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5 - Sample Project Charter

Project Name: Surgery Room Turnover Time Project

Project Objective:

1. To reduce the surgery room turnaround times from 25 minutes to 18 minutes with no increase in operating expenses.
2. To reduce the number of surgeon complaints about delayed surgery start times.
3. To increase the number of surgery minutes performed to 50,000 minutes for 2003.

Vision: This project supports Good Deeds Community Hospital’s strategic objective of increasing surgical services 25% by 2004. It also supports our 2003 financial goal of a 2% margin.

Project Scope: This project will focus on the process of cleaning and setting up a surgery room. This process begins when the patient leaves the surgery room and ends when the room is ready for the next scheduled surgery. This project will include all departments and processes involved in the actual cleaning and setting up of the room. The surgical scheduling and patient registration processes will also be part of the project although we will not make any substantial changes to these processes at this time. Evaluation or consideration of information systems requiring any new hardware or software will not be within the scope of this project.

Schedule: The project kick off meeting will be held on January 3, 2003 and project team recommendations will be presented to the Administrator for approval no later than March 31, 2003. The project will achieve outcome objectives 1 and 2 by June 1, 2003.

Budget: Define the budget for the project

Operational Budget:

$2,000 - Administrative costs, possible field trips to other facilities.
$3,000 – Overtime hours for the patient accounting team representative.

Assigned FTEs: None
Backfill FTEs: Covered in overtime budget
Equipment: None

Facilities: Meeting Room 2 will be assigned to the team for use as a “War Room” for the duration of the project.

Information: Fred Beancounter will be assigned to the team to assist in collection and analysis of information.

Support: Barbara Ceosec will provide clerical support for the Team.

Other: None

Project Executive Sponsor: Able Leader, CEO

Project Leader: Helen Suture, RN, Director of Surgical Services

Project Manager: Helen Suture, RN, Director of Surgical Services

Project Team: Name the members of the team and their time allocation to the project

1. John Onthespot, Central Supply – 20 hours per week
2. Jane Cleanaroom, Housekeeping - 20 hours per week
3. Fred Fixit , Plant and Facilities – 16 hours per week
4. Emily Ontime, Surgical Scheduling – 4 hours per week
5. Marilyn Moneybags, Patient Accounts - 4 hours per week
6. Fred Beancounter, Accounting - 8 hours/week
7. Al Signumup, Admitting - 4 hours per week
8. Steve Scapula, MD, Chairman, Surgery – Advisory, as requested by the Project Leader

Authority of Project Team: Identify the authority of the project team for changing the scope/schedule/budget of the project (if any), for making changes to departmental or hospital policy and procedures or resolving interdepartmental issues.

The team has authority to make changes to departmental policy and procedure and budgets within the current authority of each manager to adjust his/her own policies and budgets. Proposed changes to hospital policy and procedure and formal budget changes will be approved as part of the issues resolution process.

Issues Resolution Process: Identify the authority of the Project Leader/Project Manager and Executive sponsor in resolving issues that cannot be resolved by the Project Team.

The Project Leader will have the authority to directly request assistance and support for any hospital manager for the resolution of issues identified by the Project Team.

Any issues concerning process, budgets, policy and/or procedure that cannot be resolved by the Project Leader and Team will be recorded in an issues list and reported to the Hospital Administrator every two weeks. He will work with the project leader to take action as appropriate on these issues.

The Project Team does not have the authority to make any material changes to the project objectives, scope, schedule or budget without the approval of the Administrator. Routine adjustments to scope/schedule/budget will be reported in the regular project reporting process.

Project Monitoring Process: The project leader will prepare a report of project progress compared to plan every two weeks. The report will summarize project activities over the previous two weeks, planned activities for the next two weeks, and the overall status of the project (green, yellow, red). Proposed changes to objectives, scope, schedule or budget will be made in conjunction with the bi-weekly reporting.