NUR3507 Clinical Practice Development Project Assignment Brief 2026 | NUS, Singapore

NUR3507 Assignment Brief 

Due Date: 1 Apr 2026

Topic: Quality Improvement Report

Format: Individual Written Assignment (3600 words+/- 10%)

Remarks: Refer to Template (Page 3)

Instructions

This assessment component requires the submission of a clinical project report in a scholarly proposal, which can be used for implementation in the workplace. The recommended word count for this assignment is 3600 words (+/- 10%), excluding the cover/title page, contents page, tables, figures, graphs, end-reference list, and appendices. In-text citations and referencing should follow the referencing format and guidelines which are available at https://libguides.nus.edu.sg/APA

Referencing

Number of references: You are expected to use good quality publications in supporting your discussion. There should be at least 15 references for the written assignment. Referencing style: A full-reference list must be provided correctly as per the APA (7th edition) guidelines. All ideas and arguments derived from the literature MUST be cited and referenced. It is NOT acceptable to provide in-text citation only.

Academic Format

Assignment should be 1.5 spacing and use a 12-point reader-friendly font (e.g.: Calibri, Times New Roman, Arial). The margins must be at least 2.5cm. A title page should include student number, module name, module code, module lead, assessment title, & due date (refer to Appendix A).

Using APA Format

Using APA FormatText citations and reference lists should follow the latest American Psychological Association (APA) format. More information is available on the NUS library webpage at https://libguides.nus.edu.sg/citation/apa

*Template*

Executive Summary

(Please summarize your report here)

• Introduction
• Method
• Results
• Discussion

Stage 1 – Project Phase (Project Charter)

(Background)

The “Background” section is written at the start of the project proposal which includes:

Background and setting of the project Reason for undertaking the project (e.g., what problem it seeks to address) A history and context of the problem A concise summary of your project’s information

(Problem statement)

A problem statement is a few sentences (within 2-3 sentences) that identifies and summarizes a condition, problem, or issue that a project team is seeking to address. Typically included in a Project Charter, a problem statement provides a quality improvement team with an articulate expression of what they are setting out to achieve.

(Project Objectives) – What are you trying to accomplish (Your aim statement)?

This is your improvement project in a ‘nutshell’: a single sentence that states what you intend to accomplish. Outline how much improvement is to be achieved, when you expect to achieve this by and with who/where. Be realistic here. Your aspirations should be balanced by some idea of how you can get there (your initial ideas for change which will be listed below).

*Use the SMART criteria*

(Project Metrics or Outcomes) – How will you know that a change is an improvement?

What measures will you use to help you monitor progress toward your goal? These should include:

• Outcome – how you will track the progress of your improvement aim
• Process – how you will know how the parts of the system you are trying to change (to get you to your improvement aim) are performing and the impact of your changes on these.
• Balancing – areas you need to keep watch in case your action has a unintended impact on other parts of the system or to see if something unrelated to your project is influencing project success.

(Project Schedule)

Using a *Gantt Chart here.

(Resources for project)

• Labour: They constitute team members or employees and contingent staff with different skill sets and form the backbone of any project.
• Equipment/Tools: It includes everything from software to hardware, depending on the organization’s type.
• Facilities: It comprises the environment needed for executing a project, such as a conference room or office space.
• Materials: These are the consumables required to generate outputs. For example, office stationery, raw materials to build a house.
• Budget: Finance needed to purchase any of the above resources.

(Participation (Team membership) and Leadership support)

Who is in your improvement team? People to consider:

• subject matter expert
• process owners who can make changes
• representatives of those impacted by your project: families, young people, patients, customers etc.
• finance representative, if needed
• a sponsor with links to executive level for leadership support

(Stakeholder Analysis)

• Determine who your stakeholders are using Brainstorming.
• Group and prioritize these stakeholders using the Power-Interest Grid.
• Figure out how to communicate with and win buy-in from each type of stakeholder.
• What motivates this stakeholder?
• What other priorities do they have, and how can we align our project with those priorities (or at least ensure the project won’t threaten them)?
• Will this stakeholder likely have a positive view of our project? If not, what can we do about it?

Stage 2 – Diagnostic Phase

Current state – Map existing practices, process, or product

Identify the area for improvement by reviewing the existing practice, process, policies, or product and outline its current state.

(Collect and measure baseline data)

• Measurement Name: What are the baseline data that you need to collect and how would you call it?
• Data Type: Is the data qualitative or quantitative (discrete or continuous)?
• Source / Instrument: What is the source or instrument that you will use to collect the baseline data?
• Duration: How long will you be collecting the data?
• Who and How: Who is responsible and what method will they use?
• Analysis: How you will you present and interpret the data?

(Gaps or Root Cause Analysis)

Identify the gaps and possible root causes.

Use the *5 Whys, Ishikawa diagram etc.

(Prioritize the gaps for action implementation)

Insert the Pareto chart or Decision matrix.

Stage 3 – Implementation Phase

Summary of Proposed solutions – What changes can you make that will lead to improvement?

Plan : Generate, evaluate, and plan the possible solutions to be tested. Generate possible solutions and decide which solutions are worth implementing. State the question you want to answer and make a prediction about what you think will happen. Develop a plan to test the change. (Who? What? When? Where?) Identify what data you will need to collect.

Identify the method used for solution generation:

Brainstorming Literature review Benchmarking Affinity diagram

(PDSA Cycle 1: Present the plan for PDSA Cycle 1)

*Refer to PDSA Worksheet to structure your report for PDSA Cycle.

Instructions

Plan: Plan the test, including a plan for collecting data.

State the question you want to answer and make prediction about what you think will happen. Develop a plan to test the change. (Who? What? When? Where?) Identify what data you will need to collect.

Do: Run the test on a small scale.

Carry out the test. Document problems and unexpected observations. Collect and begin to analyse the data.

Study: Analyse the results and compare them to your predictions.

Complete, as a team, if possible, your analysis of the data. Compare the data to your prediction. Summarize and reflect on what you learned.

Act: Based on what you learned from the test, make a plan for your next step.

Adapt (make modifications and run another test), adopt (test the change on a larger scale), or abandon (don’t do another test on this change idea). Prepare a plan for the next PDSA.

(PDSA Cycle 2: Present the plan for PDSA Cycle 1)

*Refer to PDSA Worksheet to structure your report for PDSA Cycle.

Instructions

Plan: Plan the test, including a plan for collecting data.

State the question you want to answer and make prediction about what you think will happen. Develop a plan to test the change. (Who? What? When? Where?) Identify what data you will need to collect.

Do: Run the test on a small scale.

Carry out the test. Document problems and unexpected observations. Collect and begin to analyse the data.

Study: Analyse the results and compare them to your predictions.

Complete, as a team, if possible, your analysis of the data. Compare the data to your prediction. Summarize and reflect on what you learned.

Act: Based on what you learned from the test, make a plan for your next step.

Adapt (make modifications and run another test), adopt (test the change on a larger scale), or abandon (don’t do another test on this change idea). Prepare a plan for the next PDSA.

Stage 4 – Impact Phase

Measure and validate the project outcomes, including financial ones.

– Teams should measure the impact of changes they have made in order to be sure the intervention has resulted in an improvement, and to provide the evidence required to justify permanent implementation of these changes. A popular way of displaying data is an annotated run chart.

(Document lessons learnt.)

Share 2-3 lessons learnt – explaining why your innovation (final product) works / doesn’t work

Stage 5 – Sustaining Improvement Phase

Action plan for transition to process owner or full-scale implementation within the institutions Can use the following:

• Lewin’s 3-stage model of change (unfreezing, moving, and refreezing)
• Roger’s diffusion model (knowledge, persuasion, decision, implementation, and confirmation)

1) Final Word Count: 3600 words +/-10% (excluding summary page, diagrams, figures and references)

2) References

3) Appendices