NR 711 Week 6 Project Scope Statement Example

Project Scope Statement: Video Patient Monitoring on 4 West, Funded at $115,910

Student Name

College of Nursing, Chamberlain University

NR 711: Fiscal Analysis and Project Management

Instructor Name

Month Day, Year

Project Scope Statement: Video Patient Monitoring on 4 West, Funded at $115,910

Purpose and Funding

This statement fixes what the video monitoring project on 4 West will deliver with the money approved for it, and what it will not. Capital of $96,000 came from the patient safety pool, to which the committee added a $4,800 contingency reserve; the FY2028 operating budget carries $15,110 for training and parallel running. The project is therefore funded at $115,910 from approval to acceptance, 90 days after go-live. Recurring costs after acceptance, the license, the service contract and the technician share, belong to the unit's operating budget and are not project costs. The sponsor is the nursing director over the medical-surgical units; the project lead is the 4 West nurse manager.

What the Money Buys

Table 1

Funded Deliverables, Video Monitoring Project on 4 West

Note. Note. D1 to D4 and the reserve are capital; D5 and D6 are FY2028 operating funds.

Each deliverable is something a person can inspect and sign. A camera either streams to the station or it does not; a nurse either holds a training sign-off or does not. Money is assigned to each one so that, if a deliverable comes in over, the reader knows exactly which figure moved (Project Management Institute, 2021).

What the Money Does Not Buy

The following items are things a reasonable reader might expect a video monitoring project to include. Each is excluded, and each carries what it would add, so that anyone who wants it back knows the price of asking.

Table 2

Exclusions and Their Prices

Note. Note. Prices from the vendor's March 2027 quote and the finance office.

Together the excluded items would add at least $65,850 in one-time spending and well over $120,000 a year. None of them is unreasonable. They are out because the money granted covers the twelve cameras and the people needed to use them, not because anyone decided they had no value.

Why the Boundary Sits Here

The boundary follows the funded amount, not the ambition behind the request. The unit would like all twelve cameras integrated with nurse call, recording available for review after a fall and analytics flagging a patient who sits up. Those are ambitions for a second phase. A scope statement that promised them on a budget that covers six deliverables would either fail to deliver them or return to the committee for more money, and the committee would be right to read either outcome as poor planning (Kerzner, 2017). The narrower scope can be delivered in full.

How Acceptance Will Be Judged

The project is accepted when all of the following are true, each checked by the person named.

All twelve cameras stream to the station for fourteen consecutive days with no loss of signal longer than 60 seconds, checked from the vendor's log by the monitor technician lead.

At least 95% of registered nurses and nursing assistants on the 4 West roster hold a training sign-off, checked by the unit educator from the learning system.

The eligibility screen is completed for at least 90% of new sitter orders in the first 30 days after go-live, checked by the nurse manager from a record report.

All five technicians have completed 24 hours of vendor training and one supervised shift, checked by the technician lead.

The loss-of-signal alarm sounds at the station within 30 seconds when a camera is unplugged, tested on every camera by clinical engineering.

Who Holds the Reserve and What It Pays For

The $4,800 reserve is held by the director of clinical engineering, who can release up to $1,000 at a time for a capital item inside the scope, such as an extra mounting bracket or a replacement cable, and must report each release to the sponsor within a week. Anything above $1,000, and anything outside the six deliverables, goes to the sponsor. The reserve cannot pay for excluded items. If the third screen is wanted after go-live, it comes back as a change request, even though it would fit inside the reserve, because it changes the scope rather than completing it.

How Changes Are Handled

Every change request states what it adds, what it costs and which deliverable or reserve funds it. Changes under $1,000 inside scope are approved by the director of clinical engineering from the reserve. Changes between $1,000 and the remaining reserve are approved by the sponsor. Changes larger than the remaining reserve, or any change that adds a deliverable, go back to the capital committee. A change with no source of funds is declined, not deferred.

Dependencies

Three conditions outside the project's control decide whether the plan holds. If 5 West leaves the technician share, the unit's recurring cost doubles, so a two-year participation agreement must be signed before the purchase order. If the network team cannot install the drops before 15 June 2027, go-live moves and the license runs unused, so the license start date is tied to go-live in the contract. And if the vendor ships late, training dates move with it, which costs backfill twice; training is scheduled only after delivery is confirmed (Waxman, 2018).

Sign-Off

Sponsor: director of nursing, medical-surgical services. Project lead: nurse manager, 4 West. Reserve holder: director of clinical engineering. Finance: budget analyst for nursing. Each signs this statement before the purchase order is released.

References

Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Wiley.

Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) (7th ed.). Project Management Institute.

Waxman, K. T. (2018). Financial and business management for the doctor of nursing practice (2nd ed.). Springer Publishing.