Blackhawks_Plan-2 - MORRIS GRADUATE SCHOOL OF MANAGEMENT...

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Unformatted text preview: MORRIS GRADUATE SCHOOL OF MANAGEMENT Requisition Processing Solution Company X Medical Center Kendra Archer Patricia Carreño Dexter Dallas Tiffany Jarrett Anthony Marino 4/29/2010 PMP575 Project Plan Checklist Team: Project Plan Components Project Scope Statement Identification of project deliverables Statement of work Work Breakdown Structure Linear Responsibility Chart Resource Schedule and Graphs Gantt chart (with project milestones) Critical path method (Network Diagram) Schedule of project costs (Project Budget) Risk Identification and Assessment Form Risk Response Matrix Contingency plans Project Organization & Stakeholder Management Blackhawks Page or Exhibit Cross‐Reference Appendix A Appendix B Appendix C Appendix D Appendix E Appendix F1 & F2 Appendix G1 & G2 Appendix H Appendix I Appendix J Appendix K Appendix K Appendix L Table of Contents Executive Summary ...................................................................................................................................... 4 Problem Statement ................................................................................................................................... 4 Planned Solution ....................................................................................................................................... 5 Budgeted Costs for the Planned Solution ................................................................................................. 6 Implementation Approach ........................................................................................................................ 7 Executive Approval Needed ...................................................................................................................... 7 Description of Plan Components ................................................................................................................. 8 Work Breakdown Structure ...................................................................................................................... 8 Linear Responsibility Chart ....................................................................................................................... 9 Resource Loading/Usage ........................................................................................................................ 10 . Gantt Chart ............................................................................................................................................. 10 . Network Diagram .................................................................................................................................... 11 Schedule of Costs .................................................................................................................................... 12 Risk Identification/Assessment/Response/Contingency ........................................................................ 13 Organizational Chart & Stakeholders Management ............................................................................... 14 Appendix A: Scope Statement ................................................................................................................... 15 Appendix B: Project Deliverables .............................................................................................................. 17 Appendix C: Statement of Work ................................................................................................................ 18 Appendix D: Work Breakdown Structure .................................................................................................. 20 Appendix E: Linear Responsibility Chart ................................................................................................... 21 . Appendix F1: Resource Loading ................................................................................................................. 22 Appendix F2: Resource Usage .................................................................................................................... 23 Appendix G1: Gantt Chart Details ............................................................................................................. 25 . Appendix G2: Gantt Chart Graphic ............................................................................................................ 26 Appendix H: Network Diagram .................................................................................................................. 28 Appendix I: Schedule of Costs/Budget ...................................................................................................... 29 Appendix J: Risk Identification and Assessment Form ............................................................................. 30 Appendix K: Risk Response Matrix and Contingency Plans ...................................................................... 31 Appendix L: Organizational Chart and Stakeholders Management ......................................................... 32 Executive Summary This is a summary of the project plan to implement a new scanning solution for Company X University Medical Center. The project plan has been completed and requires management approval to proceed. Problem Statement Company X University Medical Center is currently experiencing difficulty with processing and retrieving lab requisition information. The problem being faced in Company X Medical Laboratories (ComX_ML) consists of a number of factors, including: Requisition forms have been misplaced as well as not consistently scanned. Currently requisition forms have to pass through numerous time‐consuming steps before they are entered in the Electronic Medical Record (EMR) system. These steps include ordering, sorting, physically transferring to Health Systems Management (HSM), scanning, and finally indexing. This process can take up to two weeks and until the final step is completed it is difficult to retrieve requisition information. Communication problems exist between ComX_ML and HSM that exacerbate the problems. Health Systems Management is responsible for many other tasks aside from the scanning and indexing of ComX_ML requisition forms. Therefore, requisition forms can await processing for an extended period of time. The number of requisitions is very high and increasing. On average, 1500 requisition forms are received by ComX_ML each day. Oftentimes, the physician who submitted the requisition wishes to check the form to make sure he/she requested the correct lab tests. Once requisition processing has been completed, ComX_ML staff can look up the form in the EMR system. Until then, however, staff of ComX_ML must attempt to find the paper requisition form, often from a stack of 1500 to 3000 forms in the ComX_ML office. Once the forms have been physically transferred to HSM, the search becomes even more laborious. It can take hours, or even days, to find the requested form, and in some cases the form has been lost completely. A negative image of the Company X University Medical Center has resulted from this situation. The inability of ComX_ML staff to promptly respond to requisition information requests from physicians creates a negative image of the department, and of the Medical Center itself. Hospitals have many struggles, one of them being full coverage of an on‐call schedule for each specialty. In order to maintain this coverage, ComX_MC must attract non‐ staff physicians to agree to on‐call availability. An image of an unorganized, slow hospital system discourages non‐staff physicians from returning to the Company X system, inhibiting the Medical Center’s ability to attract non‐staff physicians to cover on‐call schedules. There is a potential liability from the delayed processing. If a mistake was made on a requisition form and it is not caught in time, there can be a detrimental effect on the patient’s health if there was an important test needed. Also, not catching lab request errors has consequences for insurance claims, leading to a loss of income for the hospital. If it is assumed that each lab test costs approximately $500, uncaught errors can become very expensive for the hospital when an insurance claim is denied because the lab test was not medically necessary. Planned Solution Team Blackhawks is proposing to implement a number of changes to resolve these issues. Dedicated workforce will process the daily volume of ComX_ML requisition forms. Additional hardware and software is planned by Team Blackhawks, combined with redefined requisition processing procedures. Reorganization of the ComX_ML office area will dedicate space for this hardware and personnel. The hardware will consist of a combination of high‐resolution scanners and personal computers. The installation of these components at ComX_ML will allow for a reorganization of the requisition process and will centralize the responsibility for the forms. Dedicated personnel for scanning and indexing will greatly enhance the speed and efficiency of requisition processing. Since the forms would no longer need to be physically transferred to HSM, and there would be dedicated staff for the processing, the new order of steps could be: ordering, scanning, indexing, and sorting. As the forms will be scanned and indexed immediately after ordering, there will no longer be stacks of 1500 to 3000 unprocessed forms lying around. For this reason, sorting can be done after indexing, without being as high a priority, since the sorting will only be for the purposes of filing the physical forms, which will simply be a backup. Budgeted Costs for the Planned Solution There are costs associated with the proposed changes. The budget of $50,000 consists of: Hardware ‐ $8,625 Blackhawks personnel fees ‐ $37,870 Hospital IT Staff work ‐ $1,960 The Blackhawks fee includes 30 days of support services following project completion. Additional costs not included in this total consist of the hiring of three personnel and the transfer of one employee from HSM to ComX_ML. These costs will be covered by ComX_MC. Implementation Approach Team Blackhawks is proposing a matrix organizational structure, within the existing organizational structure of Company X University Medical Center. Team Blackhawks will provide a project manager, and will consult and notify an Advisory Committee made up of ComX_MC staff representing the various stakeholder groups affected by this project. We will also receive approval from the committee, the IT staff, and Purchasing for various aspects of the project. Executive Approval Needed The problems with the ComX_ML requisition form process are a pressing concern. Hospital Administration has indicated that they wish for work to resolve the issues begin immediately. The projected goal is to reduce requisition processing time to 24 hours or less on average. Additionally, they wish to have a revised system in place for the beginning of Fiscal Year 2011 (July 1, 2010). In order to achieve these goals, Hospital Administration needs to approve the Team Blackhawks project plan and allow work to begin. Description of Project Plan Components Team Blackhawks has prepared this project plan exclusively for Company X Medical Center (ComX_MC). Important components of the plan are attached as appendices to this document. Below are some descriptive details on each component. The purpose of this project is to improve the requisition form processing procedure of Company X Medical Laboratories. The current system is experiencing delays and backlogs that have a negative impact on the abilities of ComX_ML to respond to physician inquiries, and on the public image of the hospital. Work Breakdown Structure The Work Breakdown Structure (see Appendix D) shows the major phases of the project, with detailed tasks to be completed in each phase. Approval must be obtained by ComX_MC Hospital Administration before further work begins. Once approval is obtained, the necessary hardware must be selected and ordered. Once the ordering is complete, physical changes to the office space of ComX_ML can take place, including preparing the area for the arrival of the hardware, and the installation of the hardware itself. Part of the project team can begin working on the creation of procedure documentation once the hardware has been ordered, and can complete that work after the hardware is installed and verified to be working correctly. After the updated documentation has been distributed to the necessary staff, training sessions can take place. When training has been completed, a period of quality assurance testing can take place, and finally the system can go live. Linear Responsibility Chart The Linear Responsibility Chart (see Appendix E) shows the breakdown of responsibilities through the project. Project Manager ‐ Anthony Marino Liaison to Company X Medical Laboratories ‐ Dexter Dallas Assistant for ComX_ML ‐ Patricia Carreño Liaison to Health Systems Management – Kendra Archer Assistant for HSM – Tiffany Jarrett In order to ensure the interests of all stakeholders are known and discussed, an Advisory Committee will be created to represent these stakeholder groups: Physicians, both staff and non‐staff Nurses ComX_ML administration HSM administration Client Services Public Relations This Advisory Committee will be notified at various points throughout the project, and will be consulted for any change management needs. Hospital Administration will provide final approval for major project decisions. Resource Loading/Usage Resource usage (see Appendices F1 and F2) fluctuates through the project as many aspects of the project are successors to prior activities, and most work cannot be completed out of order. A breakdown of work shows: Project manager ‐ 161 hours ComX_ML liaison – 162 ComX_ML assistant – 108 HSM liaison – 144 HSM assistant – 80 IT Staff – 28 This breakdown reflects the heavy impact on the ComX_ML office, with a lower impact on HSM. Gantt Chart The Gantt Chart (see Appendices G1 and G2) shows a detailed view of the steps Team Blackhawks is planning to take to complete the project for ComX_MC. We expect the project to take approximately 60 calendar days to complete, which means work should begin immediately to meet the deadline of July 1, 2010, imposed by Hospital Administration. Major milestones for this project include: Receipt and signature of contract with hardware vendor, to be completed before 5/15/10 Completion of interfacing hardware with the EMR systems of ComX_MC, to be completed before 6/1/10 Distribution of new procedure documentation to ComX_ML and HSM staff, to be completed before training begins Completion of staff retraining, to be completed by 6/15/10 to allow two weeks for testing and implementation phase Quality Assurance test implementation, to be completed with sufficient time left to resolve outstanding issues Implementation of live system and transfer of responsibility to ComX_MC, to be completed by July 1, 2010 Network Diagram The attached Network Diagram (see Appendix H) shows the relationship and process of project events. With the imposed deadline of July 1, 2010, there are few tasks with available slack, including: Pricing negotiation with vendor Receipt of contract and approval from IT + Purchasing The slack exists for these tasks because once the vendor is selected (the predecessor to pricing negotiation), on‐site physical work can begin to prepare the ComX_ML office space for the hardware. Also, the rearranging of furniture in the ComX_ML office area has 4 days of slack, as the infrastructure needs from IT are more time consuming (installation of data jacks to connect new hardware to hospital network). As can be seen in the network diagram, the critical path consists of nearly all of the project tasks. Once approval is obtained from Hospital Administration and IT + Purchasing, vendor representatives must be brought out for site visits, and must then submit proposals for the hardware and support contract. Once a vendor is selected, on‐site work can begin while the final details of pricing are negotiated and the contract is signed. Once the on‐site preparation work is completed, the hardware can be delivered and installed. Creation of new documentation can begin before hardware installation, but cannot be completed until after the hardware is functioning. Training cannot be completed until the new documentation is completed and distributed to the staff. The quality assurance testing must take place after testing, and final implementation of the system must be done after the testing and resolving of any issues. Once all of these steps have been completed, the system can be turned over to ComX_MC. Schedule of Costs The attached Schedule of Costs (see Appendix I) shows detailed information on the costs associated with this project. The total budget totals $50,000, which consists of the following costs: Phase 1 – Obtaining Approval o Blackhawks personnel costs ‐ $480 Phase 2 – Hardware Selection/Ordering o o Hardware ‐ $8,100 Blackhawks personnel costs ‐ $1,910 Phase 3 – On‐Site Infrastructure Changes o o o Hardware ‐ $525 Blackhawks personnel costs ‐ $1,560 Hospital IT staff costs ‐ $1,960 Phase 4 – Documentation/Training o Blackhawks personnel costs ‐ $11,744 Phase 5 – Implementation o Blackhawks personnel costs ‐ $16,416 Phase 6 – Support o Blackhawks personnel costs ‐ $6,000 Risk Identification/Assessment/Response/Contingency As with all projects, there are risks associated with this project, as well as with the results of the project. Team Blackhawks identified seven risks and their vulnerabilities in the areas of management, information technology, and operations (see Appendices J and K). These risks were measured using a semantic differential scale, and assessed to determine its impact on potential threats to the project. The following are the potential risks measured: Hardware backordered Data jack/ComX_ML infrastructure work delayed Documentation creation delay ComX_ML/HSM staff unavailable for training Reduced project budget Staff turnover in ComX_ML Hardware failure Of these, the first five are short term risks that may occur during the timeline of the project, and the remaining risks are long‐term. Of the potential risks analyzed, all but one (reduced project budget) have acceptable and workable contingency plans. The project itself has very little leeway in terms of scheduling, so Team Blackhawks will do what is possible to manage and counter the potential risks by utilizing resources. The worst risk identified is a reduced budget during the project. Team Blackhawks will ensure ComX_MC has available funds for the entire project, including contingency needs, prior to initiating the project. Staff turnover and hardware failure are the two long‐term risks, which are both inevitable. The aim is to reduce the occurrence of hardware failure by ensuring a preventative maintenance program is in place with the hardware vendor. Staff turnover presents a concern to the overall success of the project, but must be accepted. Team Blackhawks will provide enhanced training to current ComX_MC lead employees, to provide them with the tools to conduct future training of new employees. Overall, Team Blackhawks is prepared for all foreseeable risks, and so can minimize the impact should any or all of the events occur. Organizational Chart and Stakeholders Management Team Blackhawks will be operating in a matrix‐style organizational structure, as our work will involve several aspects of the Company X Medical Center. Specifically, our work will affect the following stakeholders, who will be represented by an Advisory Committee: Physicians, both staff and non‐staff Nurses ComX_ML administration HSM administration Client Services Public Relations In addition, our work will require cooperation and resources from the Hospital IT staff, which creates a matrix organizational structure. Appendix A: Scope Statement Project Scope Description: To purchase, install, and integrate a scanning solution to increase the efficiency of the laboratory requisition process at the ComX_ML (Company X Medical Laboratories). Train Health Systems Management (HSM) and ComX_ML staff on the new procedures associated with scanning solution. Develop the procedures to reduce the current processing time of requisition from 4 days to a target of 24 hours. The project team targets to complete the project over 60 calendar days, beginning 5/1/10. Project Acceptance Criteria: Scanning implementation will target to reduce processing time to 24 hours or less. The new procedures will be designed such that minimal training will be required to familiarize any new staff with the system. The scanning solution will be successfully interfaced with the EPIC EMR system. All current ComX_ML and HSM staff (estimated to number 15 personnel) will complete training, with 1-2 personnel receiving enhanced training to provide future training. Project Deliverables: Three flatbed high-resolution scanners w/ connected PCs Four PCs for indexing/data processing Updated procedures for ComX_ML Department with system documentation Training of Company X staff to be identified by Hospital Administration by project start date Measurements showing response times before and after plan implementation, through existing and continued logs of requisition intake and processing dates/times Project Exclusions: ComX_ML will hire three additional employees to take over indexing and data processing responsibilities Hospital Administration will approve one employee transfer from HSM to ComX_ML to supplement the indexing responsibilities Networking needs testing to connect scanners to the hospital EMR system will be completed by Hospital IT Staff, in cooperation with project team Advisory Committee will work with project team to provide communication to general hospital staff of the changes in procedures This scanning solution is for the sole purpose of ComX_ML (Company X Medical Laboratory) and no other hospital department is included in the scope of this project. Project Constraints: Budget limit of $50,000 Proposed solution must interface with the EPIC EMR system Solution must comply with HIPPA regulations To allow adequate time for Hospital IT staff to install data jacks, order for scanners and PCs should be completed by 5/15/10 Distribution of updated procedures to ComX_ML and HSM staff should begin by 6/1/10 and allow approximately 2 calendar weeks for review/training before test implementation Staff training should be completed two weeks before final implementation to allow for Quality Assurance pilot testing Scanning solution must be fully implemented in time for the start of Fiscal Year 2011 (FY11) on July 1, 2010 Project Assumptions: Project staff will be provided with a private office area at ComX_ML in which to complete project work. Project staff will have access to current ComX_ML staff and work in the same area during parts of the project. Hospital IT staff will complete the necessary network upgrades to provide data jacks at the proposed scanner and PC locations, in a timely manner so as not to delay the project. The client will complete hiring of additional personnel, and transfer of employee from HSM for indexing/data processing by 6/1/10 in time for distribution of updated procedures and training. Project team will conduct training of these individuals along with other ComX_ML/HSM staff in new procedures. Project team will provide 30 calendar days of support related to the project, beginning on the project completion date. All support after this 30 day period will be fee-based and at an extra cost not included in the project budget. Project team is not responsible for issues with backordered hardware, though it will work with the hardware provider to avoid such a situation. ComX_ML will provide 1-2 personnel who will receive enhanced training so that they may provide future training. The project team will schedule two training sessions, and Hospital Administration will ensure that the necessary ComX_ML and HSM staff will be available for one of the two sessions. Microsoft Project shall be used to develop the project Gantt chart Appendix B: Identification of Deliverables 1) 2) 3) 4) 5) 6) 7) 3 high‐resolution flatbed scanners 3 computers interfaced with scanners and connected to Vignette and EPIC systems 4 additional computers connected to Vignette and EPIC systems for use by indexers Updated ComX_ML and HSM procedures with scanning system documentation Training of Company X staff identified by Hospital Administration at beginning of project Enhanced training of 1‐2 Company X staff to provide future training for other Company X staff Measurements showing response times before and after plan implementation, through existing and continued logs of request intake and completion dates/times, completed by ComX_ML staff Appendix C: Statement of Work The Blackhawks team will coordinate the purchase and installation of three scanners with connected PCs and four additional PCs for use by indexers. In addition, the Blackhawks will develop and distribute updated procedural documentation for Company X Medical Laboratories and Health Systems Management staff. Lastly, the Blackhawks will provide training services for these staff, in order to familiarize them with the new processes. The goal of this implementation is to reduce lab requisition form processing times, and by association, response time to requests for copies/verification of requested tests. This work will be completed by the Blackhawks on location at Company X Medical Laboratories, which is also the location of the scanner and indexing setups. This project will be completed by July 1, 2010, in order to have the new hardware and processes in place for the start of the Company X hospital system’s new fiscal year. Hospital Administration will be responsible for the additional hiring necessary ahead of the scheduled training of staff. To allow sufficient time for testing and training, the scanner and PC hardware will be received and installed before June 1, 2010. Updated process documentation will be completed and distributed within one week of that time. To allow approximately two weeks for testing, staff training will be completed by June 15, 2010. The new system will be piloted for quality assurance testing for one week, and the system will then go live as of June 30, 2010. All parts of the solution implemented by the Blackhawks will comply with HIPAA requirements, and with existing Company X standards and policies. The scanning implementation will target to reduce processing time to 24 hours or less for all requisition forms. The new procedures will be designed such that minimal training will be required to familiarize any new staff with the system. The scanning solution will be successfully interfaced with the EPIC EMR system. All current ComX_ML and HSM staff (estimated to number 15 personnel) will complete training, and 1‐2 personnel will receive enhanced training to provide future training. Payment of the project costs for personnel will be paid on a monthly basis for the previous month’s work. Material costs will be paid at the time of request (once the contract with the hardware vendor has been negotiated and signed). Appendix D: Work Breakdown Structure 1 Scanning Solution 1.1 Obtain Approval for Project 1.1.1 Hospital Administration sign off on project 1.1.2 Discuss project with Hospital IT + Purchasing 1.2 Select/Order Hardware 1.3 On Site Physical/Infrastructure Changes 1.3.1 Have new data jacks installed at locations of scanners/PCs 1.3.2 Arrange furniture/office area for new hardware/personnel 1.3.3 Hardware delivered/installed/tested 1.3.4 Interface hardware setup with EMR systems 1.4 Create/Distribute Documentation 1.4.1 Prepare new documentation of workflows 1.4.2 Distribute new documentation to RML + HSM staff 1.5 Train Staff 1.5.1 Retrain RML/HSM Staff (Session 1) 1.5.2 Retrain RML/HSM Staff (Session 2) 1.6 Testing and Implementation 1.6.1 Implement System for QA Testing 1.6.2 Resolve any outstanding issues 1.6.3 Implement Live System 1.6.4 Turn over responsibility to 1.2.1 Inform vendors and arrange site visits 1.2.2 Complete site visits 1.2.3 Request For Proposals 1.2.4 Choose Vendor and Order 1.2.2.1 Hewlett-Packard 1.2.2.2 Epson 1.2.2.3 Canon 1.2.4.1 Receive Proposals 1.2.4.2 Analyze Proposals 1.2.4.3 Select Vendor 1.2.4.4 Negotiate pricing 1.2.4.5 Receive contract and obtain approval from IT + Purchasing Appendix E: Linear Responsibility Chart ComX_ML Liaison (Dexter Dallas) ComX_ML Assistant (Patricia Carreno) Project Manager (Anthony Marino) HSM Liaison (Kendra Archer) Hospital Administration HSM Assistant (Tiffany Jarrett) 4 4 4 4 4 4 3 4 1 1 3 1 1 Hospital IT Staff 1 1 4 1 1 3 1 1 1 2 1 1 1 1 Establish Project Plan Define WBS Inform vendors and arrange site visits Hewlett‐Packard Site Visit Epson Site Visit Canon Site Visit Request For Proposals Receive Proposals Analyze Proposals Select Vendor Negotiate pricing Receive contract and have signed Install new data jacks at locations of scanners Arrange furniture/office area for hardware/personnel Hardware delivered/Installed Interface hardware setup with EMR systems Prepare new documentation of workflows Distribute new documentation to ComX_ML + HSM staff Retrain ComX_ML/HSM Staff Implement System for QA Testing Resolve any outstanding issues Implement Live System 6 Advisory Committee 2 5 5 6 6 5 5 5 5 5 6 5 5 5 5 5 6 1 1 1 2 2 2 2 2 1 1 1 1 2 3 2 5 3 5 2 1 1 1 3 3 1 1 1 1 1 1 3 4 4 4 4 4 3 3 3 3 3 4 3 3 3 2 3 2 1 2 1 1 1 1 4 1 6 Final Approval 5 Must be Notified 4 May be Consulted 3 Must be Consulted 2 General Supervision 1 Actual Responsibility Appendix F1: Resource Loading 6 5 Number of Resources 4 3 2 1 0 1 6 11 16 21 Project Days 26 31 36 41 IT Staff Assistant Liaison Project Manager Appendix F2: Resource Usage I D 1 W BS R esource Name W ork 1.1.1 1.1.2 1.2.1 1.2.2.1 1.2.2.2 1.2.2.3 1.2.3 1.2.4.2 1.2.4.3 1.2.4.4 1.2.4.5 1.3.3 1.5.1 1.5.2 1.6.1 1.6.2 1.6.3 1.6.4 2 1.2.2.1 1.2.2.2 1.2.2.3 1.2.4.1 1.2.4.2 1.2.4.3 1.3.2 1.4.1 1.5.1 1.6.1 1.6.2 1.6.3 1.6.4 3 1.3.2 1.3.4 1.4.2 1.5.1 1.6.1 1.6.3 1.6.4 4 1.4.1 1.5.2 1.6.1 1.6.2 1.6.3 1.6.4 Anthony Marino Hospital Administration sign off on project Discuss project with Hospital IT + Purchasing Inform vendors and arrange site visits Hewlett‐Packard Epson Canon Request For Proposals Analyze Proposals Select Vendor Negotiate pricing Receive contract and obtain approval from IT + Purchasing Hardware delivered/installed/tested Retrain ComX_ML/HSM Staff (Session 1) Retrain ComX_ML/HSM Staff (Session 2) Implement System for QA Testing Resolve any outstanding issues Implement Live System Turn over responsibility to Company X Dexter Dallas Hewlett‐Packard Epson Canon Receive Proposals Analyze Proposals Select Vendor Arrange furniture/office area for new hardware/personnel Prepare new documentation of workflows Retrain ComX_ML/HSM Staff (Session 1) Implement System for QA Testing Resolve any outstanding issues Implement Live System Turn over responsibility to Company X Patricia Carreno Arrange furniture/office area for new hardware/personnel Interface hardware setup with EMR systems Distribute new documentation to ComX_ML + HSM staff Retrain ComX_ML/HSM Staff (Session 1) Implement System for QA Testing Implement Live System Turn over responsibility to Company X Kendra Archer Prepare new documentation of workflows Retrain ComX_ML/HSM Staff (Session 2) Implement System for QA Testing Resolve any outstanding issues Implement Live System Turn over responsibility to Company X 161 hrs 4 hrs 4 hrs 2 hrs 2 hrs 2 hrs 2 hrs 1 hr 4 hrs 1 hr 3 hrs 2 hrs 6 hrs 24 hrs 24 hrs 40 hrs 32 hrs 8 hrs 0 hrs 162 hrs 2 hrs 2 hrs 2 hrs 3 hrs 4 hrs 1 hr 4 hrs 40 hrs 24 hrs 40 hrs 32 hrs 8 hrs 0 hrs 108 hrs 4 hrs 24 hrs 8 hrs 24 hrs 40 hrs 8 hrs 0 hrs 144 hrs 40 hrs 24 hrs 40 hrs 32 hrs 8 hrs 0 hrs Appendix F2: Resource Usage I D 5 W BS R esource Name W ork 1.4.2 1.5.2 1.6.1 1.6.3 1.6.4 6 1.3.1 1.3.4 7 1.2.4.5 8 1.2.4.5 9 1.2.4.5 10 1.3.1 Tiffany Jarrett Distribute new documentation to ComX_ML + HSM staff Retrain ComX_ML/HSM Staff (Session 2) Implement System for QA Testing Implement Live System Turn over responsibility to Company X IT Staff Have new data jacks installed at locations of scanners/PCs Interface hardware setup with EMR systems Scanner Receive contract and obtain approval from IT + Purchasing Personal Computer Receive contract and obtain approval from IT + Purchasing Index PC Receive contract and obtain approval from IT + Purchasing Cabling Have new data jacks installed at locations of scanners/PCs 80 hrs 8 hrs 24 hrs 40 hrs 8 hrs 0 hrs 28 hrs 10 hrs 18 hrs 3 3 3 3 4 4 7 7 Appendix G1: Gantt Chart Details ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 WBS Milestone Task Name Duration Start Finish 1 1.1 1.1.1 1.1.2 1.2 1.2.1 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.2.3 1.2.4 1.2.4.1 1.2.4.2 1.2.4.3 1.2.4.4 1.2.4.5 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.4 1.4.1 1.4.2 1.5 1.5.1 1.5.2 1.6 1.6.1 1.6.2 1.6.3 1.6.4 No No No No No No No No No No No No No No No No Yes No No No No Yes No No Yes Yes No No No Yes No Yes Yes Scanning Solution Obtain Approval for Project Hospital Administration sign off on project Discuss project with Hospital IT + Purchasing Select/Order Hardware Inform vendors and arrange site visits Complete site visits Hewlett‐Packard Epson Canon Request For Proposals Choose Vendor and Order Receive Proposals Analyze Proposals Select Vendor Negotiate pricing Receive contract and obtain approval from IT + Purchasing On Site Physical/Infrastructure Changes Have new data jacks installed at locations of scanners/PCs Arrange furniture/office area for new hardware/personnel Hardware delivered/installed/tested Interface hardware setup with EMR systems Create/Distribute Documentation Prepare new documentation of workflows Distribute new documentation to ComX_ML + HSM staff Train Staff Retrain ComX_ML/HSM Staff (Session 1) Retrain ComX_ML/HSM Staff (Session 2) Testing and Implementation Implement System for QA Testing Resolve any outstanding issues Implement Live System Turn over responsibility to Company X 42.13 days? 1 day 0.5 days 0.5 days 9 days? 2 hrs 0.75 days 2 hrs 2 hrs 2 hrs 1 hr 1.88 days? 3 hrs 0.5 days 1 hr 3 hrs? 0.5 days 9 days? 5 days? 1 day 1 day 3 days? 7 days 5 days 2 days 7 days 3 days 3 days 10 days? 1 wk 4 days? 1 day 0 hrs Mon 5/3/10 Mon 5/3/10 Mon 5/3/10 Mon 5/3/10 Tue 5/4/10 Tue 5/4/10 Fri 5/7/10 Fri 5/7/10 Fri 5/7/10 Fri 5/7/10 Mon 5/10/10 Thu 5/13/10 Thu 5/13/10 Thu 5/13/10 Fri 5/14/10 Fri 5/14/10 Fri 5/14/10 Mon 5/17/10 Mon 5/17/10 Mon 5/17/10 Mon 5/24/10 Tue 5/25/10 Tue 5/25/10 Tue 5/25/10 Tue 6/1/10 Fri 6/4/10 Fri 6/4/10 Thu 6/10/10 Wed 6/16/10 Wed 6/16/10 Wed 6/23/10 Tue 6/29/10 Wed 6/30/10 Wed 6/30/10 Mon 5/3/10 Mon 5/3/10 Mon 5/3/10 Fri 5/14/10 Tue 5/4/10 Fri 5/7/10 Fri 5/7/10 Fri 5/7/10 Fri 5/7/10 Mon 5/10/10 Fri 5/14/10 Thu 5/13/10 Thu 5/13/10 Fri 5/14/10 Fri 5/14/10 Fri 5/14/10 Fri 5/28/10 Mon 5/24/10 Tue 5/18/10 Tue 5/25/10 Fri 5/28/10 Thu 6/3/10 Tue 6/1/10 Thu 6/3/10 Tue 6/15/10 Wed 6/9/10 Tue 6/15/10 Wed 6/30/10 Wed 6/23/10 Tue 6/29/10 Wed 6/30/10 Wed 6/30/10 Appendix G2: Gantt Chart Graphic ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 WBS Milestone 26 May 2010 29 2 5 8 11 14 17 20 23 26 29 June 2010 1 4 7 10 13 16 19 22 25 28 July 20 1 1 1.1 1.1.1 1.1.2 1.2 1.2.1 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.2.3 1.2.4 1.2.4.1 1.2.4.2 1.2.4.3 1.2.4.4 1.2.4.5 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.4 1.4.1 1.4.2 1.5 1.5.1 1.5.2 1.6 1.6.1 1.6.2 1.6.3 1.6.4 No No No No No No No No No No No No No No No No Yes No No No No Yes No No Yes Yes No No No Yes No Yes Yes 5/14 5/28 6/3 6/15 6/23 6/30 6/30 Appendix G2: Gantt Chart Graphic Task Split Milestone Summary Project Summary External Tasks External Milestone Inactive Task Inactive Milestone Inactive Summary Manual Task Duration‐only Manual Summary Rollup Manual Summary Start‐only Finish‐only Deadline Critical Progress Slack Appendix H: Network Diagram Hospital Administration sign off on pro Start: Mon 5/3/10 ID: 3 Finish: Mon 5/3/10Dur: 0.5 days Res: Anthony Marino Discuss project with Hospital IT + Purc Start: Mon 5/3/10 ID: 4 Finish: Mon 5/3/10Dur: 0.5 days Res: Anthony Marino Inform vendors and Dur: 2 hrs Cost: $120.00 Hewlett‐Packard Dur: 2 hrs Cost: $230.00 Epson Dur: 2 hrs Cost: $230.00 Canon Dur: 2 hrs Cost: $230.00 Request For Propos Dur: 1 hr Cost: $60.00 Receive Proposals Dur: 3 hrs Cost: $165.00 Analyze Proposals Dur: 0.5 days Cost: $460.00 Select Vendor Dur: 1 hr Cost: $115.00 Negotiate pricing Dur: 3 hrs? Cost: $180.00 Receive contract and obtain approval from IT + Purchasing Dur: 0.5 days Cost: $8,220.00 Have new data jack Dur: 5 days? Cost: $1,225.00 Hardware delivered/installed/tested Start: Mon 5/24/10 21 ID: Finish: Tue 5/25/10Dur: 1 day Res: Anthony Marino[75%] Interface hardware setup with EMR systems Dur: 3 days? Cost: $2,100.00 Prepare new docum Dur: 5 days Cost: $4,200.00 Distribute new documentation to ComX_ML + HSM staff Dur: 2 days Cost: $536.00 Retrain ComX_ML/ Dur: 3 days Cost: $3,600.00 Retrain ComX_ML/ Dur: 3 days Cost: $3,408.00 Implement System for QA Testing Dur: 1 wk Cost: $9,280.00 Resolve any outstanding issues Start: Wed 6/23/10 31 ID: Finish: Tue 6/29/10Dur: 4 days? Res: Anthony Marino, Dexter Dallas, K Implement Live System Dur: 1 day Cost: $1,856.00 Turn over responsibility to Company X Dur: 0 hrs Cost: $0.00 Arrange furniture/o Dur: 1 day Cost: $360.00 Project: Scanner_Solution.mpp Date: Thu 5/6/10 C ritical N oncritical C ritical Milestone M ilestone C ritical Summary S ummary C ritical Inserted I nserted C ritical Marked M arked C ritical External E xternal P roject Summary H ighlighted Critical H ighlighted Noncritical Appendix I: Schedule of Costs Requisition Scanning Solution - Project Budget $50,000 Other Expenses Reserve Hardware Phase 1 - Obtain Approval 5/1/10 - 5/3/10 HA sign off on project Discuss with IT + Purchasing Project Staff IT Staff Total $0 $0 $0 $240 $240 $480 $0 $0 $0 $0 $0 $0 $0 $0 $0 $240 $240 $480 Phase 2 - Hardware Selection 5/1/10 - 5/17/10 Inform Vendors $0 Site Visits (3) $0 Request for Proposals $0 Receive Proposals $0 Analyze Proposals $0 Select Vendor $0 Negotiate Pricing $0 Receive Contract/Sign $8,100 Phase 1 total $8,100 $120 $690 $60 $165 $460 $115 $180 $120 $1,910 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120 $690 $60 $165 $460 $115 $180 $8,220 $10,010 Phase 3 On-Site Infrastructure Updates 5/17/10 - 5/28/10 Install Data Jacks $525 $0 Arrange Furniture $0 $360 Hardware Delivered/Installed $0 $360 Interface with EMR System $0 $840 Phase 2 Total $525 $1,560 Phase 4 Documentation/Training 5/25/10-6/15/10 Prepare Documentation $0 Distribute Documentation $0 Retrain ComX_ML Staff (Ses. 1) $0 Retrain ComX_ML Staff (Ses. 2) $0 Phase 3 Total $0 Phase 5 Implementation 6/16/10-6/30/10 Quality Assurance Testing/Pilot Resolve Outstanding Issues Implement Live System Phase 3 Total Phase 6 Support 7/1/10-8/1/10 30 Days Support Phase 5 Total Budget at Completion $700 $0 $0 $1,260 $1,960 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,225 $360 $360 $2,100 $4,045 $4,200 $536 $3,600 $3,408 $11,744 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,200 $536 $3,600 $3,408 $11,744 $0 $0 $0 $0 $9,280 $5,280 $1,856 $16,416 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,280 $5,280 $1,856 $16,416 $0 $0 $8,625 $6,000 $6,000 $37,870 $0 $0 $1,960 $0 $0 $0 $0 $0 $1,545 $6,000 $6,000 $50,000 Appendix J: Risk Identification and Assessment Risk ID ID Number Risk Description Risk Description Consequences Description of the impact in worst case scenario Inherent Exposure Likelihood Outcome Current Preventative Current Corrective Controls Controls Preventative Control Description Ensure availability of scanner hardware before ordering Corrective Control Description Depending on backorder schedule, change scanner selection Residual Exposure Likelihood Impact/ Consequences Assigned To Responsibility R1 Selected hardware backordered Successors to this step in project are delayed Not likely Major Not likely Minor ‐ Must verify compatibility with ComX_MC system before change Dexter Significant ‐ Scanner installation, finalized documentation, and training/implementation rely on jack installation. Anthony R2 Data jack installation delayed Scanners cannot be installed/interfaced with EMR system Likely Major Crash the installation by Prepare as much adding IT workers to documentation as can be action in order to completed without finished complete on time setup available Not likely R3 Without documentation Documentation creation completed, training cannot take takes longer than place and the system cannot be Somewhat scheduled implemented Likely Major R4 ComX_ML/HSM Staff unavailable for training Without the staff available for training, the system cannot be tested or implemented Not likely Major Add additional Significant ‐ Reduced QA testing could cause final Blackhawks personnel to the action to ensure Reduce QA testing period to Somewhat implementation problems with the system Kendra completion by deadline 3 days instead of 5 likely Significant ‐ System would ComX_MC must be not be in place for responsible for making beginning of FY11 as Hospital Administration staff available for ComX_MC training Extend project deadline Not likely desires Major ‐ Costs are kept low, insufficient funding midway through the project would have drastic effects and likely force cancellation/ postponement Anthony Minor ‐ With existing staff available to provide on‐the‐ job training, turnover would have a minimal, short‐term, impact on requisition processing ComX_MC Minor ‐ Agreement with vendor will provide for quick turnaround to replace failed unit R5 ComX_MC reduces budget Project would not have funding to be completed Not likely Major Ensure available funding and approval from Purchasing before project initiation Attempt to reduce costs Not likely R6 If ComX_ML loses a staff member, someone new would Almost Certain ComX_ML Staff turnover need to be hired Medium R7 Hardware Failure A scanner or PC fails at some point in the future Certain Major Cannot prevent turnover in the long‐ term Maintain agreement with hardware vendor for ongoing preventative maintenance Replace failed hardware Blackhawks will provide enhanced training to 1‐2 personnel of ComX_MC who will be responsible for staff training after project Almost completion certain Almost certain ComX_MC Appendix K: Risk Response and Contingency Plans Risk ID Risk Event Selected hardware backordered Data jack installation delayed Documentation creation takes longer than scheduled ComX_ML/HSM Staff unavailable for training Company reduces budget ComX_ML Staff turnover Hardware Failure Response Contingency Plan Plan in place to move forward with another Avoid vendor Add additional IT staff to Avoid action Additional Blackhawks personnel assist with Avoid creation ComX_MC must reschedule staff to be Transfer available for training Avoid Accept Reduce Stall/Cancel project Have existing staff train new staff Order new hardware Trigger Who Is Responsible R1 R2 Notification of backorder from Purchasing Department Dexter Delay of > 1 day Anthony R3 Delay of > 1/2 day Kendra R4 R5 R6 R7 > 25% of staff unavailable ComX_MC Company unable to complete payment Anthony New staff hired ComX_MC Hardware fails and unable to repair within 48 hours ComX_MC Matrix Organizational Structure Hospital Administration IT Staff Anthony Marino Project Manager Project Advisory Committee Dexter Dallas ComX_ML Liaison Company X Medical Laboratories Director Health Systems Management Assistant Director Client Services Office Assistant Director Patricia Carreño ComX_ML Assistant Kendra Archer HSM Liaison Public Relations Assistant Director ComX_MC Physicians Group Director ComX_MC Nurses Head Nurse Tiffany Jarrett HSM Assistant Blackhawks ...
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This note was uploaded on 04/24/2011 for the course MANAGEMENT PMP 575 taught by Professor Mr.go during the Spring '11 term at Robert Morris DUPLICATE.

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