CVS Pharmacy Store MA Environmental Management System Project

In a brief overview, CVS Pharmacyis the second largest pharmacy chain in the United States. Theestablishment has more than 7590 stores. The CVS pharmacy stores dealwith the selling of prescription drugs and other assorted generalmerchandise such as over the counter drugs, cosmetics, photo and filmfinishing services, beauty products, among other services and goods.Additionally, it also offers health care services through their‘MinuteClinic’ medical clinics. Other services offered by thepharmacy are diabetes care clinic.

    1. Commencement

1.1.1Valuation, commendation and development of the project Charter

1.1.2Deliverable: Submit Project Charter

1.1.3Review of the project charter by the Sponsor

1.1.4Signing/approving the Project Charter

1.2 Planning (setting up)

1.2.1Generate initial Scope Statement and selection of the project team

1.2.3The initial meeting of the team and laying down the Project Plan

1.2.5Submission of the Project Plan

1.2.6Milestone: Project Plan Approval

1.3 Execution (implementation)

1.3.1 The Project onset conference

1.3.2 Validate &amp authorize userneeds/requests

1.3.3Designing of the system

1.3.4 Acquiring of the neededsoftware and hardware relevant to the project

1.3.5 Development of thesystem/installation

1.3.6 The testing stage, andinstallation of the live system, training of the user and finalimplementation

1.4 Control

1.4.1 Project management and statusmeeting,

1.4.3 Risk Management

1.4.4 Updating the projectmanagement plan

    1. Closeout

    1. Commencement

With theincreasing environmental awareness, CVS pharmacy stores have embarkedon a project focusing on the environmental management system. Theinteractions of the CVS pharmacy stores in Massachusetts have beenplaced under scrutiny in the past, especially when it comes to thedisposal of expired drugs from the store (Reinders et al 71). Most ofthe drugs have somehow found their way to the environment causingprohibitive levels of damage to the environment. The principles ofenvironmental management system hold that an organization should seekcontinuous environmental interactions through gradual improvement.The project was set to commence on 21/11/2014.

      1. Valuation, commendation and development of the project Charter

Bad publicityresults to catastrophic impact on sales for an organization. Giventhe cost of dropped sales to the CVS pharmacy stores in MA, theorganization is willing to undertake the environmental managementsystem project. In a meeting that involved CVS board of directors,CVS accountant and MA environmental officials, the project was givena go ahead. The decision was preceded by an elaborate document thatsatisfied the value of the project to the board of directors. Duringthe valuation, CVS chief accountant made comprehensive projections ofpossible revenue loss that would be incurred should the organizationcontinue engaging in activities that harm the environment (Hellriegelet al 122). The said loss of revenue was rising from reduced salesand popularity of CVS stores to consumers, as well as recurrent lawsuits lounged against the organization lobby groups and activists.The environmental management system project wascommended by all the parties who were involved in the process. CVSpharmacy MA stores managers presented a comprehensive argument, whichwas economically, socially, environmentally and politically friendly(Delaney279). The entire presentation was thorough and allencompassing.

1.1.2 Deliverable: Submit ProjectCharter

Soon after project commendation, the manager was assigned the task ofdeveloping the project charter. The manager worked under a tightschedule because of the time limit that was set by the board ofdirectors (Reinderset al 78). The efforts were fruitful and the charterwas done within the stipulated time. The charter was submitted threetimes as the first and second versions were taken back for revisionand amendment

      1. Review of the project charter by the Sponsor

The charter was thoroughlyscrutinized by the board of directors who also welcomed the views ofenvironmental officials and government officials, as well.Suggestions for amendments were made and the charter was taken backfor the required changes.

      1. Signing/approving the Project Charter

The finaldraft was signed and approved by the board of directors on30/11/2014who were also the sole sponsors of the project.

Version History

Version #

Implemented by

Revision date

Approved by

Approval date

Reason

0.1

CVS manager MA

23/11/2014

Board of directors

22/11/2014

This was the original draft

0.2

CVS manager MA

26/11/2014

CVS board of directors

27/11/2014

Updated as per directors instructions

0.3

CVS manager MA

28/11/2014

Board of Directors

30/11/2014

Final draft consistent with CVS policies

    1. Planning (setting up)

The planning of the project wasleft to the manager who was required to develop a sound plan, whichindicated the resources that were required for the project tosucceed. Preserving the environment is the primary objective of theenvironmental management system that seeks to develop safe ways ofdrug disposal.

      1. Generate initial Scope Statement and selection of the project team

Theinitial scope of the project is to promote a clean environment thatis safe for both flora and fauna. Given the expansive establishmentof CVS pharmacy, expired drugs are sorted out on daily basis thusmaking it essential to select an active team that would be in chargeof the project operations(Hoover`sHandbook of American Business 2008 67).The project team would comprise of 18 members who would oversee theoperations of the project including sorting, collection and safedisposal of the expired drugs. Essentially, the drugs would becrushed and treated with neutralizing compounds that areenvironmentally friendly (Reinders et al 89). Once treated, thenon-toxic paste will be drained into the sewer system for finaldisposal. The entire process is scheduled to take five days thuscommence on 15/12/2014 and conclude on 20/12/2014.

      1. The initial meeting of the team and laying down the Project Plan

Theinitial meeting of the project team is scheduled to take place on20/12/2014 and last for a maximum of 24 hours. During the meeting,duties and responsibilities will be laid down. On the same note, theproject plan will be communicate to the entire team that will beinvolved in implementing the CVS environmental management systemproject (Hellriegel et al 174). The purpose of communicating theentire plan to the team members is to ensure that everyone isinformed of the processes and the expectations of the project. Therewas also a serious need of communicating the policies and principlesthat were to be employed in the entire project.

1.2.5Submission of the Project Plan

Havingbeen prepared and fairly revised, the project plan was submitted tothe team members and a copy of the same was submitted to the board ofdirectors. The plan was open to suggestion, especially from the boardof directors, as they were the sole sponsors of the project.

1.2.6Milestone: Project Plan Approval

Theproject plan was approved by the board of directors after it wasfound to be consistent with the recommended steps in its preparation.The first step involves explaining and discussing the project planwith the stake holders, as well as the key components. All the stakeholders were well conversant with the contents of the project plan(Hellriegel et al 172). In the second step, the roles andresponsibilities of every player involved in the processes of theproject. Both the stakeholders and the project team were aware oftheir expectations and the duties that they were required to carryout.

Further,the project plan had a well-developed scope statement, which definedthe overall objectives and aims of the project. The scope statementdeveloped an avenue for the stake holders to arrive at a commonagreement concerning the definition of the project (Delaney 89).

Therewere also clear project baselines that had been developed inform ofwork breakdown structure, and this played a central role in promotingthe project plan approval. In the last two steps, the project planhad included the baseline management plan, which were effectivelycommunicated to the team and the stakeholders (Reinders et al 111).Having satisfied the board of directors that it was a sound plan, theplan was approved, without further delay.

1.3 Execution (implementation)

1.3.1 The Project onset conference

The projectonset conference was held on 2/1/2015 and it last for one day. Duringthe conference, all the final details were confirmed and all themechanics were put in place. Some minor adjustments were made on theproject plan to provide a provision for any uncertainties. Present inthe conference were the manager, the board of directors and theproject team as representing all stakeholders was vital for theanticipated success of the project (Hoover`sHandbook of American Business 2008 167).

1.3.2 Validate &amp authorize userneeds/requests

The team members were briefed onthe operations of the crushing machine and the measurements of theneutralizing chemicals to ensure accuracy. The changes to be observedwere also discussed to ensure complete neutralization of the toxicdrugs before they are disposed to the environment.

1.3.3Designing of the system

A userfriendly monitoring system was designed and implemented to enable theteam to track the processes of the neutralizing process(Aminatuzuhariah 125). The same system was shared to the board ofdirectors for them to monitor the progress of the system anytime theywished.

1.3.4 Acquiring of the neededsoftware and hardware relevant to the project

The requiredcomputers and software were made available to the team and thestakeholders who needed a way of motoring the operations of theproject from wherever they would be (Hellriegel et al 162). Thecomputer software that was involved enabled the duplication of theevents that were happening in the computers of the team.

1.3.5 Development of thesystem/installation

Theinstallation of the computer system was overseen by the informationtechnology manager, and the development of the same was supervised bythe manager (Reinders et al 71). The installation of the software waspreceded with the configuration of the computers that were involvedin the neutralization process, as well as the monitoring process.

1.3.6 The testing stage, andinstallation of the live system, training of the user and finalimplementation

The entireproject team was brought to speed with the working of the computersystems that were involved in the project. The live system wasconfirmed to be operational following a series of testing the systemunder different conditions (Hoover`sHandbook of American Business 2008 237).The limits of the live system were determined during testing stageand the necessary adjustments were made to the system for effectiveperformance. The testing was necessitated by the need to minimizefrequent breakdown and system failure.

    1. Control

The aspect of control in a projectis vital. During the control phase, inputs and efforts are measuredagainst the output. The level of input should be consistent with theresults that are being realized.

1.4.1 Projectmanagement and status meeting

The statusmeeting was held to determine the position of the project with regardto the anticipated results. The meeting was of vital importance asit give the manager a chance to measure the intended impact was beingmade with regard to the objective of the project. A few changes weremade to ensure that the project processes remained in line with theproject objectives (Hoover`sHandbook of American Business 2008 457).

1.4.3 Risk Management

There wereinherent risks that were involved in preparation, design andimplementation of the environmental management system project by CVSpharmacy in MA. The most significant risk was the possibility of theneutralizer having some environmental effects that were notanticipated (Hellriegel et al 122). Further, there was a possibilityof formation of toxics following the reactions of various drugs, andsuch toxics could find their way to the environment. There was alsothe risk of workers getting infected from the hazards and toxics thatwere produced from the project operations (Aminatuzuhariah 345).Strict measures had to be implemented to ensure that the health ofthe workers was given the first priority. Management of risksregulates the risks that a business can take, without jeopardizingthe financial security (Hoover`sHandbook of American Business 2008 88).There are situations when the projected benefits of a project seemhigh thus prompting business managers to take un-proportional risksthat can result to catastrophic situations in the businessoperations. Through risk management, CVS pharmacy store made its bestto harmonize the risks being taken for the business welfare.

1.4.4 Updating the projectmanagement plan

Asthe project moves from the initial stages of implementation to thelater stages, it is important to carry out regular monitoring andevaluation to ensure that the activities do not get out of course.There were several adjustments that had to be made on the projectplan. The changes were executed with close consultation with thestakeholders to ensure that their views were factored. As it turnedout, the board of directors pointed out a few aspects of the projectthat could have gotten out of hand if went on unchecked. Mostimportantly, the area of team motivation was taking a detour of acliff (Burns et al 126). Lots of team members were getting workedout, without leave or a chance to release the pent-up job relatestress. In this situation, the project plan was adjusted toaccommodate the welfare of the team members.

Further,the project plan was also adjusted to cover sustainable disposal ofother pharmacy store wastes besides expired drugs. The additionalwork load required recruiting new team members and acquiring otherequipment that could handle other wastes.

    1. Closeout

Afterthe project was planned, designed, implemented, measured andevaluated, some changes were done to the project to add more benefitto the objectives and goals of the same. After a period of threemonths, the project was up and running effectively, and there waspositive feedback from environmental officials who confirmed thattoxics from expired drugs were no longer an issue in the environment.The project is still in progress and more is expected as time goeshoping that things become better and better.

AutomatedOrder Warehouse Picking System Bar Chart

AutomatedOrder CVS Pharmacy Store Picking System Bar Chart

1

Duration (days)

Task name

Start

Finish

Nov Dec Jan Feb Mar Apr May

14

commencement

21/11/14

06/12/14

15

Planning (setting up)

15/12/14

1/01/15

50

Execution (implementation)

02/01/15

10/04/15

25

Control

12/04/15

09/05/15

Close out

10/05/15

10/05/15

WorksCited

Aminatuzuhariah,Megat A. Introductionto Environmental Management System.Malaysia: University Teknologi Malaysia, 2007. Print

Bulletinto Management.Washington: Bureau of National Affairs, 1968. Print.

Burns,Lawton R, Elizabeth H. Bradley, Bryan J. Weiner, Stephen M. Shortell,and Arnold D. Kaluzny. Shortelland Kaluzny`s Health Care Management: Organization, Design, andBehavior.Clifton Park, NY: Delmar Cengage Learning, 2012. Print.

Delaney,Elizabeth. EnvironmentalManagement System Development Process.Washington, D.C: Transportation Research Board, 2013. Print.

Hellriegel,Don, Susan E. Jackson, and John W. Slocum. Management:A Competency-Based Approach.Cincinnati, Ohio: South-Western College Pub, 2002. Print.

Hoover`sHandbook of American Business 2008.Austin, Tex: Hoovers, Inc, 2007. Print.

Reinders,Thomas P. ThePharmacy Professional`s Guide to Résumés, Cvs &amp Interviewing.Washington, D.C: American Pharmacists Association, 2006. Print.