Approach of the project
Phase one: get top vendors and have an agreement secured
Phase two: Order and get Equipment Installed
Phase three: test and install software
Phase four: do both software and hardware testing
Phase five: do the training as per requirements
Phase six: Implement the EHR
The objectives and goals
Project’s objectives and goals will be to use digital technology to: Improve the health outcomes of diabetic and mental health patients.
Allow for external and internal sharing of information between organizations involved.
Improvement of the staff effectiveness in their jobs.
High degrees of data security are provided.
Develop a future system that will be able to withstand the test of time
Develop a way of getting patients information into the system without any problem.
Easy and straight forward in usage
Reduce and do away with data errors within the organizations
Goals and objectives for the project
Allow the end users have contributed to the development process by giving their views.
Accomplish the project’s organizations goals and objectives inside the schedule as well as financial constraints.
Reduce the effect of normal working of the units that will be affected.
Negotiate a secure and reasonable working relationship between the provider and the administration.
Scope
The project will come up with capabilities that will include
Seamless data sharing capabilities within connected organization s
No data loss or any misrepresentations of data.
Fast access of patient’s data.
Automated data update.
Items beyond project scope
The following items are not included in the project:
Upgrade or replacement of desktop hardware
Printer machines
Project budget
The project budget shall be defined by the management.
Risk assessment
Description of risk
Risk level L/M/H
Probability
Solution
How big the project is
Time in hours that will be spent
High: Over 20,000
Certain
Theres a projectmanager in place and a consultant has been procured who is well versed with project management
project schedule estimate
High: one year
Certain
insight project timeline developed with regular review baseline.
Peak group Size
High: Over 16 persons
Certain
thoughouly made communication strategy strict project oversight ans meeting regularly.
the number of existing inteface that will be affected in the system
High: above 3
Certain
Make a document on how inteface control will happen immediately
Definition of the project
users with little knowhow
Mid:user area Knowledgeable only
Likely
the project manager will look intothe ramifications
for the making of baseline which documentation is there.
Mid: most of it available
Likely
the consultant shall acquire information through balanced means
Creep in Scope of project
Low: scope defined generally candidate for revision
Not likely
the scope will be evaluated three time in a week by committee manager and others so as not to let creep go without notice
unclear project consultant deliverables
Low: defined well
Not likely
Put within the project timeline which can be changed
Deliverables of the project vendor
Mid: unclear defined estimates
Somewhat likely
Put within the project timeline which can be changed
Unrealistic estimates on cost
Low: margin of error of 14% has been estimated by experts who have proven record
Not likely
When we get new information on this its likely to change plan
Unrealistic time estimates
Mid: derailment has not been factored
Somewhat likely
three groups shall examine schedule each month to prevent deviations that have not been discovered
Unknowledgeable members of the team about the business
Low: number of persons with knowledge on operations of the health sector in terms of technology
Not likely
education will be provided to persons without knowledge by the manager after gap identification.
Leadership of project
existence of streering committee
Low: enthusiastic and Identified
Not likely
get coments frequently to ensure support is sustained
management attitude comitment level absence
Low: the project support and values it
Not likely
get coments frequently to ensure support is sustained
low commitment and users attitude
Low: the project support and values it
Not likely
get coments frequently to ensure support is sustained
mid management commitment absence
Low: the project has most support and values
Not likely
get coments frequently to ensure support is sustained
Project personnel
availability of project team
Mid: teams which are distributed availability is questionable
Somehow likely
The program’s progress is monitored at all levels of the organization. A consultant will identify any negative implications of unavailability. If necessary, enhance member dedication to full-time status.
management of team effectively is prevented by their physical location
Mid: team distributed in different places
Likely
Usage project’s network website and a comprehensive communication strategy
The shared professional experience of the project team leads to a strained work environment.
Mid: Some may have previously collaborated.
Somehow likely
Plan for Comprehensive Communication
Project Team participation being weak from user
Low: users becoming members only on part time
Not likely
a full time personell taking lead charge of groups coordination for users
Management of the project
methodology used for procurement is foreign to the team
Low: team familiarity with procurement methodology
Not likely
N/Applicable
procedure for change management undefined
Low: Well-defined
Not likely
N/Applicable
procedure for management of quality unclear
Low: accepted and definition good
Not likely
N/Applicable
Software makers(vendors)
Team and vendor foraign relationship as a result of working together previously
High: Never
Certain
To foresee and describe the relationship between both the department and the vendor, a complete vendor assessment and selection procedure (included in the Project Plan) will be used.
Team cannot comprehend the package.
Mid: Conceptual understanding
Somehow likely
getting to include detailed evaluation and selection of vendor in project plan offers team beeter understanding of the package
The package doesnot meet the initial functionality of systems requirement
Low: Customization is not so much necessary.
Not likely
Despite the fact that neither package has been chosen, the Consultant has assessed the required specifications to the available abilities and determined that a functional match to the original criteria is quite likely. The proposed software will be evaluated in part based on how well it corresponds to the functional criteria.
The team’s participation in package selection has an impact on the success of the implementation.
Low: High involvement in selection
Not likely
Project Plan has factored evaluation and selection of vendor
Project assumptions
Assumptions were taken into account when designing the Project Plan.
Healthcare personnel are eager to modify their business practices to take advantage of the new application’s possibilities.
Each member of the project team must be easily available to carry out project activities and objectives as required by the project, and this must be ensured through proper management.
To guarantee that the Project Plan is finished on time, the Steering Committee will assist (i.e., When necessary, approval cycles and meetings are held in a timely fashion.
If revisions to draft deliverables are not acknowledged in a timely manner, project delays will result.
Communications Plan shall be followed by all project team members
Goals and objectives of the project will be promoted with the help of management.
There is a technology infrastructure in place that will support the software framework.
To this end, all participants shall adhere to the criteria in this plan.
Depending on the availability of new information and issues, the Project Management Plan may need to be changed.
Project constrains
The following constraints have been found so far:
The project’s funding sources are restricted, and no contingency plans have been developed.
In addition, the availability of resources in law enforcement organizations is unpredictable owing to their nature.
Critical barriers
Finance for the project has been cut off.
War or natural disasters
If any of these conditions are met, the project plan will be deemed invalid.
Each Responsibilities
The Participant(s)
Project Sponsor
Final decision maker in a tie-breaking situation;
Sustain, lead, or otherwise direct the project. Approve or disapprove of certain project elements
Names here
Steering Committee
Assigns resources to projects and initiatives, authorizes important financing and supply distribution initiatives, and makes substantial changes to subsidy and supply distribution.
The project manager should be notified.
Examine the scheme’s deliverables.
Names here
Project Manager
* leads developments in agreement with scheme’s strategy * Serves as Steering Committee liaison * Receives Routing Committee direction
* Oversees the work of consultants.
* Oversee the vendor (s)
* Assist with overall project management
* Guide/lead team members toward project goals.
* Take care of problem-solving
* Is in charge of the project’s budget.
Name here
Project Participants
* Be conversant with the operator demands and corporate procedures of their particular field of responsibility.
* Become a purchaser supporter in their field* The personnel in their region should be kept informed of project goals, status, and progress at all times.
* Inspect and indicate off on scheme’s deliverables
* Yields or supports in the building of work outcomes.
Work teams, individuals, and stakeholders are invited to take part in the process by coordinating their participation.
* * Share your information and make recommendations
* Assists in identifying and removing mission’s roadblocks
* Achieve project goals and objectives by ensuring the product’s quality.
* Recognize dangers and difficulties and contribution in their tenacity.
The Steering Committee will determine who will be chosen.
Subject Matter Experts
* Provide expertise and support as required
The Steering Committee will determine who will be chosen.
Project responsibilities
Management of problems
As a project’s plan evolves, information inside it may be changed. If the project plan is altered, at least one of three key performance metrics will be affected: time available, resources (budget, staffing), or project quality. The following approach can be used to determine whether or not a project plan (especially the project scope and resources) should be updated:
Step 1: As soon as any modifications to the project scope, timeframe, staffing, or budget are detected, the Project Manager must document them
Step 2: Before bringing it to the Steering Committee for assessment and conclusion, the scheme’s Leader will inspect the adjustment and its effect on the project before providing it to them.
Step 3: A request should be approved, denied or modified regarding the information on the scheme’s web and the scheme’s Director’s proposal, and the Directing Board should reach an agreement after it has been received. Any disputes about a change will be resolved by the Steering Committee sending written explanations and a description of the facts to the Project Sponsor.
Step 4: If the pronouncement matrix asks for it or there is deficiency of consensus, scheme’s sponsors are expected to analyze problems and render a final judgment on whether or not a modification should be accepted or refused.
Step 5: The Project Director must inform the prime person requesting when the Executive Board or Scheme’s Sponsor accepts or rejects the appeal. There’s no way to reverse the decision.
Plan for communication
It is significant for the venture’s prosperity that information about it be dispersed. Contributors in the initiative want to understand how they will be impacted. They are also ready to participate. Information regarding a project’s development and potential benefits encourages people to participate and reap its benefits. This method will be used to communicate, involve, and secure buy-in from all parties throughout the project (Fitzgerald 2017).
The following target audiences are targeted by this communication strategy:
The Sponsor of the Project
The Steering Committee is a group of people who work together to achieve a common goal.
The Project Manager is in charge of everything.
Those who took part in the User Group
Subject Matter Experts (SMEs)
Communications methods
Three main methods are used by the communication technique in order to achieve effective communication.
Top-Down All participants in this project must have the support and leadership of the executive branch in order to be successful. Senior leadership must promote the project and its benefits to all parties engaged with a single, passionate voice. It will require “hands-on” change management if it is to be successful (Sabri 2019). All levels of the firm must be listened to quickly, and they must also communicate with them personally. The transition from today’s project management practices to tomorrow’s standards will be led by clear, strategic, and quantifiable goals.
Bottom-Up For the personnel who will be responsible for implementing the proposed changes, it will be important to define the solution’s creation process. It is possible that criticism will develop if the steering group is perceived to be the only one who proposed the suggested changes. Assuming that all stakeholders were consulted, acceptance is more likely.
Middle-Out Achieving long-term success requires the complete support of all parties involved in the transformation process. Modifications at this level must be explained in terms of their advantages (and at all levels). In order for project management techniques to be successful, individuals must have a personal stake in the success of those approaches.
As part of this initiative, the following communication activities will take place:
We’ll post an update every month. Monthly written status reports will be sent to the steering committee in order to keep the steering committee informed. Among other information that will be compared to the Project Plan, the reports will include:
• A review of the work done over the previous month;
-An overview of the present condition of the issue and possible remedies.
The steering committee meets on a regular basis, usually every month.
This will occur at least once a month and will be coordinated by the project manager.
Each member of the Steering Committee is expected to attend the meeting in person.
Thanks to the project manager’s preparation, everyone in the team will have the opportunity to study the status report before the meeting.
Attendance at status meetings of the project teams
Every two months, on average,These status meetings would take place every other month.
Every project team member is invited to attend!
During the meeting, the project manager will provide a copy of the project status report to each member of the team so they may examine it.
As determined by the project manager, participants in the Site Use User Group and subject matter experts will be updated monthly as needed.
Ongoing work is being done to update the project’s web page.
Impact analysis
The deployment of the improved system will ensure that the patient’s data is entered in a timely manner and accessible whenever needed by any concerned authority. The project will come up with a good plan regarding the rehospitalisation of diabetic and substance abuse patients. These kind of patients mostly need their data to be up to date and accessible to health care personnel’s working on their wellbeing. The system improvement will ensure that their information will be consistent and same across the board (Batrakov 2019). This means that when such persons get to the hospital the doctors and other health care personnel’s can be able to track what kind of treatment the individual has been receiving and whether it is due to their noncompliance that they are back to hospital. This will help them to give the treatment that is appropriate. The user interface will be easy to use and proper training will be given to the users. User support will be very efficient and easy to reach.
Alignment of the organization’s strategic goals to the portfolio
The plan that will be developed will be in line with the organization’s goals, which include boosting service efficiency while also assisting in the delivery of high-quality treatment to patients and healthcare users. The project will be in line with data gathering needs, and it is intended to aid in the growth of information management for diabetic and substance abuse patients. The project’s goal is to improve the operability of activities at micro-level operations, which are critical in deciding how smoothly operations should function and establishing a baseline in data collection and management (Canevelli 2018). The strategy’s applicability to health departments will be determined by its ability to deploy the electronic health record. The strategic analysis is critical for determining whether the new enhancements will be adequate for healthcare services in micro-operations. Strategy formulation is also important for determining whether the planning program was effective, whether the planned goals were met, and, if not, what changes should be made.
Potential impacts
The project’s principal potential consequences are overwhelmingly favorable, as this will aid in increasing hospital productivity and enhancing workflow by allowing professionals to develop their abilities in connection to healthcare activities. The quality of services will also increase in accordance with the plans, thanks to better data management (Af’ida 2018). Because data will be accessible throughout the system and will be very precise and up to date, health outcomes will improve. When patients are given questions, they are more inclined to lie, especially if they know their illness is linked to not following doctors’ recommendations, which causes the new doctor to repeat the same mistakes over and over again.
References
Fitzgerald, Richard J. “Communicate! Communicate! Communicate!” Aerospace Project Management Handbook, 2017, 277-286. doi:10.1201/9781315154886-21.
Sabri, Ehap. “Mastering Change Management for Successful Digital Supply Chain Transformations.” Technology Optimization and Change Management for Successful Digital Supply Chains, 2019, 85-106. doi:10.4018/978-1-5225-7700-3.ch005.
Batrakov, Valery V., Viktor I. Bragin, and Yuri A. Klyuev. “Improvement of the Information Display System on the ISS RS Simulation Complex to Ensure the “Approach of “Progress” CTV to the ISS” Automatic Mode.” MANNED SPACEFLIGHT, no. 4(33) (2019), 58-69. doi:10.34131/msf.19.4.58-69.
Canevelli, Marco, Matteo Cesari, and Wee S. Lim. Dementia, Frailty and Aging. Lausanne: Frontiers Media SA, 2018.
Af’ida, Nuning K.,. Nursalam, and .. Ahsan. “Implementation of Case Management to Increase Quality of Nursing Services: A Systematic Review.” Proceedings of the 9th International Nursing Conference, 2018. doi:10.5220/0008321501210131.
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