| Course | NURS 6441 Project Management: Healthcare Information Technology |
|---|---|
| Week | Week 4 |
| Paper type | Work breakdown structure with dictionary |
| Length | About 880 words, 6 pages |
| Format | APA 7 student paper |
| School | Walden University |
| Program | Master of Science in Nursing (MSN) |
| Updated | September 2026 |
Free sample paper for NURS 6441 Week 4
Work Breakdown Structure and Dictionary: Electronic Procedural Consent, Seven Deliverables to Twenty-Two Work Packages
Student Name
College of Nursing, Walden University
NURS 6441: Project Management: Healthcare Information Technology
Instructor Name
Month Day, Year
Work Breakdown Structure and Dictionary: Electronic Procedural Consent, Seven Deliverables to Twenty-Two Work Packages
How the Structure Is Built
This work breakdown structure divides the electronic procedural consent project into the work needed to produce each deliverable in the scope statement. Level 1 repeats the seven deliverables unchanged and in the same order, so the two documents can be read against each other. Level 2 divides each deliverable into components, and Level 3 reaches work packages, the smallest units that one role can own and estimate. The structure follows the principle that a breakdown should cover all of the scope and nothing outside it (Project Management Institute [PMI], 2019). It is shown as an indented outline, which keeps three levels readable on a page. Every package carries a number that the schedule and any later budget can reference. Nothing is priced.
Outline
1 Configured consent forms. 1.1 Form build: 1.1.1 Build fourteen forms in the test environment; 1.1.2 Build required-elements check. 1.2 Form validation: 1.2.1 Consent committee review of each form; 1.2.2 Correct and re-test forms.
2 Integration. 2.1 Scheduling interface: 2.1.1 Map procedure name from scheduling to form; 2.1.2 Test twenty scheduling cases. 2.2 Record and checklist: 2.2.1 Store signed consent in the record; 2.2.2 Display consent status on the procedure checklist.
3 Tablets. 3.1 Devices: 3.1.1 Procure and receive 64 tablets; 3.1.2 Enroll tablets in device management. 3.2 Readiness: 3.2.1 Test login, signature and video on each tablet.
4 Interpreter workflow. 4.1 Video integration: 4.1.1 Connect interpreter video to the consent screen; 4.1.2 Store interpreter identification with consent. 4.2 Testing: 4.2.1 Test in five languages.
5 Training. 5.1 Materials: 5.1.1 Write training guide and competency checklist. 5.2 Delivery: 5.2.1 Train super-users; 5.2.2 Train staff at each hospital with return demonstration.
6 Downtime and fallback. 6.1 Procedure: 6.1.1 Write fallback procedure and assemble kits. 6.2 Drill: 6.2.1 Run fallback drill at each hospital.
7 Required-elements report. 7.1 Report: 7.1.1 Build daily report. 7.2 Validation: 7.2.1 Compare report with 30 manual audits.
Dictionary
Table 1
Work Package Dictionary
| Package | Description | Done when | Owner | Needs first |
|---|---|---|---|---|
| 1.1.1 | Configure 14 approved forms | All 14 display in test | Application analyst | Approved form text |
| 1.1.2 | Build check that blocks incomplete consents | Check flags every missing element in 14 test cases | Application analyst | 1.1.1 |
| 1.2.1 | Committee reviews each configured form | Chair signs review sheet | Consent committee chair | 1.1.2 |
| 1.2.2 | Fix and re-test forms after review | No open review items | Application analyst | 1.2.1 |
| 2.1.1 | Send procedure name from scheduling | Name appears in 20 of 20 tests | Interface analyst | 1.1.1 |
| 2.1.2 | Test scheduling cases | 20 cases pass | Interface analyst | 2.1.1 |
| 2.2.1 | File signed consent to the record | Consent visible within 1 minute | Application analyst | 1.2.2 |
| 2.2.2 | Show consent status on checklist | Status correct in 20 tests | Application analyst | 2.2.1 |
| 3.1.1 | Obtain tablets | 64 received and tagged | Technical lead | Purchase approval |
| 3.1.2 | Enroll tablets in device management | 64 enrolled | Device management analyst | 3.1.1 |
| 3.2.1 | Test each tablet | 64 pass three-part test | Device management analyst | 3.1.2, 4.1.1 |
| 4.1.1 | Launch interpreter video from consent screen | Video starts in test | Interface analyst | 1.1.1 |
| 4.1.2 | Save interpreter ID with consent | ID stored in 10 tests | Application analyst | 4.1.1 |
| 4.2.1 | Test five languages | 5 languages pass | Language services manager | 4.1.2 |
| 5.1.1 | Write guide and checklist | Approved by site leads | Nursing professional development specialist | 1.2.2 |
| 5.2.1 | Train super-users | All super-users pass checklist | Nursing professional development specialist | 5.1.1, 3.2.1 |
| 5.2.2 | Train staff at each hospital | 95% trained per hospital | Site lead | 5.2.1 |
| 6.1.1 | Write fallback procedure and kits | Kit in every area | Project manager | 1.2.2 |
| 6.2.1 | Run fallback drill | Drill done at each hospital | Site lead | 6.1.1, 5.2.2 |
| 7.1.1 | Build daily report | Report runs in test | Report analyst | 2.2.2 |
| 7.2.1 | Validate report against audits | Matches 30 audits | Perioperative quality manager | 7.1.1, first go-live |
| 0.1 | Project management | Closure approved | Project manager | Charter |
The final package, 0.1, holds project management work such as status reporting and change control, which spans the whole project and is kept separate so it is not hidden inside a deliverable.
Sizing and What the Structure Enables
Work packages are the level at which work is planned, assigned and tracked (PMI, 2021), and here they are sized by an ownership test rather than by an effort threshold: each has one owner who can estimate it without depending on another role's judgment, and none is so small that estimating it separately adds nothing. The dictionary's last column records what must exist before the package can start, which is the information the schedule will use to build its dependency network. Because the breakdown is complete and numbered, the schedule, the risk register and any later budget can all refer to the same package numbers. Health information technology projects that fail often do so because work and responsibility were never made explicit (Kaplan & Harris-Salamone, 2009), and a dictionary that names an owner for every package is one of the simplest protections against that failure. Work that appears in nobody's package, such as tablet charging cabinets, is visible as outside the project, which is where the scope statement placed it. If a stakeholder asks for new work, it can only be added as a new package through the change process, and the breakdown will show exactly where it fits and what depends on it.
References
Kaplan, B., & Harris-Salamone, K. D. (2009). Health IT success and failure: Recommendations from literature and an AMIA workshop. Journal of the American Medical Informatics Association, 16(3), 291-299. https://doi.org/10.1197/jamia.M2997
Project Management Institute. (2019). Practice standard for work breakdown structures (3rd ed.).
Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) (7th ed.).
The Walden NURS 6441 Week 4 instructions
The Week 4 assignment usually asks for a work breakdown structure for your project, decomposing deliverables into work packages, often with a WBS dictionary. Many prompts allow an outline or a chart and specify a number of levels. The document is typically two to four pages. Start from the deliverables in your scope statement and do not add work that falls outside it. Number every element so it can be referenced later. Decide how you will size work packages; an ownership test, one role can own and estimate it, works well. Include cost only if the prompt asks, and then as effort by role rather than invented currency.
How the NURS 6441 Week 4 example is put together
The first section explains the three levels, cites the practice standard for work breakdown structures on covering all of the scope and nothing outside it, and says why an outline was chosen. The outline takes each deliverable to components and work packages with strict numbering. Table 1, the dictionary, lists twenty-two packages with description, done-when condition, owner and predecessors, including project management as package 0.1. The closing section explains the ownership test for sizing, notes how the predecessor column feeds the schedule and shows how excluded work, such as charging cabinets, is visible as outside the project. Every package number is reused later in the schedule and register.
Reading the NURS 6441 Week 4 rubric
Work breakdown rubrics usually score completeness against scope, logical decomposition, numbering, work package sizing, the dictionary and presentation. Completeness rewards a breakdown whose top level matches the scope statement exactly. Decomposition is judged on whether each level divides the one above it without overlap. Numbering and a dictionary are often required and earn their own credit. Sizing earns more when the method is explained. Presentation rewards a readable format that survives page breaks. Some rubrics also credit showing how the structure will be used for scheduling and control, which the example does in its closing section. Many sections also credit a predecessor column in the dictionary, since it becomes the basis of the schedule.
Common NURS 6441 Week 4 mistakes, and how to avoid them
The most common mistake is a breakdown organized by phase or department rather than by deliverable, which makes it hard to trace work back to scope. Another is work packages so large that no single role could estimate them. Some breakdowns include tasks outside the scope statement. Many skip the dictionary or leave the done-when condition blank. Start from the deliverables, decompose to packages one role can own, number everything, give each package an acceptance condition and a predecessor, and keep project management work in its own branch. Also make sure the top level of the breakdown uses exactly the same deliverable names as your scope statement, since graders compare them line by line.
Get a NURS 6441 Week 4 example written to your instructions
Whatever scope statement or charter your section is decomposing should travel with the prompt and the rubric. A NURS 6441 work breakdown returns at that depth with dictionary entries attached, built on a composite rollout rather than on any project plan file from your workplace. The first custom sample is free and arrives inside 24-48h.
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NURS 6441 Week 4 questions, answered
Should the breakdown be a chart or an outline?
Whichever the prompt names. Absent instruction, an indented outline is safer for a submitted document: it holds three levels without shrinking the text, it survives a page break, and it can be numbered clearly. The example uses an outline and reserves the chart form for presentation, where only two levels usually need to be visible. Presentation form and submission form need not match.
How small should a work package be?
Small enough that one role owns it and one person can estimate the effort without hedging, and no smaller. There are published heuristics based on effort ranges, and your instructor may name one. The example sizes packages by that ownership test, and the dictionary entry is what proves the size was chosen rather than guessed. The dictionary entry is what proves the size was chosen.
Do I need to include cost?
Only when the prompt asks, and then as effort by role rather than as invented currency. The example carries no prices at all, because the assignment produced no basis for any and a made-up figure would spread through the schedule and the budget that follow. Effort in role-hours is defensible; a dollar total is not. Anything priced should trace back to an estimate somebody actually made.
Where can I find a free NURS 6441 Week 4 sample paper?
The whole breakdown, the numbered outline, the twenty-two-package dictionary and the closing section, can be read on this page free. The desk can prepare one for the project you chose.
How many levels should a NURS 6441 work breakdown structure have?
Three is common for a course project: deliverables, components and work packages. Go deeper only if a package is still too large for one role to own and estimate.