| Course | DNP 715 Dynamics and Principles of Information in Healthcare |
|---|---|
| Module | Module 7 |
| Paper type | Revised team charter with project plan |
| Length | About 398 words, 4 pages |
| Format | APA 7 student paper |
| School | Arizona State University |
| Program | Doctor of Nursing Practice |
| Updated | October 2026 |
Free sample paper for DNP 715 Module 7
What We Learned and What Comes Next: A Revised Charter and Plan for a Handoff Redesign
Student Name
Edson College of Nursing and Health Innovation, Arizona State University
DNP 715: Dynamics and Principles of Information in Healthcare
Instructor Name
Month Day, Year
What We Learned and What Comes Next: A Revised Charter and Plan for a Handoff Redesign
Lessons From the Healthy People 2030 Assessment
What worked: pairing members on each data source meant no one was stuck alone with an unfamiliar dataset, and the decision log prevented repeated debates. What did not: the slides were assembled two days before the presentation, leaving one rehearsal; two members used different survey cycles until the rehearsal caught it; and the 24-hour response rule was missed several times during a busy work week.
Team Effectiveness Rating
Each member rated the team from 1 (rarely) to 5 (always) on behaviors drawn from teamwork research (Salas et al., 2005).
| Behavior | Average rating | Comment |
|---|---|---|
| Shared understanding of the goal | 4.5 | Clear from the start |
| Backup behavior | 4.3 | Pairing worked |
| Closed-loop communication | 3.0 | Assignments confirmed, changes not always |
| Mutual performance monitoring | 2.8 | Data errors caught late |
| Psychological safety | 4.0 | Members admitted confusion, but one hesitated to question a teammate's numbers, a gap that matters because psychological safety predicts team learning (Edmondson, 1999) |
Charter Changes
1. Internal deadline for slides one week before any presentation, with two rehearsals.
2. A shared data sheet listing every number, its source and survey cycle, checked by a second member.
3. Response time stays at 24 hours, but members post a short note when they will be offline.
Plan for the Workflow Redesign Project
Process: nurse-to-nurse report for admitted patients going upstairs from the emergency department, which members at three hospitals described as rushed and inconsistent, often by phone without a structure. In nine hospitals, a structured handoff program was followed by 23% fewer medical errors and 30% fewer preventable adverse events (Starmer et al., 2014).
Stakeholders: emergency and medical unit nurses, charge nurses, bed management, hospitalists, informatics and patients' families. Key considerations: emergency department throughput pressure and receiving nurses' workload. The read-back in the future workflow builds in closed-loop communication, one of the coordinating mechanisms of teamwork (Salas et al., 2005).
Action steps: map the current handoff (Week 10); choose a structured tool (Week 11); draft the project charter with aims and measures (Week 12); build the presentation (Weeks 13 to 14); rehearse twice (Week 14).
| Role | Member | Responsibility |
|---|---|---|
| Project lead | Nurse educator | Charter, timeline, final deck |
| Evidence lead | Nurse practitioner | Handoff literature and tools |
| Workflow analyst | Charge nurse | Current-state process map |
| Stakeholder lead | Public health nurse | Stakeholder analysis and communication |
References
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999
Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a "big five" in teamwork? Small Group Research, 36(5), 555-599. https://doi.org/10.1177/1046496405277134
Starmer, A. J., Spector, N. D., Srivastava, R., West, D. C., Rosenbluth, G., Allen, A. D., Noble, E. L., Tse, L. L., Dalal, A. K., Keohane, C. A., Lipsitz, S. R., Rothschild, J. M., Wien, M. F., Yoon, C. S., Zigmont, K. R., Wilson, K. M., O'Toole, J. K., Solan, L. G., Aylor, M., ... Landrigan, C. P. (2014). Changes in medical errors after implementation of a handoff program. New England Journal of Medicine, 371(19), 1803-1812. https://doi.org/10.1056/NEJMsa1405556
What the DNP 715 Module 7 instructions ask for
The posted syllabus describes Team Charter Assignment 2 as a revision of the team charter based on lessons learned from the Healthy People 2030 Progress Assessment, an evaluation of team effectiveness, and a project plan for the final Healthcare Workflow Redesign Project, with role assignments, stakeholder considerations and action steps. The two charter assignments together are worth 50 points. Expect to reflect honestly on how the team performed, change rules that did not work, and plan the final project in enough detail that each member knows what to do. Agree on the workflow you will redesign before writing the plan. Hold a short team debrief before writing, and record what each member thought went well and badly in the presentation.
How this DNP 715 Module 7 example is built
The paper begins with specific lessons from the first project, what worked and what did not, rather than general praise. A rating table measures team effectiveness against behaviors from teamwork research and shows where the team was weakest. Three charter changes each address a lesson. The project plan names the process, supports its importance with evidence, assigns roles, lists stakeholders and sets dated action steps. The structure follows the syllabus description closely, so faculty can find each required element. A psychological safety gap noted in the ratings is acknowledged rather than hidden. Ratings from every member, rather than one person's opinion, make the team effectiveness evaluation more credible and reveal where views differ.
Where the marks sit in the DNP 715 Module 7 rubric
Revised charters are generally graded on honest reflection on team performance, a clear evaluation of team effectiveness, revisions linked to lessons learned, and a project plan with roles, stakeholder considerations and action steps. Faculty look for teams that use evidence to evaluate themselves and change something real. Ratings or other data make the evaluation credible. A project plan with dates and owners shows readiness. Identifying stakeholders, including those who may resist, shows systems thinking. Supporting the choice of workflow with evidence shows that the project has a purpose. Teams that pick a redesign topic with evidence behind it, and say why it matters to patients, set themselves up for a strong final project.
DNP 715 Module 7 help: mistakes that cost marks
Revisions often keep the original charter unchanged and add a paragraph of praise. Identify at least two things that went wrong and change a rule for each. A loose redesign plan is the other trap; write down the process, the stakeholders and steps with dates. Use a simple rating of teamwork behaviors to make the evaluation concrete. If you would like help revising your team charter and planning the workflow redesign, send your first charter and your team's reflections to the desk. Agree on the redesign topic as a team before dividing tasks, and confirm it with faculty if the prompt requires approval. Confirm the redesign topic with faculty early, before roles are assigned and data gathering starts.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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DNP 715 Module 7 questions, answered
Where can I find a free DNP 715 Module 7 sample paper?
The revised team charter above is complete: lessons from the Healthy People 2030 project, a team effectiveness rating, charter changes and a workflow redesign project plan.
What does DNP 715 Team Charter Assignment 2 require?
Revising the charter based on lessons learned, evaluating team effectiveness and planning the final workflow redesign project.
How do I evaluate team effectiveness?
Rate the team on specific teamwork behaviors, such as backup behavior and closed-loop communication, and explain the results.
What workflow can a DNP team redesign?
Any process that affects patient outcomes, safety or efficiency, such as handoffs, discharge or medication reconciliation.
Do structured handoffs reduce errors?
Yes. Across nine pediatric hospitals, a handoff bundle cut medical errors by about a quarter and preventable harm by close to a third.