project sample

MORRIS GRADUATE SCHOOL OF MANAGEMENT

Requisition Processing Solution

Company X Medical Center

Kendra Archer Patricia Carreño Dexter Dallas Tiffany Jarrett

Anthony Marino

4/29/2010

PMP575 Project Plan Checklist

Team: 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 Hospital IT staff costs ‐ $1,960

Phase 4 – Documentation/Training


Phase 5 – Implementation


Phase 6 – Support


Risk Identification/Assessment/Response/Contingency

As with all projects, there are risks associated with this project, as well as with the results of the

project. Team Blackhawks identified seven risks and their vulnerabilities in the areas of

management, information technology, and operations (see Appendices J and K). These risks were

measured using a semantic differential scale, and assessed to determine its impact on potential

threats to the project. The following are the potential risks measured:

Hardware backordered

Data jack/ComX_ML infrastructure work delayed

Documentation creation delay

ComX_ML/HSM staff unavailable for training

Reduced project budget

Staff turnover in ComX_ML

Hardware failure

Of these, the first five are short term risks that may occur during the timeline of the project, and the

remaining risks are long‐term. Of the potential risks analyzed, all but one (reduced project budget)

have acceptable and workable contingency plans. The project itself has very little leeway in terms of

scheduling, so Team Blackhawks will do what is possible to manage and counter the potential risks

by utilizing resources. The worst risk identified is a reduced budget during the project. Team

Blackhawks will ensure ComX_MC has available funds for the entire project, including contingency

needs, prior to initiating the project.

Staff turnover and hardware failure are the two long‐term risks, which are both inevitable. The aim

is to reduce the occurrence of hardware failure by ensuring a preventative maintenance program is

in place with the hardware vendor. Staff turnover presents a concern to the overall success of the

project, but must be accepted. Team Blackhawks will provide enhanced training to current

ComX_MC lead employees, to provide them with the tools to conduct future training of new

employees.

Overall, Team Blackhawks is prepared for all foreseeable risks, and so can minimize the impact

should any or all of the events occur.

Organizational Chart and Stakeholders Management

Team Blackhawks will be operating in a matrix‐style organizational structure, as our work will

involve several aspects of the Company X Medical Center. Specifically, our work will affect the

following stakeholders, who will be represented by an Advisory Committee:

Physicians, both staff and non‐staff

Nurses

ComX_ML administration

HSM administration

Client Services

Public Relations

In addition, our work will require cooperation and resources from the Hospital IT staff, which

creates a matrix organizational structure.

Appendix A:

Scope Statement

Project Scope Description:

To purchase, install, and integrate a scanning solution to increase the efficiency of the laboratory requisition process at the ComX_ML (Company X Medical Laboratories).

Train Health Systems Management (HSM) and ComX_ML staff on the new procedures associated with scanning solution.

Develop the procedures to reduce the current processing time of requisition from 4 days to a target of 24 hours.

The project team targets to complete the project over 60 calendar days, beginning 5/1/10.

Project Acceptance Criteria:

Scanning implementation will target to reduce processing time to 24 hours or less.

The new procedures will be designed such that minimal training will be required to familiarize any new staff with the system.

The scanning solution will be successfully interfaced with the EPIC EMR system.

All current ComX_ML and HSM staff (estimated to number 15 personnel) will complete training, with 1-2 personnel receiving enhanced training to provide future training.

Project Deliverables:

Three flatbed high-resolution scanners w/ connected PCs

Four PCs for indexing/data processing

Updated procedures for ComX_ML Department with system documentation

Training of Company X staff to be identified by Hospital Administration by project start date

Measurements showing response times before and after plan implementation, through existing and continued logs of requisition intake and processing dates/times

Project Exclusions:

ComX_ML will hire three additional employees to take over indexing and data processing responsibilities

Hospital Administration will approve one employee transfer from HSM to ComX_ML to supplement the indexing responsibilities

Networking needs testing to connect scanners to the hospital EMR system will be completed by Hospital IT Staff, in cooperation with project team

Advisory Committee will work with project team to provide communication to general hospital staff of the changes in procedures

This scanning solution is for the sole purpose of ComX_ML (Company X Medical Laboratory) and no other hospital department is included in the scope of this project.

Project Constraints:

Budget limit of $50,000

Proposed solution must interface with the EPIC EMR system

Solution must comply with HIPPA regulations

To allow adequate time for Hospital IT staff to install data jacks, order for scanners and PCs should be completed by 5/15/10

Distribution of updated procedures to ComX_ML and HSM staff should begin by 6/1/10 and allow approximately 2 calendar weeks for review/training before test implementation

Staff training should be completed two weeks before final implementation to allow for Quality Assurance pilot testing

Scanning solution must be fully implemented in time for the start of Fiscal Year 2011 (FY11) on July 1, 2010

Project Assumptions:

Project staff will be provided with a private office area at ComX_ML in which to complete project work.

Project staff will have access to current ComX_ML staff and work in the same area during parts of the project.

Hospital IT staff will complete the necessary network upgrades to provide data jacks at the proposed scanner and PC locations, in a timely manner so as not to delay the project.

The client will complete hiring of additional personnel, and transfer of employee from HSM for indexing/data processing by 6/1/10 in time for distribution of updated procedures and training. Project team will conduct training of these individuals along with other ComX_ML/HSM staff in new procedures.

Project team will provide 30 calendar days of support related to the project, beginning on the project completion date. All support after this 30 day period will be fee-based and at an extra cost not included in the project budget.

Project team is not responsible for issues with backordered hardware, though it will work with the hardware provider to avoid such a situation.

ComX_ML will provide 1-2 personnel who will receive enhanced training so that they may provide future training.

The project team will schedule two training sessions, and Hospital Administration will ensure that the necessary ComX_ML and HSM staff will be available for one of the two sessions.

Microsoft Project shall be used to develop the project Gantt chart

Appendix B:

Identification of Deliverables

1) 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 forProject

1.1.1 Hospital Administration sign off on project

1.1.2 Discuss project with Hospital IT + Purchasing

1.2 Select/OrderHardware

1.2.1 Inform vendors and arrange site visits

1.2.2 Complete sitevisits

1.2.2.1 Hewlett-Packard1.2.2.2 Epson1.2.2.3 Canon

1.2.3 Request For Proposals

1.2.4 Choose Vendorand Order

1.2.4.1 Receive Proposals1.2.4.2 Analyze Proposals1.2.4.3 Select Vendor1.2.4.4 Negotiate pricing1.2.4.5 Receive contract and

obtain approval from IT + Purchasing

1.3 On SitePhysical/Infrastructure

Changes

1.3.1 Have new data jacks installed at locations of scanners/PCs

1.3.2 Arrange furniture/office area for new hardware/personnel

1.3.3 Hardware delivered/installed/tested

1.3.4 Interface hardware setup with EMR systems

1.4 Create/DistributeDocumentation

1.4.1 Prepare new documentation of workflows

1.4.2 Distribute new documentation to RML + HSM staff

1.5 Train Staff

1.5.1 Retrain RML/HSM Staff (Session 1)

1.5.2 Retrain RML/HSM Staff (Session 2)

1.6 Testing andImplementation

1.6.1 Implement System for QA Testing

1.6.2 Resolve any outstanding issues

1.6.3 Implement Live System

1.6.4 Turn over responsibility to

Company X

Appendix E:

Linear Responsibility Chart

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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 3

5 2

4 1

Final Approval

Must be Notified

May be Consulted

Must be Consulted

General Supervision

Actual Responsibility

Appendix F1:

Resource Loading

0

1

2

3

4

5

6

1 6 11 16 21 26 31 36 41

Number of Resources

Project Days

IT Staff

Assistant

Liaison

Project Manager

ID WBS Resource Name Work

1 Anthony Marino 161 hrs1.1.1 Hospital Administration sign off on project 4 hrs1.1.2 Discuss project with Hospital IT + Purchasing 4 hrs1.2.1 Inform vendors and arrange site visits 2 hrs1.2.2.1 Hewlett‐Packard 2 hrs1.2.2.2 Epson 2 hrs1.2.2.3 Canon 2 hrs1.2.3 Request For Proposals 1 hr1.2.4.2 Analyze Proposals 4 hrs1.2.4.3 Select Vendor 1 hr1.2.4.4 Negotiate pricing 3 hrs1.2.4.5 Receive contract and obtain approval from IT + Purchasing 2 hrs1.3.3 Hardware delivered/installed/tested 6 hrs1.5.1 Retrain ComX_ML/HSM Staff (Session 1) 24 hrs1.5.2 Retrain ComX_ML/HSM Staff (Session 2) 24 hrs1.6.1 Implement System for QA Testing 40 hrs1.6.2 Resolve any outstanding issues 32 hrs1.6.3 Implement Live System 8 hrs1.6.4 Turn over responsibility to Company X 0 hrs

2 Dexter Dallas 162 hrs1.2.2.1 Hewlett‐Packard 2 hrs1.2.2.2 Epson 2 hrs1.2.2.3 Canon 2 hrs1.2.4.1 Receive Proposals 3 hrs1.2.4.2 Analyze Proposals 4 hrs1.2.4.3 Select Vendor 1 hr1.3.2 Arrange furniture/office area for new hardware/personnel 4 hrs1.4.1 Prepare new documentation of workflows 40 hrs1.5.1 Retrain ComX_ML/HSM Staff (Session 1) 24 hrs1.6.1 Implement System for QA Testing 40 hrs1.6.2 Resolve any outstanding issues 32 hrs1.6.3 Implement Live System 8 hrs1.6.4 Turn over responsibility to Company X 0 hrs

3 Patricia Carreno 108 hrs1.3.2 Arrange furniture/office area for new hardware/personnel 4 hrs1.3.4 Interface hardware setup with EMR systems 24 hrs1.4.2 Distribute new documentation to ComX_ML + HSM staff 8 hrs1.5.1 Retrain ComX_ML/HSM Staff (Session 1) 24 hrs1.6.1 Implement System for QA Testing 40 hrs1.6.3 Implement Live System 8 hrs1.6.4 Turn over responsibility to Company X 0 hrs

4 Kendra Archer 144 hrs1.4.1 Prepare new documentation of workflows 40 hrs1.5.2 Retrain ComX_ML/HSM Staff (Session 2) 24 hrs1.6.1 Implement System for QA Testing 40 hrs1.6.2 Resolve any outstanding issues 32 hrs1.6.3 Implement Live System 8 hrs1.6.4 Turn over responsibility to Company X 0 hrs

Appendix F2:Resource Usage

ID WBS Resource Name Work

5 Tiffany Jarrett 80 hrs1.4.2 Distribute new documentation to ComX_ML + HSM staff 8 hrs1.5.2 Retrain ComX_ML/HSM Staff (Session 2) 24 hrs1.6.1 Implement System for QA Testing 40 hrs1.6.3 Implement Live System 8 hrs1.6.4 Turn over responsibility to Company X 0 hrs

6 IT Staff 28 hrs1.3.1 Have new data jacks installed at locations of scanners/PCs 10 hrs1.3.4 Interface hardware setup with EMR systems 18 hrs

7 Scanner 31.2.4.5 Receive contract and obtain approval from IT + Purchasing 3

8 Personal Computer 31.2.4.5 Receive contract and obtain approval from IT + Purchasing 3

9 Index PC 41.2.4.5 Receive contract and obtain approval from IT + Purchasing 4

10 Cabling 71.3.1 Have new data jacks installed at locations of scanners/PCs 7

Appendix F2:Resource Usage

ID WBS Milestone Task Name Duration Start Finish

1 1 No Scanning Solution 42.13 days? Mon 5/3/10 Wed 6/30/10

2 1.1 No Obtain Approval for Project 1 day Mon 5/3/10 Mon 5/3/10

3 1.1.1 No Hospital Administration sign off on project 0.5 days Mon 5/3/10 Mon 5/3/10

4 1.1.2 No Discuss project with Hospital IT + Purchasing 0.5 days Mon 5/3/10 Mon 5/3/10

5 1.2 No Select/Order Hardware 9 days? Tue 5/4/10 Fri 5/14/10

6 1.2.1 No Inform vendors and arrange site visits 2 hrs Tue 5/4/10 Tue 5/4/10

7 1.2.2 No Complete site visits 0.75 days Fri 5/7/10 Fri 5/7/10

8 1.2.2.1 No Hewlett‐Packard 2 hrs Fri 5/7/10 Fri 5/7/10

9 1.2.2.2 No Epson 2 hrs Fri 5/7/10 Fri 5/7/10

10 1.2.2.3 No Canon 2 hrs Fri 5/7/10 Fri 5/7/10

11 1.2.3 No Request For Proposals 1 hr Mon 5/10/10 Mon 5/10/10

12 1.2.4 No Choose Vendor and Order 1.88 days? Thu 5/13/10 Fri 5/14/10

13 1.2.4.1 No Receive Proposals 3 hrs Thu 5/13/10 Thu 5/13/10

14 1.2.4.2 No Analyze Proposals 0.5 days Thu 5/13/10 Thu 5/13/10

15 1.2.4.3 No Select Vendor 1 hr Fri 5/14/10 Fri 5/14/10

16 1.2.4.4 No Negotiate pricing 3 hrs? Fri 5/14/10 Fri 5/14/10

17 1.2.4.5 Yes Receive contract and obtain approval from IT + Purchasing 0.5 days Fri 5/14/10 Fri 5/14/10

18 1.3 No On Site Physical/Infrastructure Changes 9 days? Mon 5/17/10 Fri 5/28/10

19 1.3.1 No Have new data jacks installed at locations of scanners/PCs 5 days? Mon 5/17/10 Mon 5/24/10

20 1.3.2 No Arrange furniture/office area for new hardware/personnel 1 day Mon 5/17/10 Tue 5/18/10

21 1.3.3 No Hardware delivered/installed/tested 1 day Mon 5/24/10 Tue 5/25/10

22 1.3.4 Yes Interface hardware setup with EMR systems 3 days? Tue 5/25/10 Fri 5/28/10

23 1.4 No Create/Distribute Documentation 7 days Tue 5/25/10 Thu 6/3/10

24 1.4.1 No Prepare new documentation of workflows 5 days Tue 5/25/10 Tue 6/1/10

25 1.4.2 Yes Distribute new documentation to ComX_ML + HSM staff 2 days Tue 6/1/10 Thu 6/3/10

26 1.5 Yes Train Staff 7 days Fri 6/4/10 Tue 6/15/10

27 1.5.1 No Retrain ComX_ML/HSM Staff (Session 1) 3 days Fri 6/4/10 Wed 6/9/10

28 1.5.2 No Retrain ComX_ML/HSM Staff (Session 2) 3 days Thu 6/10/10 Tue 6/15/10

29 1.6 No Testing and Implementation 10 days? Wed 6/16/10 Wed 6/30/10

30 1.6.1 Yes Implement System for QA Testing 1 wk Wed 6/16/10 Wed 6/23/10

31 1.6.2 No Resolve any outstanding issues 4 days? Wed 6/23/10 Tue 6/29/10

32 1.6.3 Yes Implement Live System 1 day Tue 6/29/10 Wed 6/30/10

33 1.6.4 Yes Turn over responsibility to Company X 0 hrs Wed 6/30/10 Wed 6/30/10

Appendix G1:Gantt Chart Details

ID WBS Milestone

1 1 No

2 1.1 No

3 1.1.1 No

4 1.1.2 No

5 1.2 No

6 1.2.1 No

7 1.2.2 No

8 1.2.2.1 No

9 1.2.2.2 No

10 1.2.2.3 No

11 1.2.3 No

12 1.2.4 No

13 1.2.4.1 No

14 1.2.4.2 No

15 1.2.4.3 No

16 1.2.4.4 No

17 1.2.4.5 Yes

18 1.3 No

19 1.3.1 No

20 1.3.2 No

21 1.3.3 No

22 1.3.4 Yes

23 1.4 No

24 1.4.1 No

25 1.4.2 Yes

26 1.5 Yes

27 1.5.1 No

28 1.5.2 No

29 1.6 No

30 1.6.1 Yes

31 1.6.2 No

32 1.6.3 Yes

33 1.6.4 Yes

5/14

5/28

6/3

6/15

6/23

6/30

6/30

26 29 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 1May 2010 June 2010 July 20

Appendix G2:Gantt Chart Graphic

Task

Split

Milestone

Summary

Project Summary

External Tasks

External Milestone

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration‐only

Manual Summary Rollup

Manual Summary

Start‐only

Finish‐only

Deadline

Critical

Progress

Slack

Appendix G2:Gantt Chart Graphic

Resolve any outstanding issues

Start: Wed 6/23/10ID: 31

Finish: Tue 6/29/10Dur: 4 days?

Res: Anthony Marino, Dexter Dallas, K

Implement Live System

Dur: 1 day

Cost: $1,856.00

Interface hardware setup with EMR systems

Dur: 3 days?

Cost: $2,100.00

Inform vendors and

Dur: 2 hrs

Cost: $120.00

Retrain ComX_ML/

Dur: 3 days

Cost: $3,408.00

Epson

Dur: 2 hrs

Cost: $230.00

Canon

Dur: 2 hrs

Cost: $230.00

Receive Proposals

Dur: 3 hrs

Cost: $165.00

Analyze Proposals

Dur: 0.5 days

Cost: $460.00

Distribute new documentation to ComX_ML + HSM staff

Dur: 2 days

Cost: $536.00

Negotiate pricing

Dur: 3 hrs?

Cost: $180.00

Select Vendor

Dur: 1 hr

Cost: $115.00

Hospital Administration sign off on pro

Start: Mon 5/3/10 ID: 3

Finish: Mon 5/3/10Dur: 0.5 days

Res: Anthony Marino

Turn over responsibility to Company X

Dur: 0 hrs

Cost: $0.00

Receive contract and obtain approval from IT + Purchasing

Dur: 0.5 days

Cost: $8,220.00

Request For Propos

Dur: 1 hr

Cost: $60.00

Have new data jack

Dur: 5 days?

Cost: $1,225.00

Arrange furniture/o

Dur: 1 day

Cost: $360.00

Hardware delivered/installed/tested

Start: Mon 5/24/10ID: 21

Finish: Tue 5/25/10Dur: 1 day

Res: Anthony Marino[75%]

Prepare new docum

Dur: 5 days

Cost: $4,200.00

Retrain ComX_ML/

Dur: 3 days

Cost: $3,600.00

Implement System for QA Testing

Dur: 1 wk

Cost: $9,280.00

Hewlett‐Packard

Dur: 2 hrs

Cost: $230.00

Discuss project with Hospital IT + Purc

Start: Mon 5/3/10 ID: 4

Finish: Mon 5/3/10Dur: 0.5 days

Res: Anthony Marino

Critical Noncritical Critical Milestone Milestone Critical Summary Summary Critical Inserted Inserted Critical Marked Marked Critical External External Project Summary Highlighted Critical Highlighted Noncritical

Appendix H:Network Diagram

Project: Scanner_Solution.mppDate: Thu 5/6/10

Appendix I:

Schedule of Costs

Other Hardware Project Staff IT Staff Expenses Reserve Total

Phase 1 - Obtain Approval 5/1/10 - 5/3/10HA sign off on project $0 $240 $0 $0 $0 $240Discuss with IT + Purchasing $0 $240 $0 $0 $0 $240

$0 $480 $0 $0 $0 $480

Phase 2 - Hardware Selection 5/1/10 - 5/17/10Inform Vendors $0 $120 $0 $0 $0 $120Site Visits (3) $0 $690 $0 $0 $0 $690Request for Proposals $0 $60 $0 $0 $0 $60Receive Proposals $0 $165 $0 $0 $0 $165Analyze Proposals $0 $460 $0 $0 $0 $460Select Vendor $0 $115 $0 $0 $0 $115Negotiate Pricing $0 $180 $0 $0 $0 $180Receive Contract/Sign $8,100 $120 $0 $0 $0 $8,220

Phase 1 total $8,100 $1,910 $0 $0 $0 $10,010

Phase 3 On-Site Infrastructure Updates 5/17/10 - 5/28/10Install Data Jacks $525 $0 $700 $0 $0 $1,225Arrange Furniture $0 $360 $0 $0 $0 $360Hardware Delivered/Installed $0 $360 $0 $0 $0 $360Interface with EMR System $0 $840 $1,260 $0 $0 $2,100

Phase 2 Total $525 $1,560 $1,960 $0 $0 $4,045

Phase 4 Documentation/Training 5/25/10-6/15/10Prepare Documentation $0 $4,200 $0 $0 $0 $4,200Distribute Documentation $0 $536 $0 $0 $0 $536Retrain ComX_ML Staff (Ses. 1) $0 $3,600 $0 $0 $0 $3,600Retrain ComX_ML Staff (Ses. 2) $0 $3,408 $0 $0 $0 $3,408

Phase 3 Total $0 $11,744 $0 $0 $0 $11,744

Phase 5 Implementation 6/16/10-6/30/10Quality Assurance Testing/Pilot $0 $9,280 $0 $0 $0 $9,280Resolve Outstanding Issues $0 $5,280 $0 $0 $0 $5,280Implement Live System $0 $1,856 $0 $0 $0 $1,856

Phase 3 Total $0 $16,416 $0 $0 $0 $16,416

Phase 6 Support 7/1/10-8/1/1030 Days Support $0 $6,000 $0 $0 $0 $6,000

Phase 5 Total $0 $6,000 $0 $0 $0 $6,000

Budget at Completion $8,625 $37,870 $1,960 $0 $1,545 $50,000

Requisition Scanning Solution - Project Budget$50,000

Appendix J:

Risk Identification and Assessment

Risk ID Risk Description ConsequencesCurrent Preventative

ControlsCurrent Corrective Controls Assigned To

ID

NumberRisk Description

Description of the impact in

worst case scenarioLikelihood Outcome

Preventative Control

Description

Corrective Control

DescriptionLikelihood Impact/ Consequences Responsibility

R1

Selected hardware

backordered

Successors to this step in

project are delayed Not likely Major

Ensure availability of

scanner hardware

before ordering

Depending on backorder

schedule, change scanner

selection Not likely

Minor ‐ Must verify

compatibility with

ComX_MC system before

change Dexter

R2

Data jack installation

delayed

Scanners cannot be

installed/interfaced with EMR

system Likely Major

Crash the installation by

adding IT workers to

action in order to

complete on time

Prepare as much

documentation as can be

completed without finished

setup available Not likely

Significant ‐ Scanner

installation, finalized

documentation, and

training/implementation

rely on jack installation. Anthony

R3

Documentation creation

takes longer than

scheduled

Without documentation

completed, training cannot take

place and the system cannot be

implemented

Somewhat

Likely Major

Add additional

Blackhawks personnel

to the action to ensure

completion by deadline

Reduce QA testing period to

3 days instead of 5

Somewhat

likely

Significant ‐ Reduced QA

testing could cause final

implementation problems

with the system Kendra

R4

ComX_ML/HSM Staff

unavailable for training

Without the staff available for

training, the system cannot be

tested or implemented Not likely Major

ComX_MC must be

responsible for making

staff available for

training Extend project deadline Not likely

Significant ‐ System would

not be in place for

beginning of FY11 as

Hospital Administration

desires ComX_MC

R5

ComX_MC reduces

budget

Project would not have funding

to be completed Not likely Major

Ensure available

funding and approval

from Purchasing before

project initiation Attempt to reduce costs Not likely

Major ‐ Costs are kept low,

insufficient funding

midway through the

project would have drastic

effects and likely force

cancellation/

postponement Anthony

R6 ComX_ML Staff turnover

If ComX_ML loses a staff

member, someone new would

need to be hired

Almost

Certain Medium

Cannot prevent

turnover in the long‐

term

Blackhawks will provide

enhanced training to 1‐2

personnel of ComX_MC who

will be responsible for staff

training after project

completion

Almost

certain

Minor ‐ With existing staff

available to provide on‐the‐

job training, turnover

would have a minimal,

short‐term, impact on

requisition processing ComX_MC

R7 Hardware Failure

A scanner or PC fails at some

point in the future Certain Major

Maintain agreement

with hardware vendor

for ongoing

preventative

maintenance Replace failed hardware

Almost

certain

Minor ‐ Agreement with

vendor will provide for

quick turnaround to

replace failed unit ComX_MC

Residual ExposureInherent Exposure

Appendix K:

Risk Response and Contingency Plans

Risk ID Risk Event Response Contingency Plan Trigger Who Is Responsible

R1

Selected hardware

backordered Avoid

Plan in place to move

forward with another

vendor

Notification of backorder

from Purchasing Department Dexter

R2

Data jack installation

delayed Avoid

Add additional IT staff to

action Delay of > 1 day Anthony

R3

Documentation creation

takes longer than

scheduled Avoid

Additional Blackhawks

personnel assist with

creation Delay of > 1/2 day Kendra

R4

ComX_ML/HSM Staff

unavailable for training Transfer

ComX_MC must

reschedule staff to be

available for training > 25% of staff unavailable ComX_MC

R5 Company reduces budget Avoid Stall/Cancel project

Company unable to complete

payment Anthony

R6 ComX_ML Staff turnover Accept

Have existing staff train

new staff New staff hired ComX_MC

R7 Hardware Failure Reduce Order new hardware

Hardware fails and unable to

repair within 48 hours ComX_MC

Hospital Administration

Project Advisory Committee

Anthony MarinoProject Manager

Blackhawks

Dexter DallasComX_ML Liaison

Kendra ArcherHSM Liaison

Patricia CarreñoComX_ML Assistant

Tiffany JarrettHSM Assistant

Client Services OfficeAssistant Director

Public RelationsAssistant Director

Health Systems ManagementAssistant Director

ComX_MC NursesHead Nurse

Company X Medical LaboratoriesDirector

ComX_MC Physicians GroupDirector

IT Staff

Matrix Organizational

Structure

project sample

Documents