Project sample

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







Phase 2 – Hardware Selection/Ordering  o

Hardware ‐ $8,100 

o

Blackhawks personnel costs ‐ $1,910 

Phase 3 – On‐Site Infrastructure Changes  o

Hardware ‐ $525 

o

Blackhawks personnel costs ‐ $1,560 

o

Hospital IT staff costs ‐ $1,960 

Phase 4 – Documentation/Training  o



Blackhawks personnel costs ‐ $11,744 

Phase 5 – Implementation  o



Blackhawks personnel costs ‐ $480 

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:    



  

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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

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

1.2.1 Inform vendors and arrange site visits

1.2.2

Scanning Solution

Select/Order Hardware

Complete site visits

1.2.3 Request For Proposals

1.3

1.2.4

Choose Vendor and Order

1.2.2.1 Hewlett-Packard

1.2.4.1 Receive Proposals

1.2.2.2 Epson

1.2.4.2 Analyze Proposals

On Site Physical/Infrastructure Changes 1.3.1 Have new data jacks installed at locations of scanners/PCs

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 1.3.2 Arrange System furniture/office area 1.6.4 Turn over 1.2.4.3 Select Vendor 1.2.2.3 Canon for new responsibility to hardware/personnel 1.2.4.4 Negotiate pricing &RPSDQ\; 1.2.4.5 Receive contract and 1.3.3 Hardware obtain approval from delivered/installed/tested IT + Purchasing 1.3.4 Interface hardware setup with EMR systems

6 6

2 5 5

5 5 5 5 5

6

5

6

5 5 5 5

6 Final Approval 5 Must be Notified 4 May be Consulted

3 3

4 4

3 3

4 4

1 1 1 1 1 1 3

4 4 4

3 3 3

4 4 4

4

3 3

4

3 2 3 2 1 2 1 1 1 1

4 1

Hospital IT Staff

ComX_ML Liaison  (Dexter Dallas) ComX_ML  Assistant (Patricia  Carreno)

Project Manager  (Anthony Marino) 1 1 1 2 2 2 2 2 1 1 1 1 2 3 2 5 3 5 2 1 1 1

HSM Assistant  (Tiffany Jarrett)

6

HSM Liaison  (Kendra Archer)

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

Advisory  Committee

Hospital  Administration

Appendix E: Linear Responsibility Chart

3

1

1 4 1 1 3 1 1

1 2 1 1 1 1

4 1 1 3 1 1

3 Must be Consulted 2 General Supervision 1 Actual Responsibility

Appendix F1: Resource Loading

6

Number of Resources 

5 4 IT Staff

3

Assistant Liaison

2

Project Manager 1 0 1

6

11

16

21 Project Days 

26

31

36

41

Appendix F2: Resource Usage  ID

 WBS  1

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

 Resource Name

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

 Work

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  ID

 WBS  5

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

 Resource Name

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

 Work

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

WBS

Milestone

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

26 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

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

5/14

5/28

6/3 6/15

6/23 6/30 6/30

Appendix G2: Gantt Chart Graphic

Task

Inactive Task

Start‐only

Split

Inactive Milestone

Finish‐only

Milestone

Inactive Summary

Deadline

Summary

Manual Task

Critical

Project Summary

Duration‐only

Progress

External Tasks

Manual Summary Rollup

Slack

External Milestone

Manual Summary

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 5/24/10ID:   21 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

Arrange furniture/o Dur: 1 day Cost: $360.00

Project: Scanner_Solution.mpp Date: Thu 5/6/10

 Critical

 Noncritical

 Critical Milestone

 Milestone

 Critical Summary

 Summary

 Critical Inserted

 Inserted

 Critical Marked

 Marked

 Critical External

 External

 Project Summary

 Highlighted Critical

 Highlighted Noncritical

Resolve any outstanding issues Start:  Wed 6/23/10ID:   31 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

Appendix I: Schedule of Costs Requisition Scanning Solution - Project Budget $50,000

Hardware Phase 1 - Obtain Approval 5/1/10 - 5/3/10 HA sign off on project Discuss with IT + Purchasing

Project Staff

IT Staff

Other Expenses Reserve

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

$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

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

$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

Phase 5 Implementation 6/16/10-6/30/10 Quality Assurance Testing/Pilot Resolve Outstanding Issues Implement Live System Phase 3 Total

$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

Phase 6 Support 7/1/10-8/1/10 30 Days Support Phase 5 Total

$0 $0

$6,000 $6,000

$0 $0

$0 $0

$0 $0

$6,000 $6,000

$8,625

$37,870

$1,960

$0

$1,545

$50,000

Budget at Completion

Appendix J: Risk Identification and Assessment Risk ID

Risk Description

Consequences

Inherent Exposure

ID  Number

Risk Description

Description of the impact in  worst case scenario

Likelihood Outcome

R1

Selected hardware  backordered

Successors to this step in  project are delayed

Not likely

Scanners cannot be  installed/interfaced with EMR  system Likely

Major

R3

R5

R6

R7

ComX_MC reduces  budget

Project would not have funding  to be completed Not likely

If ComX_ML loses a staff  member, someone new would  Almost  Certain ComX_ML Staff turnover need to be hired

Hardware Failure

A scanner or PC fails at some  point in the future

Certain

Likelihood

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

Without documentation  Documentation creation  completed, training cannot take  takes longer than  place and the system cannot be  Somewhat  scheduled implemented Likely Major

ComX_ML/HSM Staff  unavailable for training

Corrective Control  Description

Major

R2

R4

Preventative Control  Description

Residual Exposure

Ensure availability of  scanner hardware  before ordering

Data jack installation  delayed

Without the staff available for  training, the system cannot be  tested or implemented Not likely

Current Preventative  Current Corrective Controls Controls

Major

Major

Medium

Major

Depending on backorder  schedule, change scanner  selection

Not likely

Add additional  Blackhawks personnel  to the action to ensure  Reduce QA testing period to  Somewhat  completion by deadline 3 days instead of 5 likely ComX_MC must be  responsible for making  staff available for  training Extend project deadline

Ensure available  funding and approval  from Purchasing before  project initiation Attempt to reduce costs

Responsibility

Minor ‐ Must verify  compatibility with  ComX_MC system before  change Dexter Significant ‐ Scanner  installation, finalized  documentation, and  training/implementation  rely on jack installation. Anthony

Not likely

Significant ‐ Reduced QA  testing could cause final  implementation problems  with the system Kendra Significant ‐ System would  not be in place for  beginning of FY11 as  Hospital Administration  desires ComX_MC

Not likely

Major ‐ Costs are kept low,  insufficient funding  midway through the  project would have drastic  effects and likely force  cancellation/  postponement Anthony

Blackhawks will provide  enhanced training to 1‐2  personnel of ComX_MC who  will be responsible for staff  training after project  Almost  completion certain

Cannot prevent  turnover in the long‐ term Maintain agreement  with hardware vendor  for ongoing  preventative  maintenance Replace failed hardware

Impact/ Consequences

Assigned To

Almost  certain

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

ComX_MC

Appendix K: Risk Response and Contingency Plans Risk ID

Risk Event

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

R3

Selected hardware  backordered Data jack installation  delayed Documentation creation  takes longer than  scheduled

R4

ComX_ML/HSM Staff  unavailable for training

R5

Company reduces budget

Avoid

R6

ComX_ML Staff turnover

Accept

Stall/Cancel project Have existing staff train  new staff

R7

Hardware Failure

Reduce

Order new hardware

R1 R2

Trigger

Who Is Responsible

Notification of backorder  from Purchasing Department Dexter Delay of > 1 day

Anthony

Delay of > 1/2 day

Kendra

> 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

IT Staff

Hospital Administration

Anthony Marino Project Manager

Dexter Dallas ComX_ML Liaison

Patricia Carreño ComX_ML Assistant

Project Advisory Committee

Company X Medical Laboratories Director Health Systems Management Assistant Director Client Services Office Assistant Director

Kendra Archer HSM Liaison

Tiffany Jarrett HSM Assistant

Public Relations Assistant Director ComX_MC Physicians Group Director ComX_MC Nurses Head Nurse

Blackhawks