, the focus shifts toward financial planning and continued reflection. The submissions include:
- An updated CPE schedule table with tasks and timeline.
- A completed Personnel Cost Table template to estimate labor expenses.
- A completed Pro Forma Operating Budget template capturing the broader project costs.
- Three screenshots documenting the GoReact video reflection (one video and two peer responses).
- A written summary reflecting on the Phase 2 video.
Phase 1: CPE Schedule and Task Timeline
Below is a detailed timeline of Phase 1 and Phase 2 tasks, with estimated and actual completion dates. This timeline provides a clear overview of project pacing and adherence to deadlines.
| Task | Estimated Time | Anticipated Completion Date | Actual Completion Date |
|---|---|---|---|
| Phase 1 | |||
| 1a. CPE Table/Timeline | 30 minutes | 05/01/2025 | 05/01/2025 |
| 1b. RACI Chart Completion | 2 hours | 05/03/2025 | 05/03/2025 |
| 1c. GoReact Video Reflection | 30 minutes | 05/04/2025 | 05/03/2025 |
| 1d. GoReact Peer Responses | 30 minutes | 05/04/2025 | 05/03/2025 |
| 1e. Written Reflection | 30 minutes | 05/06/2025 | 05/03/2025 |
| Phase 2 | |||
| 2a. Personnel Cost Table | 2 hours | 05/08/2025 | 05/03/2025 |
| 2b. Pro Forma Budget | 3 hours | 05/09/2025 | 05/03/2025 |
| 2c. GoReact Video Reflection | 30 minutes | 05/09/2025 | 05/03/2025 |
| 2d. GoReact Peer Responses | 30 minutes | 05/09/2025 | 05/03/2025 |
| 2e. Written Reflection | 30 minutes | 05/09/2025 | 05/03/2025 |
This structured approach ensures timely completion and helps maintain momentum throughout the project.
Phase 1: RACI Chart
Who are the key project team members, and what are their responsibilities as per the RACI chart?
The RACI chart clearly defines roles and responsibilities across several key project tasks for five main roles: Project Manager, Director of Nursing, Nurse Educator, Clinical Resource Lead (CRL), and Clinical Nurse Specialist (CNS). The RACI acronym stands for Responsible (R), Accountable (A), Consulted (C), and Informed (I).
| HIP Tasks/Deliverables | Project Manager | Director of Nursing | Nurse Educator | Clinical Resource Lead (CRL) | Clinical Nurse Specialist (CNS) |
|---|---|---|---|---|---|
| Define Project and Create Timeline | R, A, C | C | I | C | C |
| Create Education/Training Materials | R, A | C | R | I | C |
| Build Time in PM Schedule for Rounding | R, A | I | I | I | I |
| Educate the CRL Team on Project | R | C | R, A | I | C |
| Review Compliance with Documentation | R, A | I | I | I | I |
| Weekly Reminders on Project Goal | R, A | I | I | I | I |
| Gather Data on Pre-project RRT Data | R, A | C | I | I | I |
| Project Team Debrief | R, A | C | I | I | I |
This matrix promotes accountability and ensures everyone understands their level of involvement, which facilitates smoother project execution (Project Management Institute, 2021).
Phase 1 Reflection Summary
What is the overall objective of the HIP project, and how were responsibilities allocated?
The HIP (Hospital Improvement Project) aims to improve patient outcomes by proactive rounding with the Clinical Resource Lead (CRL) team. This approach intends to identify potentially deteriorating patients earlier, thus decreasing the incidence of rapid response calls and code blues.
Through completing the RACI chart, roles became distinctly defined. The project manager, who also serves as the nurse manager for the CRL team, holds accountability for overall project development, scheduling, and rounding activities. The nurse educator is tasked with designing training materials to support staff education. The Director of Nursing provides oversight, acting as the project sponsor and presenting progress to senior leadership. Meanwhile, the Clinical Nurse Specialist provides expertise on regulatory standards and assures the accuracy of collected data.
Developing the RACI chart also revealed the utility of complementary project management tools, such as the GAANT chart, which can be created alongside the RACI chart to enhance scheduling and resource allocation efficiency.
Phase 2: Personnel Cost Table
What are the personnel costs associated with this project?
The personnel cost table estimates labor costs based on salary data and projected hours dedicated to the project by each role. The following table summarizes these costs:
| Team Member | Number of Personnel | Estimated Annual Salary | Hourly Rate | Projected Hours | Individual Cost |
|---|---|---|---|---|---|
| Project Manager (Nurse Manager) | 1 | $131,500 | $63.22 | 20 | $1,264.40 |
| Director of Nursing | 1 | $173,270 | $82.34 | 5 | $411.70 |
| Nurse Educator | 1 | $119,000 | $57.21 | 15 | $858.15 |
| Clinical Nurse Specialist | 1 | $111,354 | $53.53 | 5 | $267.65 |
| Clinical Resource Lead RN | 1 | $102,801 (32 hr/week) | $61.78 | 10 | $617.80 |
| Total Cost | $3,419.70 |
This detailed personnel cost analysis supports realistic budgeting and resource planning for the project.
Phase 2: Pro Forma Budget
What are the anticipated costs of the project beyond personnel expenses?
The pro forma budget provides a comprehensive look at the total costs associated with the project, encompassing both personnel and non-personnel expenses:
| Budget Category | Budget Item | Budget Amount | Comments |
|---|---|---|---|
| Personnel | Personnel Expenses | $3,419.70 | Derived from the personnel cost table |
| Non-Personnel | Education/Meetings to Staff | $2,700.00 | Three meetings, each one hour, for 15 CRLs |
| Non-Personnel | Advertisement to Staff | $100.00 | Costs for flyers and printing |
| Non-Personnel | Food/Snack for Team Meetings | $500.00 | Refreshments during meetings |
| Non-Personnel | Equipment/Technology Updates | $100.00 | Updates for PowerPoint and EPIC systems |
| Total Budget | $6,819.70 |
This budget indicates that, although personnel costs are significant, the project maintains cost-effectiveness, given many involved staff are salaried employees.
Phase 2 Reflection Summary
How did developing the personnel cost and budget tables contribute to project understanding?
Creating the personnel cost table and the pro forma budget clarified the financial landscape of the project. Using actual salary figures from the organization improved accuracy, which is crucial when presenting the budget to stakeholders like the Director of Nursing, who manages financial oversight.
Estimating hours was challenging, especially for staff working standard shifts without dedicated project time. Although including these personnel was necessary, it risks duplicating costs since their salaries are already accounted for.
The pro forma budget detailed all anticipated expenses, highlighting that the largest non-personnel cost is staff education and training. This emphasizes the importance of efficient, focused meetings to communicate essential information while staying within budget constraints. Overall, the project balances thorough preparation with financial prudence.
References
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.
Healthcare Financial Management Association. (2020). Fundamentals of Healthcare Financial Management (4th ed.). HFMA.
D157 E-Portfolio: Leadership & Management CPE Record Template
Organizational salary data and clinical role averages were referenced internally for personnel cost estimates.