The long-term future of any organization depends on the ability to resource for professionals and competent workers. However, this has largely been the role of the human resource department in an organization but the collective agreement of the entire organization is the major key to ensuring that the company has a competent workforce. Furthermore, with the changing and emerging new technologies, organizations and companies are continually reshuffling and changing their human resource team with the main purpose to ensure that there is no drawdown in the activities.
The resourcing strategy to be employed must ensure that it meets the strategies of the organization and more to this ensure that it follows the direction of the vision and mission statements of the organization. Some studies have indicated that the resourcing strategies employed by the organization must be based on the following: the basic needs s of the organization and the number of people required, skillset and behavior of the people required by the organization and the cultural changes to be implemented with the resourcing strategy.
In with the great oxford street hospital trust, one of the major concerns is the IS system. The IS system has been described to be some way backward and needs some modifications in order to ensure that it meets the requirements of the employees as well as those of the patients. As with the decision makers, the IS system should integrate information across various platforms so that the decision makers can visualize the data in a timely and effective manner. All these requirements may be met with the employment of personnel who are equipped with the knowledge of IT and IS systems. Because this is a major sector of the organization, competent and knowledgeable individuals will need to be resourced.
There are several human resourcing strategies that may be used by the company to ensure that the IT and IS system is fully functional and with the competent human resource team. The first one is mainly centered on talent management. The strategy is geared towards ensuring that the organization has the most competent personnel in each sector. Furthermore, by recruiting the best people for the various positions, the ripple effect will ensure that the organization becomes an employer of choice to the other potential employees. However, managing the talent within an organization may prove to be the most important aspect of talent management. This might be achieved by ensuring that there is a balance between the working environment and talent enhancement, a reward of those that are exceptional in their working stations, once in a while conducting talent audition and provision of career development opportunities to any employee willing. The talent resourcing strategy may be effective where the organization has been working on the development of talent for a while but employing those who are qualified may be effective if the resourcing strategy needed should be fast.
The IT and IS professionals will need to have a team that has to continually monitor the systems and provide the necessary modifications from time to time. Though the team is still largely dependent on the main IS and IT experts, the human resourcing strategy employed by the company may lead to cost saving as well as time management. As with the experts, one strategy to be employed is talent development. Talent development within the organization has the effect of increasing the number of professional available within the organization at a relatively cheaper cost. Continually upgrading the existing human resource team is vital to the survival of the organization and this can be done through talent audition and talent education.
Scrum is a methodology that has continually been used in projects that are both innovative and complex (Uhlig, 2017). Therefore, the Scrum framework is based on the working principles of the project whereby the methodology can be modified according to the requirements of the ever-changing project. The agile technique is the most common scrum technique employed by organizations.
The scrum methodology begins with identifying the most important functioning of the IS systems required .This is known as the product backlog and describes the prioritized needs of the organization. After identifying the most important aspects of the organization, each team is allocated a time period to complete the assigned tasks. The overall team may be subdivided into various teams some focused on data decentralization, devolution to departments, and access through desktop among others. However, each team is to determine the period between meetings in order to ensure that the progress is on track and to prevent any backlog. All this will depend on the time allocated for the activities. Moreover, the scrum master within each activity has to ensure that the goal of the team is kept within focus and as such prevents deviation into other unnecessary activities. After the time period allocated to each activity, the team should ensure that there is a presentation to the stakeholders or to the patients and the other professionals within the organization. A presentation to the relevant parties ensures that there are a sprint review and a retrospective (Uhlig, 2017). The process begins again with the teams choosing a different, but relevant activity. Generally, the process repeats itself until each of the desired set of activities is completed, the budget is no longer enough, or when the deadline has arrived.
There are a couple of advantages and disadvantages associated with the Scrum methodology in projects. One advantage associated with the agile technique is the ability to identify mistakes and correct them in a timely manner. The process is centered on numerous meetings and therefore cutting edge and fast-moving technologies and techniques can be easily developed. The IS technology may be developed in such a way that it is up to date and it is efficient. The clear goal associated with the agile technique ensures that the team does not deviate from the requirements and as such it is very effective. Furthermore, the technique is focused on regular updates making it a very effective tool.
The continuous updates by the user ensure that the IS technology can be easily modified to any changes that arise during the working period. Moreover, the technique is cost-effective and very cheap compared to some of the other techniques that may be used and thereby ensures that the overhead costs are kept at a minimal. The other advantage is mainly associated with the input and output of each team member. By ensuring that there are daily meetings and a scrum leader, the productivity of each individual within the team is enhanced thereby ensuring quality products as well as service delivery. Furthermore, the quality of the technology is inspected and presented to the stakeholders before the actual implementation to ensure that they meet all the desired requirements. The various components of the system may be assigned to various teams and each team assigned a scrum leader.. The systems will continually be reviewed and any mistake can be continually rectified. Furthermore, changes can be easily implemented along the way because of the flexibility of the technique. All these advantages will ensure that the final system is very effective and meets the requirements of the stakeholders as well as those of the patients.
However, there are a couple of disadvantages associated with the technique. To begin with, agile scrum has been described to cause scope creep (Uhlig, 2017). Scope creep is mainly associated with deadlines and if there is no specific deadline associated with the development of the system, the stakeholders may be tempted to continue altering the requirements of the team. Secondly, a team that is not committed to the requirements may lead to project failure or to an-completion. Moreover, the team need to be comprised of people with enough experience and if this is not the case, the project may fail or be incomplete when the deadline reaches. The last, but not least, disadvantage is centered on the project costs. Tasks that are not well defined have the effects of inaccurate project costs as well as the timeframe.
Generally, the system may be effective in the development of the IS system. The advantages outweigh the disadvantages and as such may be used by the Oxford street hospital. However, some measures need to be put in place to ensure that the minor disadvantages do not affect the system on a major scale.
Risk registers are an important asset to project managers because they provide an overview of the risks associated with the project and their comparative impact on the progress of the project. Therefore, the risk register can ensure that there are proper risk handling techniques put in place and may also be used in focused quantified risk analysis. The first step in the risk register is to identify the environments into which the risks may fall. As with our case study, the general environments into which the risks may fall into include: organizational, external risks, internal risks, technical risks and risks that may be associated with project management.
The organizational risks that may be associated with the IS technology include the quality and competence of the human resource teams. In this, the quality of the staff has to be well conversant with IS technology and have proper knowledge in its application in healthcare. This should be the highest priority and the recruitment techniques employed should focus on the best. The decision making is another risk associated with the hospital. In this, only the staff members well conversant with the functioning of the system and the hospital should be prioritized in the decision-making process.
The external risks associated with the project may entail the patients, contractors/suppliers, and the regulators, To begin with, the system should be provided in such a way that it is easily accessed by the patients in a timely and efficient manner. The system should therefore prioritize the needs of the patients according to the healthcare needs. Secondly, the system should be in line with all the hospital regulations. The main focus is on the healthcare practices such as treatment techniques and decision making among others. Finally, the suppliers and contractors of the technology needed for the IS system pose a risk to the operations. The supplies of the system computers, routers, boosters etc. Lack of supply means no operations or a backlog I the operations of the system.
Finally, the technical risks associated with the hospital include the technology and the interfaces required for the operations. The technological requirements of such a hospital are numerous ranging from the treatment technologies to the technologies employed in the operations of the organization. Therefore, the system should be customized to meet the requirements of the hospital. Lack of treatment technologies means loss of operations and incompatibility of the technologies employed in monitoring the activities results into an inefficient hospital.
The general function of a work breakdown structure is to divide the various teamworks into sections that can be easily managed. The work breakdown structure is very important for the functioning of an organization because it provides detail to each of the team members about what is required. However, an effective work breakdown structure requires the input of the various members of the team and therefore provides detail into the requirements.
The work breakdown structure may be subdivided into three categories: the external, technical and human resource team. The human resource subunit may furthermore be divided into stakeholders, professional employees, and the supporting staff. On the other hand, the external environment may be subdivided into suppliers, contractors, government agencies and the regulators. Finally, the technical subunit may be divided into It operations, maintenance units, staff development technologies.
The structure has been based on the assumptions that the government agencies and other regulatory bodies do not fall under a single umbrella. Furthermore, the hospital has employed numerous technologies for the development of its human resource team.
The critical path is used to measure the route which will have no effect on the general completion time of the project.
According to the diagram, the critical path takes a duration of 26 days. As with the project, configuring the network such that the network from C extends by a week will have no effect on the overall time required for project completion. The diagram indicates that activity C follows two paths: C to H then to K and later on to N and finally to P. This takes a total of 19 weeks. The other path takes a total of 20 days and is through I, L, N and finally to P.
The diagram indicates that the activities which are in the critical path include I, M, O and Therefore, altering any activity within this path may result in a shift in the critical path. Assuming that O and P run parallel, the duration of the critical path will change from 26 days to 24 days. However, the path that ends with activity O will be the critical as indicated below.
Hulett, D., 2017. Risk Register Development. [Online]
Available at: Risk Register Development – Hulett &%3b Associates – Project Risk Management.htm
[Accessed 14 01 2018].
Uhlig, D. K., 2017. Advantages and Disadvantages of the Scrum Project Management Methodology. [Online]
Available at: Advantages and Disadvantages of the Scrum Project Management Methodology _ Chron.com.htm
[Accessed 14 01 2018].