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DOMAIN: HISTORY

1a) Identify two (2) additional questions that were not asked in the case studi and should have been?
1b) Explain your rationale for asking these two additional questions.
1c) Describe what the two (2) additional questions might reveal about the patient’s health.

DOMAIN: PHYSICAL EXAMe
For each system examin in this case;
2a) Explain the reason the provider examin each system.
2b) Describe how the exame findings would be abnormal based on the information in this case. If it is a wellness visit, based on the patient’s age, describe what exame findings could be abnormal.
2c) Describe the normal findings for each system.
2d) Identify the various diagnostic instruments you would need to use to examin this patient.

DOMAIN: ASSESSMENT (Medical Diagnosis)
Discuss the pathophysiology of the:
3a) Diagnosis and,
3b) Each Differential Diagnosis
3c) If it is a Wellness, type ‘Not Applicable’

DOMAIN: LABORATORY & DIAGNOSTIC TES
Discuss the following:
4a) What labs should be ordered in the case?
4b) Discuss what lab results would be abnormal.
4c) Discuss what the abnormal lab values indicate.
4d) Discuss what diagnostic procedures you might want to order based on the medical diagnosis.
4e) If this is a wellness visit, discuss what the U.S. Preventive Taskforce recommends for patients in this age group.

Sample Solution

from SCRUM perspective means an iterative and incremental approach to optimize predictability and control risk” (Tomanek and Juricek, 2012:385) By using Agile, risk is minimized as there are short iterations and clearly defined deliverables (Azanha et al., 2017) This is seen as the solution to going over budgets, missing deadlines, and low-quality outputs in projects. An example of this comes from a study administered by Augustine et al. (2005) showcased a project failing and behind schedule using traditional PM methodology such as Prince2. Called in to recover the project, Augustine and Payne used Agile to rescue and sustain the project. As a result, the project was completed within 5 months, within the timeframe and budget and with increased customer satisfaction and business value. Communication with Stakeholders Unlike traditional methodologies which use extensive documentation, to develop the project Agile offers direct communication with stakeholders (Azanha et al., 2017) Agile decreases waste deeply rooted in redundant project meetings as well as repetitive planning and excessive documentation (Rigby, Sutherland and Takeuchi, 2016) The underpinned principles of Agile project management gives more authority to project team members as Agile encourages self-managing teams (Mahalakshmi and Sundararajan, 2013; Agile practice guide, 2017) The involvement and commitment from the project team leads to an increase in motivated (Azanha et al., 2017) However, this could also viewed as a weakness. As in Agile approaches such as SCRUM, the dedication from team members is important and team work is deeply essential. Agile Alliance (2001) state that for a flat and autonomous management structure agile project management teams should contain more individuals. Due to this, if there’s a lack of cooperation, the project will face failure (Mahalakshmi and Sundararajan, 2013) Despite these strengths, Agile mustn’t be used for all projects as it is most suitable for projects that are dynamic with complex problems and unclear solutions (Rigby, Sutherland and Takeuchi, 2016) Understanding the depth of the project before deciding on the project management methodology used is important (Priyanka, 2016) The projects have uncertainty and constant change as traditional methods such as Prince2 don’t have the flexibility to adapt to change within the project (Azanha et al., 2017; Rigby, Sutherland and Noble, 2018)
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