QUESTION 1: Prepare a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis for the following Project. Preparing this SWOT analysis requires answers to the following questions:a) What are the organization’s strengths?b) What are the organization’s weaknesses?c) What opportunities does the project selected above present to the organization in that context?d) What threats does the project selected above present to the organization in that context?QUESTION 2: Using your answers to the four questions above, outline specific cultural, organizational, or environmental issues that may either enable or cripple the above project.Please see attached images for project. Children's Hospital and Regional Medical CenterHospital-wide Process RedesignThe growth in project management is powered by the speed of change in every sector of theAmerican economy. The techniques traditionally applied to the manufacturing or aerospaceindustries are proving equally valuable in the services sector, particularly when applied to processredesign or improvement efforts.Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services,initiated a large-scale redesign of its patient management process due to mounting customercomplaints and signs of deteriorating employee morale.The hospital organized a team to undertake the effort of redesigning patient management systemsand named the project "Encounters." The new system would streamline and standardizeprocesses such as admitting, registration, scheduling, and insurance verification. The goal wasto make things easier and more efficient at Children's, from the initial call from a family or doctorto the visit or stay, and following discharge.STAGE ONE: DIAGNOSTIC ASSESSMENTFrom August to November the project team performed a diagnostic assessment as stage one ofthe effort.The team gathered customer feedback data, interviewed key organizationstakeholders, created a process map of the current system, and identified external businessneeds driving current industry changes. The primary deliverable from this stage was the projectcharter.This document included a scope definition, process goals and objectives, projectapproach, resource requirements, cost-benefit assessment, and risk matrix. The project scopedefinition included the boundaries of the organizational change and the work required toaccomplish it.STAGE TWO: PRELIMINARY DESIGNThe project team quickly moved to the second stage - preliminary design -once the project charterwas drafted and approved.Using creative thinking and proven process modeling tools, the team was ready to move forwardto design a new patient management system. During this stage each new process link waspainstakingly identified and documented. An iterative approach allowed successive design ideasto be layered in on top of the ever-developing process model. Patient scenarios were used totest the evolving design, allowing the team to walk through each step patients would encounteras they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the developmentof the preliminary design, the new conceptual process model. To promote involvement andstakeholder input, a display room was open 24 hours a day, seven days a week. From Marchthrough July, employees, patients, and physicians were invited to view the new preliminarydesign.throughout the phase.Feedback was encouraged and received, creating repeated design adjustmentsSTAGE THREE: DETAILED DESIGNFrom July through December the team drilled the new processes down to the lowest level of detailas part of the third stage, detailed design. The new designs were rigorously tested through hoursof computer-based process simulation. Using simulation, the project team was able to modelsystem performance, running what-if scenarios to determine how long patients would have to waitto check in for a clinic visit and what it would cost if they added additional staff during specifiedshifts.It's important to realize that redesigning the process meant redesigning all aspects of the patientmanagement system, including work flows, process performance measures, information systems,facilities and space, roles and job descriptions, and organizational culture. Computers don'tsimulate the social system components, so stakeholder involvement was designed into theprocess every step of the way. The communication plan consciously chose a variety of mediumsto keep the information flowing, including a newsletter, all-hospital forums, and presentations tothe hospital steering committee (HSC).STAGE FOUR: IMPLEMENTATIONEighteen months after the re-engineering effort had launched, the team began to prepare forstage four of the project: implementation. Significant changes were required for the hospitalcomputer systems. New software was selected to meet the requirements of the new systemdesign. New services were planned for rollout. Detailed comparisons of the current process weremade against the new design so that changes would be identified and documented. Sequencingof dependent activities was determined and tracked on a master project plan.With implementation under way, the hospital has already begun to reap the benefits of its newEncounters patient management system. A more streamlined admissions process, includingpatient/ family valet parking, is producing increased customer satisfaction. The segments ofreferral processing installed so far are already producing enhanced efficiencies during the patientcheck-in process.STAGE FIVE: CONTINUOUS IMPROVEMENTSeattle Children's Hospital, like many organizations today, faced the formidable challenge ofredefining the organizational culture.continuous learning and continuous improvement. While continuous improvement is defined asthe final stage of the redesign life cycle, it represents much more than the completion of thehospital's redesign project. It represents the cyclical nature of an improvement process.It endeavored to develop new norms for promotingEncounters is changing both the processes and the culture of Children's Hospital. The teamattributes its successes to many factors, including some of the universal best practices of projectmanagement.

Question

QUESTION 1: Prepare a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis for the following Project. Preparing this SWOT analysis requires answers to the following questions:a) What are the organization’s strengths?b) What are the organization’s weaknesses?c) What opportunities does the project selected above present to the organization in that context?d) What threats does the project selected above present to the organization in that context?QUESTION 2: Using your answers to the four questions above, outline specific cultural, organizational, or environmental issues that may either enable or cripple the above project.Please see attached images for project. Children's Hospital and Regional Medical CenterHospital-wide Process RedesignThe growth in project management is powered by the speed of change in every sector of theAmerican economy. The techniques traditionally applied to the manufacturing or aerospaceindustries are proving equally valuable in the services sector, particularly when applied to processredesign or improvement efforts.Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services,initiated a large-scale redesign of its patient management process due to mounting customercomplaints and signs of deteriorating employee morale.The hospital organized a team to undertake the effort of redesigning patient management systemsand named the project &#34;Encounters.&#34; The new system would streamline and standardizeprocesses such as admitting, registration, scheduling, and insurance verification. The goal wasto make things easier and more efficient at Children's, from the initial call from a family or doctorto the visit or stay, and following discharge.STAGE ONE: DIAGNOSTIC ASSESSMENTFrom August to November the project team performed a diagnostic assessment as stage one ofthe effort.The team gathered customer feedback data, interviewed key organizationstakeholders, created a process map of the current system, and identified external businessneeds driving current industry changes. The primary deliverable from this stage was the projectcharter.This document included a scope definition, process goals and objectives, projectapproach, resource requirements, cost-benefit assessment, and risk matrix. The project scopedefinition included the boundaries of the organizational change and the work required toaccomplish it.STAGE TWO: PRELIMINARY DESIGNThe project team quickly moved to the second stage - preliminary design -once the project charterwas drafted and approved.Using creative thinking and proven process modeling tools, the team was ready to move forwardto design a new patient management system. During this stage each new process link waspainstakingly identified and documented. An iterative approach allowed successive design ideasto be layered in on top of the ever-developing process model. Patient scenarios were used totest the evolving design, allowing the team to walk through each step patients would encounteras they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the developmentof the preliminary design, the new conceptual process model. To promote involvement andstakeholder input, a display room was open 24 hours a day, seven days a week. From Marchthrough July, employees, patients, and physicians were invited to view the new preliminarydesign.throughout the phase.Feedback was encouraged and received, creating repeated design adjustmentsSTAGE THREE: DETAILED DESIGNFrom July through December the team drilled the new processes down to the lowest level of detailas part of the third stage, detailed design. The new designs were rigorously tested through hoursof computer-based process simulation. Using simulation, the project team was able to modelsystem performance, running what-if scenarios to determine how long patients would have to waitto check in for a clinic visit and what it would cost if they added additional staff during specifiedshifts.It's important to realize that redesigning the process meant redesigning all aspects of the patientmanagement system, including work flows, process performance measures, information systems,facilities and space, roles and job descriptions, and organizational culture. Computers don'tsimulate the social system components, so stakeholder involvement was designed into theprocess every step of the way. The communication plan consciously chose a variety of mediumsto keep the information flowing, including a newsletter, all-hospital forums, and presentations tothe hospital steering committee (HSC).STAGE FOUR: IMPLEMENTATIONEighteen months after the re-engineering effort had launched, the team began to prepare forstage four of the project: implementation. Significant changes were required for the hospitalcomputer systems. New software was selected to meet the requirements of the new systemdesign. New services were planned for rollout. Detailed comparisons of the current process weremade against the new design so that changes would be identified and documented. Sequencingof dependent activities was determined and tracked on a master project plan.With implementation under way, the hospital has already begun to reap the benefits of its newEncounters patient management system. A more streamlined admissions process, includingpatient/ family valet parking, is producing increased customer satisfaction. The segments ofreferral processing installed so far are already producing enhanced efficiencies during the patientcheck-in process.STAGE FIVE: CONTINUOUS IMPROVEMENTSeattle Children's Hospital, like many organizations today, faced the formidable challenge ofredefining the organizational culture.continuous learning and continuous improvement. While continuous improvement is defined asthe final stage of the redesign life cycle, it represents much more than the completion of thehospital's redesign project. It represents the cyclical nature of an improvement process.It endeavored to develop new norms for promotingEncounters is changing both the processes and the culture of Children's Hospital. The teamattributes its successes to many factors, including some of the universal best practices of projectmanagement.

Accepted Answer

Any organisation will sustain for long only if it can successfully provide higher quality of service…