Description of the Project
Health care organizations have to deploy effective clinical management systems. In this regard, risk management has a key role to play in minimizing the chances of harmful events, therefore, promote improved quality health care provided to patients. The complexity and number of issues that must be considered in hospitals are on the increase. As such, it is critical to apply the use of information systems to collect and observe hospital data. In the healthcare sector, risk management is comprised includes the clinical as well as administrative systems, procedures, and systems applied to observe, highlight, analyze, mitigate, and prevent threats to operations. Through the application of risk management, health organizations can protect the safety of clients and employees actively and systematically. Risks management also protects other aspects of the organization that are key to its business, such as reputation, assets, ad its overall value.
The deployment of risk management in healthcare is usually centered on the key role of patient safety and the reduction of medical errors, which ruin an institution’s ability to realize its mission and guard against financial liability. Nonetheless, since healthcare innovations have an increasingly crucial role in such organizations, risk management has become a complex process recent years. A wider perception of risk management is needed since the regulatory and political environment is ever changing. Further, medical science is revolving at a rapid rate and the cybersecurity threats have become more pronounced. Such factors place a financial risk to both providers and payers and these costs need to be managed effectively to ensure the healthcare system is not place a heavy burden on some stakeholders.
Hudson Hospital should adopt a more comprehensive system referred to as Enterprise Risk Management (ERM) to expand the role of risk management. ERM is made up of conventional aspects of risk management and has been expanded to view them as constituents of an organization to enable the aversion of risk. ERM includes eight risk aspects. The aspects are interweaved with each other therefore it is important to use the big picture method to analyze and mitigate the risk; this is the core purpose of RM.
Implementation of the Project
The deployment of enterprise risk management at Hudson Hospital will promote a comprehensive system for managing risk management decisions that optimize value safeguarding and development by managing uncertainty and risk as well as their association with overall value. ERM is centered on the application of innovation to interweave efforts geared towards prevention across the entire organization and mitigate risk associated with fragmented departments and enterprise units (Buvik & Rolfsen, 2015). In addition, data analytics are combined to support decision making, collaboration of workers, delegation of resources, and ranking of risk. Analytics are important for monitoring standards as a way of showing value for ERM projects (Buvik & Rolfsen, 2015). These features of ERM are developed along with a governance framework that embeds the risk management program to the hospital’s operations.
The role of Hudson’s risk manager will transform alongside this novel governance framework to supervise and enable the ERM system. A project manager actively highlights risks and determines the potential benefits and consequences (Copper, 2014). Additionally, to mitigate exposure of the organization, he/she will react and deploy plans for containment when unforeseen and adverse scenarios occur. Due to the dynamic and multifacted nature of risk management at Hudson Hospital, the role of the project managing keeps on changing. Some of the present functions of the project manager include documenting negative occurrences and risk factors, creating, process and guidelines for reacting to and handling risks and threats, and interacting with stakeholders (Cooper, 2014). Furthermore, the risk manager must constantly observe the ever-changing nature of healthcare risk continuum. Table 1 depicts a Gannt Chart that shows how the project will be implemented.
Figure 1: Gannt Chart for the Risk Management Project
Source: Brixit24. https://www.bitrix24.com/features/tasks.php?gclid=Cj0KCQiAg_HhBRDNARIsAGHLV51Gsjh4mtTjvKqFm2_556Zgt76IfbdPE5ZGWbfA0PZTDpQs8b4YiY4aAiftEALw_wcB
Assessment of the Cross Functional Team Partnership
Assembling the Right Team for the Project
A set of skills will be needed to have an effective cross-functional team due to the nature of this project. The work will need a scope of expertise from the team. The team must have individuals who possess the needed skills. It is important not to overlook the shared skills that all team members must possess to develop a well-functioning team (Aime et al., 2014). Working collaboratively is essential in such a unique environment. As such, the field needs people who are autonomous self-starters who have the will to make decisions (Tsai & Hsu, 2014). Preferably, they should have experience operating in such conditions. Some team members require close supervision and to be delegated after the completion of each task (Aime et al., 2014). These are not suitable members for a cross-functional team as it needs collaborative members who can operate in a space that is less defined.
Appointment of a Leader
Whereas it is not a requirement to have one individual take charge of the cross-functional team, the advantages of doing so outweigh the drawbacks. Furthermore, mentors should be sought out to help nurture the team and point them towards the right direction (Kerzner & Kerzner, 2017). Since cross-functional teams entail collaboration, there should be an charge to ensure that a project is conducted effectively to realize its objective (Kerzner & Kerzner, 2017). The lack of such a leader increases the risk of a rudderless level that never reaches its destination.
Goals that are Clearly Defined
Similar to other teams, if a cross-functional team is not given clear goals, it will head towards a path that leads to a dead end. As such, it is important to have objectives in place and well-defined them before the team is assembled. The methods used to define objects are universal for all projects (Kerzner & Kerzner, 2017). For instance, if Hudson Hospital needs the charter to describe the priorities of the project, an approved budget will give each member a financial framework, and a period to illustrate the time each outcome should be accomplished. The earlier these markers are defined, the easier time the team will have (Kerzner & Kerzner, 2017). Team members will be able to work by themselves and with greater freedom as they have insight into what is anticipated from them, the resources they require to achieve objectives, and the time each outcome needs to be realized.
Every cross-functional team has members who have diverse career objectives. Whereas these ambitions should lead to the overall success of a project, this is not always the case. Individuals can focus on their small domain of a project and disregard its contribution to the entire project (Tsai & Hsu, 2014). Indeed, some team members might not align with other team members all the time, which can lead to conflict. Nonetheless, a team leader can intervene and lead the whole team to shared success (Tsai & Hsu, 2014). After all, it is a project, and the success of the project is measured in its entirety rather than using individual tasks.
Effective communication is the foundation of a successful project. Each team member should be able to express his/her needs, and they must be heard and comprehended to enable the project to progress. The issue with cross-functional teams is that they are usually not under the same roof, thus making communication hard (Tsai & Hsu, 2014). Communication should be frequent and open to enable effective teams.
Overall, cross-functional teams need constant re-evaluation to ensure that the mutual and personal goals have been met. The greatest aspect of such teams and why they are usually used in dynamic environments like Hudson Hospital is that they are flexible and can adjust rapidly to a change. A cross-functional team is suitable when an organization wants to adopt innovative solutions that enhance process using methods for evaluating processes and priorities. Teams should constantly monitor their progress and effectiveness to remain effective. The process is continuous and goes on even after the project is completed to ensure that future teams do not make the same mistakes. As cross-functional teams enable people with different specializations to collaborate and combine their skillsets, they help people to grow professionally and gain insight that can help them attain a sustainable growth trajectory. On that account, team management is key to enable the effective functioning of cross functional teams.
Aime, F., Humphrey, S., DeRue, D. S., & Paul, J. B. (2014). The riddle of heterarchy: Power transitions in cross-functional teams. Academy of Management Journal, 57(2), 327-352.
Buvik, M. P., & Rolfsen, M. (2015). Prior ties and trust development in project teams–A case study from the construction industry. International Journal of Project Management, 33(7), 1484-1494.
Figure 1. Gannt Chart for The Risk Management Project. Sourced from Brixit24. https://www.bitrix24.com/features/tasks.php?gclid=Cj0KCQiAg_HhBRDNARIsAGHLV51Gsjh4mtTjvKqFm2_556Zgt76IfbdPE5ZGWbfA0PZTDpQs8b4YiY4aAiftEALw_wcB
Cooper, R. G. (2014). What’s next?: After stage-gate. Research-Technology Management, 57(1), 20-31.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Tsai, K. H., & Hsu, T. T. (2014). Cross-Functional collaboration, competitive intensity, knowledge integration mechanisms, and new product performance: A mediated moderation model. Industrial Marketing Management, 43(2), 293-303.