| Course | NURS 6441 Project Management: Healthcare Information Technology |
|---|---|
| Week | Week 5 |
| Paper type | Project schedule |
| Length | About 870 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 5
Schedule for Electronic Procedural Consent: A Dependency Network in Project Days, a Bar View by Week and the Path That Sets the First Go-Live
Student Name
College of Nursing, Walden University
NURS 6441: Project Management: Healthcare Information Technology
Instructor Name
Month Day, Year
Schedule for Electronic Procedural Consent: A Dependency Network in Project Days, a Bar View by Week and the Path That Sets the First Go-Live
Basis of the Schedule
This schedule sequences the work packages from the work breakdown structure for the electronic procedural consent project and estimates when the first hospital can go live. It is written in project days, counted in working days from charter approval on day 0, because no calendar commitment has been made and a relative schedule stays valid when the start date moves. Durations are estimates taken from the package owners, each with the assumption it rests on. Scheduling practice separates the logic of the network, which can be checked, from its display, which is for reading (Project Management Institute [PMI], 2019); this document gives both. All links are finish-to-start unless noted.
Dependency Network
Table 1
Packages, Predecessors, Estimated Durations and Start and Finish in Project Days
| Package | Predecessors | Estimate (days) | Start | Finish | Estimate assumes |
|---|---|---|---|---|---|
| 1.1.1 Build forms | None | 15 | 0 | 15 | One analyst at 60% allocation |
| 1.1.2 Required-elements check | 1.1.1 | 5 | 15 | 20 | Check logic reuses vendor rules |
| 1.2.1 Committee review | 1.1.2 | 10 | 20 | 30 | Committee meets weekly |
| 1.2.2 Fix and re-test | 1.2.1 | 5 | 30 | 35 | Fewer than 20 review items |
| 2.1.1 Scheduling mapping | 1.1.1 | 8 | 15 | 23 | Interface analyst available |
| 2.1.2 Scheduling tests | 2.1.1 | 4 | 23 | 27 | Test patients exist |
| 2.2.1 File consent to record | 1.2.2 | 6 | 35 | 41 | Vendor filing function works as documented |
| 2.2.2 Checklist display | 2.2.1 | 4 | 41 | 45 | |
| 3.1.1 Obtain tablets | Purchase approval at day 0 | 25 | 0 | 25 | Supplier lead time five weeks |
| 3.1.2 Enroll tablets | 3.1.1 | 5 | 25 | 30 | |
| 4.1.1 Interpreter video | 1.1.1 | 10 | 15 | 25 | Language vendor supports embedding |
| 4.1.2 Store interpreter ID | 4.1.1 | 3 | 25 | 28 | |
| 4.2.1 Five-language test | 4.1.2 | 5 | 28 | 33 | Interpreters book test sessions |
| 3.2.1 Test tablets | 3.1.2, 4.1.1 | 4 | 30 | 34 | |
| 5.1.1 Training guide | 1.2.2 | 7 | 35 | 42 | |
| 5.2.1 Super-user training | 5.1.1, 3.2.1 | 3 | 42 | 45 | Super-users released |
| 5.2.2 Staff training, Hospital A | 5.2.1 | 15 | 45 | 60 | Two sessions a day across shifts |
| 6.1.1 Fallback procedure and kits | 1.2.2 | 5 | 35 | 40 | |
| 6.2.1 Fallback drill, Hospital A | 6.1.1, 5.2.2 | 1 | 60 | 61 | |
| 7.1.1 Daily report | 2.2.2 | 5 | 45 | 50 | |
| Readiness review and go-live, Hospital A | 2.1.2, 2.2.2, 4.2.1, 6.2.1 | 2 | 61 | 63 | Sponsor available for decision |
Package 7.2.1, report validation, follows the first go-live and is scheduled in the post-go-live phase with package 0.1, project management, which runs throughout.
Bar View by Project Week
Table 2
Bar View, Five Working Days Per Week
| Work | Weeks | On longest path |
|---|---|---|
| Build forms and check (1.1.1, 1.1.2) | 1 to 4 | Yes |
| Committee review and fixes (1.2.1, 1.2.2) | 5 to 7 | Yes |
| Tablets obtained, enrolled, tested (3.1.1 to 3.2.1) | 1 to 7 | No |
| Integration (2.1.1 to 2.2.2) | 4 to 9 | No |
| Interpreter workflow (4.1.1 to 4.2.1) | 4 to 7 | No |
| Training guide and super-users (5.1.1, 5.2.1) | 8 to 9 | Yes |
| Staff training, Hospital A (5.2.2) | 10 to 12 | Yes |
| Fallback procedure and drill (6.1.1, 6.2.1) | 8 and 13 | Drill only |
| Milestone M5: Hospital A live | End of week 13 | Milestone |
The Longest Path
The longest path to the first go-live runs through the consent forms, not the technology: building the forms and their check, the consent committee's review and fixes, writing the training guide, training super-users and then staff, and the fallback drill, for 61 days, followed by a two-day readiness review. Hospital A can therefore go live at day 63, the end of project week 13, if the estimates hold. The path is argued rather than simply computed. The committee review, at ten days, depends on a weekly meeting; if the committee meets every two weeks, the path lengthens by five days and every later milestone moves. Staff training, at fifteen days, is the longest single package and depends on each hospital releasing staff across shifts. Tablets, often assumed to be the risky part, finish at day 34 with eight days to spare before super-user training needs them.
Three chains carry nearly all the float. The interpreter workflow finishes at day 33, twenty-eight days before it is needed. The fallback procedure finishes at day 40, twenty days early. And the record integration finishes at day 45, sixteen days early. This float is real only if those chains stay on their estimates; the integration chain in particular depends on an assumption that the vendor's filing function works as documented, and integration problems are a familiar source of delay in software projects (Keil et al., 1998). The project manager will review float weekly and escalate to the sponsor if any chain loses more than half of it, since reviews of health IT failures point more often to managerial causes, such as late decisions, than to technical ones (Kaplan & Harris-Salamone, 2009).
Later Milestones
Hospitals B and C follow the same training and drill packages with a two-week gap after each go-live for stabilization. On the current estimates, Hospital B goes live at about day 90 and Hospital C at about day 115, and the ninety-day measurement ends at about day 205, when the project can close. These dates will be firmed in project days once Hospital A's go-live confirms the training estimate, and the sponsor will approve the baseline at that point.
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
Keil, M., Cule, P. E., Lyytinen, K., & Schmidt, R. C. (1998). A framework for identifying software project risks. Communications of the ACM, 41(11), 76-83. https://doi.org/10.1145/287831.287843
Project Management Institute. (2019). Practice standard for scheduling (3rd ed.).
The Walden NURS 6441 Week 5 instructions
The Week 5 prompt generally asks for a project schedule based on your work breakdown structure, with durations, dependencies, milestones and the critical path, often presented as a table and a bar chart. Some sections allow any tool; others name one. Schedules usually run two to four pages. Carry durations forward from your work package estimates and record the assumption behind each. Use relative time unless the prompt requires calendar dates. Identify the longest path and explain it in words, including which assumption would lengthen it, and note where float exists and how you will protect it. Where the prompt permits, close with later milestones so the reader sees the whole project.
Inside the NURS 6441 Week 5 example
The first section explains the use of project days, cites the scheduling practice standard on separating logic from display and states that all links are finish-to-start. Table 1 lists twenty-one packages and the readiness review with predecessors, estimates, starts, finishes and assumptions. Table 2 gives the bar view by week, marking the longest path. The longest path section explains the 61-day chain, names the committee meeting cadence and training as the assumptions that could lengthen it, and notes that tablets finish with eight days to spare. The float paragraph names three chains and their float and cites research on integration risk. Durations trace back to package owners' estimates.
Reading the NURS 6441 Week 5 rubric
Schedule rubrics usually score logical dependencies, duration estimates and their basis, identification of the critical path, milestones, presentation and analysis. Logic is checked in the dependency table, so every package needs predecessors that make sense. Estimates earn credit when their assumptions are stated. The critical path is scored on accuracy and on whether it is explained. Milestones should match the charter. Presentation rewards both a checkable table and a readable chart. Analysis earns the most when the writer names what would change the path and how float will be managed. Some rubrics also reward naming how the baseline will be approved, which the example assigns to the sponsor after the first go-live.
NURS 6441 Week 5 help from the desk
The most common mistake is a bar chart with no dependency logic behind it, so the critical path cannot be checked. Another is durations in suspiciously round numbers with no stated basis. Some schedules use calendar dates that imply commitments no one made. Others identify the critical path but do not explain it. Build the dependency table first, carry estimates and assumptions from the breakdown, compute starts and finishes, find the longest path and explain it in plain words, then show the bar view for readers. Also check your arithmetic: every finish should equal start plus duration, and every start should follow the latest predecessor finish. A reviewer will test a few rows.
Get a NURS 6441 Week 5 example written to your instructions
Send the schedule prompt, the rubric, and the breakdown your section is working from, because durations have to trace back to packages. A NURS 6441 schedule returns with a dependency table, a bar view and a defended longest path on a composite rollout. No baseline of your organization's is used. First sample free, inside 24-48h.
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NURS 6441 Week 5 questions, answered
Do I need scheduling software for this?
Rarely. Most prompts accept a dependency table and a hand-built bar view, and some name a tool outright. The example is produced without any specific product because the logic is what gets marked. If your section requires a particular file format, that instruction wins and the same table converts into it directly. A dependency table converts into any tool without losing anything.
Where do the durations come from?
From the work package estimates made in the breakdown, carried forward with the assumption each one rested on. That trace is the honest answer and it is also the one graders reward. Durations invented at the schedule stage tend to arrive in round numbers, which is visible immediately and undermines the analysis around them. Round numbers everywhere are the visible symptom of invention.
Should the schedule use real dates?
Relative time serves this better unless a calendar is specifically required. Project day or project week keeps the network readable and avoids implying a commitment nobody made. The example works in relative time and never reproduces dates from a live implementation, since a real baseline belongs to the organization running it. Relative time also keeps the network intact when a start point moves, which it usually does.
Where can I find a free NURS 6441 Week 5 sample paper?
The complete schedule, with the dependency table, bar view, critical path analysis and later milestones, is available free on this page. A schedule for your own work breakdown can be drafted on request.
Should the NURS 6441 schedule use real calendar dates?
Only if your prompt requires them. Project days or weeks keep the logic readable and avoid implying commitments; the example converts to dates only after the sponsor approves a baseline.