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The integration of disciplines of project management, which are the quality, risk management, and safety, plays a significant role in ensuring that performance within the organization, such as a health organization, and the processes of project management are greatly improved. High performance in healthcare organizations is achieved by the fact that the quality practitioners are able to expand their base of knowledge, gain new skills, hence providing improved value to the organizations. The level of performance in service delivery of healthcare organizations follows the concept that factual projects normally carry risk through uncertainty brought by cultural differences. Therefore, healthcare practitioners are supposed to equip themselves with better skills and knowledge in dealing the arising risks in various determined projects (Toney & Scoma, 2008). Nevertheless, not many organizations can stand out and claim to be contented with the overall application of quality, safety and risk management on selected projects, or even just stand out to successfully demonstrate such claim. This is a concept that is found to be a major limitation to successful delivery of the project and its related concepts.

The Reality of Projects with Integration of Quality, Safety and Risk in Improving Performance

In the line of bringing out the reality of projects in relation with the integration of quality, safety and risk in improving performance, the author talks about the process of improving project risk management, which normally takes the form of two main objectives. From the author’s point of view, the process of improving risk management must involve the concept of improving the capability to recognize and critically manipulate the existing risk while there is an opportunity to do so in an ongoing project lifecycle (Toney & Scoma, 2008). This acts as a way of giving a chance to the process of eliminating any form of setbacks that can be experienced within the project. Another principle objective that is critically observed during risk management is the embedding of the risk management process into the mainstream of ensuring success in delivering projects (Labodová, 2004). In following this principle, Labodová brings out the reality in dealing with risks within projects while giving reasons as to why enhancing of quality and better performance in any given project should carry a comprehensive risk management process.

It is of prudence to know that every project carry risk, such as uncertainty, so that nothing is ignored while executing different measures in meeting the needs of the project. The most apparent paradigm of sources of the existing project risk originates from dependencies, which can be internal or external, such as technical risks and customer risks, and the assumptions that are normally made by identified project team and this is taken in relation to all aspects of the project (Ahmadabadi, 2007). To understand why the process of integrating quality, safety and risk is of significance when it comes to improving performance in project management, Ahmadabadi is right on the aspect of determining all kind of risks existing within the project, such as dependencies. At the beginning of any project, it is clearly indicated that the impending impact of risk, especially in schedule terms and cost, is normally considered to being unlimited. Therefore, the straightforward choice that any project team can choose is either to devote timely and efficient attention to considering the existence of risks and critically managing them, or endure all the consequences that comes with the downstream of such decision (Jenvald& Morin, 1998).

From a corporate point of view, every critical project is supposed to be challenge through governance to exhibit a disciplined advance to the effective management of different risks, and in so doing, the project’s experience with a wide range of risks is likewise reduced in a disciplined way. This normally takes place through the initial stages of the project lifecycle, which involves the process of classifying the existing risks, assessing and analyzing risks, mitigating risks or carrying out a fall back planning process, and finally managing the existing risks.

Figure 1: A Model Showing the Process of Managing Risks (Ward& Chapman, 1991).


Quality and Safety in Improving Risk Identification, Assessment, Mitigation, and Management

The author believes that not many project teams have an inclusive risk management plans, and this is partially accounted to cultural perspective, and partly accounted to mechanical approach. It is right with the perspective of the author over the inclusion of risk management plans as this gives the reasons as to why most of the projects, such as the installation of the electronic health record systems, in most of the healthcare organizations normally fail to hit the target due to poor strategies when it comes to risk management (Wang, Lin & Huang, 2010). It is clear noted that improving the management of risk engrosses the process of improving a project’s capability to identify risks early, and this is achieved through productive ways that are normally connected to the strategic decision-making lifecycle of the project. It also consists of effective methods, such as flowcharting and the use of organization’s records, which are applied when presenting and utilizing any significant data, such as trade data (Lee, Lo, Leung & Sai On Ko, 2000).

Most of the databases of risk management normally grip to poor quality, which is partly complete or limited to the resourceful data. Such information results to incomplete understanding of various project risks that are existing, and also diminutive attention and resource that is being devoted to the overall process of risk management. Therefore, it is of importance to ensure that the following issues are dealt with critically when handling issues within the healthcare setup (Toney & Scoma, 2008):

  1. Considerably enhance the recognition of risk, the capturing, and also presenting data collected over the identified risk.

  2. Incorporate the process of quality, safety and risk management into the scope of the project.

  3. Consistently enhance the existing quality of risk management information.


On conclusion, quality and safety in improving risk identification, assessment, mitigation, and management is supposed to be made up of different strategies, such as putting in place detective controls, and also applying effective actions, such as carefully supervising projects for the purpose of identifying possible dependencies. This process is designed for the purpose of managing various risks that are posing a great deal of real threat to a given project. Therefore, the identified risk mitigation measures are not supposed to be delighted outside the key processes of project management, which starts with the process of assembling the project team. Therefore, the identified project team requires the understanding of existing disparities between contingency planning and mitigation measures, and also the application of each concept. In this case, mitigation strategies are basically the proactive measures that are put in place for the purpose of reducing either the overall likelihood of a risk occurrence, or the impact of the existing risks. They also consist of ‘fall back plans’, which in this case are also known as the called contingency plans (IRMA, 2000). These are the substitute plans that are designed to be executed only in times when the need emerges on the occurrence of a given risk.


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