Executive Summary

This paper is represented a project management plan. It is prepared on the topic known as "Initiation of Green Representatives in Renal Dialysis Units." The main motive behind the development of this project is to educate and strengthen waste segregation and disposal in the renal dialysis unit. The determine project timeline would be June 2018 for patient and nurses. It is developed with the sole motive of reduced the amount of biohazard waste in the unit by 50%, amount of recyclables by 20%, and amount of general waste in the unit by 20%. This paper has been discussed the overall components of the project plan. For example; it has been covered project scope, overview, stakeholders and communication management, project schedule, work breakdown structure, budget, and risk management also. All these sub-components of project plan will deliver the best knowledge to the target audience who are interested in the same field. The ongoing project will helpful in reduces the quantity of general waste, increases the number of recyclables and decrease amount of biohazard waste. The plan is based out certain outputs which are; development of a training package, policy document, and collection of research based on monthly audits. While carrying out the project some assumptions have been made regarding project outcomes and its benefits. Apart from this, it is also determined that the project will finish in the total budget of $10,000. Moreover, the determined timeline for this project would be July 2018. This has been fixed with the aim of put control over expenses and timeline as well.


The rural dialysis unit is a satellite unit of Melbourne City Hospital; the unit caters to 8 patients, operating 7 chairs 6 days per week. The unit performs approximately 1068 sessions a year. The dialysis unit works closely with the chemotherapy unit of the hospital and often shares resources such as waste bins. 
Currently, the unit practices poor clinical waste segregation. It has been identified over the last year particularly that staff have been disposing non-clinical waste into the clinical bin. The clinical bin should only be utilised for equipment like bloodlines post dialysis or blood stained gauze. Our unit currently does not have a recycling bin or guidelines for the recycling of dialysis waste hence increasing the amount of general waste. 
Conventional haemodialysis (HD) is a particularly power and water therapy dependent and produces waste equivalent to 200 000 households (Lim, Perkins & Agar 2013). Dialysis resources are made up of dialyzers, bicarbonate cartridges, disinfectant containers; PVC (Polyvinyl chloride), PCDD (polychlorinated dibenzodioxins) and DEHP (Di (2-ethylhexyl) phthalate), each of these products either pollute the soil, groundwater or surface water once released (García-Vicente et al 2016). 
The C dialysis unit in Melbourne has initiated an environmental sustainability group in the unit, which has been successful. They have reduced their clinical waste by approximately 0.80 kg over a two year span, which sums up to seven tonnes and a savings of $5,000 yearly (State of Victoria, Department of Health and Human Services 2017). 
I would like to initiate a green representative in our unit whom could monitor, audit and educate staff on the importance of proper waste management. The initiation of PVC/hard plastic recycling would also be initiated. I believe that our unit is suited at carrying out this project, as it is one that has limited patients and staffs, which would ensure continuity and effectiveness of the project over time. 


The project would consist of firstly identifying a green representative whom would be the project manager. The breakdown of the project would include a training package; audit samples, the purchase of a recycling bin for segregation in the work area and the joint effort of the environmental services manager whom could assist in contacting the council to provide the unit with a recycling bin. The recycling bin would be cleared by environmental services each fortnight. There are auditors and along with the project manager, the audit process can be carried out. These audits can be carried out using the monthly clinical waste invoice to calculate the amount of clinical waste per treatment, and this can be graphed after so as to track the data on a monthly basis. 
The project aim is served as a guideline for the whole project. The main aim of this project is “to educate and strengthen waste segregation and disposal in my renal dialysis unit by June 2018 for nurses and patients.”
The following are project objectives which served as a base in its completion:
  1. To reduce the amount of general waste in the unit by 20% by June 2018.
  2. To increase the number of recyclables in the unit by 20 % by June 2018
  3. To reduce the amount of biohazard waste in the unit by 50% by June 2018
  • Reduced the quantity of general waste in the unit by 20% by June 2018.
  • Increased number of recyclables in the unit by 20 % by June 2018
  • Decreased amount of biohazard waste in the unit by 50% by June 2018
  • A quality improvement initiative in February 2018
  • A reduction in 40% of waste cost by June 2018
  • Provides leadership and accountability for the green representative 
The following are some determined outputs and deliverables of the project:
  • Develop a training package
  • Collect research based on monthly audits and finally, 
  • Develop a policy document 
  1. It is believed that Project manager Rn Harpreet Kaur Aujla would be available for the project 10% (0.1 FTE) during the project span. If RN Harpreet Aujla is unavailable, another project manager would need to be allocated which could impact the budget. 
  2. It is expected that the environmental services department would bear the costs for recycling bin from the council. Thus the budget and costing of the bin have not been allocated.
  3. It is assumed that staff would utilize a spare bin in the unit for the segregation of recyclables hence this has not been included in the budget.
  1. The project has been allocated a 2017 – 2018 budget of $10, 000
  2. The project needs to be completed by the next Victorian Renal Clinical Network meeting in July 2018
  3. The disposal of all waste must comply with infection control procedures and guidelines.


Project timeline has been shown in the Work breakdown structure referred to Appendix 1 (9.1.1 section). The whole project is considered within 127 days and that ends two weeks before the deadline of 31st July, 2018. The last date of the training has been considered as the 18th June, 2018 commencing from 29th January, 2018. The main training days have been scheduled for 82 days. The project is submitted on 14th July, 2018.
With the help of above-mentioned work breakdown structure and Gantt chart, an individual can easily understand the project deliverables. The person to whom the project will deliver further is Amanda Miles and Harpreet Kaur Aujla. They will get the overall result and outcome of the project in terms of different documents. The parties need a lot of physical and informational resources to involve in the project. These resources may include paper, pen, personal laptop, and various others. Therefore, it is right to say that the above-mentioned plan is a right explanation of the needed information. 


The above-mentioned figure is representing the governance structure of the project in an effective manner. From this figure, we will utilize the working parties, project manager, and team, project steering committee, and consultants. The below-mentioned will be the roles and responsibilities of each:
Working Parties: The working parties will remain responsible for supporting project activities. For example; they will perform the paperwork, design invitation form, and various others. The working parties will directly support the top management in their task accomplishment.
Consultant: The consultant plays an important role in the project. The consultant will be responsible for sharing their expertise and knowledge with project manager and top management. The consultants will measure overall project requirements and consult with external parties to receive their acceptance. Apart from this, the consultant remains responsible for the purchase of raw material, and oversees supply activities.
Project Manager: The project manager will remain responsible for taking a decision and implementing particular plans. This will perform with the hope of better outcomes and effective control. Apart from this, the project manager will also conduct the performance measure activities to analyse the performance of each party.
Steering Committee: The committee is responsible for determining project timeline, and its funding requirement. Moreover, it will also arrange fund to support the training program in order to spread awareness. 
The name of project sponsor and steering committee is Amanda Miles. It is working at the position of Nurse Unit Manager. 
The name of the project manager is Harpreet Kaur Aujla. The project manager also acts as a nominee for the project.
The Initiation of Green Representative in renal dialysis unit project is carried by different members of a team. It includes Harpreet Kaur Aujla, Amanda Miles, and the working committee also.
The working parties mainly consist of specialist groups. The Initiation of Green Representative in renal dialysis unit project is controlled by a set of working parties. It mainly includes planning team, suppliers, contractors, participants, and shareholders. All these working parties are working towards a common goal of accomplishing the project within determined timeline and budget as well.
The reporting will perform at the end of each month. It will frequently happen to avoid any unnecessary interruptions and delays. In order to provide the progress report to the committee, the working team will follow the below-mentioned format:
This format allows proper sharing of information in required context. On the other hand, it can be said that the person who will get the report directly is its steering committee. It is because the steering committee is a sponsor of the project and it is the right of the committee to get complete information about project progress report.


All total budgets is set as 10,000 for the year 2017-2018 and that is referred in the Appendix 2 (Section 9.1.2)
In this budget, salaries of the stuff, training consultancies, the operating cost, as well as the capital costs along with the promotional as well as the training evaluation cost has been estimated and calculated accordingly.
Budget for other resources have been considered an extra amount of $ 2000 for the external guests, evaluators, accommodation of external trainers, and other IT equipment as well as the information requirements.



Depending on this matrix, some major risks like, 
  • During the training if any patient will have severe attack of health issue. It is thus marked as extreme risk as per the seriousness of the issue and that the hospital authority has to take the total responsibility for that patient. So it is cos effective as well. But it can be preventive if the condition of patient has been checked beforehand and then he or she has been taken into consideration for further demonstration.
  • Other extreme type of risk has been identified and that may be happened during the testing while the rules for electro-dialysis have not been followed properly. To mitigate this risk, some preventive steps have to be taken care so that there should be any mistake during the dialysis process.
  • The high intensity risk can be associated when the proper sanitization process does not follow after cleaning of waste products and that results severe skin problems. For mitigating these risks, the preventive actions should be taken care before clearing the waste materials.
  • There are many kinds of chemical products which are toxic as well as flammable in nature are handled and that can be cause allergies or other health problems. For mitigating this from contingency plan should be applied. 
  • The one of high grading risk may be the issue with deadline of the training program. In that case extra cost has to be invested to recover the action plan and will finish the program within the deadline.
  • Some other risk can be associated with the hygiene maintenance of the room and for that reason if any infection can be generated.
  • It can be happened that the target quantity of generation of biohazards does not meet within the suitable date, in that case the deadline is needed to be increased to mitigate the proper quantity generation in case of biohazards.
  • There may be a communication management issue and for that reason the training program may be cancelled. A contingency plan should be provided in that case and the entire training program can be restarted. This risk measure has middle level cost expenses.
  • Finally, risk can be associated with the individual issues of the participants. Those are also be recovered and can be measured under human resource management.


The relevant methodologies as well as the standards are listed here:
  • The guideline for Tasmanian Government Project Management includes the guidelines for Steering Committee is followed here. The term and policies are available at
  • The Standards like AS/NZ 4360:2004 Risk Management is followed here.
  • Relevant Department of Treasury and Finance policies as well as the guidelines are followed to make the policy document according to the rules given at www.
The external as well as the internal audit has been carrying out under the audit committee of medical board. The quality has been ensured and the stakeholders are represented as well as managed appropriately. 
The whole project is review under the Medical Board of Sydney and thus they have the responsibility for certifying the training staff. 
There is always some unplanned change which is needed to be managed. The issues are dealt within the scope of the project involved:
  • The contingency plan is considered when the first plan is failed. 
  • The unanticipated issues have been tracked within the issues management procedures.
  • The iterative process is used within the scope of the single project.
The review as well as the acceptance procedures would be applied in case of management for the project business plan along with the core project documents. The version is set here as 1.0. For the purpose of project sponsorship, the copies are issued and the Project Management Fact Sheet, the Document control has been published and distributed thereafter.
According to the Tasmania the Archives Act, 1983 as well as the amendments along with the Archives Regulation 2004 have been checked and the framework is created according to the same. 
There are state records guidelines along with the recordkeeping advices are followed and those are available at Tasmanian Archives Office, website http:// 
The Overall Training project is scheduled and will close within 16th June, 2018 which is before a month from the deadline that is specified in the estimated timeline. This time lines are set up according to the overall training program for the green initiatives for the dialysis program. 
At the final stage, the policy documents will be distributed to all those stakeholders as discussed above. 
The certificates are also been distributed at the end of the training session. The overall training program is closed after assessing each participant both through practical and theoretical processing.

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