Mis 600 Final Project Plan

4 Guys Consulting Team D Gary Fenton, Timothy Glennon, Matthew Powers, Michael White MIS-600-60165: Information Systems Capstone
Professor Bill Crumm April 21, 2013
MIS 600 Capstone
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY .................................................................................................................................................. 6 2. PROJECT CHARTER ........................................................................................................................................................ 9 2.1 OBJECTIVES........................................................................................................................................................... 10 2.2 ASSUMPTIONS ....................................................................................................................................................... 10 2.3 CONSTRAINTS ....................................................................................................................................................... 10 2.4 COST/FINANCIAL ASSUMPTIONS ........................................................................................................................... 10 2.5 USER ACCEPTANCE CRITERIA/QUALITY ............................................................................................................... 10 2.6 MAJOR RISKS ........................................................................................................................................................ 10 2.7 KEY STAKEHOLDERS ............................................................................................................................................. 11 3. PROJECT VALUE STATEMENT ...................................................................................................................................... 12 4. PROJECT STRATEGY STATEMENT ................................................................................................................................. 15 5. PROJECT METHODOLOGY ............................................................................................................................................ 15 5.1 PROJECT MANAGEMENT METHODOLOGY ............................................................................................................. 16 5.2 SCOPE WBS (SCHEDULE)...................................................................................................................................... 17 6. BUSINESS REQUIREMENTS AND RULES ......................................................................................................................... 19 6.1 ACTOR GLOSSARY ................................................................................................................................................. 19 6.2 CONTEXT DIAGRAM ............................................................................................................................................... 20 6.3 USE CASE GLOSSARY .............................................................................................................................................. 21 6.4 USE CASE DIAGRAM ............................................................................................................................................... 23 6.5 USE CASE NARRATIVES .......................................................................................................................................... 24 7. MS PROJECT PLAN ....................................................................................................................................................... 58 8. DATA AND ENTITY MODELS ........................................................................................................................................ 61 8.1 CONTEXT DATA FLOW MODEL .............................................................................................................................. 61 8.2 KEY-BASED DATA MODEL ..................................................................................................................................... 62 8.3. FULLY-ATTIBUTED DATA MODEL ....................................................................................................................... 63 9. DATA FLOW DIAGRAMS .............................................................................................................................................. 64 9.1 CONTENT DATA FLOW DIAGRAM ......................................................................................................................... 64 9.2 FUNCTIONAL DECOMPOSITION DIAGRAM ............................................................................................................. 65
MIS 600 Capstone
9.3 EVENT-RESPONSE / USE-CASE LIST ..................................................................................................................... 66 9.4 EVENT DECOMPOSITION DIAGRAM....................................................................................................................... 70 9.5 EXTERNAL EVENT DIAGRAMS .............................................................................................................................. 71 9.5.1 GENERATE NEXT WEEKS PATIENT REPORT ................................................................................................. 71 9.5.2 GENERATE THERAPIST PATIENT RECORDS .................................................................................................. 72 9.5.3 GENERATE COMPLETE CBOC SCHEDULE ................................................................................................... 73 9.5.4 PROCESS APPOINTMENT SCHEDULE............................................................................................................. 74 9.5.5 AUTOMATICALLY SCHEDULE APPOINTMENT............................................................................................... 75 9.5.6 MANUALLY SCHEDULE APPOINTMENT ........................................................................................................ 76 9.5.7 MANUALLY CHANGE/ADD APPOINTMENT................................................................................................... 77 9.5.8 SEND APPOINTMENT REMINDER .................................................................................................................. 78 9.5.9 GENERATE BILLABLE HOURS ...................................................................................................................... 79 9.5.10 GENERATE MONTHLY BILLABLE HOURS REPORT ..................................................................................... 80 9.5.11 GENERATE PER PATIENT BILLABLE HOURS REPORT ................................................................................. 81 9.5.12 MANUALLY CHANGE BILLABLE HOURS .................................................................................................... 82 9.5.13 TRACK BILLING HOURS ............................................................................................................................. 83 9.5.14 TRACK/STORE SESSION MINUTES .............................................................................................................. 84 9.5.15 PROCESS PATIENT RX RECORDS ................................................................................................................ 85 9.5.16 VIEW PATIENT RX RECORDS ..................................................................................................................... 86 9.5.17 UPDATE PATIENT RX RECORDS ................................................................................................................. 87 9.5.18 PROCESS PATIENT MEDICAL RECORDS ...................................................................................................... 88 9.5.19 VIEW/UPDATE PATIENT CASE HISTORY NOTES ......................................................................................... 89 9.5.20 VIEW PATIENT MEDICAL RECORDS ........................................................................................................... 90 9.5.21UPDATE PATIENT MEDICAL RECORDS ........................................................................................................ 91 9.5.22 COMPILE PATIENT CASE HISTORY ............................................................................................................. 92 9.5.23 ENTER NEW PATIENT................................................................................................................................. 93 10. PROCESS MODEL ....................................................................................................................................................... 94 10.1 DATA FLOW DIAGRAM (DFD) .......................................................................................................................... 94
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11. SYSTEM ALTERNATIVE ASSESSMENT ........................................................................................................................ 95 11.1 SYSTEM ALTERNATIVES ................................................................................................................................... 95 11.2 FEASABILITY ANALYSIS ................................................................................................................................... 97 11.2.1 OPERATIONAL FEASIBILITY ....................................................................................................................... 97 11.2.2 TECHNICAL FEASIBILITY ........................................................................................................................... 98 11.2.3 ECONOMIC FEASIBILITY ............................................................................................................................ 99 11.2.4 SCHEDULE FEASIBILITY ............................................................................................................................. 99 11.3 SYSTEM ALTERNATIVE SELECTION ................................................................................................................ 100 11.3.1 CANDIDATE 1 (COST/BENEFIT ANALYSIS) ............................................................................................... 101 11.3.2 CANDIDATE 2 (COST/BENEFIT ANALYSIS) ............................................................................................... 102 11.3.3 CANDIDATE 3 (COST/BENEFIT ANALYSIS) ............................................................................................... 104 12. TECHNICAL REQUIREMENTS AND ASSUMPTIONS ..................................................................................................... 106 12.1 GENERAL OVERVIEW...................................................................................................................................... 106 12.2 FACILITIES ...................................................................................................................................................... 107 12.2.1EXISTING NETWORK CONFIGURATION .................................................................................................... 108 12.3 TECHNOLOGY OVERVIEW ............................................................................................................................... 109 12.4 TECHNICAL COSTS SUMMARY ........................................................................................................................ 110 13. ANALISYS OF NEEDS VS.CAPABILITIES OF CONTRACTORS ...................................................................................... 111 14. PROJECT RISK ANALYSIS AND RISK MITIGATION PLAN .......................................................................................... 112 14.1 PROJECT RISK ANALYSIS ................................................................................................................................. 112 14.1.1 IMPACT RISK TABLE ................................................................................................................................ 113 14.1.2 RISK ANALYSIS TABLES ......................................................................................................................... 113 14.2 RISK MITIGATION PLAN .................................................................................................................................. 115 14.2.1 RISK MITIGATION TABLES ....................................................................................................................... 115 15. PROJECT COSTS, STAFFING, RESOURCES, DEPENDENCIES AND SCHEDULE .............................................................. 117 15.1 RESOURCE COSTS BY PHASE ........................................................................................................................... 117 15.2 RESOURCE RATES ............................................................................................................................................ 117 15.3 SCHEDULE ....................................................................................................................................................... 118
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15.4 DEPENDENCIES ................................................................................................................................................ 119 16. INTEGRATION OF INTERNAL & EXTERNAL SYSTEMS ............................................................................................... 120 16.1 INTERNAL AND EXTERNAL SYSTEM INTEGRATION DIAGRAM ........................................................................ 121 16.2 INTERNAL COMPONENTS ................................................................................................................................ 122 16.3 EXTERNAL COMPONENTS ............................................................................................................................... 122 17. SYSTEMS ADMINISTRATION, SECURITY, BACKUP AND RECOVERY.......................................................................... 123 17.1 SYSTEM ADMINISTRATION ............................................................................................................................. 123 17.1.1 TRAINING .............................................................................................................................................. 123 17.1.2 DOCUMENTATION ................................................................................................................................. 124 17.1.3 TECHNICAL ........................................................................................................................................... 124 17.2 SECURITY ...................................................................................................................................................... 125 17.2.1 GENERAL ............................................................................................................................................. 125 17.2.2 CLIENT ACCESS ................................................................................................................................... 125 17.2.3 EMPLOYEES ACCESS ............................................................................................................................ 126 17.3 ADMINISTRATION HIERARCHY ............................................................................................................... 126 17.3.1 SYSTEM ADMINISTRATORS ............................................................................................................. 126 17.3.2 NETWORK SECURITY ...................................................................................................................... 127 17.3.3 BACKUP .......................................................................................................................................... 127 17.3.3.1 BUSINESS CONTINUITY ....................................................................................................... 128 18. SCOPE CHANGE DUCUMENTATION .......................................................................................................................... 129 18.1 SCOPE CHANGE PROCEDURE .......................................................................................................................... 129 18.2 SCOPE CHANGE REQUEST FORM .................................................................................................................... 131 19. REFERENCES............................................................................................................................................................ 133
MIS 600 Capstone
1. Executive Summary The Veterans Health Administration provides physical and mental health services to veterans across the country. With two recent wars the VA has seen a growth in the number of patients they are servicing per year. A growing number of these patients are located in rural areas making treatment difficult for both the patient and the VA. To address this issue the VA has deployed community-based outpatient clinics (CBOC) in many of these rural areas. This provides the patients with a more local means of accessing the health services by using the CBOC as satellite offices of the VA. While the CBOCs greatly increase the patient satisfaction, the VA has identified a few areas of inefficiency that need to be addressed. The VAs primary concern is with how therapy treatments for post-traumatic stress disorder (PTSD) are handled. One of the primary treatments for PTSD is counseling sessions with professional therapist on a routine basis. These therapists specialize in this field and are often based in more urban areas making it difficult to fill these positions with local personnel. This in turn creates the situation where the therapists are driving an average of 4 hours per day of session which is leading to low patient workloads and high transportation costs. Along with this, the VA has also identified a general inefficiency in how data is stored and accessed within these locations. The current methods include hand written files mixed with loosely organized digital records, which often creates wasted time and inaccuracies. The VA has contracted 4guys Consulting to design a system that addresses these concerns by producing a more cost effective and efficient solution. Our consulting firm consists of 25 highly trained staff members with over 15 years of experience in database design, system
MIS 600 Capstone
design and deployment, system automation, hardware integration, and network security. 4guys Consulting has designed a pilot system to be deployed at a single CBOC for evaluation of effectiveness that will hopefully be deployed for all CBOC locations in the following years. The pilot system consists of a video conferencing system that will link the CBOB via secured connection to the nearest VA with a staffed therapist. Patients will enter a room at the CBOC, login and begin their counseling sessions without the need for the therapist to travel to the CBOC. At the end of the session, the patient will automatically be prompted to schedule their next appointment via the automated scheduling feature. This system will work in conjunction with a database system that will allow the therapist to access/update patient records, prescribe and E-sign for medication, link prescribed medication directly to the CBOC pharmacy, allow for managerial reporting, and automate billing information entries such as session length. The VA has set a not to exceed limit for this project of $175,000.00. The project is set to begin on April 15, 2013 and span a six-month period. The scope of the project is as follows: In Scope Audio visual capability for mental providers and veterans. Database for storing veterans case history and management reports. Interface with Pharmacists at CBOC for prescriptions Report for possible implementation across other CBOCs Source code for database and software solutions Testing of system Systems diagrams for business processes Systems diagrams for VA IT specialists Training for end-users
Out of Scope Integration for existing software for this new system Long term maintenance and support of system Database management and warehousing Upgrading of CBOC computer infrastructure
MIS 600 Capstone
By eliminating the need to travel, the new system will increase the therapist capable patient workload by a minimum of 10%. The project will provide a unified system for tracking and updating patient records that meets all HIPPA requirements. It will increase the efficiency of the entire CBOC by automating many areas of internal business allowing for a reduction in onsite staff. These decreases in staff, travel time, and increased patient turnover will give a minimum of 5% overall operations savings at each CBOC location. Most importantly, the new system will allow the growing number of patients with PTSD to receive their needed therapy in a timely manner and reduce their time on site from a 2 hour average to roughly 1 hour and 15 minutes. Patients will no longer have to wait for their therapist to make his/her rotation to their location, and will have more control over their session scheduling.
MIS 600 Capstone
2. Project Charter
Project Name Project Manager Owner(s)
Tele-Health Veterans Gary Fenton Veterans Administration
Project Number Prioritization Start Date: Scheduled Completion Date:
P-0003 Medium April 15,2013
July 26,2013
Mission
The development of a tele-health system for a CBOC in the Veterans Affairs. The competition of the project will be July 26, 2013 and should cost no more than $175,000.
Scope
Deliverables as defined by VA:

1. 2. 3. 4. 5. 6. 7. 8. 9.
Audio visual capability for mental providers and veterans. Database for storing veterans case history and management reports. Interface with Pharmacists at CBOC for prescriptions Report for possible implementation across other CBOCs Source code for database and software solutions Testing of system Systems diagrams for business processes Systems diagrams for VA IT specialists Training for end-users
Items that are NOT to be included in this project:

1. 2. 3. 4.
Integration for existing software for this new system Long term maintenance and support of system Database management and warehousing Upgrading of CBOC computer infrastructure
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2.1 Objectives
The objective of this project is assist the VA in expanding its health care services to veterans: 1. Increase time available for mental health services by 10% 2. Eliminate therapist traveling to CBOC 3. Increase tracking of psychoanalyst drug prescriptions 4. Decrease travel time of veterans to receive mental health 5. 5% decrease overall therapy expenses This will be accomplished by creating video conferencing for veterans and mental health care providers. A database to track case history and mediation history for veterans. The budget for this project will be $175,000, and is set to begin on April 15, 2013 and be completed and operational by July 26, 2013.
2.2 Assumptions 1. CBOC computer network infrastructure will be able to handle the video conferencing workload without slowing down the current network. 2. All veterans receiving services will be from within the state the services are being offered. 3. Database will be stored on VA intranet. 4. Increase patient work load
2.3 Constraints
Equipment purchase and installation must be conducted no later than three months into the project. The budget will not exceed $175,000. Database and video conferencing data transmissions must be secured.
2.4 Cost/Financial The VA sponsor will be providing all funding for the project. A 5% cost increase of quoted project cost is to be allotted for any fluctuation in market prices during Assumptions the course of the project.
2.5 User Acceptance Criteria/Quality
User will adhere to all HIPPA compliance codes for digital information storage of case file records. Network must be able to maintain a 300 Mbits transfer rate for video and data conferencing.
2.6 Major Risks
Major areas of risk network and database security. Unauthorized access to case history information in violation of HIPPA. Current infrastructure unable to handle tele-health solution Physiologist unwilling/uncomfortable using video conferencing for therapy.
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Project Core Team:
2.7 KEY STAKEHOLDERS Name Gary Fenton Timothy Glennon Matthew Powers Michael White Project Core Team consists of 4 guys consulting and augmented by VA representatives. All other external experts will be selected as needed.
Subject Matter Experts (SME) (Include company & channel designations if applicable)
Type Name Project Manager Approval:
APPROVALS Signature
Date
Owner/Sponsor Approval:
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3. Project Value Statement The Veterans Health Administrations deployment of community-based outpatient clinics (CBOC) in rural areas is creating situations where the qualified personnel are traveling long distances in order to counsel patients at these sites. This scenario is increasing therapy costs and decreasing the capable workload of the therapists treating patients with post-traumatic stress disorder (PSTD). In order to more efficiently treat the growing number of patients with PSTD, the VA has begun to look into a video conferencing system deployed at the CBOC location to connect the patients with the counselors at a remote location and link this system into a database that would allow increased functionality and patient turnover at a decreased cost. A recent study published by the Congressional Budget Office sampled nearly a half a million veterans over six years to determine the costs of treatment for PTSD and traumatic brain injury (TBI). The study showed that of the sampling 21% of the veterans suffered from PTSD and 5% suffered from TBI. In the first four years of the study $2.2 billion was spent on treatment of patients with PSTD and TBI, with $1.1 billion dedicated to therapy treatment. On average PTSD patients yearly costs were $8,300 per patient while the average patient was $2,400. (Cushman, 2012) These staggering numbers begin to point to a need to more efficiently handle therapy to these patients, and present a large window to cut costs by implementation of newer technologies like video conferencing, tele-presence, and a unified patient database to streamline the entire treatment process. In these remote locations, qualified therapists often see travel times of 2 hours in both directions which equates to 4 hours travel time per visit. A therapists average rate is $120-$170 per session hour depending on the state in which the CBOC resides with average sessions being
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45-60 minutes. This means the travel time alone reduces the potential workload of the therapist by 4 patients at a cost of $480-$680 per day of sessions. The VA also pays the travel expense of the therapist, which include car rentals and fuel. By eliminating these costs and increasing patient load potential, the new system will offer a minimal savings of 5% and increase the patient throughput by a minimum of 10%. Given the above studys stated $1.1 billion spent on therapy over 4 years and the anticipated 5% overall savings projected, this equates to a savings of $13.75 million per year if the proposed pilot system was fully implemented throughout the country. The new system will also increase patient satisfaction in a number of ways. The system will allow the patient to schedule appointments while at the CBOC without the need to call in. This also reduces the workload on staff that would normally handle these calls. The prescription features of the system will allow the therapist to prescribe medication during the session and Esign the prescription sending it into the system and making it immediately accessible by the CBOC pharmacy. This will make prescriptions available at the end of the session greatly reducing the patients time at the location, and increasing the number of patients that can be cycled through the system per day by 10%. The VA is also subject to audit which with no electronic files can often be very time consuming as well as lead to inaccuracies. The accounting portion of the system will automate much of the billing data such as length of session for more reliable time billing. The new system will ensure that all audited files are easily accessible and accurate. The issues related to paper files is leading the push for all physical health records to be digitized by 2013. Though this does not directly affect mental health patients at this time, it is expected to expand to include mental health records in the following years which would put the VA ahead of the curve and prepared for this transition.
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The CBOC locations currently employ an average of 15 people. The new system will not only make the CBOC more capable of handling more patients due to the decreased patient time at location, it will also allow for a reduction of 2 staff members per location. Currently the billing department at each location employs 3 staff members. The new system will automate much of the data collection for the billing process eliminating the need for the third staff member. Since the new system will also allow the patients to handle their own appointment scheduling and prescriptions will now go directly from the therapist to the pharmacy, there will be a decrease in workload on the receptionist thus a reduction of one member will be feasible without affecting the flow of patients.
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4. Project Strategy Statement Create a tele-health pilot system to be deployed at a single CBOC location linking veteran patients at the CBOC to a therapist at the VA. The system will increase patient satisfaction and the CBOCs efficiency level for PTSD treatment by allowing therapists to carry 10% larger workloads, decrease patient time on site, reduce overall costs by 5%, increase ease of data management, and create a more efficient data flow within the CBOC. 5. Project Methodology 5.1 Project management Methodology 4guys Consulting has decided to use the Waterfall Model as the methodology for this project. Waterfall is a system development life cycle (SDLC) that uses 5 key phases during the project in sequential order. These phases include requirements analysis, design, implementation, testing (validation), integration, and maintenance and can be expanded to include sub-phases if necessary. Waterfall is a methodology that relies heavily on well-defined requirements for system requirements. (Ganeshan, 2011) This methodology also works best when the team has much experience with similar projects, thus giving them a firm grasp on possible risk areas and which requirements may need to be changed or modified prior to moving into the design phase. This matches up to the current project for several reasons. First 4guys Consulting has developed multiple tele-health solutions for customers over the last 5 years and has the experience to identify problem areas early on in the requirement analysis phase. Along with this, the VA has performed a full analysis of their business problem prior to contracting 4guys Consulting and has established a firm set of requirements for the new system. Waterfall is also well suited for less complex projects that operate under relatively short timeframes. These factors inherently leave
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little room for requirement changes to develop, which often plagues projects that extend out to a year or longer thus necessitating a more flexible methodology. The proposed system is a relatively simple system due to the fact that it is a pilot system and will not be fully integrated into the existing software and is scheduled to be completed in six months. One methodology that was considered by 4guys Consulting was the SCRUM methodology. SCRUM allows for the project to be broken down into subsections that address key requirements of the project which are built by multiple teams working simultaneously while being over watched by a single project leader referred to as the SCRUM master. Each subsection of the project would be completed by the team before that team moves to another subsection. This method allows for small portions of the project to go online even before the project is complete allowing the stakeholders to begin seeing benefits prior to completion of the entire system. SCRUM is most often used on large projects with loosely developed requirements because of its flexibility. SCRUM also requires a large number of resources due to the fact that the project is broken down to multiple teams. (Uhlig, 2012) Though the current project could easily be broken down into these requirement categories, its relative simplicity does not necessitate this method. Also the VA would not see a substantial benefit to deploying partial segments of the overall system. The primary concern when discussing this methodology amongst the 4guys Consulting team was the concern of mitigating over complication of the subsystems. With SCRUM it is more likely that the subsystems would grow in complexity in order to give them a higher deployment value while the rest of the system was being developed. This would lead to added expenses and prolong the project schedule.
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5.2 Work Breakdown Structure (WBS) Hardware and Software Implementation Project (VA System) 1.1 Scope 1.1.1 Determine project scope 1.1.2 Secure project sponsorship 1.1.3 Define resources 1.1.4 Secure core resources 1.1.5 Scope complete 1.2 Analysis/Hardware and Software Requirements 1.2.1 Conduct needs analysis 1.2.2 Draft preliminary software specifications 1.2.3 Draft preliminary hardware specifications 1.2.4 Develop preliminary budget 1.2.5 Review software specifications/budget with team 1.2.6 Review hardware specifications/budget with team 1.2.7 Incorporate feedback on software and hardware specifications 1.2.8 Develop delivery timeline 1.2.9 Obtain approvals to proceed (concept, timeline, budget) 1.2.10 Test existing network capacity to establish baseline 1.2.11 Secure required resources 1.2.12 Analysis complete 1.3 Design 1.3.1 Review preliminary software specifications 1.3.2 Review preliminary hardware specifications 1.3.3 Develop functional specifications 1.3.4 Review functional specifications 1.3.5 Incorporate feedback into functional specifications 1.3.6 Obtain approval to proceed 1.3.7 Develop software system 1.3.8 Develop database 1.3.9 Design complete 1.4 Implementation 1.4.1 Project kick off meeting 1.4.2 Identify possible locations 1.4.3 Assign development staff 1.4.4 Procure hardware and software 1.4.5 Implement system 1.4.6 Implementation complete 1.5 Testing 1.5.1 Testing 1.5.1.1 Develop unit test plans using product specifications 1.5.1.2 Develop network integration test plans using product specifications 1.5.2 Unit Testing
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1.5.2.1 Review coding 1.5.2.2 Test component modules to product specifications 1.5.2.3 Identify anomalies to product specifications 1.5.2.4 Modify coding 1.5.2.5 Re-test coding 1.5.2.6 Unit testing complete 1.5.3 Network Integration Testing 1.5.3.1 Test module integration 1.5.3.2 Compare network usage to baseline 1.5.3.3 Identify anomalies to specifications 1.5.3.4 Address network anomalies 1.5.3.5 Network integration testing complete 1.6 Training 1.6.1 Develop training specifications for end users 1.6.2 Develop training specifications for helpdesk support staff 1.6.3 Identify training delivery methodology (computer based training, classroom, etc.) 1.6.4 Develop training materials 1.6.5 Finalize training materials 1.6.6 Develop training delivery mechanism 1.6.7 Training materials complete 1.7 Maintenance 1.7.1 Create software maintenance team 1.7.2 Create hardware maintenance team 1.7.3 Update user manuals 1.7.4 Update help documentation 1.7.5 Continuous feedback from users for improvement 1.8 Pilot 1.8.1 Finalize location 1.8.2 Develop software delivery mechanism 1.8.3 Install/deploy hardware and software 1.8.4 Obtain user feedback 1.8.5 Evaluate testing information 1.8.6 Pilot complete 1.9 Post Implementation Review 1.9.1 Document lessons learned 1.9.2 Distribute to team members 1.9.3 Post implementation review complete 1.9.4 Hardware and software development template complete
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6. Business Requirements and Rules 6.1 Table 1 Actor Glossary Term Veteran Synonym War Veteran, Service Member Description A person who has served or is serving in the armed forces and eligible to receive VA benefits. A Veterans Administration licensed mental health provider who performs mental health services for veterans. Oversees therapists and gives consulting and advice for harder mental health cases. Monitors budgets, workloads, and manpower requirements to operate the CBOC. A person who is licensed and educated in the therapeutic use, toxicology, composition, and administration of drugs. Internal Audit Agency in the VA who performs annual inspection and services to address congressional investigations. VAs financial accountant and budget managers who track billing for insurance and federal reporting requirements.
Therapist
Psychologist, Social Worker
Management
Supervisor, Clinical Supervision, Administrative Officer
Pharmacist
Pharmacologist
Audit Services
Billing Services
Time
An actor responsible for triggering temporal events
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6.2 Context Diagram
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6.2 Use Case Glossary Use-Case Name Automatically/Ma nually Schedule Appointment Email Appointment Time Access Video Conference Billing Hours Use-Case Description Participating Actors and Roles Veteran (External) Therapist Veteran (External) Video Conferencing (Internal) Veteran (External) w Therapist (Internal) Billing Services (Internal)
This use-case describes the process of a veteran or management scheduling an appointment This use-case describes the systems ability to send an email confirmation of appointment. This use-case describes the processing using the video conferencing services for sessions. This use-case describes the process of the system to tack billing hours. This use-case describes how the system will send the appropriate information to audit services upon request. This use case describes the ability of the therapist to enter case history of a veteran into the system. This use-case describes the process of viewing prescriptions and reporting history of prescriptions. This use-case describes the report generation of monthly billable hours reports for upper management. This use-case describes a therapist case load of client on a weekly basis.
Audit Reports
w Audit Systems (Internal)
Enter Case History
Therapist
Pharmacy Drug History
Therapist (Internal) Pharmacist (Internal) Veteran (External) Management (Internal)
View Monthly billable hours
Following week patient report
Therapist (Internal) Management (Internal)
Create Case History Reviews
This describes the process of generating case histories of tougher cases for therapist and supervisor to review for learning and training purposes.
Therapist (Internal) Management (Internal)
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Enter New Patient
Change Scheduling and Billing hours Case History workload reports.
This describes the process of management entering a new client into the system. This describes the process of management to change scheduling and billing. This describes the process of generating case history workload report for the month.
Management (Internal) Management (Internal) Management (Internal)
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March 29, 2013
Veterans Use Case Diagrams
Tele-Health System Schedule System Accounting

Email Appointment Time Schedule Appointment Time Billing Services Billing Hours Automatically schedule appointment
Time
Manually schedule appointment
Audit Reports Audit Systems View Monthly Billable Hours
Veteran
Video Conferencing
Access Video Conference
Medical Record
Following week patinet report Pharmacist
Enter Case History
Pharmacy Pysotropic Drug History
Therapist
Case History Workload Report Manually change Biilling Hours Enter New patient
Managment
Create Case History Reviews
Page 1
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6.5 Use Case Narrative Author: Date: 3/24/2013 Matthew Powers Version: 1 Use-Case Type Use-Case Name Create Case History Reviews Business Requirements: HJ-01 Use-Case ID High Priority Requirements Analysis Source Primary Business Therapist, Manager Actor Other Participating Actors Other Interested Stakeholders This describes the process of generating case histories of tougher cases Description for therapist and supervisor to review for learning and training purposes. User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when a user enters system and presses Case History review from main menu. Actor Action Step 1: User selects the appropriate clients names from selection menu Step 3: User selects whether to print case history or create a pdf file. System Response Step 2: System searches for case history notes upon selected client/clients and returns case history notes in dated order from newest to oldest. Bottom of screen is display print or create pdf Step 4: System prompts user to search for other clients or exit Alternate Courses: Alt-Step 4a: If the user input search clients the program will return to Step 1.
Alt-Step 4b: If the user selects exit then the system will return to main menu.
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Conclusion:
The use case concludes when the user has viewed or printed case history. The system will return to main menu. Case History can be viewed by internal user. View Case History reports can only be viewed by therapist and management.
Post-Condition: Business Rules Implementation Constraints and Specifications Assumptions Open Issues
N/A N/A
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Author: Date: 3/24/2013 Matthew Powers Version: 1 Use-Case Type Use-Case Name Change Billing Hours Business Requirements: HJ-02 Use-Case ID High Priority Requirements Analysis Source Primary Business Management Actor Other Participating Actors Other Interested Stakeholders This describes the process of management to change billing. Description User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when a user selects the option to change billing hours. Actor Action Step 1: User selects the option to change billing hours. System Response Step 2: System prompts user to specific which week they would like to change billing hours. Step 4: System displays users desired week of billing hours and prompts user to confirm week with yes or no prompt. Step 6: System opens billing hours edit menu and has a save button on the bottom of screen. Step 7: User edits billing hours and clicks save. Step 8. Systems prompts user if they want to save changes. Displays save and cancel.
Step 3: User inputs which week they would like to change billing hours Step 5: User selects verification.
Alternate Courses:
Step 9: System returns to main menu. Alt-Step 4a: User selects yes go to step 5.
Alt Step 4b: User selects no the system returns to step 2.
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Alt-Step 8a: User selects save then system saves edits and returns to main menu.
Alt-Step 8b: Selects cancel then system returns to step 6.
Conclusion: Post-Condition: Business Rules Implementation Constraints and Specifications Assumptions Open Issues
The use case concludes when system stores the changes. The system returns to main menu. Management is the only one who can view change billing hours. Management is the only who has access to the change billing hours menu.
N/A N/A
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Author: Date: 3/24/2013 Matthew Powers Version: 1 Use-Case Type Use-Case Name Change Scheduling Hours Business Requirements: HJ-03 Use-Case ID High Priority Requirements Analysis Source Primary Business Management Actor Other Participating Actors Other Interested Stakeholders This describes the process of management to change scheduling. Description User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when management selects change scheduling from the man menu. Actor Action Step 1: User selects the option to change scheduling hours. System Response Step 2: System prompts user to specific for which week to change scheduling hours. Step 4: System displays users desired week of scheduling hours and prompts user to confirm week with yes or no prompt. Step 6: System week of scheduling hours edit menu and has a save button on the bottom of screen. Step 8. Systems prompts user if they want to save changes. Displays save and cancel.
Step 3: User inputs which week of hours to change. Step 5: User selects yes or no.
Step 7: User edits scheduling hours and clicks save.
Alternate Courses:
Step 9: System returns to main menu. Alt-Step 4a: User selects yes go to step 5.
Alt Step 4b: User selects no the system returns to step 2.
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Alt-Step 8a: User selects save then system saves edits and returns to main menu.
Alt-Step 8b: Selects cancel then system returns to step 6.
Conclusion: Post-Condition: Business Rules Implementation Constraints and Specifications Assumptions Open Issues
The use case concludes when system the new scheduling hours. The system returns to the main menu. Management can only see change scheduling hours in main menu. Management is the only user allowed access to change scheduling.
N/A N/A
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Author: Date: 3/24/2013 Matthew Powers Version: 1 Use-Case Type Use-Case Name View Monthly Billing Hours Business Requirements: HJ-04 Use-Case ID High Priority Requirements Analysis Source Primary Business Management Actor Other Participating Actors Other Interested Stakeholders This describes the process of management to view monthly billing Description hours. User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when user selects the view monthly billing hours from main menu. Actor Action Step 1: User selects the appropriate clients names from selection menu Step 3: User selects whether to print case history or create a pdf file. System Response Step 2: System searches for case history notes upon selected client/clients and returns case history notes in dated order from newest to oldest. Bottom of screen is display print or create pdf Step 4: System prompts user to search for other clients or exist
Alternate Courses:
Alt-Step 4a: If the user input search clients the program will return to Step 1.
Alt-Step 4b: If the user selects exist then the system will return to main menu.
Conclusion:
The use case concludes when users prints or views the billing hours.
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The system returns to main menu. Only management can view the view billing hours. Only management user will have view billing hours displayed in main menu.
N/A N/A
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Author: Date: 3/24/2013 Matthew Powers Version: 1 Use-Case Type Use-Case Name Enter Case History Business Requirements: HJ-05 Use-Case ID High Priority Requirements Analysis Source Primary Business Therapist Actor Other Participating Actors Other Interested Stakeholders This describes the process of management to change scheduling. Description User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when a therapist selects the option to enter case history notes for client. Actor Action Step 1: User selects the option to enter case history notes from main menu. Step 3: User selects new or current client. System Response Step 2: System prompts user for new or current client. Step 4: System opens a blank data block and block for date and time for client. Menu at bottom of page has a save button.
Step 5: User enters notes into Step 6: System saves data into data block and date and time and database using name, date, and time presses save. as index.
Alternate Courses:
Alt-Step 4a: User selects new and the system prompts for clients name. Alt-Step 4b: User selects current client. System prompts for clients name.
Conclusion:
The use case concludes when user presses save and information is transferred to database. The database is updated and the user is returned to the main menu.
Post-Condition:
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Business Rules Implementation Constraints and Specifications Assumptions Open Issues
Only Therapist can enter the notes. Therapist is the only user to enter case history on the main menu.
N/A N/A
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Author: Matthew Powers Use-Case Name
Use-Case ID Priority Source Primary Business Actor Other Participating Pharmacist Actors Other Interested Stakeholders This describes the process of a therapist to enter drug prescriptions. Description User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when therapist selects enter drug prescriptions. Actor Action Step 1: User selects enter drug prescriptions. Step 3: User enter clients name. Step 5: User enters drug prescription information and presses save. System Response Step 2: System prompts for clients name. Step 4: System accesses database and displays medication history and blank section for new entry of drug. The bottom of screen displays save. Step 6: Medications is entered into database and an email notification is sent to pharmacist with updated prescription. Alternate Courses: Conclusion: The use case concludes when system stores the new medication information in the database and pharmacist is notified of prescription update. The system returns to main menu. Only Therapist may enter information and Pharmacist may view the information. Therapist is the only with access to enter prescriptions.
Date: 3/24/2013 Version: 1 Enter Pharmacy Drug information HJ-06 High Requirements Analysis Therapist
Use-Case Type Business Requirements:
Post-Condition: Business Rules
Implementation
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Constraints and Specifications Assumptions Open Issues N/A N/A
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Author: Matthew Powers Use-Case Name
Use-Case ID Priority Source Primary Business Actor Other Participating Actors Other Interested Stakeholders This describes the process of view case history workload. Description User must be logged in into the system Precondition Trigger Typical Course of Events This use case is initiated when a user selects the option to view case history workload. Actor Action Step 1: User selects the case history workload. Step 3: User selects whether to print case history workload or save a pdf file. System Response Step 2: System displays manpower hours for weekly and monthly case histories for each therapist. Screen shows pint or save to pdf Step 4: System exits to main menu upon completing user action.
Date: 3/24/2013 Version: 1 Case History Workload Reports HJ-07 High Requirements Analysis Management
Alternate Courses:
Alt-Step 4a: User presses print and system sends report to printer.
Alt-Step 4b: User presses save to pdf and system creates pdf report on users desktop. Conclusion: Post-Condition: Business Rules The use case concludes when report is printed or saved as a pdf. The system returns to the main menu. Only management may access case history workload.
Implementation Only .Only management has the case history workload on main screen.
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Constraints and Specifications Assumptions Open Issues N/A N/A
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Author: Date: 3/23/2013 Michael White Version: 1 Use-Case Type Use-Case Name View weekly billing hours Business Requirements: HJ-08 Use-Case ID High Priority Requirements Analysis Source Primary Business Management, Billing Services Actor Other Participating Auditing Services Actors Other Interested Stakeholders This describes the process of management to view weekly billing Description hours. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Weekly hours have finished for week requested This use case is initiated when a user selects the option to view weekly Trigger billing hours. Typical Course of Actor Action System Response Events Step 1: User selects the option Step 2: System opens the screen to view weekly billing hours Enter week to be viewed (MMDDYYYY) Step 3: User enters the week to be viewed in the appropriate format. Step 4: System returns summation of the requested weeks billable hours. System gives the option to print report, return to previous screen, or exit weekly billing hours. Step 6: System closes weekly billing hours and returns to main options screen
Step 5: User selects exit.
Alternate Courses:
Alt-Step 5a: User selects previous system returns to step 2.
Alt-Step 5b: User selects print system sends report to local printer and waits on current screen for user to select previous or exit.
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Conclusion:
The use case concludes when user has viewed or printed all the desired reports and selects exit. System returns to main options screen. Only management, Billing services, and Audit services can view weekly billing hours GUI to be provided for management and billing services from main options screen.
Implementation Constraints and Specifications Assumptions Open Issues
N/A N/A
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Author: Date: 3/23/2013 Michael White Version: 1 Use-Case Type Use-Case Name Enter new patient Business Requirements: HJ-09 Use-Case ID High Priority Requirements Analysis Source Primary Business Management Actor Other Participating Actors Other Interested Stakeholders This describes the process of management entering a new client into Description the system. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Patient does not exist in system. This use case is initiated when the user selects Enter new patient Trigger from main option screen. Typical Course of Actor Action System Response Events Step 1: User selects the option Step 2: System opens screen to to Enter new patient from main enter patients information: option screen. Last Name First Name Address Phone Insurance information With Verify and Exit options at the bottom of screen. Step 3: User enters the patient information and clicks Verify. Step 4: System verifies that the patient is not currently in the system and returns a summation of entered information with Submit and Edit at bottom of screen. Step 6: System stores the user information and returns patient added dialog box before returning to main option screen.
Step 5: User reviews information and clicks submit.
Alternate Courses:
Alt-Step 3a: User selects Exit system returns to main option screen.
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Alt-Step 4a: Patient information is already in the system, system returns Patient already exists dialog box and exits to main option screen.
Alt-Step 5a: User selects Edit, system returns to step 2 with previously entered information still in information fields to allow editing.
Conclusion:
The use case concludes when user clicks exit or successfully enters a new patient into the system. New user information is stored into the database. Only management can add a new patient into the system. GUI to be provided for management from main options screen.
N/A N/A
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Author: Date: 3/23/2013 Michael White Version: 1 Use-Case Type Use-Case Name Following week patient report Business Requirements: HJ-10 Use-Case ID High Priority Requirements Analysis Source Primary Business Therapist, Management Actor Other Participating Auditing Services Actors Other Interested Stakeholders This use-case describes a therapist case load of client on a weekly Description basis. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Weekly scheduling is complete. This use-case is initiated when the user selects Following week Trigger patient report from the main option screen. Typical Course of Actor Action System Response Events Step 1: User selects the option Step 2: System returns screen to to view following week patient request therapist ID of the report. therapists schedule the user wishes to view or Exit. Step 3: User enters the therapists ID. Step 4: System validates therapists ID and returns the schedule for that therapist. System gives the option to Print, Previous, Exit Step 6: System exits to main option screen.
Step 5: User views report and clicks exit.
Alternate Courses:
Alt-Step 2a: User selects exit, system exits to main options screen.
Alt-Step 4a: Therapist ID is invalid, system returns invalid therapist ID and returns to step 2.
Alt-Step 4b: User selects Print, system prints schedule and waits for
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user to select previous or exit.
Alt-Step 4c: User selects Previous, system returns to step 2.
Conclusion:
The use case concludes when user has viewed/printed all needed schedules and clicks exit. System returns to main options screen. Schedule can be viewed by any internal user. GUI to be provided for internal users from main options screen.
N/A N/A
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Author: Michael White Use-Case Name
Use-Case ID Priority Source Primary Business Actor Other Participating Therapist, End of Session Actors Other Interested Stakeholders This use-case describes the process of a veteran or management Description scheduling an appointment 4. User must be logged in into the system Precondition 5. User credentials meet security level to view information 6. Veteran and therapist must exist in the system. This use case is initiated automatically when a counseling session Trigger ends. Typical Course of Actor Action System Response Events Step 1: Veteran or therapist Step 2: System prompts veteran to ends the counseling session. schedule next appointment and provides a list of available dates and times. System provides a button to schedule later. Step 3: Veteran selects available Step 4: System returns a time from list and selects verification screen with options to schedule. verify appointment or edit.
Date: 3/23/2013 Version: 1 Automatically Schedule appointment HJ-11 High Requirements Analysis Veteran
Step 5: User verifies appointment.
Step 6: System updates schedule database, initiates timer for automated reminder system, and closes automated scheduler.
Alternate Courses:
Alt-Step 3a: Veteran selects option to schedule later, system closes.
Alt-Step 5a: Veteran selects to edit, system returns to step 2.
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Conclusion:
The use case concludes when user has scheduled and verified next appointment. System updates schedule database, initiates timer for automated reminder system. Scheduler must only initiate if veteran remains logged in after session. GUI to be provided to veteran after a session ends. GUI will automatically close after 2 minutes of inactivity to ensure patient does not remain logged in by prematurely leaving session room. N/A N/A
Post-Condition:
Business Rules Implementation Constraints and Specifications Assumptions Open Issues
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Use-Case ID Priority Source Primary Business Actor Other Participating Therapist Actors Other Interested Stakeholders This use-case describes the process of a management manually Description scheduling an appointment. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Veteran and therapist must exist in the system. This use case is initiated when user selects the manually schedule Trigger appointment from main options screen. Typical Course of Actor Action System Response Events Step 1: Management selects the Step 2: System requests the manually schedule appointment therapist ID. The system also option from main screen. offers an Exit option at the bottom of the screen. Step 3: Management enters therapist ID. Step 4: System returns a list of available appointment times for that therapist. System provides a Previous button to allow user to select a different therapist.
Date: 3/23/2013 Version: 1 Manually Schedule appointment HJ-12 High Requirements Analysis Management
Step 5: Management selects a time.
Step 6: System requests the patient ID of the patient that the appointment is for, and provides a previous and OK button. Step 8: System gives a verification screen with all information to be added to schedule database with the option to verify or edit. Step 10: System returns
Step 7: Management enters patient ID and selects OK.
Step 9: Management selects
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Alternate Courses:
Appointment has been scheduled dialog box, updates schedule database with new information, initiates automated reminder, and exits to main option screen. Alt-Step 3a: Managements selects exit, system exits to main screen. verify.
Alt-Step 4a: Management has entered an invalid ID, system returns invalid ID dialog box and returns to step 2.
Alt-Step 5a: Management selects previous, system returns to step 2.
Alt-Step 7a: Management selects previous, system returns to step 4.
Alt-Step 8a: Management enters invalid patient ID, system returns invalid ID dialog box and returns to step 6.
Alt-Step 9a: Management selects edit, system returns to step 2. Conclusion: The use case concludes when management has verified the appointment System updates schedule database, initiates timer for automated reminder system. Manual scheduler must only be accessible by management. Therapist will be granted partial management access to their schedules only. In this case their therapist ID will be permanent in step 2 preventing them from entering alternative therapists ID. GUI to be provided to management at main options screen.
Post-Condition:
Business Rules
Implementation Constraints and Specifications Assumptions
N/A
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Open Issues
N/A
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Use-Case ID Priority Source Primary Business Actor Other Participating Actors Other Interested Stakeholders This use-case describes the systems ability to send an email Description confirmation of appointment. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Weekly hours have finished for week requested This use case is triggered by the system clock 2 days prior to the Trigger veterans appointment. Typical Course of Actor Action System Response Events Step 1: System clock reaches 48 Step 2: System automatically sends hours prior to a scheduled reminder e-mail to patients with a appointment do not respond message stating the appointment time, therapists name, and patient name.
Date: 3/23/2013 Version: 1 E-mail Appointment Reminder HJ-13 Low Requirements Analysis Veteran, Time
Alternate Courses: Conclusion:
N/A The use case concludes when the system confirms a successful reminder has been sent. N/A Reminder must contain patient name, therapist name and appointment time only in order to mitigate any information leakage risk. No other patient information should be sent. System clock must me synced to ensure accurate timing of reminder.
Implementation Constraints and Specifications
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Assumptions Open Issues
N/A N/A
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Author: Date: 3/23/2013 Michael White Version: 1 Use-Case Type Use-Case Name Access Video Conference Business Requirements: HJ-14 Use-Case ID High Priority Requirements Analysis Source Primary Business Veterans, Therapist Actor Other Participating Actors Other Interested Stakeholders This use-case describes the processing using the video conferencing Description services for sessions. 1. Users must be existing therapists and patients. Precondition 2. Patient must have a scheduled appointment. This use case is initiated once both the therapist and patient are at their Trigger appropriate login screens. Typical Course of Actor Action System Response Events Step 1: Patient uses patient ID Step 2: System gives dialog box and password to log into the validating patient and system. appointment. Once appointment is validated, system sends request for therapist to join. System displays connecting screen to patient. Step 3: Therapist uses therapist ID and password to log into the system. Step 4: System verifies therapist credentials and connects therapist to the patient.
Alternate Courses:
Alt-Step 2a: Patient enters invalid credentials, system returns invalid credentials dialog box and returns to login screen.
Alt-Step 2b: Patient does not have an appointment scheduled, system returns No appointment scheduled dialog box.
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Alt-Step 4a: Therapist enters invalid credentials, system returns invalid credentials dialog box and returns to login screen.
Conclusion:
The use case concludes when either the therapist or the patient exits the counseling session. System returns to main login screen. Link between therapist and patient be secured. Sessions begin within 10 minutes of scheduled appointment. GUI is the default login screen on patient end and cannot change screens unless a successful login has been made. GUI is on therapists desktop at VA. N/A N/A
MIS 600 Capstone Author: Michael White Use-Case Name Use-Case ID Priority Source Primary Business Actor Other Participating Actors Other Interested Stakeholders Description Precondition Trigger Typical Course of Events Date: 3/23/2013 Version: 1
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Track billing hours

HJ-15 High Requirements Analysis Patient Billing services, Auditing services
This use-case describes the process of the system to tracking billing hours. 1. Patient is an existing patient 2. Patient has a valid scheduled appointment This use case is initiated when the patient logs into video conferencing system. Actor Action Step 1: Patient logs into video conferencing system System Response Step 2: Video system triggers system clock to start tracking the number of minutes for the meeting. Step 4: System stops tracking minutes. System stores total minutes of session into billing database under patients billing information.
Step 3: Patient exits video conferencing session
Alternate Courses:
Conclusion: Post-Condition: Business Rules
The use case concludes when patient exits video conference session. System stores the session length in minutes into billing database. Session lengths are rounded to nearest minute, and visible only to billing services, auditing services, and management. This use-case should be invisible to the user.
N/A N/A
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Author: Date: 3/23/2013 Michael White Version: 1 Use-Case Type Use-Case Name Enter new patient Business Requirements: HJ-17 Use-Case ID High Priority Requirements Analysis Source Primary Business Management Actor Other Participating Actors Other Interested Stakeholders This describes the process of management entering a new client into Description the system. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Patient does not exist in system. This use case is initiated when the user selects Enter new patient Trigger from main option screen. Typical Course of Actor Action System Response Events Step 1: User selects the option Step 2: System opens screen to to Enter new patient from main enter patients information: option screen. Last Name First Name Address Phone Insurance information With Verify and Exit options at the bottom of screen. Step 3: User enters the patient information and clicks Verify. Step 4: System verifies that the patient is not currently in the system and returns a summation of entered information with Submit and Edit at bottom of screen. Step 6: System stores the user information and returns patient added dialog box before returning to main option screen.
Step 5: User reviews information and clicks submit.
Alternate Courses:
Alt-Step 3a: User selects Exit system returns to main option screen.
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Alt-Step 4a: Patient information is already in the system, system returns Patient already exists dialog box and exits to main option screen.
Alt-Step 5a: User selects Edit, system returns to step 2 with previously entered information still in information fields to allow editing.
Conclusion:
The use case concludes when user clicks exit or successfully enters a new patient into the system. New user information is stored into the database. Only management can add a new patient into the system. GUI to be provided for management from main options screen.
N/A N/A
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Author: Date: 3/23/2013 Michael White Version: 1 Use-Case Type Use-Case Name Following week patient report Business Requirements: HJ-18 Use-Case ID High Priority Requirements Analysis Source Primary Business Therapist, Management Actor Other Participating Auditing Services Actors Other Interested Stakeholders This use-case describes a therapist case load of client on a weekly Description basis. 1. User must be logged in into the system Precondition 2. User credentials meet security level to view information 3. Weekly scheduling is complete. This use-case is initiated when the user selects Following week Trigger patient report from the main option screen. Typical Course of Actor Action System Response Events Step 1: User selects the option Step 2: System returns screen to to view following week patient request therapist ID of the report. therapists schedule the user wishes to view or Exit. Step 3: User enters the therapists ID. Step 4: System validates therapists ID and returns the schedule for that therapist. System gives the option to Print, Previous, Exit Step 6: System exits to main option screen.
Step 5: User views report and clicks exit.
Alternate Courses:
Alt-Step 2a: User selects exit, system exits to main options screen.
Alt-Step 4a: Therapist ID is invalid, system returns invalid therapist ID and returns to step 2.
Alt-Step 4b: User selects Print, system prints schedule and waits for
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user to select previous or exit.
Alt-Step 4c: User selects Previous, system returns to step 2.
Conclusion:
The use case concludes when user has viewed/printed all needed schedules and clicks exit. System returns to main options screen. Schedule can be viewed by any internal user. GUI to be provided for internal users from main options screen.
N/A N/A
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7. MS Project Plan
Task Name
Hardware and Software Implementation Project (VA System) Scope Determine project scope Secure project sponsorship Define preliminary resources Secure core resources Scope complete Analysis/Hardware and Software Requirements Conduct needs analysis Draft preliminary software specifications Draft preliminary hardware specifications Develop preliminary budget Review software specifications/budget with team Review hardware specifications/budget with team Incorporate feedback on software and hardware specifications Develop delivery timeline Obtain approvals to proceed (concept, timeline, budget) Secure required resources Analysis complete Design Review preliminary software specifications Review preliminary hardware specifications Develop functional specifications Review functional specifications Incorporate feedback into functional specifications Obtain approval to proceed Develop software system Develop database Design complete Implementation Project kick off meeting Identify possible locations Assign development staff Procure hardware and software Implement system Implementation complete
MIS 600 Capstone Testing/Intergration Testing Develop unit test plans using product specifications Develop integration test plans using product specifications Unit Testing Review coding Test component modules to product specifications Identify anomalies to product specifications Modify coding Re-test coding Unit testing complete Network Integration Testing Test module integration Compare network usage to baseline Identify anomalies to specifications Address network anomalies Network integration testing complete Training Develop training specifications for end users Develop training specifications for helpdesk support staff Identify training delivery methodology (computer based training, classroom, etc.) Develop training materials Finalize training materials Develop training delivery mechanism Training materials complete Maintenance Create software maintenance team Create hardware maintenance team Update user manuals Fresher trainings Update help documentation Continuous feedback from users for improvement Pilot Finalize location Develop software delivery mechanism Install/deploy hardware and software Obtain user feedback Evaluate testing information Pilot complete Post Implementation Review
59
MIS 600 Capstone Document lessons learned Distribute to team members Post implementation review complete Hardware and software development template complete
60
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8. Data and Entity Models 8.1 Context Data Flow Model
March 30, 2013

Veteran
Context Data Model

Schedule Appointments Therapist
Case History
Management
Prescirption History
Billing Reports
Acounting
Pharmacist
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8.2 Key-Based Data Model
March 30, 2013
Key-Based Data Model
Veteran PK Client ID
Schedule Appointments PK,FK1 PK,FK2 Client ID Employee ID Therapist PK,FK1 PK,FK1 Client ID Employee ID
Case History Management PK Employee ID PK,FK1,FK2 PK,FK1 Employee ID Client ID
Prescirption History PK,FK1,FK2 PK,FK1,FK3 Employee ID client ID
Billing Reports PK,FK1,FK2 Employee ID PK
Acounting Employee ID Pharmacist PK Employee ID
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8.3 Fully-Attributed Data Model
March 30, 2013

Veteran PK Client ID First Name Last Name Branch of Service email address
Fully-Attributed Data Model

Schedule Appointments PK,FK2 PK,FK1 Employee ID Client ID Date Time Veteran email address Case History PK,FK1,FK2 PK,FK1 PK,FK1 Employee ID client Id therapist ID First Name Last Name Notes Date of Appoinment Prescirption History PK,FK1,FK1 PK,FK1,FK2 Employee ID client Id Name of Drug Date Issued Refill date Date Filled Quantity of Drug Instructions to Customer Acounting PK Employee ID First Name Last Name license number Pharmacist PK,FK1 PK,FK1 client Id Employee ID First Name Last name License Therapist PK,FK1 PK,FK1 PK Client ID Employee ID Therapist ID First Name Last Name License
Management PK Employee ID First Name Last Name Security Id Level
Billing Reports PK,FK2 Employee ID weekly billing hours time for individual session monthly billing hours client id client billing hours
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9. Data Flow Diagrams 9.1 Context Data Flow Diagram
March 19, 2013
Veteran Tele-Health Context Data Flow Diagram
Veteran
Time
Billing Services
Automatically Schedule appointment
Send appointment reminder View next week patient report
Therapist
Access Video conference View billing hours
Manually schedule appointment
Manually change schedule/billing hours
Veterans Tele-Health System
Access Video Conference
View/update Case History View/update patient Rx file
View audit report
View next weeks patient report View Case Work Load
Audit Services
Management
View weekly Billing Hours View Case History View Monthly Billable hours Automatically schedule appointment View patient Rx file End of Counseling Session
Pharmacist
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9.2 Functional Decomposition Diagram
March 30, 2013
Functional Decomposition Diagram
Scheduling Subsystem
Accounting Subsystem
Medical Record Subsystem
Video Conferencing Subsystem
Process Appointment Schedules
Track Billable Hours
Process Patient Medical Records
Access Video Conference Counseling Session
Generate Next Weeks Patient Reports
Generate Billable Hours Report
Process Patient Rx Records
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9.3 Event-Response / Use-Case List

Actor Pharmacist, Therapist, Management, Veteran Event (use-case) View Patient Rx Records Trigger Inquiry of a specified patients current prescription list Response Generates report showing the patients prescriptions from PRESCRIPTION HISTORY database. System updates patient PRESCRIPTION HISTORY database. Generates report of patient's complete case history from CASE HISTORY database. If update occurs, system updates Notes in CASE HISTORY database. Generates report showing complete medical record for specified patient from VETERAN, CASE HISTORY and PRESCRIPTION HISTORY databases. System updates CASE HISTORY database for specified patient System generates report showing up to 5 years of patient's case history from CASE HISTORY database. System creates new client ID in VETERAN database and stores the new patient information into the database.
Therapist
Update Patient Rx Records
Therapist prescribes medication Inquiry to view a specified patient's case history notes(Therapist has the option to update)
Therapist, Management
View/update Patient Case History Notes
Management, Therapist
View Patient Medical Records
Inquiry to view patient's complete medical record
Update Patient Medical Records Compile Patient Case History
Patient medical conditions are evaluated Management queries an overview of patient case history
Management
Management
Enter New Patient
New patient acquired
MIS 600 Capstone Therapist Generate Therapist Patient Schedule for Following Week Inquiry from therapist for next weeks patient schedule
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System retrieves following week schedule from SCHEDULE APPOINTMENT database and returns veteran information and appointment times for appointments that match their Client ID in THERAPIST database.
Management
Generate Complete CBOC Schedule for Following Week
Inquiry for following weeks schedule
Generates report showing all following weeks schedule in SCHEDULE APPOINTMENT database Updates SCHEDULE APPOINTMENT database with the information the veteran has selected Updates SCHEDULE APPOINTMENT database with the information the manager or therapist enters
Veteran
Automatically Schedule Appointment
Closing of video counseling session
Manually Schedule Appointment
New appointment needs to be added
Management
Manually Change Appointment
When appointment exists but time/date needs to be modified
Queries SCHEDULE APPOINTMENT database to return any scheduled appointments for a specified patient. Updates SCHECULE APPOINTMENT database with new time/date Generates report from BILLING REPORTS database showing total billable hours
Billing Services, Management, Auditing Services
Generate Monthly Billable Hours Report
Inquiry to view billable hours
MIS 600 Capstone Billing Services, Management, Auditing Services Generate Per Patient Billable Hours Report Inquiry for specific patient's billable hours
68
Generates report from BILLING REPORTS database showing billable hours for specified patient Updates BILLING REPORTS database with new billable hours info provided by management System sends e-mail reminder to patient who's Client ID matches the scheduled appointment in SCHEDULE APPOINTMENT database
Management
Manually Change Billable Hours
Billable hours in system are not accurate
Veteran, Time
Send e-mail Reminder of Appointment
System clock reaches 48 hours prior to a scheduled appointment
N/A
Track/Store Session Minutes
Veteran and Therapist begin a video counseling session.
System tracks minutes of session until either the therapist or veteran exits the session. Total minutes of session are saved to BILLING REPORTS database
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9.4 Event Decomposition Diagram
March 30, 2013
Event Decomposition Diagram

Scheduling Subsystem
Accounting Subsystem
Video Conferencing Subsystem
Generate Next Weeks Patient Reports
Process Appointment Schedules
Generate Billable Hours Report
Access Video Conference Counseling Session
Page 2 Track/Store Session Minutes
Generate Monthly Billable Hours Report
Generate Per Patient Billable Hours Report
Manually Change/ Add Appointment
Send Appointment Reminder
Generate Therapist Patient Schedule for Following Week
Generate Complete CBOC schedule for Following Week
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March 30, 2013
Event Decomposition Diagram
View/Update Patient Case History Notes
View Patient Medical Records
Update Patient Medical Records
Compile Patient Case History
Enter New Patient
View Patient Rx Records
Update Patient Rx Records
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9.5 External Event Diagrams 9.5.1 Generate Next Weeks Patient Reports
April 6, 2013
Exter nal Event Diagr am Gener ate Next Weeks Patient Repor ts
Case Histor y
Requested Repor t Info Ther apist
Histor y Info
Veter an
Select Request Select Request Gener ate Next Weeks Patient Repor ts
Patient Info
Pr escr iption Histor y Info Management Requested Repor t Info Pr escr iption Histor y
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9.5.2 Generate Therapist Patient Schedule
April 6, 2013
Exter nal Event Diagr am Gener ate Ther apist Patient Schedule
Requested Repor t Info Ther apist Schedule Appointment
Appointment Info
Select Request Gener ate Ther apist Patient Schedule for Following Week Patient Info
Veter an
Ther apist Ther apist Info
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9.5.3 Generate Complete CBOC Schedule
Mar ch 30, 2013
Exter nal Event Diagr am Gener ate Complete CBOC Schedule
Requested Repor t Info Ther apist Schedule Appointment
Appointment Info
Select Request Select Request Gener ate Complete CBOC Scheduling for the Following Week Patient Info Veter an
Ther apist Info
Management
Requested Repor t Info Ther apist
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9.5.4 Process Appointment Schedule
Mar ch 30, 2013
Exter nal Event Diagr am Pr ocess Appointment Schedule
Appointment confir mation Patient
Request Schedule
Schedule Appointment
Appointment Info
Appointment Info Input Request Pr ocess Appointment Schedule Patient Info
Case Histor y
Veter an Ther apist Info
Ther apist
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9.5.5 Automatically Schedule Appointment
Mar ch 30, 2013
Exter nal Event Diagr am Automatically Schedule Appointment
Request Schedule Appointment Info
Appointment Info Patient Input Request Automatically Schedule Appointment Patient Info
Case Histor y
Veter an
Scheduled Appointment
Ther apist Info
Ther apist
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9.5.6 Manually Schedule Appointment
Mar ch 30, 2013
Exter nal Event Diagr am Manually Schedule Appointment
Request Schedule Appointment Info Schedule Appointment
Appointment Info Case Histor y
Patient
Input Request Manually Schedule Appointment Scheduled Appointment
Patient Info Veter an Ther apist Info
Ther apist Input Request
Ther apist Scheduled Appointment
MIS 600 Capstone
77
9.5.7 Manually Change/Add Appointment
Mar ch 30, 2013
Exter nal Event Diagr am Manually Change/Add Appointment
Schedule Info Appointment Info Schedule Appointment
Appointment Info
Case Histor y
Patient
Input Change/Add Request Manually Change/Add Appointment
Patient Info Veter an Ther apist Info
Change/Add Appointment Info
Ther apist Change/Add Appointment Info
Ther apist
MIS 600 Capstone
78
9.5.8 Send Appointment Reminder
Mar ch 30, 2013
Exter nal Event Diagr am Send Appointment Reminder
Schedule Info Appointment Info Schedule Appointment
Appointment Info
Case Histor y
Patient
Appointment Reminder Info
Send Appointment Reminder
Patient Info Veter an
Ther apist Info
Ther apist
MIS 600 Capstone
79
9.5.9 Generate Billable Hours
Mar ch 30, 2013
Exter nal Event Diagr am Gener ate Billable Hour s
Accounting
Accounting Info Ther apist Input Hour s Request Gener ate Billable Hour s Ther apist Info Ther apist Patient Info Veter an Select Request Billing Info Billing Repor ts
Input Hour s Request Info
Accounting
Input Hour s Request Info
MIS 600 Capstone
80
9.5.10 Generate Monthly Billable Hours Report
Mar ch 30, 2013
Exter nal Event Diagr am Gener ate Monthly Billable Hour s Repor t
Accounting
Accounting Info Ther apist Input Hour s Gener ate Monthly Billable Hour s Patient Info Veter an Ther apist Info Ther apist
Select Request
Management Info
Management
Management Billing Request Info Billing Info Billing Repor ts
Select Request
Accounting Billing Request Info
MIS 600 Capstone
81
9.5.11 Generate Per Patient Billable Hours
Mar ch 30, 2013
Exter nal Event Diagr am Gener ate Per Patient Billable Hour s
Input Hour s
Accounting
Ther apist
Accounting Info Billing Request Info Patient Info Veter an Ther apist Info Ther apist Management
Gener ate Per Patient Billable Hour s
Select Request
Management Info
Management
Billing Request Info
Billing Info Select Request
Billing Repor ts
Accounting
Billing Request Info
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82
9.5.12 Manually Change Billable Hours
Mar ch 30, 2013
Exter nal Event Diagr am Manually Change Billable Hour s
Accounting
Accounting Info Input Change in Billable Hour s Management Billing Change Info Manually Change Billable Hour s Patient Info Veter an Ther apist Info Ther apist
Management Info
Management
Billing Change Info
Billing Repor ts
MIS 600 Capstone
83
9.5.13 Track Billing Hours
Mar ch 30, 2013
Exter nal Event Diagr am Tr ack Billable Hour s
Select Request
Accounting
Ther apist
Accounting Info Tr ack Billable Request Info Patient Info Veter an Ther apist Info Ther apist Management
Tr ack Billable Hour s
Select Request
Management Info
Management
Tr ack Billable Request Info
Tr acking Billable Info Select Request
Billing Repor ts
Accounting
Tr ack Billable Request Info
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9.5.14 Track/Store Session Minutes
Mar ch 30, 2013
Exter nal Event Diagr am Tr ack/Stor e Session Minutes
This event is a inter nal automated pr ocess
Patient Info Tr ack/Stor e Session Minutes Ther apist Info
Veter an
Ther apist
Stor ing Session Minutes
Billing Repor ts
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85
9.5.15 Process Patient Rx Records

Exter nal Event Diagr am Pr ocess Patient Rx Recor ds
April 6, 2013
Update Recor d
Case Histor y
Veter an
Patient Info Select Request Pr ocess Patient Rx Recor ds
Pr escr iption Histor y Info Ther apist
Update Rx Recor d
Pr escr iption Histor y
Select Request
Select Request Management Phar macist
MIS 600 Capstone
86
9.5.16 View Patient Rx Records

Exter nal Event Diagr am View Patient Rx Recor ds
April 6, 2013
Requested Patient Recor ds Veter an
Veter an
Select Request Select Request View Patient Rx Recor ds
Patient Info
Pr escr iption Histor y Info Ther apist Requested Patient Recor ds Pr escr iption Histor y
Requested Patient Recor ds Select Request
Requested Patient Recor ds Management
Select Request Phar macist
MIS 600 Capstone
87
9.5.17 Update Patient Rx Records
Apr il 6, 2013
Exter nal Event Diagr am Update Patient Rx Recor ds
Input Update
Case Histor y Info Ther apist Input Request Update Patient Rx Recor ds Update Recor d Ther apist Info Input Request Patient Info
Case Histor y
Veter an
Ther apist Phar macist Update Recor d
MIS 600 Capstone
88
9.5.18 Process Patient Medical Records

Exter nal Event Diagr am Pr ocess Patient Medical Recor ds
April 6, 2013
Update Recor ds
Case Histor y
Veter an
Patient Info Select Request Pr ocess Patient Medical Recor ds
Pr escr iption Histor y Info Ther apist
Update Recor ds
Select Request
Select Request Management Phar macist
MIS 600 Capstone
89
9.5.19 View/Update Patient Case History Notes
April 6, 2013
Exter nal Event Diagr am View/Update Patient Case Histor y Notes
Update Notes Update Notes View/Update Patient Case Histor y Notes Histor y Info Case Histor y
Ther apist
View Updated Notes
Update Notes
View Updated Notes Management
MIS 600 Capstone
90
9.5.20 View Patient Medical Records

Exter nal Event Diagr am View Patient Medical Recor ds
April 6, 2013
Veter an
Patient Info Select Request View Patient Medical Recor ds
Pr escr iption Histor y Info Ther apist Request Medical Recor ds Pr escr iption Histor y
Histor y Info Select Request
Case Histor y
Request Medical Recor ds Management
MIS 600 Capstone
91
9.5.21 Update Patient Medical Records

Exter nal Event Diagr am Update Patient Medical Recor ds
April 13, 2013
Veter an
Patient Info Request to Update Update Patient Medical Recor ds
Ther apist Info Ther apist Ther apist
Update Recor ds
Case Histor y
MIS 600 Capstone
92
9.5.22 Compile Patient Case History

Exter nal Event Diagr am Compile Patient Case Histor y
April 6, 2013
Veter an
Select Request Requester Repor t Info Compile Patient Case Histor y
Patient Info
Management
Ther apist Info
Ther apist Select Request
Histor y Info Case Histor y
Ther apist
Requester Repor t Info
MIS 600 Capstone
93
9.5.23 Enter New Patient

Exter nal Event Diagr am Enter New Patient
April 6, 2013
Select Request Management
Enter New Patient
New Patient Info
Veter an
Select Request
Ther apist
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94
10. Process Model 10.1 Data Flow Diagram (DFD)

March 31, 2013
Data Flow Diagram

Appointment Info Requested Report Info Select Request Appointment Info Appointment Info History Info
Case History
Therapist
Request Report Info Schedule Appointment Select Request
Generate Next Week Patient Reports
Patient Info
Patient Info Select Request Patient Info Requested Report Info
Patient Info
Veteran
Prescription History Info Change/Add Appointment Info
Management
Requested Report Info
Appointment Info
Select Patient InfoRequest
Generate Therapist Patient Schedule for Following week

Appointment Info Appointment Info Appointment Info
Patient Info Prescription History
Select Request
Generate Complete CBOC Scheduling for the Following week
Patient Info
Therapist Info Input Request
Patient
Schedule Appointment Schedule Appointment Appointment Confirmation Change Add Appointments Request Schedule Request Schedule Patient Info Schedule Info Schedule Info
Appointment Info Request schedule
Therapist Info
Input Request
Process Appointment Schedule
Appointment Info
Input Request
Therapist Info Appointment Reminder Info Therapist Info
Therapist
Therapist Info Input Request
Patient Info
Appointment Info
Therapist Info Input Change/Add request
Manually Change/Add Appointment
Appointment Info
Appointment Info
Email Appointment Reminder

Input Hours Request Info
Therapist Info
Patient Info
Billing Reports
Billing Info Select Request Therapist Info Input Hours Request Select Request Input Hours Request Info Billing Info Patient Info Accounting Info Counting Session Minutes
Track Billable Request Info
Accounting Generate Billable Hours
Accounting
Accounting Info Management Info Select Request
Management
Select Request Input Hours Billing Request Info
Therapist Info
Accounting Info Management Info Billing Change Info
Generate Monthly Billable hours report
Track Store Session Minutes
Accounting Info
Therapist Info Management Info
Billing Change Info Input Change in Billable hours Billing Request Info
Patient Info
Therapist Info
Select Request
Patient Info
Select Request
Track Billable Request Info Select Request

Therapist Info
Tracking Billing Info
Billing Requirements
Billing Request Info Input Hours Select Request
Patient Info
Management Info Billing Info Therapist Info
Generate Per Patient Billable hours
Accounting Info
MIS 600 Capstone
95
11. System Alternative Assessment 11.1 System Alternatives

Characteristics Candidate 1 Off Shelf Video Conferencing (Citrix) Database developed in house Portion of System Computerized Brief description of that portion of the system that would be computerized in this candidate. 100% Video conferencing DB storage Producing Reports Scheduling Appointments Track billable hours Track billable hours Process Patient Records Process Patient Records Benefits Brief description of the business benefits that would be realized for this candidate. Less expensive build costs for the video conferencing software system More control and customization of database and reports generated for the user. Faster setup, testing, and implementation of video conferencing system. Increased security with DB A better fit for the organizations needs and greater customization Better control for future software improvements, and a faster response time for hardware and software issues The in-house process ensures all of the required features Increased security with both video application and DB Less expensive all around because less time acquiring, testing, and implementing software and hardware Access is already installed on users computer systems Integration of total system would have less impact and testing of software and hardware on the network for the DB and video conferencing Process Patient Records 100% Video conferencing DB storage Producing Reports Scheduling Appointments Candidate 2 Developed in-house Candidate 3 Off Shelf Video Conferencing (Citrix) Off shelf Database (Access) 100% Video conferencing DB storage Producing Reports Scheduling Appointments Track billable hours
Servers and
We will be utilizing the VA
We will be utilizing the
We will be utilizing the VA
MIS 600 Capstone

Workstations A description of the servers and workstations needed to support this candidate. Software Tools Needed Software tools needed to design and build the candidate (e. g., database management system, emulators, operating systems, languages, etc.). Not generally applicable if applications software packages are to be purchased. Application Software A description of the software to be purchased, built, accessed, or some combination of these techniques. Method of Data Processing Generally some combination of: on-line, batch, deferred batch, remote batch, and realtime. servers and VoIP PBX hardware that is currently installed VA servers and VoIP PBX hardware that is currently installed
96
servers and VoIP PBX hardware that is currently installed
ASP.Net C# Oracle Database
ASP.NET C# MS Silverlight Oracle Database
Software video conference software is to be purchased and Microsoft Access is already installed on clients computers.
Citrix video conferencing software is highly stable and secure video conferencing software.
The video conferencing application software and DB will be developed by 4 Guys Consulting Web based Client w/ server model for the video conferencing Internet capability Real-time information provided to both Therapist and patients
Citrix video conferencing software is highly stable and secure video conferencing software.
Web based Client w/ server model for the video conferencing Internet capability Real-time information provided to both Therapist and patients
Web based Client w/ server model for the video conferencing Internet capability Real-time information provided to both Therapist and patients
Output Devices and Implications A description of output devices that would be used, special output requirements, (e.g. network, preprinted forms, etc.), and output considerations (e.g.,
Online display of information requires a secured VPN connection Reports are available for Therapists, Managers, Pharmacists, and Accounting department
Online display of information requires a secured VPN connection Reports are available for Therapists, Managers, Pharmacists, and Accounting
Online display of information requires a secured VPN connection Reports are available for Therapists, Managers, Pharmacists, and Accounting department
MIS 600 Capstone

timing constraints). Input Devices and Implications A description of Input methods to be used, input devices (e.g., keyboard, mouse, etc.), special input requirements, (e.g. new or revised forms from which data would be input), and input considerations (e.g., timing of actual inputs). Storage Devices and Implications Brief description of what data would be stored, what data would be accessed from existing stores, what storage media would be used, how much storage capacity would be needed, and how data would be organized. Keyboard Mouse IP camera Scanner Monitor department Keyboard Mouse IP camera Scanner Monitor Keyboard Mouse IP camera Scanner Monitor
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Data that will be stored will be the video conferencing notes, tracking and generating billable hours, medical records and scheduling appointments We will be using the VA Hospitals current storage infrastructure We would organize the data by separating data by functional use (separate top level folders for appointments, billing and medical records). It will make it easier to permit or deny access based on clearly-defined security groups
Data that will be stored will be the video conferencing notes, tracking and generating billable hours, medical records and scheduling appointments We will be using the VA Hospitals current storage infrastructure We would organize the data by separating data by functional use (separate top level folders for appointments, billing and medical records). It will make it easier to permit or deny access based on clearlydefined security groups
Data that will be stored will be the video conferencing notes, tracking and generating billable hours, medical records and scheduling appointments We will be using the VA Hospitals current storage infrastructure We would organize the data by separating data by functional use (separate top level folders for appointments, billing and medical records). It will make it easier to permit or deny access based on clearly-defined security groups
11.2 Feasibility Analysis

Feasibility Criteria 11.2.1 Operational Feasibility Wt. 30% Candidate 1 The system would provide a solid video conferencing platform and a Candidate 2 Candidate 3 will meet all specifications Candidate 3 The system would provide a solid video conferencing platform
MIS 600 Capstone

Functionality. A description of to what degree the candidate would benefit the organization and how well the system would work. customizable DB. The report generation and GUI can be tailored to meet the VAs needs.
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and a customizable DB. The report generation and GUI can be tailored to meet the VAs needs. There would also be less of a need for contractors to be hired on for long term maintenance of system.
Score: 200
Score: 200 Score: 200
Political. A description of how well received this solution would be from user management, user, and organization perspective.
Management would approve of the lower costs by using some of the shelf products. Users would not see a big difference between any of the solutions. VA IT specialists may not like a DB built by contractors because of security reasons.
May be difficult to update to newer technology in the future Risk of higher costs Time consuming The VA Hospital may need to hire more IT technicians
Management would approve of the shorter implementation and test phase at lower costs. Users would not see a big difference between any of the solutions. VA IT specialists would like the ability to maintain security over the systems components.
Score: 50 11.2.2 Technical Feasibility Technology. An 30% Candidate 1 will have mature and stable video conferencing software with leading industry
Score: 25 Candidate 2 will require 4 Guys Consulting to build the new components to the
Score: 100 Candidate 3 will have a mature and stable video conferencing software package and a stable
MIS 600 Capstone

assessment of the maturity, availability (or ability to acquire), and desirability of the computer technology needed to support this candidate. Expertise. An assessment to the technical expertise needed to develop, operate, and maintain the candidate system. security features. The DB will require 4 Guys Consulting to build from the ground up. Candidate 1 will require contract with Citrix for long term maintain and services and a contract with 4 Guys Consulting for maintenance of the DB. existing IT infrastructure Candidate 2 will require IT staff with the knowledge to maintain the new portion of the system. Currently, the VA Hospital already has a few technicians that are capable of supporting the new and existing system DB platform for the solution.
99
Candidate 3 will require very little expertise after initial setup. Long term maintenance would in form of a contract with Citrix and several people trained in Access DB management at the VA.
Score: 80 Score: 100 11.2.3 Economic Feasibility Cost to develop: 3.4 years Payback period (discounted): $35,330 Net present value: ($22,075) $101,372 4.81 years 1.6 years 30% $45,000.00 $65,0000.00 $40,000.00 Score: 200
Detailed calculations:
Score: 190
Score: 125
Score: 300
11.2.4 Schedule Feasibility An assessment of how long the solution will take to
10%
For the entire concept, build and install is six months.
For the entire concept, build and install is approximately six months
For the entire concept, build and install is six months.
MIS 600 Capstone

design and implement. Score: 90 Ranking: 100 % 630/1000 Score: 90 520/1000 Score: 90 890/1000
100
11.3 System Alternative Selection A System Alternative Selection comprises of a comprehensive gathering and review of information regarding perspective solution for the system. This process breaks down the system into components to measure and analyze for suitability of the clients needs. Utilizing a weighted measurement system, a score for each solution is calculated. These scores give an overall picture of the best fit solution for the Veterans Affairs (VA). Operational feasibility is the ability of the system to meet the need operational needs of the VA. . Technical feasibility refers to the capability of current technology and methods of operation. Economic feasibility refers to the costs of developing and implementing the system. Schedule feasibility was conducted to determine the scheduling needs for each solution. Each candidate also has its benefits and drawbacks with meeting the needs to the VA. After considering all the factors, an off the shelf solution for the video conferencing and building an Access database proved to be the best method to meet the needs of the VA. Although the other solutions provided more customization, the technical and economic feasibility of the off the shelf solution outperformed the other options. Therefore, purchasing Citrix software to provide the video conferencing and 4 Guys consulting to build an Access database is the best solution for the VA.
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11.3.1 Candidate 1 Off the Shelf Video Conferencing with DB Developed In-house
Cost-Benefit Analysis Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Initial Costs
($45,000)
Maintenance
($38,000)
($33,000)
($28,000)
($23,000)
($18,000)
Discount Rate 14.0% Discounted Costs (Present Value) Cumulative Costs (Present Value)
1.000
0.877
0.769
0.675
0.592
0.519
($45,000)
($33,333)
($25,392)
($18,899)
($13,618)
($9,349)
($45,000)
($78,333) ($103,726) ($122,625) ($136,243) ($145,591)
Benefit Revenue
$0
$40,000
$47,000
$55,000
$62,000
$69,000
Discount Rate 14.0% Discounted Benefits (Present Value) Cumulative Benefits (Present Value)
1.000
0.877
0.769
0.675
0.592
0.519
$0
$35,088
$36,165
$37,123
$36,709
$35,836
$0
$35,088
$71,253
$108,376
$145,085
$180,922
Cost-Benefit Benefit-Cost
($45,000)
($43,246)
($32,473)
($14,249)
$8,842
$35,330
Payback Period
$14,249
$23,091
Payback
3.62 Years
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Return-on-Investment
$35,330
/ /
$145,591 5 Years
ROI
4.85%
Net Present Value
$180,922
($145,591)
NPV
$35,330
Year 0 1 2 3 4 5 Payback =
Payback Analysis Benefit Cost 0 ($45,000) $40,000 ($38,000) $47,000 ($33,000) $55,000 ($28,000) $62,000 ($23,000) $69,000 ($18,000)
Net ($45,000) ($43,000) ($29,000) ($2,000) $37,000 $88,000
3.40
years
11.3.2 Candidate 2 Video Conferencing and DB Developed In-house

Initial Costs
($65,000)
Maintenance
($50,000)
($43,000)
($36,000)
($34,000)
($32,000)
Discount Rate 14.0% Discounted Costs (Present Value)
1.000
0.877
0.769
0.675
0.592
0.519
($65,000)
($43,860)
($33,087)
($24,299)
($20,131)
($16,620)
Cumulative Costs (Present Value)
($65,000)
($108,860 )
($141,947 )
($166,246)
($186,376 )
($202,996 )
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Benefit Revenue
$0
$40,000
$47,000
$55,000
$62,000
$69,000
1.000
0.877
0.769
0.675
0.592
0.519
$0
$35,088
$36,165
$37,123
$36,709
$35,836
$0
$35,088
$71,253
$108,376
$145,085
$180,922
($65,000)
($73,772)
($70,694)
($57,870)
($41,291)
($22,075)
Payback Period
$57,870
$16,578
Payback
6.49 Years
($22,075)
/ /
$202,996 5 Years
ROI
-2.17%
Net Present Value
$180,922
($202,996)
NPV
($22,075)
Benefit 0 $40,000 $47,000 $55,000 $62,000 $69,000
Cost ($65,000) ($50,000) ($43,000) ($36,000) ($34,000) ($32,000)
Net ($65,000) ($75,000) ($71,000) ($52,000) ($24,000) $13,000
4.81
years
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11.3.3 Candidate 3 Off the Shelf Video Conferencing with off the shelf DB
Initial Costs
($40,000)
Maintenance
($15,000) ($13,000) ($11,000)
($9,000)
($7,000)
Discount Rate 14.0% Discounted Costs (Present Value) Cumulative Costs (Present Value)
1.000
0.877
0.769
0.675
0.592
0.519
($40,000)
($13,158) ($10,003)
($7,425)
($5,329)
($3,636)
($40,000)
($53,158) ($63,161) ($70,586) ($75,914) ($79,550)
Benefit Revenue
$0
$40,000
$47,000
$55,000
$62,000
$69,000
1.000
0.877
0.769
0.675
0.592
0.519
$0
$35,088
$36,165
$37,123
$36,709
$35,836
$0
$35,088
$71,253
$108,376
$145,085
$180,922
($40,000)
($18,070)
$8,092
$37,790
$69,171
$101,372
Payback Period
($37,790)
$31,380
Payback
1.80 Years
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$101,372
/ /
$79,550 5 Years
ROI
25.49%
Net Present Value
$180,922
($79,550)
NPV
$101,372
Payback Analysis Benefit Cost Net 0 ($40,000) ($40,000) $40,000 ($15,000) ($15,000) $47,000 ($13,000) $19,000 $55,000 ($11,000) $63,000 $62,000 ($9,000) $116,000 $69,000 ($7,000) $178,000
1.60
years
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12. Technical Requirements and Assumptions 12.1 General Overview 4Guys consulting has elected to implement the new tele-health system via an off the shelf selection for both the database system and video conferencing system. Due to the fact that this is a pilot program, the new system will run in parallel with existing software in use at the CBOC but will not directly interact with existing software. The new system will utilize the VAs existing infrastructure and storage farms to avoid the need for any hosted services that would decrease the ROI of the project. The VA currently uses a centralized data farm which will allow the VA IT staff to quickly address any needed maintenance of the new system. The selection of the database was largely influenced by the current databases within the VA. By matching software choices with current systems, the VA IT staff will require very little training to maintain the new system. Because the project is a pilot that will only be utilized at a single location, impact to existing storage and networks will see little to no impact from the increased load of the new system. If the system goes live to all CBOC locations the VA will likely see better performance of the database system by decentralizing this portion of the system which would mitigate network delays in storing and retrieving files. By selecting an off the shelf database system that is currently in use for other areas of the VA and using the current infrastructure, the security measures that are already in place for existing systems will encompass the new system. These security measures (as defined by HIPPA) are both timely and costly to implement from the ground up. The selection of candidate C allows for quick security integration, with the project only needing to focus on the video
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conferencing security aspect. Utilization of the current infrastructure also allows the new system to take advantage of the existing backup and disaster recovery plans that are already in place at the VA, which include a complete data farm backup at a secondary location. 12.2 Facilities The new system will run on a virtual network built on top of the existing architecture that currently connects the CBOC to the local VA. It will utilize the VoIP PBX that is already installed at both locations, along with VPN connections between both locations. These connections use an encrypted tunnel to transmit between locations to ensure security of data, voice, and video data. The locations do not currently run real time applications between the two locations; therefore it will be necessary for the VA IT to incorporate QoS packet prioritization for the video conferencing system to avoid any latency that would have a negative effect on the system. The CBOC will require one room to be dedicated to the setup of the video conference system. Access to this room will be secured while sessions are in progress similar to an examination room. The room will need to be wired for a Cat5 connection to allow the system to access the CBOC network, and will be equipped with an IP camera, microphone, large screen monitor, scanner and keyboard. At the VA, each therapist will have an upgraded laptop with all the necessary equipment built in. All necessary software will be installed on these laptops to allow the therapist to access the database and video sessions from their office. Printing and scanning can be done via the local hardware attached to the VA network. The new system will use a virtual segmentation of the current data farm at the VA location. This segment will be treated as an individual data farm, and will be backed up to the
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off site location in the same manner using the same procedures that the VA currently uses to back up the existing data farm. The existing data farm and back up location, utilize best practice procedures for power management and security. By building a virtual data farm on top of the existing hardware, we will mitigate the expense of developing and implementing these procedures. Figure 12.2.1
April 6, 2013 VA
Existing network with addition of video system

CBOC
VPN
Internet
VPN
VA VA edge edge router router
Switch Switch
T3 leased line
VoiP VoiP PBX PBX
Switch Switch
Client Stations
VoiP VoiP PBX PBX
edge edge router router Off Off site site back back up up
Therapist Therapist Station Station
Data Data Farm Farm
Video Video Conferencing Conferencing Station Station
Page 1
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12.3 Technology Overview The database system that has been selected will use Microsoft Access. This selection was made due the fact that the VA currently uses Access which eliminates the purchasing and training costs of this software. Since the project is a pilot, the number of records that will be kept from a single CBOC will be relatively small compared to the overall capability of Microsoft Access. The GUIs will be developed on top of Access, which is a practice that is already in use at the VA and would keep troubleshooting issues to a minimum during maintenance of the new system. This will also streamline any in house changes that the VA may choose to make to the system in the future. The database will hold all relevant information from, and to, the new system including the video conferencing notes, tracking and generating billable hours, medical records and scheduling appointments. Security privileges will be incorporated into the system via the GUIs and within the architecture of the database itself. The second primary advantage of using Microsoft Access is that the current work stations within the VA and the CBOC already have the software installed. This greatly reduces the implementation time of the project and reduces project costs. The video conferencing system will utilize Citrixs GoToMeeting with HDfaces software. This selection removes the expense and training needed to maintain the video conferencing system from the VA. Citrix is a well-established provider with high markings in customer service, which gives the VA a dependable system with little to no upkeep needed. GoToMeeting is widely used software, and is highly customizable. Citrix developers can easily implement any needed changes to the software to make it fit the VAs needs for this system. Utilizing Citrix to make these minor tweaks to the interfaces will greatly reduce the system development time. GoToMeeting offers many tools such as screen sharing that will increase the
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therapist ability to interact with the patient. With the addition of HDfaces, GoToMeeting now incorporates HD video with its already well known conferencing software. The software will run over the existing VoIP PBX, and use encrypted VPN tunneling to ensure security of the transmission. Selection of both these off the shelf software solutions gives the VA the advantage of greater control over the new system. Their IT staff will require very little training in order to maintain or change the new system. It also makes the new system highly flexible should any scope changes become evident late in the project, or if it is determined by the VA that the system needs to be expanded to encompass a larger variety of patient types in the future. 12.4 Technical Costs Summary
Category Operation and Maintenance Expenses Maintenance Discounted
Cost $ $ 95,000 79,551
Total Costs
174,551
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13. Analysis of Needs vs. Capabilities of Contractors 4 Guys consulting has elected to implement the new tele-health system by incorporating an off the shelf option for both the database and video conferencing system. 4 Guys consulting will be the contractor to help facilitate the installation and work with the staff at the VA. In addition, 4 Guys will be collecting the requirements needed and create the user interface (UI). The VA has an on-site IT department that is familiar with the Microsoft Access database. 4 Guys consulting will be utilizing a seven person team to develop and implement both database and video conferencing system. Lastly, 4 Guys consulting will be working with six specialists from the VA to ensure the new system will work with the existing VA infrastructure
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14. Project Risk Analysis and Risk Mitigation Plan 14.1 Project Risk Analysis 4guys consulting has identified a number of risks that must be mitigated to ensure a successful project. Each risk has been rated according to the matrix in figure 14.1.1. The risks are given a probability rating from 1-5 according to the likelihood that the risk will occur and a rating 1-5 according to the potential impact should the risk occur. These ratings are then multiplied to give a single overall ranking of each risk. Risks with higher rankings should be given priority over lower ranked risks if it is not possible to fully mitigate all risks due to expense or resources. Monitoring these risks on a regular basis will help greatly increase likelihood of a successful project. It will be critical that risks be evaluated throughout the project. New risks may be identified at different stages of the project. Also, risks that have previously been identified may change in probability, and impact, during the course of the project. It is important to remember that the matrix is not set in stone. It is an evolving plan that must be evaluated before, during, and after the project. Its effectiveness will only be as high as its relative relation to current activities, and progress of the project.
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Figure 14.1.1 Impact should risk occur

1 (Very Low) 2 (Low) 3 (Medium) 4 (High) 5 (Very High) 5
Probability risk will occur
1 (Very Low) 2 (Low) 3 (Medium) 4 (High) 5 (Very High)
10
12
15
12
16
20
10
15
20
25
Table 14.1.2 Risk Rank
Risk Name User Acceptance
Risk Analysis Users (especially the veterans) may have little/no technical experience with video conferencing software. If users find the system to complicated, they are likely to resist the new system. In the case of the veterans, this could result in insufficient treatment.
Probability
Impact
16
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Network Failure
Hardware Failure
Data Interception
The system will utilize remote access to the database and the therapist. For this reason, the backbone of the system will rely entirely on its ability to connect from the CBOC to the VA. Lose of connectivity between the locations would render the system useless. Key hardware components of the system fail leading to loss of data, loss of conferencing capability, or loss of ability to access data. All data created by the system will be sent from the CBOC to the VA via VPN connections. This leads to the risk that the information may be intercepted via a man in the middle attack. The majority of the new system will be implemented on existing work stations which include multiple laptops, which are used for a variety of other applications. Since the system is not on dedicated hardware, virus vulnerability is increased for the system. Improper delegation of user privileges lead to unauthorized access to private information. This would lead to a violation of HIPPA regulations. HIPPA imposes very strict guidelines that must be followed to ensure patient information is protected. If the new system introduced a point of attack, the results could be very damaging to the VAs reputation as well as lead to major fines.
15
12
10
Virus Attacks
Internal User Data Access
Malicious External Attackers
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Cost Overrun
Costs increase due to changes in scope, vendor pricing, or schedule delays. A small portion of the pilot project will only be located at the CBOC. A natural disaster at this location would equate to a complete loss of this portion of the system. Project exceeds the VAs specified timeline for completion. 14.2 Risk Mitigation Plan
Natural Disaster
Schedule Overrun
Figure 14.2.1
Risk Name User Acceptance
Risk Mitigation Plan Training will be provided for all internal users upon completion of the project. External users (veterans) will be provided a brief tutorial video before their first session on how to use the video conferencing system. CBOC staff will also provide face to face assistance during first 3 sessions until external users are familiar with the system. The VA will ensure that all network redundancies are in place to provide a high level of uptime of the internal network. Redundant ISPs will be used to prevent loss of connection between the VA and CBOC. Hardware redundancies and recovery plans will be in place to ensure recovery times are kept to an acceptable minimum. Data backup will follow the existing backup plan that is currently implemented for all VA mainframes and servers. The VA information security team will ensure all configurations to the VoIP PBX and VPN gateway meet the necessary encryption levels to ensure secured transmission over the internet. Maintenance plans will be put into place to ensure all software and firmware are routinely updated. VA information security team will ensure that each work station has dedicated virus protection in place, firewall configurations are adequate, and routine updates are done to all crucial virus software.
Network Failure
Hardware Failure
Data Interception
Virus Attacks
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Internal User Data Access
Malicious External Attackers
Database will utilize user privilege rights, along with user authentication to ensure data can only be accessed by users with the appropriate authorization. VA information security team will work directly with 4guys consulting team while developing the system to ensure the system meets or exceeds all needed levels of security. This team is highly trained in information security and well versed in all HIPPA regulations. Budgetary meetings will be held weekly to ensure the project is staying within the defined budget. Any deviation from the proposed budget will be addressed immediately to decrease their impact on the project. Currently the proposed budget is well below the funding dedicated to the project as defined in the VA's request for proposal (RFP). A full disaster recovery plan will be implemented before the finalization of the project. Disaster recovery plan will address backup hardware for portions of the system that reside exclusively at the CBOC. Project progress will be addressed at weekly meetings to ensure the project is staying within the defined time frame. Any deviation from the proposed schedule will be addressed immediately to decrease its impact on the overall project schedule.
Cost Overrun
Natural Disaster
Schedule Overrun
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15. Project Costs, Staffing, Resources, Dependencies and Schedule
15.1 Resource Costs by Phase
Phase #
1 2 3 4 5 6 7 8 9
Project Phase
Scope Analysis/Hardware and Software Requirements Design Implementation Testing/Intergration Training Maintenance Pilot Post Implementation Review Total Resouce Costs
Cost per Phase

$10,382.55 $22,636.83 $12,000.16 $9,254.72 $21,938.37 $17,782.68 $21,670.16 $10,731.36 $18,886.40 $145,283.23
15.2 Resource Rates
Resource Name
4 Guys Analyst 5 Guys Analyst 2 4 Guys PM 4 Guys Qality Control 4 Guys Network Specialist 4 Guys Database Programmer 4 Guys Hardware Expert VA IT Specialist VA Manager VA Manager 2 VA Therapist VA Pharmacist VA Accounting
Initials
MP MP GF MW TG DD HE VIT VM VM VT VP VAA
Group
Consulting Consulting Consulting Consulting Consulting Consulting Consulting VA Hospital VA Hospital VA Hospital VA Hospital VA Hospital VA Hospital
Std. Rate
$90.00/hr $90.00/hr $100.00/hr $80.00/hr $80.00/hr $80.00/hr $70.00/hr $85.00/hr $41.35/hr $41.35/hr $43.72/hr $29.81/hr $29.81/hr
Usage
174 hrs 209 hrs 322 hrs 182 hrs 192 hrs 185.6 hrs 150 hrs 128 hrs 290 hrs 27 hrs 90 hrs 24 hrs 48 hrs
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Each of the project phases will be completed as scheduled. Unforeseen factors, however, could create an increase or decrease in the project time.
15.3 Schedule
Task Name
Scope Analysis/Hardware and Software Requirements Design Implementation Testing/Intergration Training Maintenance Pilot Post Implementation Review
Duration
5 days 16 days 16 days 27 days 20 days 15 days 16 days 8 days 10 days
Start
Mon 4/15/13 Fri 4/19/13 Wed 5/1/13 Mon 5/13/13 Mon 5/13/13 Wed 5/30/13 Tue 6/11/13 Wed 7/3/13 Mon 7/15/13
Finish
Fri 4/19/13 Thu 5/10/13 Wed 5/22/13 Tue 6/18/13 Fri 6/11/13 Fri 6/28/13 Tue 7/2/13 Fri 7/12/13 Fri 7/26/13
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15.4 Dependencies
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16. Integration of Internal & External Systems
Veterans Tele-Health System consists of a video conferencing system that will link the CBOB via secured connection to the nearest VA with a staffed therapist. Patients will enter a room at the CBOC, login and begin their counseling sessions without the need for the therapist to travel to the CBOC. At the end of the session, the patient is automatically being prompted to schedule their next appointment via the automated scheduling feature. This system will work in conjunction with a database system that will allow the therapist to access/update patient records, prescribe and E-sign for medication, allow for managerial reporting, and automate billing information entries such as session length.
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16.1 Internal and External System Integration Diagram
Apr il 19, 2013
Inter nal and Exter nal System Integr ation Diagr am
Access/Update Patient Recor ds
Pr escr ibed and Esign for Medication
Veter ans Tele-Heath
Database System
Manager ial Repor ts
Automate Billing Infor mation Entr ies
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16.2 Internal Components Access/Update patient records The therapist will maintain the patients record by using the Access database interface. Prescribe and E-sign for medication The therapist use this system to maintain the medication that is prescribing to the patient. Managerial report This reporting section will allow the therapist, management and the pharmacist to create report that they will need for the patient for their session. Automate billing information entries This will update the patient billing for the length of the session, and the billing for the medication to the accounting department. 16.3 External Components Database Server The database will hold all relevant information from, and to, the new system including the video conferencing notes, tracking and generating billable hours, medical records and scheduling appointments. Integration of internal and external systems will be thoroughly tested and documented; training will be provided to users and technical personnel of both internal and external systems to ensure that integration procedures are properly understood and followed.
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17.1 Systems Administration In the past several years, the Veterans Administration has seen an increase in its services to assist veterans. To meet this growing demand for services, the organization is exploring leading technology as a means of delivering its services at a cost effective basis. The management team has been leading the way in studying pilot programs, which will open up new avenues of services for veterans through the veterans' ad. The hierarchy of the veteran to ministration organizational management consists of the management supported by the therapist, pharmacist, and support staff. Upon completion of this pilot project, there will be no organization will change caused by the implementation of the veteran tele-health system.
Manager Supervisor Therapist IT Spcialist Supervisor IT Specialist (Data Admin) IT Specialist (SysAdmin)
Pharmicist
Therapist
Therpist
17.1.1 Training
Utilizing the veterans tele-health solution, time will need to be allotted have to for training VA employees on the system. There will be little training on the hardware installation
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and maintenance for the tele-health solution. Therefore, the majority of the training will be dedicated to training employees on how to use the system. 4 Guys consulting will create a training program for the therapists, pharmacists, management, and accounting teams respectively. This training will include hands-on work with the system so that users get a good feel of what the daily operations will be like with minimal interruption of their current workflow. 4 guys consulting also created manuals for using the system and maintenance for the system. These manuals will have specific chapters and sections perspective users of the system. These manuals will be provided at all the trainings for every user to have their own manual for the system. In addition to the manuals and the individual training by 4 guys consulting, a user video training course will be posted on the website interface for veterans understand how to make appointments. Training videos will also be created for users and left on the Veterans Administration network for quick references. 17.1.2 Documentation With the implementation of the veterans' tele-health system, all records and documentation will be digitized and stored on the VA local area network. With the current federal policies and mandates for all health services to have electronic medical records (EMR), mental health services currently has not been included in these policies; however, in the future mental health records will be mandated to be electronic. The new system will digitize all case histories and medical psychotropic drug prescriptions, which will allow the VA to stay ahead of the upcoming federal mandates. 17.1.3 Technical The VA has embraced the technological age has been progressively moving towards a
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paperless system. They have highly advanced electronic medical record system and have a nationwide database for all veterans. The VA's technology infrastructure is robust with Web servers, routers, LANS, and WANs. The bid tele-health system will be an expansion to the technology infrastructure. It will have a minimal impact on the PA's network and will be adding minimal hardware requirements. 17.2 Security 17.2.1 General Technology and technological advances allow companies and organizations with new opportunities to grow and expand their services. This creates environments where legacy and new technologies exist in the same system. Integration of new technology with legacy systems can produce some security problems, which can be exploited. With the federal mandate for electronic medical records, several companies and organizations are moving to use the Internet connected with company databases to store and process client's information. For the veterans' administration, it is extremely crucial to protect the clients confidentiality in accordance with HIPPA. With the implementation of the veterans' tele-health system, there is integration of new technology with arty existing technologies and; therefore, security risks will arise. The veteran will be a little schedule their appointments through the Internet, which is vulnerable to a cyberattack primarily, man in the middle type of attack. The database storing the confidential information of veterans will be stored on the local area network, which has a vulnerability of employees accessing all the client's records. The network has vulnerabilities of securities as well. 17.2.2 Client Access Veterans accessing the information system will be provided to a login password by the
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Veterans Administration. Upon initial login, veterans will need to change their password. Passwords can be the vulnerable to be cracked. After every 90 days, the password will need to be changed. The password will be stored in the database, which will be located on the Veterans Administration servers behind firewalls. In addition, the veterans' access to the database will be limited by the systems administrators. This will prevent unauthorized access to information if a clients password is broken. 17.2.3 Employees Access VA employees have access to the database and web server information. Systems administrators will need to limit the access each employee has to the server and database (i.e. Pharmacist needs to the rights and privileges to the psychotropic medication history but not the case history). Management will need to put into place an approval process to upgrade and or down grade employee's rights and privileges to the database and server information. The IT department will issue the first password to employees and will create a notification to change password every 90 days. Passwords are vulnerable to being cracked. It is suggested that, at a minimum, passwords be no shorter than eight characters in length with a combination of numbers, symbols, upper and lower case symbols. There shall not be reusing passwords within at least a one-year period. 17.3 Administration Hierarchy 17.3.1 System Administrators The VA will need to have an at least one IT Specialist (Data Management) GS-221009/11 on staff to provide for the management of the database administration. They should have the necessary skills to provide security, data integrity, and backing up the databases.
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There will also need to be on staff an IT Specialist (SysAdmin) GS-2210-09/11. This position will need to have experience with LAN, WAN, passwords, system permission assignment, intrusion-detection software, backup, recovery, virus scans, and network performance monitoring. 17.3.2 Network Security The Veterans Tele-health system is designed to be placed on the VAs current networking system while not any additional security beyond the in place security. As a minimum, the in house security for the network should include a firewall and intrusion-detection system. There should also be a virus protection system in place, which meets federal standards of protection. The Webserver must have a multilayer intrusion protection system and have Secure Socket Layer (SSL) to allow the veterans to make secure appointments. The Citrix software used for the video conferencing uses a VPN connection, which provides for a secure line of communication for the veteran and therapist. 17.3.3 Backup Data's availability is a must with the system. It would be essential for a therapist to have access to a clients case history before going into a session. As well, it is critical for the auditing process. There are potential errors like data corruption, natural disasters, and power outages, which can affect the availability of data. The pilot project will have a small enough database footprint that it will easily fold into the VAs routine backup procedures without needing to accommodate a large storage space. It could easily reside within 500MB of storage. Expanding the project for nationwide coverage would require a new need's assessment and the addition of a more robust backup plan.
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17.3.3.1 Business Continuity Business Continuity means the ability to keep your operations moving forward without stoppage regardless of an event of circumstances. In the case of the Veterans Tele-Health system, there are generally two factors, which could create a work stoppage a connectivity problem with the video conferencing system or a network failure. If there lies a problem such as a natural disaster, which could cause a business stoppage, the VA will implement an emergency response plans. This can include therapists conducting phone sessions and management teams using previously printed documentation for reports until the systems become operation again.
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18. Scope Change Documentation Managing the scope of a project is critical to the success of any project. With a project that has a short time frame such as this one, it becomes even more important. Changes to scope must be properly identified, evaluated and measured to mitigate the overall impact of the project. These changes can be accomplished to ensure the system fits the VAs needs; however, there must be a strict procedure to ensure only critical changes are made. This will save costs and scheduling to overflow due to an abundance of unnecessary changes. It is important to remember that every change, no matter how small, will have an impact on the project. The objective of this section is to determine the process that will be used to make any changes to the scope of the project. Having a well-defined procedure in place will help alleviate the impact of any changes, as well as, ensures that only critical changes are addressed. 18.1 Scope Change Procedure All changes to the scope of the project (as defined in the project charter) must follow these steps. 1. Anyone seeking to make changes to the project must first obtain the Scope Change Request form from 4guys consulting. Request for this document will notify 4guys consulting of the desire to change the scope so that resources can be set aside to perform an analysis of the request. 2. The top portion of the request form will be filled out and submitted to 4guys consulting. A copy of the request will also be supplied to VAs CIO. This portion of the form will identify who is making the request to change scope, explain the change, identify primary business drivers for the change, initial assessment of impact, and benefits of the change.
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3. 4guys consultings project manager will conduct a comprehensive analysis of the change and record results of the analysis in the second section of the request form. This section will confirm the actual impact, issues that will need to be addressed in order to get the change, risks analysis of the change, resources required to perform the change, scheduling impact, impact on the overall system, project documents that will need to be changed, and cost estimates. 4. This completed form will be sent to the VAs CIO for approval. CIO may require modifications to the request and will communicate these modifications to 4guys consulting. If both the CIO and the project manager agree on the change, the document will be signed by both and marked for approval. Otherwise, the document will be marked for rejection. 5. If the change is approved it will be addressed at the next progress meeting, during the meeting the project manager will allocate the necessary resources and funds to implement the change. If the change has a negative impact on work currently being performed, an emergency meeting will be held in order to address the change and limit the impact of the change. 6. Project manager will make all the necessary changes to the project documentation. 7. All scope change documentation will be attached to the project documentation in a single appendix before the finalization of the project.
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18.2 Scope Change Request Form
Project Scope Change Request Form

Section A - Requestor Section Date Submitted: Submitted by: Department/Contractor: Affected subsystem: Change Description:
Business Drivers:
Estimated Impact:
Change Benefit:
Affected Project Documentation:
Section B - Project Manager's Section Date Reviewed: Reviewed by: Actual Impact of Change:
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Issues:
Risks:
Resources Required:
Scheduling Impact:
System Impact:
Documentation Impact:
Cost Estimate Internal Labor Cost: Contractor Cost: Vendor Cost: Material Cost: Other: Contingency Amount: Total Estimated Cost: Financial Comments:
Project Manager's Signature___________________________________________ Date_______________ Recommendation (circle one): Deny Approve
CIO's Signature___________________________________________Date_______________ __ Recommendation (circle one): Deny Approve
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19. References Cushman, J. (2012). New study gives scope and costs of combat-related conditions among veterans. New York Times. Retrieved from http://atwar.blogs.nytimes.com/2012/02/24/new-study-givesscope-and-cost-of-combat-related-conditions-among-veterans/ Ganeshan, D. (2011). Waterfall versus agile methods: a pros and cons analysis. The Server Side. Retrieved from http://www.theserverside.com/tip/Waterfall-versus-Agile-methods-A-pros-andcons-analysis Uhlig, D. (2012). Advantages and disadvantages to the SCRUM project management methodology. Chron. Retrieved from http://smallbusiness.chron.com/advantages-disadvantages-scrum-projectmanagement-methodology-36099.html

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4 Guys Consulting Team D Gary Fenton, Timothy Glennon, Matthew Powers, Michael White MIS-600-60165: Information Systems Capstone

Professor Bill Crumm April 21, 2013

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

Project Name Project Manager Owner(s)

Tele-Health Veterans Gary Fenton Veterans Administration

Project Number Prioritization Start Date: Scheduled Completion Date:

P-0003 Medium April 15,2013

Deliverables as defined by VA:

Items that are NOT to be included in this project:

MIS 600 Capstone

2.5 User Acceptance Criteria/Quality

2.6 Major Risks

MIS 600 Capstone

Project Core Team:

Type Name Project Manager Approval:

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

Psychologist, Social Worker

Supervisor, Clinical Supervision, Administrative Officer

An actor responsible for triggering temporal events

MIS 600 Capstone

6.2 Context Diagram

MIS 600 Capstone

w Audit Systems (Internal)

Enter Case History

Pharmacy Drug History

Therapist (Internal) Pharmacist (Internal) Veteran (External) Management (Internal)

View Monthly billable hours

Following week patient report

Therapist (Internal) Management (Internal)

Create Case History Reviews

Therapist (Internal) Management (Internal)

MIS 600 Capstone

Enter New Patient

Change Scheduling and Billing hours Case History workload reports.

Management (Internal) Management (Internal) Management (Internal)

MIS 600 Capstone

March 29, 2013

Veterans Use Case Diagrams

Tele-Health System Schedule System Accounting

Manually schedule appointment

Audit Reports Audit Systems View Monthly Billable Hours

Access Video Conference

Enter Case History

Pharmacy Pysotropic Drug History

Create Case History Reviews

MIS 600 Capstone

MIS 600 Capstone

MIS 600 Capstone

Alt Step 4b: User selects no the system returns to step 2.