CSFs and KPIs for Quality Improvement Project in Healthcare Organization

KPIs and Critical Success Factors Paper
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KPIs and Critical Success Factors Paper
Introduction
Project management is vital for private and public companies because it depicts a competitive strategy geared at attaining growing quality levels and initiating added value to the customers’ interests. Projects are conceptualized as tools to augment businesses, offering support to execute strategic shifts. The capacity to effectively implement a project can be augmented when the procedures are well-delineated, conceptualized, and improved. Critical success factors (CSFs) can be employed to execute work initiatives because they depict key areas of constant attention and administration (Pereira et al., 2022). CSFs can be manipulated to augment the probability of project success. On the other hand, key performance indicators (KPIs) are vital because they allow for the monitoring the project’s progress (Cruz-Villazón et al., 2020). This paper considers an interviewing experience to reflect on CSFs and KPIs for a quality improvement project in a healthcare organization and includes recommendations for improvement.
The Interview
I interviewed the human resource (HR) manager working on a quality improvement project to address ineffective communication issues at Mount Sinai Health System (healthcare organization hereafter). Team training needs to be implemented to prevent ineffective communication, which has been attributed to the rising cases of preventable patient harm in the hospital. There have also been rising conflicts between healthcare professionals, which have slowed service delivery and undermined quality. A teamwork training program is expected to improve the safety, quality, and cost-effectiveness of healthcare delivery. The HR manager indicated that the project was in its initiation phase. The success factors identified for this project include (a) aligning safety aims and teamwork training objectives with the hospital’s goals, (b) providing constant support for team training initiatives, (c) getting frontline healthcare administrators on board, and (d) measuring the effectiveness of the teamwork training program.
Regarding aligning the safety aims and teamwork training objectives with organizational goals, the HR manager noted that they are planning to link its team initiative to the organization’s “safety pillars,” a protocol for excellent service delivery recommended by the board of directors. It is anticipated that this decision would instantly link the frontline nurses to their client populations via the board, leveraging the board’s commitment to community safety while making the board’s insights central to the teamwork project. With respect to providing organizational support for the teamwork training program, the HR manager noted that he took a wide range of actions to guarantee team training initiative success. The healthcare organization implemented the “All Hands” intervention to ensure all healthcare workers recognized the care plan for the respective patients. To get the frontline healthcare administrators on board, the HR manager noted that he would include charge nurses...