1
WGU D157 Human Resource Management |Latest Update
with Complete Solution
Increasing On-Time First Case Start Times
Robert D. Kennedy
Western Governors University
Leavitt School of Health
Donna Austgen
April 14, 2025
D157: Managing Resources in an Era of Disruption
Human Resource Management
Project Team Members
A multidisciplinary project team was carefully selected to ensure a successful outcome for the healthcare
improvement project focused on increasing first-case on-time starts in the HVIS labs. Team members were chosen
based on expertise, decision-making authority, and direct involvement in the healthcare improvement project.
The project team for the healthcare improvement project was assembled to ensure comprehensive
representation, cross-functional collaboration, and subject matter expertise. Each member plays a critical role in
addressing the root causes of start-time delays and ensuring a smooth implementation of the planned
interventions. The team includes clinical, operational, and technical professionals, reflecting the procedural
workflow's complexity. Team members were selected based on their direct involvement in or oversight of the
process being improved. By keeping the same team through the planning and implementation phases, the project
avoids communication breakdowns and maintains continuity.
The project manager, anesthesia physician, surgical scheduler, IT specialist, lead nurse specialist, and
, 2
senior leadership are included. The project manager oversees all planning, coordination, and execution of the
project. The project manager ensures that the project stays on track with goals, timelines, and budgets. The lead
nurse specialist brings frontline insights into nursing workflows, staffing challenges, and patient readiness. The
anesthesia physician provides input on the anesthesia team’s readiness and helps address delays from the clinical
side. The surgical scheduler offers expertise in daily case scheduling, identifies gaps in current processes, and
supports the rollout of new tools. The IT specialist is essential for implementing and supporting the latest
scheduling and communication systems. Senior leadership secures financial resources, provides strategic direction,
and ensures organizational alignment and support.
Team Member (Use the Number of Estimated Hourly Number of Projected Individual Cost
specific role or title for Personnel Annual Rate Hrs. for HIP
each team member) Salary
Project Manager (student) 1 $114,400 $55.00 240 $13,200
Stakeholder (From D156)
Senior Leadership 1 $200,000 $96.15 10 $961.50
Project Members
Lead IT Specialist 1 $100,000 $48.07 80 $3846.15
Surgical Scheduler 1 $52,000 $25 160 $4,000
Lead Nurse Specialist 1 $100000 $48.07 200 $9,614
Anesthesia 1 $200000 $96.14 20 $1922.80
TOTAL COST (This total cost $33,544.45
line becomes one line item in
the ProForma)
Project Team Member Engagement
Team Management
To effectively manage the project team for the healthcare improvement initiative focused on increasing
first-case on-time starts in the HVIS labs, I will use a combination of team-building strategies and clearly defined
, 3
team guidelines. Team building will begin with fostering collaboration through regular interdisciplinary meetings
that encourage open communication, shared ownership, and mutual respect. Creating a safe, inclusive
environment where all team members feel heard and valued regardless of role or title is essential to establishing
trust. I will also provide coaching and mentorship to team members, especially those less familiar with project
management principles, to build confidence and promote professional growth.
In terms of team guidelines, communication will be structured and consistent. We will hold weekly team
meetings with defined agendas, maintain shared digital workspaces for document access and updates, and
establish expectations for timely responses to emails and messages. Conflict will be managed respectfully and
constructively, using a solution-focused approach that prioritizes team cohesion and the project's overall goals.
Disagreements will be addressed openly, with escalation to leadership if needed. Decision-making will follow a
shared governance model where input from all members is encouraged, and domain-specific leads are empowered
to make operational decisions. Final project-wide decisions will be reached through consensus and documented.
This structured yet collaborative approach will ensure that the project stays on track and that the team remains
engaged, aligned, and motivated.
Support for Team Members
To support project team members and staff during the implementation phase of the healthcare
improvement project, it is essential to promote a healthy work environment and work-life balance using evidence-
based strategies supported by current literature.
Creating a healthy work environment involves fostering a culture of respect, open communication,
emotional support, and professional development. Pereira da Silva et al. (2023) state that health workers associate
healthy environments with organizational practices emphasizing psychological safety, teamwork, autonomy, and
shared decision-making. To implement these principles, I will encourage open dialogue through regular check-ins,
WGU D157 Human Resource Management |Latest Update
with Complete Solution
Increasing On-Time First Case Start Times
Robert D. Kennedy
Western Governors University
Leavitt School of Health
Donna Austgen
April 14, 2025
D157: Managing Resources in an Era of Disruption
Human Resource Management
Project Team Members
A multidisciplinary project team was carefully selected to ensure a successful outcome for the healthcare
improvement project focused on increasing first-case on-time starts in the HVIS labs. Team members were chosen
based on expertise, decision-making authority, and direct involvement in the healthcare improvement project.
The project team for the healthcare improvement project was assembled to ensure comprehensive
representation, cross-functional collaboration, and subject matter expertise. Each member plays a critical role in
addressing the root causes of start-time delays and ensuring a smooth implementation of the planned
interventions. The team includes clinical, operational, and technical professionals, reflecting the procedural
workflow's complexity. Team members were selected based on their direct involvement in or oversight of the
process being improved. By keeping the same team through the planning and implementation phases, the project
avoids communication breakdowns and maintains continuity.
The project manager, anesthesia physician, surgical scheduler, IT specialist, lead nurse specialist, and
, 2
senior leadership are included. The project manager oversees all planning, coordination, and execution of the
project. The project manager ensures that the project stays on track with goals, timelines, and budgets. The lead
nurse specialist brings frontline insights into nursing workflows, staffing challenges, and patient readiness. The
anesthesia physician provides input on the anesthesia team’s readiness and helps address delays from the clinical
side. The surgical scheduler offers expertise in daily case scheduling, identifies gaps in current processes, and
supports the rollout of new tools. The IT specialist is essential for implementing and supporting the latest
scheduling and communication systems. Senior leadership secures financial resources, provides strategic direction,
and ensures organizational alignment and support.
Team Member (Use the Number of Estimated Hourly Number of Projected Individual Cost
specific role or title for Personnel Annual Rate Hrs. for HIP
each team member) Salary
Project Manager (student) 1 $114,400 $55.00 240 $13,200
Stakeholder (From D156)
Senior Leadership 1 $200,000 $96.15 10 $961.50
Project Members
Lead IT Specialist 1 $100,000 $48.07 80 $3846.15
Surgical Scheduler 1 $52,000 $25 160 $4,000
Lead Nurse Specialist 1 $100000 $48.07 200 $9,614
Anesthesia 1 $200000 $96.14 20 $1922.80
TOTAL COST (This total cost $33,544.45
line becomes one line item in
the ProForma)
Project Team Member Engagement
Team Management
To effectively manage the project team for the healthcare improvement initiative focused on increasing
first-case on-time starts in the HVIS labs, I will use a combination of team-building strategies and clearly defined
, 3
team guidelines. Team building will begin with fostering collaboration through regular interdisciplinary meetings
that encourage open communication, shared ownership, and mutual respect. Creating a safe, inclusive
environment where all team members feel heard and valued regardless of role or title is essential to establishing
trust. I will also provide coaching and mentorship to team members, especially those less familiar with project
management principles, to build confidence and promote professional growth.
In terms of team guidelines, communication will be structured and consistent. We will hold weekly team
meetings with defined agendas, maintain shared digital workspaces for document access and updates, and
establish expectations for timely responses to emails and messages. Conflict will be managed respectfully and
constructively, using a solution-focused approach that prioritizes team cohesion and the project's overall goals.
Disagreements will be addressed openly, with escalation to leadership if needed. Decision-making will follow a
shared governance model where input from all members is encouraged, and domain-specific leads are empowered
to make operational decisions. Final project-wide decisions will be reached through consensus and documented.
This structured yet collaborative approach will ensure that the project stays on track and that the team remains
engaged, aligned, and motivated.
Support for Team Members
To support project team members and staff during the implementation phase of the healthcare
improvement project, it is essential to promote a healthy work environment and work-life balance using evidence-
based strategies supported by current literature.
Creating a healthy work environment involves fostering a culture of respect, open communication,
emotional support, and professional development. Pereira da Silva et al. (2023) state that health workers associate
healthy environments with organizational practices emphasizing psychological safety, teamwork, autonomy, and
shared decision-making. To implement these principles, I will encourage open dialogue through regular check-ins,
