Electronic Medication Management (eMM) Implementation at

Hamilton Family Health Team

Megan Morris (7251747)

Hamda Ismail (6957898)

Nicole Cote (7026388)

William Homerston (7244957)

School of Health & Life Sciences and Community Services

Bachelor of Applied Health Information Science

March 25th, 2018

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TABLE OF CONTENTS

1. INTRODUCTION ...................................................................................................................... 3

2. PROJECT RISK ASSESSMENT ............................................................................................ 3

2.1 Methodology ......................................................................................................................... 3

2.2 Role and Responsibilities ...................................................................................................... 3

2.3 Risk Categories and Major Elements .................................................................................... 5

2.4 Risk Probability, Root Causes and Impact ............................................................................ 6

2.5 Risk Documentation .............................................................................................................. 6

2.6 Mitigation Strategies to Eliminate or Reduce the Risk ......................................................... 6

2.7 Issue Log ............................................................................................................................... 7

3. STATUS REPORT ................................................................................................................... 8

3.1 Overall Progress .................................................................................................................... 8

3.2 Lessons Learned Report ........................................................................................................ 9

4. PROJECT COMMUNICATIONS PLAN .............................................................................. 9

4.1 Stakeholder Communications Requirements ...................................................................... 10

4.2 Communications Goals ....................................................................................................... 11

4.3 Escalation Procedures for Resolving Issues ........................................................................ 11

4.4 Misconception Strategy ....................................................................................................... 12

4.5 Revision Procedures ............................................................................................................ 12

4.6 Communications Activities Summary ................................................................................ 13

5. CUSTOMER ACCEPTANCE FORM ................................................................................. 14

5.1 Customer Acceptance Form ................................................................................................ 14

5.2 Information dissemination................................................................................................... 15

6. CONCLUSION ....................................................................................................................... 16

GLOSSARY OF COMMON TERMINOLOGY ..................................................................... 17

REFERENCES ............................................................................................................................ 18

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1. INTRODUCTION

The purpose of this document is to showcase the final project to the project sponsor and senior

management to assess the success of the project, identify best practices for future projects,

resolve all open issues, and formally close the project.

The main objective of the project was to: Implement an Electronic Medication Management

(eMM) into the Hamilton Family Health Team clinic. As an organization, our focus was

specifically on the prescribing and administration of drugs within the Family Health Team.

The purpose of the eMM implementation was to reduce the medication errors by 50% equally

approximately 70 to 1000 errors (or 7%) per in the time frame of 6 months post-implementation -

thus increasing quality of care. In 2017, there were roughly 400,000 annual cases in Canada of

patient safety incidents (PSIs) costing around $6,800 per patient and generated an additional

$2.75 billion in healthcare treatment costs per year (RiskAnalytica, 2017). According to CIHI,

the estimated preventable PSI incidence rate is 5.6% (CIHI;CPSI, 2016). We also look to

decrease operational costs caused by medication errors associated with redoing workflows,

additional resources and human hours for providing additional care.

To do this, the implementation of a new eMM system into the current Electronic Medical Record

(EMR) system will take place. The hardware and software have already been acquired, and the

same eMM system has been implemented in different family health teams in Ontario.

The project timeline is 6 months in length, beginning on January 3rd, 2018 and ending on July

3rd 2018 with a budget of $175,000. Our financial analysis of the project from a cost and

benefits perspective, we have noted that there will be a 110% Return on Investment per 1000

patients seen. Our scope focuses solely toward areas such as training, interoperability, decision

support, KPI’s, deadline and budget, medication reconciliation and key deliverables such as

database storage, integrations and report generation. Anything outside these areas are considered

out of scope.

2. PROJECT RISK ASSESSMENT

2.1 Methodology

The project team will review information related to medication management projects in primary

care that had a direct impact on the medication management in family health teams or changed

number of medication errors. The team will use a variety of risk identification techniques, such

as brainstorming, interviews of leadership and other risk related checklists.

2.2 Role and Responsibilities

The following information provides a high-level overview of main roles and their specific

responsibilities. For a more detailed outlook on roles and responsibilities please view eMM

Implementation in Hamilton Family Health Team: Roles and Responsibilities document.

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Party

Description Roles/Responsibilities

Project

leader

The project leader is

accountable for all aspects of

the project and responsible to

lead the project from initiation

to closing phase (Canadian

Government, 2018). This

includes ongoing monitoring to

ensure the project is within

funding approval, in scope and

on time (Canadian Government,

2018).

a. Being the main Public Service Procurement Canada

contact for the duration of the project (Canadian

Government, 2018).

b. Managing the project and assigning and detailing

roles and responsibilities identified in pertinent

internal and interdepartmental agreements

(Canadian Government, 2018).

c. Developing a procurement plan for services and

products not provided (Canadian Government,

2018).

Project

Manager

The project manager is

responsible for carrying out the

more detailed day-today

management of project activities

(Canadian Government, 2018).

a. Acting as a single point of contact during project

delivery (Canadian Government, 2018).

b. Managing Delivery Stage activities of the project in

accordance with the (Canadian Government, 2018).

Project

Sponsor

The project sponsor is

responsible for guiding the

project and maintains the most

senior position (Omar, 2010).

a. Authorizing the project on the bases of its mandate

and business case (Omar, 2010).

b. Approving and authorizing the funding for the

program (Omar, 2010).

c. Approving the program’s progress against the

organizational strategy and objectives (Omar,

2010).

d. Confirming successful delivery and signs-of at the

program closure (Omar, 2010).

Project

Team

Members

Project team members are

assigned part or full time to the

team

a. Responsible for contributing to the overall project

objectives and specific team deliverables

(University of California).

b. Escalates policy issues to team lead for referral to

appropriate policy making bodies (University of

California).

c. Includes all resources necessary to execute project

plan (University of California).

Key Users the stakeholders who will be

using the project output.

a. Provide source information to team (University of

California).

b. Provide excerpt business understanding of the

organization (University of California).

c. Represents the user’s area in identifying current

and future procedures (University of California).

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2.3 Risk Categories and Major Elements

CATEGORY MAJOR ELEMENTS DEFINITION

Executive Fails to support Project The project team may lack the authority to achieve

project objectives. In such cases, executive

management support is fundamental to project

success. When this doesn't materialize the project

fails.

Executive turnover A key executive leaves the company, the resulting

disruption becomes a project issue.

Scope Scope creep (1) Uncontrolled changes and continuous growth of

scope

Scope creep (2) Improves project deliverables but does not change

timeline or budget

Estimates are inaccurate Inaccurate estimates are a common project risk

People/Communication Misunderstanding

requirements

When requirements are misinterpreted by the

project team a gap develops between expectations,

requirements and work packages

Lack of communication Communication is key to closing a project without

failure

Unavailability for training Staff are not available for the allotted time for

training and usability testing

Issue among groups Group members are facing conflict

Technical Testing Issues Testing does not go as planned

Resources and Team Resource conflicts Functional resource is missing/used by a different

team

Resource shortfalls Inability to secure sufficient resources for the

project

Management Change management

overload

A large number of change requests dramatically

raises the complexity of the project and distracts

key resources

Stakeholder conflict over

proposed changes

Change requests may be the source of stakeholder

conflict.

Stakeholders Disengaged stakeholders When stakeholders ignore project communications.

Decisions and issue

resolution

Decisions are ambiguous Stakeholders may have a tendency to make

decisions that are intentionally ambiguous (a

responsibility avoidance technique). This can be

identified as a risk and managed.

(Definition sources: https://management.simplicable.com/management/new/130-project-risks)

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2.4 Risk Probability, Root Causes and Impact

IMPACT Insignificant Minor Moderate Major Catastrophic

PR

OB

AB

ILIT

Y

Almost

Certain Scope creep

(2)

Decisions are

ambiguous

Likely Inaccurate estimates Scope creep (1) Moderate Resource conflicts Testing issues Unavailability

for testing

Lack of

communication Unlikely Project team

misunderstands

requirements

Issues among

groups

Disengaged

stakeholders

Executive fails to

support project

Rare Stakeholder conflict

over proposed changes

Resource

conflicts

Executive

turnover

Change management

overload

(Source: Figure 5.2 Risk matrix - Dwyer, J., Liang, Z., Thiessen, V., & Martini, A. (2013). Project management in Health

and Community Services: Getting good ideas to work. Sydney: Allen & Unwin.)

Level of Risk

Low Moderate High Extreme

2.5 Risk Documentation

Knowledge

Area

Phase Process Outputs

Project Risk

Management

Planning

Process • Plan Risk Management

• Identifying risks

• Perform qualitative risk

analysis

• Perform quantitative risk

analysis

• Plan risk responses

• Risk management plan

• Risk register

• Project documents updates

• Project documents updates

• Project management plan updates

• Project document updates

Project Risk

Management

Monitoring

and

Controlling

• Control risks • Work performance information

• Change requests

• Project management plan updates

• Project documents updates

• Organizational process assets updates (Source: Project Management Slide decks - Week 6 & Week 8)

2.6 Mitigation Strategies to Eliminate or Reduce the Risk

For risks identified as a low or moderate risk (in the matrix above), will be handled using

mitigation strategies such as dividing the project into stages, as well as monitoring the

environment for changes that affect the nature and/or the impact of the risk. For high and

extreme risks, those with a moderate probability of happen, mitigation will take place. Those

risks with an unlikely and rare chance of happening will have prevention strategies include

transfer of responsibility, as well as avoiding it if possible and accepting it after attempting

mitigation.

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2.7 Issue Log

Issue

ID

Issue Description Impact on Project Course of Action Outcome

1 Current staff feel

overwhelmed as they

aren’t grasping the

eMM from the

training given in

class.

The duration of

training is increased

from 30 days to 40.

Create additional training

classes for staff to ensure

they are comfortable for

go-live.

Staff are comfortable

enough that when go-live

arrives, they won't need

as much support.

2 Executive director of

FHT has gone on sick

leave with a new

executive director

stepping in.

A Chaotic

environment is

created. Having a

key stakeholder of

the project leaving

during the middle

causes concern for

other stakeholders

and the project

team in regards to

the completion of

the project.

Conduct an emergency

stakeholder meeting to

ensure the new director

understands their role and

responsibilities and is

brought up to date on the

project.

Executive director

understands their role

and responsibilities and

are very active during the

remainder of the project

3 There is a disruption

of workflow for staff

as they noted that

work that they did

previous to this

implementation is

taking longer to

complete post

implementation.

Time that was

allocated towards

other areas of this

project will have to

be used towards

this issue.

Provide staff with a

PowerPoint presentation

that covers their workflow

pre-implementation and,

post implementation

workflow. It should

outline how the eMM will

incorporate into their

workflow.

Staff now understand

how to incorporate the

eMM to their current

workflow

4 Staff are getting

frustrated with the

eMM and are using

workarounds

Time that was

allocated towards

other areas of this

project will have to

be used towards

this issue.

Monitor and analyze Solution to increase staff

usage of eMM

5 Reports show new

medication errors that

didn’t occur pre-

implementation are

occurring during the

first week of go-live

External support

may need to stay

longer than

expected

Monitor for the time

being.

After two weeks, the

errors reduce

significantly

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Issue Log (cont’d)

Issue

ID

Date Reported Reported

By

Assigned To Status

1 April, 15, 2018 Nicole Cote Hamda Ismail Completed

2 May, 1, 2018 Nicole Cote Project team Completed

3 May, 16,2018 Nicole Cote Hamda Ismail Ongoing

4 May, 21, 2018 Nicole Cote Hamda Ismail and William Homerston Ongoing

5 May, 17,2018 Nicole Cote Hamda Ismail and William Homerston Ongoing

3. STATUS REPORT

3.1 Overall Progress

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3.2 Lessons Learned Report

Project Name: eMM Implementation in a Family Health Team

Project Sponsor: Jane Party, MD

Project Manager: Nicole Cote

Project Dates:

1. Did the project meet scope, time and cost goals?

The project met scope and time goals but exceeded the planned cost of $175 000.

2. What was the success criteria listed in the project scope statement?

For our project to be successful, we said that the project must be completed within the

six-month timeframe, the project costs come in or under the budget of $175 000 and that

there is a 50% decrease in medication errors six months post-implementation.

3. Reflect on whether or not you met the project success criteria?

Of the three criteria, we were successful in completing the project on time but not on

budget. The third criteria we were not able to meet as it is something that has to be

measured in the future to see if it’s a success. Based on this, we only have two criteria

and we are 50% successful.

4. What were the main lessons your team learned from this project?

The main lesson our team learned was the importance of communication. Whether that's

with your project team or with your stakeholders, it is essential to keep everyone

informed through different channels such as formal communication, informal

communication, and nonverbal communication. Our project allowed for the use of

various forms of communication such as the organization's internal platform that met the

needs of internal stakeholders such as senior management to external stakeholders such

as a citizen being able to follow the project through a website. Another lesson learned is

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that it is crucial you properly plan your project as one single thing can hinder you from

having a successful project.

5. Describe one example of what went right on this project?

An example of what went right in our project is that we completed the project on time.

Our goal was to complete the projects in 6 months. We had a few setbacks in which our

schedule had to be modified due to the allocation of resources elsewhere but, we made

sure that the project didn't go past the end date. Also, the monitoring of our issues using

the log was valuable in which it allowed us as a team to assess the problem and quickly

resolve it.

6. Describe one example of what went wrong on this project?

An example of what went wrong in our project was that we slightly exceeded our original

planned budget. We didn’t take into account the possibility that there were going to be

individuals that vary in the level of needs when it comes to training which resulted in us

having to keep external support longer than planned.

7. What will you do different on the next project based on your experience working on this project?

One of the things that we would do differently on our next project is ensuring we don’t

go over budget by considering all possibilities and breaking down costs to accurately

estimate the budget. To do this, we need to make sure we focus on the planning phase of

the project lifecycle as the success of the project depends on this phase.

4. PROJECT COMMUNICATIONS PLAN

4.1 Stakeholder Communications Requirements

While all the project stakeholders are being identified; when the stakeholders are being put on

the registry they will be asked their preferred mode of communication (Project Management

Docs, n.d.). This feedback will be maintained in a database and maintained by the project

manager. Standard project communications will follow the policy and procedures of the

Hamilton Family Health Team (Project Management Docs, n.d.). However, depending on the

identified stakeholder communication requirements, individual communication is acceptable

within the constraints of the project (Project Management Docs, n.d.).

Additionally, to identify stakeholders preferred mode of communication, the project’s

communication channels must be clearly defined previously and ensure that stakeholders have

accesses to the specified modes of communication (Project Management Docs, n.d.).

After stakeholders have been identified and communication requirements are established, the

project team will maintain this information in the project’s stakeholder register and use this along

with the project communication matrix as a basis for all communications (Project Management

Docs, n.d.).

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4.2 Communications Goals

The project team will determine, in accordance with the Hamilton Family Health Team

organizational policy, the communication methods and technologies based on several factors to

include: stakeholder communication requirements, available technologies (internal and external),

and organizational policies and standards (Project Management Docs, n.d.).

Hamilton Family Health Team maintains an internal platform within the PMO which all projects

use to provide updates, archive various reports, and conduct project communications (Project

Management Docs, n.d.). This platform enables senior management, as well as stakeholders

with compatible technology, to access project data and communications at any point in time

(Project Management Docs, n.d.). The internal platform also provides the ability for

stakeholders and project team members to collaborate on project work and communication

(Project Management Docs, n.d.).

For stakeholders who do not have the ability to access the internal platform, a website will also

be established for the project (Project Management Docs, n.d.). Access to the website will be

controlled with a username and password (Project Management Docs, n.d.). Any stakeholders

identified who are not able to access internal platform will be issued a unique username and

password in order to access the website (Project Management Docs, n.d.). The project manager

is responsible for ensuring all project communications and documentation are copied to the

website and that the content mirrors what is contained on the SharePoint platform (Project

Management Docs, n.d.).

Hamilton Family Health Team maintains software licenses for ORACLE EBS all project teams

are responsible for developing, maintaining, and communicating schedules using this software

(Project Management Docs, n.d.). PERT Charts are the preferred format for communicating

schedules to stakeholders (Project Management Docs, n.d.).

All project communication and documentation, in addition to being maintained on the internal

platform and project website, will be archived on the internal Hamilton Family Health Team

shared drive which resides in the PMO program directory (Project Management Docs, n.d.).

Organizational naming conventions for files and folder will be applied to all archived work

(Project Management Docs, n.d.).

4.3 Escalation Procedures for Resolving Issues

The following outline procedures to be taken when conflicts arise including the required

reporting. The procedures listed below are to resolve issues in a quick manner. For more detail

see the eMM Escalation Process Document.

1. Resource Conflicts - If a functional resource has been reassigned to a different subgroup, or

requires maintenance (Project Connections, n.d.).

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a. A team member is to notify Project Manager (Nicole Cote) to determine the impact of

the project (Project Connections, n.d.).

b. If major milestone dates are threatened by loss of resource time, the PM will escalate to

a functional manager to resolve (Project Connections, n.d.).

c. If there is not a way for a team member to meet goal, the PM will highlight the issue to

project sponsor for resolution, providing project impact, and any trade offs considered

with the functional manager (Project Connections, n.d.).

2. Scope Disagreement and Feature Creep: agreed upon by the team at the beginning of

initiation phase (Project Connections, n.d.).

a. If a team cannot agree on project scope, the issue will be escalated to project sponsor

(Project Connections, n.d.).

b. The sponsor will be invited to a project review to cover alternative considerations

(Project Connections, n.d.). The PM will ensure the appropriate functional team members

are present to discuss the conflicting project (Project Connections, n.d.)

c. The project sponsor will clarify constraints and ask the team for further analysis (Project

Connections, n.d.).

3. Dependency Issues Among Groups: Agreed on during the planning phase of the project.

a. Manager of sub-team raises the issues to the PM in the weekly Project Status Meeting or

via e-mail as soon as its perceived (Project Connections, n.d.).

b. The PM and sub-team lead assesses the potential impact of the project and the latest

possible date by which the team can receive the deliverables and stay on track (Project

Connections, n.d.).

c. The PM and sub-team manager communicates the issue to the responsible functional

manage (Project Connections, n.d.).

d. The PM and Functional manager work toward a solution (Project Connections, n.d.). If

Functional Manager cannot commit to his/her resources meeting the deadline, the PM

escalates the issue to the Project Sponsor for resolution (Project Connections, n.d.).

4.4 Misconception Strategy

In the occurrence that a misconception is identified. Both parties, the party responsible for

communicating the message and the receiver, will have a conversation and clarify the

misconception. If the two parties cannot resolve the misconception the project manager will

become the mediator and will facilitate the clarification of the misconception. If the project

manager is one of the parties and cannot be resolved with the second party than the project

sponsor will be called in to mediate and clarify the misconception. Communication

misconceptions are solved best in person. If a face to face meeting is not possible than a phone

call is the next preferred method, followed by email.

4.5 Revision Procedures

Revisions to this document must be approved by the Project Manager and the Project Sponsor

(Adams BBQ, 2009). Revisions, if any, are to be presented at a weekly project meeting, with the

pros and cons to the revision in written format (Adams BBQ, 2009). If the document is revised,

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ensure that the new document versioning complies with Hamilton Family Health Team naming

conventions (Adams BBQ, 2009).

4.6 Communications Activities Summary

Target

Stakeholder(s)

Communications

Component

Sample

Message

Delivery

Method/Format

Producer Frequency

All Team

Members +

Stakeholders

Kick-Off Meeting -The goal for this

project…

-Potential risks

are…

-The strategy to

achieve this goal

is ...

Face to Face

Meeting

Project

Sponsor,

Project

Manager

Once

03/01/2018

All Team

Members

Clarifications,

Conflict resolution

If you have any

questions,

concerns, ideas or

need clarification

on roles/duties

Face to Face, E-

mail, Phone

Project

Manager

Anytime

Project

Manager

Weekly Status

Report

Track project

status

Address issues

Create solutions

for issues

Hard Copy and

Short Meeting

Representativ

e from each

unit in the

project team

Weekly,

Every Friday @ 9 am

(On last Friday of the

month weekly updates

will be included in

monthly project status

meeting)

Project

Manager,

Sponsors

Monthly Project

Status Meeting

Track Progress

status

Address Issues

Create solutions

for issues

Face to Face

Meeting

All Team

Members,

Project

Manager

Monthly, Last Friday of

the month

@ 12pm

Clinical Staff

Trainer

Training Plan

& Updates

-Provide training

schedule for

clinical staff

-Update trainer

when session

needs to be

rescheduled due

to patient

emergency

E-mail Project

Manager

Training Plan:

Once 03/30/2018

Updates:

As needed based on

clinician needs

End-User

Employees

Project

Announcements

Ensures all end

users of the

project are

informed

E-mail Senior

Physician of

FHT, Project

Manager

Introduction of project:

01/12/2017

-Workflow interruption

schedule for installation:

01/14/2018

-Mandatory Staff Training

Schedule:

04/06/2018

-Go-Live information:

04/29/2018

Project

Manager,

Project Concerns/

Questions

Ensures that all

concerns/

questions from

E-mail, Face to face,

Phone

End-User

Employees

Anytime

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Senior

Physician of

FHT

end-users are

addressed

Project

Manager

Project

Requirements

Ensures that the

project contains

all of the required

functionalities to

receive funding.

Open

communication

maintained

through project.

E-mail Government

Sponsor

Information: once,

20/12/2017

Updates:

As needed throughout

project. Based on ability

to keep project on budget.

The following sources were used to create the table above: (All Answers LTD., 2017), (Singh, n.d.), (wikidot, 2011)

Comments/Guidelines:

Meeting Agenda: An agenda will have distributed five business day before the meeting (Project

Management Docs, n.d.). Agenda should contain all topics and who is presenting said topics

(Project Management Docs, n.d.). The first item of the agenda should be a review of action items

from previous meeting (Project Management Docs, n.d.).

Meeting Minutes: Meeting minutes will be distributed within one business day following the

meeting (Project Management Docs, n.d.). Meeting minutes will include the status of all items

from the agenda along with new action items (Project Management Docs, n.d.).

Action Items: Action Items are recorded in meeting agenda and meeting minutes (Project

Management Docs, n.d.). Action Items will include both the action item along with the name of

the person responsible for the item (Project Management Docs, n.d.). Meetings will begin with

the review of the action items from previous meetings and end with the review of the action

items that need to be completed (Project Management Docs, n.d.).

Note Taker: The note taker is responsible for documenting the status of all meeting item (Project

Management Docs, n.d.). The note taker will give a copy of their notes to the meeting facilitator

at the end of the meeting so the meeting minutes may be created (Project Management Docs,

n.d.).

Time Keeper: The time keeper is responsible for helping the facilitator adhere to the agenda

(Project Management Docs, n.d.). The time keeper will let the presenter know when they have

five minutes remaining in their allotted time with a hand signal (Project Management Docs, n.d.).

5. CUSTOMER ACCEPTANCE FORM

5.1 Customer Acceptance Form

Project Name: eMM Implementation at Hamilton Family Health Team

Project Manager: Nicole Cote

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I (We), the undersigned, acknowledge and accept delivery of the work completed for this project

on the behalf of the organization. My (our) signature(s) attest(s) to my (our) agreement that this

project has been completed. No further work should be done on this project.

Name Title/Role Signature Date

Jane Party, MD Project Sponsor J. Party 03/25/2018

Anita Brown Executive Director Anita Brown 03/25/2018

Jim Mathers Pharmacy Lead Jim Mathers 03/25/2018

Ethel Roosevelt Nurse Lead E. Roosevelt 03/25/2018

1. Was this project completed to your satisfaction? ✓Yes __No

2. Please provide the main reasons for your satisfaction or dissatisfaction with this project

The project met and exceeded expectations. The schedule was followed meticulously and

resources were monitored and maintained throughout the project. This was extremely

helpful as the project began to slide off track due to resources and their allocation,

however, the monitoring assisted with ensuring that any issues were discussed and

resolved quickly. The project team was always organized and prepared and we felt that

they were committed to the project throughout. Even though the budget was exceeded, it

was not by a substantial amount and the it was beneficial overall to complete the project

on time and accurate to the scope.

3. Please provide suggestions on how our organization could improve its project delivery

capability in the future.

One suggestion would be to try to improve estimating and forecasting abilities. The

project costs were slightly over budget even with reserve built in. Another suggestion

would be to improve the way we forecast the number of people needing training and their

varying levels of needs such as the Pharmacy Lead versus the Office Administrator.

Having accurate forecasting of resources and their costs associated, will help decrease the

chance and surprise of reallocation or addition of resources that may not be budgeted for.

5.2 Information dissemination

Training and Education Plan

Workshops will be held frequently at various times to ensure the ability for participations with

varying stakeholder schedules. Training will include systems training and process change

education.

Middle management, or clinical leads, will receive training through workshops with

specific learning objectives tailored to their needs and level of expertise with medication

management, electronic or paper based. Front-line staff such as pharmacists, nurses and

administration will receive training and education in multiple formats including

simulation workshops that will demonstrate the use of the system (software and

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hardware) and the process changes that will occur. There will also be online modules,

hosted on the SharePoint site, for continuous training and reference.

Knowledge Transfer Forums

Dissemination has been embedded into the entire project process as to ensure all stakeholders

have current and desired information.

Mediums used for knowledge transfer (KT) will include:

• publication in peer-reviewed journal

• presentations of results appropriate meetings with information shared through

question and answers sessions

Informal activities of dissemination will also include:

• face to face meetings with knowledge users

• engage with media for external stakeholders such as newsletter and promotion via

company website

Information Sharing Techniques

All involved project members will be updated about the project reports. This will be ensured by

employing an internal SharePoint system at the project website.

Senior management involved, such as the ED, will be reported to throughout the project

and after it is completed on milestones and key deliverables, either in hardcopy or on the

SharePoint site. Management, such as the Pharmacy Lead, and front-line staff, including

pharmacists and nurses, will be shared information through the dedicated site and

periodic emails as well as best-practice guidelines. External stakeholders such as patients

and community partners, will receive emails and newsletters outline project status and

accessory information.

Evaluation

A monitoring system will be used to track dissemination activities and collect information to

specify the effects of knowledge transfer. Other tools and techniques such as follow-up surveys,

and interviews to provide more feedback regarding dissemination will be used

6. CONCLUSION

To conclude, this document that is shown to our project sponsors and senior management

showcases through various reports and assessments if the implementation of the electronic

medication management system is deemed as successful. The document identifies the variety of

risk identification techniques, such as brainstorming, interviews of leadership and other risk-

related checklists that the project team used. It also includes our status report that communicates

updates of significant milestones based on our WBS to our team, stakeholders, and sponsor. It

highlights the roles and specific responsibilities of the individuals involved in this project such as

the internal and external stakeholders. Also, our communication plan and methods used for how

these internal and external stakeholders were able to follow the project from start to finish. The

lessons learned section is where as a team we vocalized our thoughts on how we met 50% of our

success criteria, what went wrong, what went right and what we would change for our next

project.

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We are hoping that the future impact of this implementation is that the criteria we couldn’t

measure of reducing medication errors by 50% in six months occurs. A limitation to the project

is that once we sign off on the project as completed, we can’t go back and see what has occurred

since closing. For instance, we can’t see 6 months from now if we achieved our criteria of

reducing medication errors by 50%. Overall, we feel as a team the project was a success as we

met our scope and time however, if we looked at our criteria it’s hard to say if we were

successful as one of our criteria can’t be measured at the end of the project.

Glossary of Common Terminology

The following are common terms used by different units within the project. The terms and

definitions are to provide clarity and give exact definitions as to facilitate communication

between units.

Medication Errors: “Any preventable event that may cause or lead to inappropriate medication

use or patient harm while the medication is in the control of the healthcare professional,

healthcare products, procedures and systems, including prescribing, order communication,

product labelling, packaging, and nomenclature, compounding, dispensing, distribution,

administration, education, monitoring and use” (World Health Organization, 2016).

eMM: Electronic Medication Management

EMR: Electronic Medical Record

PHIPA: Personal health information protection act

PIPEDA: Personal information protection and electronic documents act

PSI: Patient Safety Incident

FHT: Family Health Team

KPI: Key performance indicators

API: Application programming interface

CIA Triad: CIA, confidentiality, integrity and accessibility form the three points of the

information security triangle. All information should be stored/extracted in compliance with CIA

(Henderson, 2017).

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Wikidot. (2011). Project Charter. Retrieved March 19th, 2018, from

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