Deciding the Future of a Solution, Research Paper Example

The decision-making process presents a remarkably crucial process in project planning. To decide on the future of a proposed solution, an evaluation done on the proposed solutions to the problem identified. These solutions compared, contrasted, and the most viable one given consideration (Pedersen & Nielsen, 2011). Other healthcare facilities could have adopted the proposed solution, and they could help in determining the future of the solution. Studying such, an already set up facility could help a great deal in deciding on the future of the proposed future of the solution. The other approach in deciding the future is involving a control group of patients under the proposed silent conditions, using the existing equipments and their reaction to the healing process studied. The other group of patients subjected under normal noisy conditions and the healing process studied. A 2-3 week study could actually give a feasible prediction of what the future might look like.

Methods and specific plans to maintain a successful project solution

Upon deciding on the future of the proposed solution, the project manager then takes over. To maintain successful project solution, the project manager should involve a professional team in the decision making process. He/ she should never be an indecisive person, and should take time to listen to others despite the fact that he has powers (Joseph, 2010). Seeking out advice, carefully evaluating options and their drawbacks and limitations is what project managers need. The teams of professional decision makers weigh the opportunities and at the same time advise accordingly. The final decision, however, lies in the project manager, who in this case is the director of the healthcare facility. He/she has the power to choose the best from an existing list of uncertain choices. The team involved must consider the menacing elements as uncertainty and the reaction expected by the affected staff while making decisions. While some staff may be comfortable with the quite hours, for example, others may be reluctant to adapt the new rule. Such demands and their absorbance determine the success and performance of a project.  The project manager has a role of managing the decisions made by the team members and not making personal decisions (Pedersen & Nielsen, 2011). Sole decisions made by the director single-handed may not work appropriately. In the proposal, for example, there is a proposal for creation of relaxation period for the previously serving staff. This may call for additional staff, which means additional expenses. There is another proposal suggestion for private rooms or a maximum of two patients sharing a public room to reduce the possibility of making conversations thus reducing noise. If a director alone were to look at this proposal, he/she would consider the associated expenses rather than the advantage to come. While in actual sense the extra costs in construction is directly proportional to the associated advantages, and in the end, the advantages could outweigh the cost incurred. In the process of decision making, a viable tool, such as a constitution, that guides the whole process should be present. The tool need not be too rigid, especially with the uncertainty atmosphere and the evolving world. It should be dynamic with allowances for change and modification. It should define the constraints under which the decision making team must operate, thus influencing their decisions indirectly. Any decision passed along monitored to ensure it applies in accordance to the guidance tool (Joseph, 2010). All decisions made in a timely and professional manner with the major focus of ensuring the success of the project. Wherever there is a possibility of some missing information, the guidance tool gives guidance of how to obtain the information.

Methods and specific plans to extend a successful project solution

Once a successful project solution implemented, the next thing in mind is its expansion, improvement, and extension of the solution. All the proposed solutions accompanied with funds, therefore, the founders of the project need consulting. Again, another consideration is the quality of services expected after the expansion and the time for the achievement of the whole project solution. If, for example, the number of wards increased, that calls for an increase in the number of workers. Newly employed workers would need training, and that calls for time. Therefore, for a successful extension of a project solution, the project management practices changed to being more open and flexible, while the foundation remains unchanged. A successful project solution and its extension occur when upon its delivery on time, within a specified budget, and within a given level of deliverables that are satisfactory to the client (patient in this case). The healthcare director has a role of keeping all decision makers and team members to keep in mind the time required for an extension, Quality of services associated with the extension, and the cost associated with the extension (Drissen-Silva et al, 2009). A successful project solution extend should lie within a specified Budget, specified time, and within the stipulated service quality

Methods and specific plans to revise an unsuccessful project solution

Any unsuccessful project solution is yet another problem identified. To revise the project, the problem and its needs defined. The previously set project goals, objectives, solutions, and approaches. The project manager previously assigned the role identifies the key area that led to its unsuccessfulness, and these areas studied. Probably the project needs and requirements did not fit in the unsuccessful project, thus decisions and suggestions laid down for alternatives. More expertise in the field of interest employed. External auditors could also help an immense deal in identifying any internal politics leading to the failure of the project solution. Any personnel identified to have had self-interest contributing to the failure of the project solution sidelined from work for investigations. At this point alternatives to the project solution provided. Here another implementation serving the previously predefined goals placed at work. A new competent project manager could take role to manage the new implementation in the process of revising the unsuccessful project solution. Adjustments to previously unrealistic goals made and a second trial carried out to realistic goals.

Methods and specific plans to terminate an unsuccessful solution

Some projects could run to a point of no solution. They are nor revisable, and neither can they continue running. Such projects need termination. Any equipment or facility that could be of use to some other project transferred to serve the useful purpose (Drissen-Silva, Marcus & Rabelo, 2009) The staff in the project also distributed to other departments in need of additional staff. If the building at hand is useful then it could act as an extension of a different viable project, if not, then demolition and termination of the project is the next option.

Specific plans for feedback and communicating

Lines of communication made clear where the project manager authorizes what is commensurate with his/her responsibility. Needed information made accessible and timely. Individual role in the organization made clear, where project manager makes difficult communication decisions.

References

Drissen-Silva, Marcus V., & Rabelo, R. J.(2009). A Collaborative Decision Support Framework for Managing the Evolution of Virtual Enterprises.  International Journal of Production Research. Vol. 47 Issue 17, p4833-4854. 22p.

Joseph, I. E. (2010). Project Decisions under Uncertainty: Applications to Publicly Financed Project. European Journal of Economics, Finance & Administrative Sciences. Issue 27, p94-110. 17p.

Mortensen, N. H.,Harlou, U., & Hvam, L., Haug, A. (2011) Improving Decision Making In The Early Phases Of Configuration Projects . International Journal of Industrial Engineering. Vol. 18 Issue 9, p452-461. 10p.

Pedersen, K., & Nielsen, J. A. (2011) Managing Uncertainty and Conflict in IT Project Portfolio Management. Journal of Information Technology Case & Application Research., Vol. 13 Issue 4, p51-83. 33p.