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