The Quality Improvement Challenge. Richard J. Banchs
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A competent team leader and team members who want and have the motivation to improve; and
An engaged leader with the authority and willingness to support the QI initiative.
See these requirements in the next chapters.
THE PROJECT SELECTION MATRIX: A TOOL TO PRIORITIZE QI PROJECTS
The Project Selection Matrix is a tool that combines project selection criteria with weighted scores used to prioritize the most relevant projects.
In this example we use a Project Selection Matrix to compare two projects. The Project Selection Matrix uses four columns to assess each project:
1 Column A: Project Criteria. List general project selection criteria that are important for your projects and organization.
2 Column B: Priority Score. List the numeric values assigned to each criterion. These values are assigned by senior leadership, mid‐level leaders, or the QI team to highlight the most relevant requirements for the projects. Use a scale from 1 to 10, with 1 being assigned to the criterion you have decided is least importance and 10 to the criterion with the highest relevance.
3 Column C: Correlation Score. Evaluate the correlation of each project against each of the criterion. Use a scale of 1 to 10, where 1 has the weakest match with the proposed criterion and 10 is assigned to the criterion that best matches the project characteristics. Starting out, it may be easier to use a simpler and cleaner approach, using a scale of 0, 3, 5, and 9 so that it is easier to discern between projects with 0 = no relationship, 3 = weak relationship, 5 = moderate relationship, 9 = strong relationship.
4 Column D: Product Score. This is the calculated numerical value or weighted score derived from multiplying column B (Priority Score) by column C (Correlation Score).
Complete the process for each criterion. Add all the weighted scores to calculate the total score. Repeat for each project. Select the project with the highest total score. Be careful to not get caught up in making sure we have the “perfect” score! See an example of a Project Selection Matrix template in Table 3‐1.
TABLE 3‐1 Template for a Project Selection Matrix
Project Selection Matrix | ||||||
---|---|---|---|---|---|---|
Column A Project Criteria | Project A | Project B | ||||
Column B Priority Score | Column C Correlation Score | Column D Product Score | Column B Priority Score | Column C Correlation Score | Column D Product Score | |
The project relates via metrics to goals of the organization. | ||||||
The project is supported by senior and local leadership. | ||||||
The project has defined goals and a narrow scope. | ||||||
The project will improve patient safety. | ||||||
The project will improve efficiency and patient flow. | ||||||
The project aims to decrease operational costs. | ||||||
The project will improve patient experience. | ||||||
Frontline stakeholders will support the project. | ||||||
The project can be completed in less than six months. | ||||||
The project will not interfere with ongoing QI initiatives. | ||||||
TOTAL SCORE |
A PROJECT TYPE FOR EVERY PROBLEM
Project strategy and resource requirements vary according to the specific type of project that is undertaken. While all projects follow the principles of improvement described in previous pages, not all projects require the same amount of effort, resources, tools, data, or statistical analysis. In the clinical arena, there are several project types and approaches to improvement. We have chosen to call them type I, type II, and type III.
Type I. These are the quick wins and “just do it” projects. These are rapid‐improvement projects usually initiated by an individual or a small team to address a simple problem that affects a limited area. People are just trying to make their workflow or work environment better. This type of project usually seeks a practical and inexpensive solution, which is typically already known or requires little investigation. The project needs a loose framework and can be done in a couple of days. Examples of a project type I are: Improve the organization and prioritization of incoming faxes; make sure patient demographic information is documented in the chart accurately and in a timely fashion; organize a supply room.
Type II. The project addresses a simple performance problem that affects a small area or department. The root causes of the problem may be known or unknown, but the solution in general is not