CPOE Project Management Plan

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Project Management Plan

Prepared y Prepared y

!e"ruary

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Statement o' Con'identiality Statement o' Con'identiality

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Revision History

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Revision History

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Ta"le o' Content*

Background...5

Purpose Purpose of of this this document...document... ... 55 Goals... Goals... 55 Objectives... Objectives... 66

Project Scope...8

Project Project Management Management - - Responsibilities...Responsibilities... 88 ample ample !ospital !ospital Responsibilities Responsibilities ... "" #ot #ot in in cope...cope... ... $%$%

Assumptions,

Assumptions, Constraints,

Constraints, Risks...

Risks...

...

...12

Assumptions,

Assumptions, Constraints,

Constraints, Risks...

Risks...

...

...12

&ssumptions... &ssumptions... ... $'$' (onstraints... (onstraints... $)$) Ris*s... Ris*s... $)$)

Project Organization...1

+e, +e, (ommittees...(ommittees... $$ +e, +e, Resources...Resources... $$ Resource Resource &ssignment &ssignment Matri/...Matri/... '''' Project Project (ontact (ontact 0ist...0ist... ''

Project Sc!edu"e...25

Project

Project 1eliverables...1eliverables... '5'5 2or*

2or* 3rea*do4n 3rea*do4n tructure...tructure... '5'5 Milestones...

Milestones... '5'5 1etailed

1etailed Project Project chedule chedule   2or*plan...2or*plan... '6'6

Su#sidiar$ %anagement P"an...2&

Project

Project Management Management &pproach...&pproach... '' cope

cope Management Management Plan...Plan... '' Ris*

Ris* Management Management Plan...Plan... '8'8 !uman

!uman Resource Resource Management Management Plan...Plan... '8'8 ssues

ssues Management Management Plan...Plan... '8'8 $!%!01"

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(ommunication Management Plan... '"

chedule 7 ime Management Plan... '"

9ualit, Management Plan... )%

Appro'a"s...(1

)emp"ates * Appendi+...(1

Appendi+ Action -tems ...((

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ac-ground

Purpo*e o' t,i* document

'(e p)rpose of t(is project management plan is to doc)ment critical information abo)t t(e Comp)teri*ed Order Entr+ ,COE- implementation project for Sample Hospital in order to effecti.el+ manage t(e project from start t(ro)g( implementation/ e.iew and appro.al of t(is doc)ment is recommended in order to ens)re

)nderstanding and agreement wit( scope and project approac( b+ t(e ke+ stake(olders/ e+ information incl)ded wit(in t(is doc)ment incl)des2

 Project 3oals and Objecti.es  Project Scope 4efinition

 e+ Ass)mptions and Constraints  Project isks

 Project Organi*ation 5 oles and esponsibilities  Project 4eli.erables

 Project Sc(ed)le 6nformation

 S)bsidiar+ Management Plans for managing2

o Scope o isks o H)man eso)rces o 6ss)es o Comm)nications o Sc(ed)les o 7)alit+

 Project Management Plan Appro.als .oal*

'(e goal of t(is project is to implement t(e Comp)teri*ed P(+sician Order Entr+ ,CPOE S8S'EM- and

Emergenc+ Care ,E46S- applications at Sample Hospital in order to facilitate t(e f)ll )se of Comp)teri*ed Order Entr+ ,COE- t(ro)g(o)t t(e (ospital/ 6t is e9pected t(at Sample Hospital will reali*e benefits in impro.ed clinical diagnostic capabilities and clinical workflow processes as a res)lt of t(e implementation of COE/ 6mplementation of COE addresses a n)mber of ke+ re:)irements for ac(ie.ing meaningf)l )se of t(eir Electronic Healt( ecord per t(e American eco.er+ and ein.estment Act/ 6mplementation of COE will also la+ t(e fo)ndation for

enabling additional clinical f)nctionalit+ t(ro)g( t(e implementation of additional mod)les incl)ding Clinical Alerts and eminders ,Hori*on Care Alerts ,HCA--; notes ,Hori*on E9pert <otes ,HE<--; P(+sician Portal; S)mmar+ ,HHS-; and reporting ,Hori*on =)siness Anal+tics-/ A n)mber of ot(er clinical initiati.es m)st be completed in order to ac(ie.e f)ll COE f)nctionalit+ incl)ding Care Plans; Order Sets; Process Mapping; Single Sign>On; S'A and Hori*on )pgrades; and Medication econciliation/

6t is important to reali*e t(at t(e implementation of COE is an ongoing performance impro.ement initiati.e t(at will re:)ire ongoing en(ancements and refinements in o rder to accommodate t(e e.er c(anging 6/S/ (ealt(care en.ironment/ '(is incl)des workflow refinements; additional order sets; training; and new decision s)pport r)les/ ?ollowing is a s)mmar+ of goals identified for t(is project2

E9act metrics will be identified in t(e initial stages of t(e project/

 6mpro.ed clinical decision making as a res)lt of timel+ access to (istorical patient information at t(e point of care ,e9isting medications; lab res)lts;

allergies- ed)ce n)mber of ad.erse e.ents as a res)lt of clinical ordering errors  ed)ced patient lengt( of sta+

 6mpro.ed clinical decision making as a res)lt of timel+ access to clinical order information at t(e point of care ,(istorical orders; interactions and

conflicts- ed)ction in costs and man)al effort associated wit( man)al ordering process  6mpro.ements in workflow processes for ordering tests and transmitting

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o 6ncl)des streamline process to sign on and a)dit ordering acti.it+

 '(e abilit+ to access patient order information t(ro)g(o)t t(e (ospital and from remote locations  Obtain information t(at can pro.ide reports abo)t prod)cti.it+ and p erformance metrics

 Compliance wit( go.ernment reg)lations ,meaningf)l )se per t(e

AA-o 10@ minim)m of inpatient orders for stage 1 of meaningf)l )se o 100@ )sage b+ eligible pro.iders for stage  of meaningf)l )se

o Creation and )tili*ation of a minim)m of % clinical decision s)pport r)les for stage 1 of meaningf)l

)se

o E.idence of t(e )se of dr)g>dr)g; dr)g>allerg+; dr)g>form)lar+ c(ecks o Emergenc+ 4epartment orders

 Hig( p(+sician and patient satisfaction  Abilit+ to create and transmit remote orders  ed)ce ! elimination of paper orders

 ed)ce t)rnaro)nd time for processing clinical orders from order creation t(ro)g( res)lt

 6ncrease decision making capabilities t(ro)g( increased access to pertinent clinical information  ed)ce c(ance of clinical errors t(ro)g( t(e )se of order .alidation and c(ecking

 ed)ce risk of legal liabilit+ associated wit( ordering errors O"jectie*

Project Objecti.es

• 6mplementation of f)ll orders for all inpatient ancillar+ ser.ices t(at are listed in t(is doc)ment • 6nitial roll o)t of a p(+sician pilot area followed b+ complete (ospital deplo+ment

• 6nstall and config)re t(e necessar+ s+stem components in order to pro.ide Sample Hospital a

Comp)teri*ed Order Entr+ ,COE- S+stem t(at encompasses all clinical order t+pes t(ro)g(o)t t(e inpatient and emergenc+ department settings/ ?)ll implementation of f)nctionalit+ to s)pport f)ll (ospital go>li.e to be completed b+ 01!011 for t(e initial care )nit; 01!011 for t(e Emergenc+ 4epartment; and 0"!011 for all inpatient areas

• 4e.elopment of clinical order sets

• 4e.elopment of clinical alerts w(ere possible; to notif+ t(e pro.ider of possible order conflicts or ot(er

pertinent patient!medical information

• 4)plicate c(ecking parameters to ens)re t(at orders are not d)plicated in error between pro.ider and

n)rsing staff

• 4e.elopment of necessar+ transmission of orders .ia s+stem config)ration; interfaces; alerts; printed

forms/ (HMM, PACS, Sunquest, STAR, Billing, Dictation, HPF)

• 6mplementation of workflow process impro.ements to s)pport )tili*ing COE • 4e.elopment of downtime proced)res to s)pport t(e ordering process

• Ed)cation of end>)sers and s+stem s)pport staff ,order creation and order receipt- in order to effecti.el+

)se and s)pport t(e s+stem

• 4e.elopment of t(e necessar+ project teams to for project de.elopment and o.ersig(t • 4e.elopment of ke+ doc)mentation t(at will assist staff in s)pporting t(e s+stem • 4e.elopment of a COE marketing plan

• Establis(ment of baseline metrics and de.elop reporting t(at will identif+ t(e stat)s and effecti.eness of

)sing clinical orders at SAMPE HOSP6'A

• 6dentification of t(e necessar+ reso)rces needed to s)stain and e9pand t(e )se of COE at SAMPE

HOSP6'A

• Abilit+ to capt)re t(e str)ct)red data elements needed in order to prod)ce re:)ired reports

Critical S)ccess ?actors

• S)pport and participation of stake(olders • 'imel+ decisions b+ t(e steering committee

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• 'iming of software and .endor a.ailabilit+

• 'imel+ implementation of all prere:)isite mod)les and components • 4efined and managed scope

• User acceptance and training • P(+sician participation

• Commitment and participation of p(+sicians; n)rses; and ancillar+ department delegates • 'imel+ appro.al of online content and new processes

• <ecessar+ reso)rces in a timel+ manner ,skills; knowledge; and n)mber- and f)nding to s)pport s+stem

implementation

Project Management Objecti.es

• 4e.elop and maintain deli.erables in order to efficientl+ manage t(e project from start>)p t(ro)g(

prod)cti.e )se of t(e s+stem

a/ Clearl+ defined project scope

b/ Project organi*ation incl)ding roles and responsibilities c/ Project goals

d/ 6dentification of Ass)mption; Constraints; isks e/ Project sc(ed)le and milestones

• Clearl+ identif+ and comm)nicate t(e project scope; sc(ed)le; roles B responsibilities; comm)nication

plan; risks; iss)es; stat)s; deli.erables; milestones; and stat)s

• Manage project scope c(anges; risks; and iss)es

• ?acilitate project comm)nications between project team members and stake(olders

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Project Scope

'(e scope of t(is project encompasses all acti.it+ and components needed to implement t(e CPOE Dendor COE S+stem for inpatient and emergenc+ department orders at Sample Hospital incl)ding COE components ,Hori*on E9pert Orders-; ,Hori*on Emergenc+ Care-; and ot(er prere:)isite components/

Dependencie*

Prere:)isite Upgrades S'A 1%

Oracle 103 

Hori*on Medication Manager / ,HMM-Hori*on Patient ?older

,HP?-Hori*on Clinical D10/&

,HC6- Additional Mod)les ,Post E46S; CPOE S8S'EM-Hori*on Healt( S)mmar+

,HHS-Hori*on E9pert <otes

,HE<-6nterdisciplinar+ 4oc)mentation ,HE4-Hori*on P(+sician Portal

,HPP-Hori*on Medication econciliation ,Med ec-Hori*on Care Alerts

Hardware infrastr)ct)re )pgrade needs

S)fficient perip(eral e:)ipment to s)pport inpatient and Emergenc+ 4epartment Order Entr+ Ade:)ate networking capabilities to s)pport order entr+

Ade:)ate ser.ers and disk storage

Potential constr)ction to s)pport efficient workflow Ot(er

C)rrent state process mapping for t(e following areas2 6npatient P(armac+

adiolog+ M6 4ietar+

e(ab '(erap+

,P'!O'!S'-Social Fork and Case Management Cardiolog+ P)lmonar+ Cat( ab Admissions 4isc(arge Cons)lts

Patient Units ,E9tended sta+; 6CU; Selecti.e Care; PE4S; %F ,Ort(o!Oncolog+-; "F ,Med S)rg-; Mot(er!=ab+; &E ,Ort(o!S)rgical- Mental Healt(; Obser.ation

'(e scope of t(is project (as been identified to incl)de t(ose acti.ities t(at are t(e responsibilit+ of Care'ec( Sol)tions as well as additional acti.ities necessar+ to complete t(e project s)ccessf)ll+/

Project Management  0e*pon*i"ilitie*

'(e client project manager will work wit( t(e project team to complete t(e following acti.ities as needed d)ring t(e project2

• 4efinition and management of project scope

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• 6dentification and management of project iss)es

• 6dentification of re:)ired staffing and associated roles and responsibilities of project team members • 4e.elopment and e9ec)tion of a project management plan

• 6dentification and management of project risks • Coordination of project stat)s reporting

• Escalation of iss)es to t(e project sponsor t(ro)g( t(e client coordinator • 4e.elopment and management of t(e o .erall project sc(ed)le

• 6dentif+ing and managing project dependencies • 'racking and reporting of project management costs

• 4e.elopment and implementation of a project comm)nication plan

Additional ser.ices are a.ailable to t(e client b+ t(e client Project Manager incl)de assisting t(e client in t(e following acti.ities2

• Compilation of ke+ project re:)irements

o 6dentification of re:)irements associated wit( AA meaningf)l )se

• ?acilitating comm)nication between ke+ team members

• Pro.iding e9pertise associated wit( installation and config)ration of order entr+ components • 4e.elopment of s+stem s)pport plans and protocols

• 4e.elopment of end )ser training materials • 4e.elopment of )ser acceptance criteria • 4e.elopment of test plans

• 4e.elopment of an implementation c(ecklist and s+stem roll>o)t plan • 6dentification and compilation of s+stem s)pport doc)mentation

Sample 1o*pital 0e*pon*i"ilitie*

Additional ke+ acti.ities incl)ded wit(in t(e o.erall scope of t(e project incl)de2

• Sec)ring all necessar+ (ardware and software in order to implement COE for Sample Hospital incl)ding

ser.ers; infrastr)ct)re e:)ipment; and perip(eral de.ices/

• 6nstall and config)re t(e (ardware and software in order to f)lfill t(e objecti.e of implementing COE at

Sample Hospital

o 6nstall and config)re all necessar+ perip(eral e:)ipment o 6nstall and config)re ser.ers storage; networking

• 6mplementation of and )pdating of interfaces re:)ired to transmit clinical order and res)lts information

between t(e Hori*on Order Entr+ s+stem and ot(er s+stems or mod)les/ A complete list of interfaces will be de.eloped d)ring t(e initial stages of t(e project/

• Creation of clinical order sets

o 4isease based order sets

o Order sets deri.ed from clinical pat(wa+s o Pre>proced)re orders

o Post>proced)re orders

o P(+sician and p(+sician gro)p specific order sets

• 4efine detailed re:)irements for all inpatient orders t+pes and clinical ordering processes to incl)de data

entr+ re:)irements; interface re:)irements; and processing re:)irements

• Config)ration of t(e order entr+ mod)le to incl)de inpatient order t+pes2

o Medications o adiolog+ o ab o Admission o Emergenc+ 4epartment o 4ietar+

o Cardiolog+ ,E3s; EE3s; Stress 'ests; Dasc)lar; Cat(

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o Cons)lts o 4isc(arge Orders o espirator+ o '(erap+,P'; O'; S'-o Fo)nd Care o <)rsing Orders

o Social Fork and Case Management o =e(a.ioral Ser.ices

o <e)rolog+

o Ad.anced directi.es o Code stat)s

• Establis( s+stem sec)rit+ to address s+stem access and a)dit re:)irements • Create c(arges to feed t(e SAMPE HOSP6'A =illing S+stem

• Attend .endor recommended c)stomer ed)cation classes

o Hori*on Clinical 6nfrastr)ct)re Clinical 7)er+ o Hori*on E9pert Orders Applications

o Hori*on E9pert Orders 'oolkit

o Hori*on E9pert Order End>User!P(+sician Ed)cation

• 4e.elopment and e9ec)ting of a training plan for end>)sers of t(e s+stem

o 6ncl)de Help 4esk training

• Enable remote .endor s)pport

• 4e.elop and test end )ser downtime proced)res

• Add order management components to s+stem back)p and restore processes • Establis( clinical work process flows for )tili*ing COE

o P(+sician processes o <)rsing processes

o Ancillar+ department processes

• Cond)ct s+stem acceptance test

• 6dentif+ baseline metrics; impro.ements goals; and a process to report meas)rements

2endor 0e*pon*i"ilitie*

• 4e.elop and maintain .endor work plan and sc(ed)le for COE and COE related components • 4eli.er and install all necessar+ prod)ct software

• 6dentif+ all .endor prod)ct dependencies • Cond)ct prod)ct specific training co)rses

• Pro.ide e9pertise and recommendations toward t(e de.elopment of t(e COE mod)le • Pro.ide e9pertise and recommendations regarding t(e implementation of COE

o 'imeline

o eso)rce needs

o Organi*ational str)ct)re ! go.ernance

o Costs

o Comm)nication plan o 'esting g)idelines

• Pro.ide e9pertise and recommendations regarding t(e tec(nical en.ironment set)p for COE • Pro.ide prod)ct s)pport

• Coordinate de.elopment of .endor interfaces • Coordinate prod)ct demos as re:)ested

• ?acilitation and coordination of CPOE Dendor cross>f)nctional and integration acti.ities

3ot in Scope

1/ O)tpatient orders

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/ <on clinical orders

&/ Additional f)nctionalit+ t(at is s)bse:)entl+ planned after CPOE S8S'EM is implemented ,ie/ Hori*on E9pert <otes; Med

econciliation-"/ 6/'/ reso)rces to s)pport t(e s+stem after implementation %/ Order sets not defined in p(ase 1 of t(e project

$/ Sc(ed)ling of proced)res .ia Order Entr+

/ Proc)rement and config)ration of (ardware B software not incl)ded wit(in t(e initial config)ration / Order t+pes not specificall+ defined in p(ase 1 of t(is project

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+**umption*# Con*traint*# 0i*-* +**umption*

1/ '(e core implementation team will consist of ke+ reso)rces from Sample Hospital; CPOE Dendor; and Care'ec( Sol)tions/ '(is team will collaborate in order to coordinate t(e project acti.ities between t(eir organi*ations/

/ '(e client will (a.e necessar+ dedicated reso)rces as o)tlined below to implement t(e s+stem/ '(is incl)des2

a/ P(+sician C(ampion ,/% 5 1/0 b/ Client Project Manager ,/% 5 1/0 c/ <)rsing lead ,1/0

d/ P(armac+ lead ,1/0 e/ 6/S/ Clinical Anal+st ,/0 fte-f/ 6/S/ Clinical Manager ,1/0

g/ SAMPE HOSP6'A Client Coordinator ,1/0 (/ 6/S/ 6nfrastr)ct)re Manager ,/%

fte-i/ Clinical E9perts S)per Users ,part time commitment from 1%>0 reso)rces- j/ <)rsing s)pport ,10>1% n)rsing reso)rces for implementation go>li.e

s)pport-k/ additional client reso)rces will re:)ire a smaller time commitment l/ 6nterface eso)rces ,/"

fte-m/ Help 4esk ,.aries as n/ E9ec)ti.e leaders(ip ,as o/ P(+sician representati.es ,as

needed-p/ Fill )tili*e e9isting reso)rces w(ere possible 5 ma+ need to backfill some areas

&/ All .endors will (a.e necessar+ reso)rces to complete t(eir work acti.ities per t(e project sc(ed)le "/ '(e implementation team will (a.e access to t(e areas wit(in t(e camp)s w(ere t(e+ need to work %/ '(e implementation team will (a.e cooperation from t(e Sample Hospital staff as necessar+ b)t wit( t(e

intention t(at disr)ption will be minimal

$/ Client re:)ested project scope c(anges will re:)ire a formal scope c(ange re:)est to be s)bmitted to t(e core project team/ As scope c(anges ma+ res)lt in modifications to t(e project cost and!or sc(ed)le; re:)ests will re:)ire appro.al b+ t(e project sponsor

/ Client will pro.ide 6/'/ s)pport for COE after project clos)re

/ Completion of t(e project per t(e project sc(ed)le is dependent )pon all parties completing t(eir assigned tasks per t(e appro.ed project plan

#/ eso)rce re:)irements and costs for ongoing s+stem s)pport will be agreed )pon b+ Care'ec(; CPOE Dendor; and Sample Hospital d)ring t(e initial p(ase of t(e project

10/ '(e network infrastr)ct)re will be in place s)pport t(e )se of COE in all inpatient areas of Sample Hospital

11/ eso)rces and f)nding (a.e been sec)red to implement interfaces wit( re:)ired s+stems

1/ All (ardware and software re:)ired to implement t(e s+stem per t(e client re:)irements will be sec)red 1&/ '(e s+stem will be config)red to be a.ailable " 9  to s)pport comp)teri*ed order entr+ at SAMPE

HOSP6'A

1"/ 6n order to pro.ide installation s)pport; CPOE Dendor and Care'ec( will (a.e remote access to t(e ser.er

1%/ Pre>re:)isite software will be installed per CPOE Dendor ! SAMPE HOSP6'A sc(ed)le 1$/ CPOE Dendor prod)ct iss)es will be logged into t(e CPOE Dendor online tool

1/ 4ela+s in implementation res)lting from client responsibilities will res)lt in penalties and additional costs for CPOE Dendor to resc(ed)le

1/ ecommended committees will be in place

1#/ SAMPE HOSP6'A reso)rces will be a.ailable as needed

0/ eg)lar re.iew of project stat)s will occ)r and be comm)nicated t(ro)g( comm)nication plan 1/ Client will attend t(e re:)ired training

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Constraints

 Contract signat)re needed in order to engage CPOE Dendor b+ Marc( 1; 010

 AA Preliminar+ Stage 1 dates of 011>10& for ma9im)m stim)l)s incenti.es as defined in t(e AA meaningf)l )se re:)irements

 AA Preliminar+ Stage  and & dates for contin)ation of ma9im)m stim)l)s benefits  AA Medicare pa+ment penalt+ dates for ac(ie.ing meaningf)l )se as define b+ AA  4ependencies of CPOE Dendor deli.er+ and order of mod)le )pgrades and installations  eso)rce a.ailabilit+ ,6'; non 6'; and

.endor-isks

Potential project risks (a.e been identified in t(e isk Forks(eet t(at is incl)ded in t(e appendi9/ e+ project risks t(at (a.e been identified incl)de2

 P(+sician adoption risk 5 ,e9perience wit( COE at ot(er

(ospital-o SAMPE HOSP6'A p(+sicians are not c)rrentl+ )sing p(+sician doc)mentation o E4 P(+sicians )se paper '>S(eet templates

 arge n)mber of pre>re:)isite tasks 5 an+ dela+s will affect t(e o.erall project sc(ed)le  6nd)str+ e9perience and diffic)lt+ in implementing

o Significant c(ange in workflow re:)ires addressing c)lt)ral iss)es

o SAMPE HOSP6'A (as se.eral man)al processes incl)ding access to paper c(art; fa9ing t(at

will c(ange

o Upgrade in 6' training access and clinical s)pport needed

 eso)rce commitment 5 competing wit( ot(er initiati.es 5 6' and non>6'

o Comple9it+ of additional AA meaningf)l )se re:)irements will compete wit( SAMPE

HOSP6'A reso)rce and f)nding capacit+

 Prior fail)re of COE at Competiti.e SAMPE HOSP6'A ma+ impact willingness of p(+sicians to embrace COE

 COE Assessment isks

o P(+sician C(ampion allocated to project

o arge time and effort commitment needed from project teams and stake(olders o Costs 5 implementation and ongoing s)pport 5 large capital o)tla+ needed o <eed for end>)ser client workstation re.iew

o Upgrade of disaster reco.er+ and b )siness contin)it+ plan capabilities needs commitment o P(+sicians are not emplo+ed

o Comm)nication c(annel and strateg+ needed

 6mpact of desire for addressing amb)lator+ EM en.ironment and integration wit( SAMPE HOSP6'A  isks 5 10/1>& timeframe for CPOE Dendor )pgrades not a.ailable )ntil April 011

,10/1- Upgrade of HC6 to .ersion 10/1 limits abilit+ to s+stem c(anges  Commitment of CPOE Dendor reso)rces to project

 Aggressi.e project sc(ed)le 5 SAMPE HOSP6'A plan more aggressi.e t(an majorit+ of s)ccessf)l COE plans!installs

 ate start/ Engaging CPOE Dendor after !010 will re:)ire condensing t(e sc(ed)le to ac(ie.e target timeframe for go>li.e/

 Commitment and allocation of (ospital staff to plan and s)pport COE

 Conc)rrent implementation plan for Emergenc+ 4epartment 4oc)mentation ,E46S- and Order Entr+ ,CPOE

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Project Organization

4ey Committee*

COE E9ec)ti.e Steering Committee

Suggested Resources: C(ief ?inancial Officer2 C(ief Medical Officer2 CM6O 5 '=4

4irector of 6nformation Ser.ices2 4irector of Patient ?inancial Ser.ices2

Project Involvement: '(e e9ec)ti.e steering committee is critical in establis(ing t(e o.erall tone of t(e project and to ens)re t(at t(e goals of t(e project are consistent wit( t(e b)siness objecti.es/

Project Responsibilities:

 Ens)re project objecti.es meet organi*ational objecti.es

 Appro.e f)nding for p)rc(ase of necessar+ s+stem components; implementation reso)rces; and ongoing operational reso)rces

 Address s)bstanti.e b)siness iss)es

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 6dentif+ intra> and inter>departmental impacts

 Ens)re reso)rces are ac:)ired and maintained for implementation and ongoing s+stem )sage  Coordinate and s)pport end>)ser work process polic+ c(anges to compl+ wit( )sage of COE  Comm)nicate project progress across t(e organi*ation if re:)ested

 S)pport t(e project team in t(e e9ec)tion of its risk mitigation plan  Appro.e project deli.erables

COE Project Steering Committee ,Core Fork

3ro)p-Suggested Resources: COE P(+sician Cons)ltant 5 Client Project Manager;

CPOE Dendor Dendor Project Manager > '=4 6' Clinical ead; Care'ec( 5

6' Clinical Anal+st; Care'ec( 5 6' 'ec(nical ead; Care'ec( 5 6' 4irector; Care'ec( Sol)tions 5

SAMPE HOSP6'A E9ec)ti.e Sponsor 5 P(+sician E9ec)ti.e Sponsor 5

SAMPE HOSP6'A 4irector of Patient ?inancial Ser.ices > <)rse Practitioner 5

Ancillar+ 4epartment epresentati.es 5 ,as

needed-Project Involvement: '(e project steering committee is t(e core project team/ '(is committee is comprised of ke+ representati.es from t(e different f)nctional and tec(nical areas needed to implement t(e project/ '(e Core team pro.ides da+>to>da+ management of project acti.it+/ esponsibilities incl)de stat)s reporting and re.iew; iss)es identification and tracking; cross>f)nctional comm)nications; risk management; reso)rce management; and sc(ed)le re.iew and maintenance/ '(e core project team will set o.erall t(e o.erall project strateg+ and direction and t(en de.elop t(e project plan and sc(ed)le/ '(e team will meet on a reg)lar basis ,s)c( as weekl+-to moniweekl+-tor project progress; address iss)es; and comm)nicate t(e project stat)s/ An important role for t(is

committee is to ens)re t(at t(e 6S Steering Committee; P(armac+ B '(erape)tics Committee; Patient Safet+ Committee; isk Management; clinical and medical departments and ot(er gro)ps are aware of and in.ol.ed in ke+ decisions/ '(e responsibilities of eac( of t(e ke+ members of t(e core project team are identified below/ Project Responsibilities:

• 4e.elop B manage detailed plan s)pporting scope; timeline; priorities; reso)rces • Ens)re ad(erence to g)iding principles

• Ens)re :)alit+ deli.erables • Manage c(ange control process

• Appro.e metrics; coordinate monitoring and management d)ring project

• Manage organi*ational c(ange efforts ,e/g/; comm)nication; training; pilots; etc//-• esol.e iss)es ,mid>le.el

iss)es-P(+sician Ad.isor+ Committee

,PAC-Suggested Resources: 6nternal Medicine

Emergenc+ 4epartment Pediatrics

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adiolog+ Cardiolog+ Pat(olog+

C(ief Medical Officer

Project Involvement: '(e P(+sician Ad.isor+ Committee will pro.ide leaders(ip and significant inp)t into t(e COE initiati.e/ '(is gro)p needs to represent a cross section of medical departments/ P(+sicians from s)b specialt+ areas will be represented t(ro)g( t(is committee/ '(is committee will be c(aired b+ t(e p(+sician c(ampion w(o will represent PAC needs to ot(er committees/

 epresent all p(+sician interests in t(e COE project

 Make medical staff polic+ recommendations and decisions  Comm)nicate COE project stat)s to t(e medical staff

 O.ersee t(e de.elopment; .alidation; appro.al and maintenance of COE clinical content ,order sets; r)les and alerts; doc)mentation tools; flow s(eets; problem lists;

etc/- O.ersee; decide and implement project clinical polic+ iss)es  Map or sign>off on p(+sician workflow anal+sis

 e.iew and sign>off on f)t)re state

 Ser.e as liaison wit( ot(er project work gro)ps

 4elegate and coordinate tasks to p (+sician s)bgro)ps  4irect p(+sician engagement and adoption of c(ange  S)pport p(+sician c(ampion

S)pporting Committees

Recommended committees:

Medical E9ec)ti.e Committee; 7)alit+ Co)ncil; t(e Clinical E9cellence teams ,incl)ding t(e 4iabetes 'eam; t(e Critical Care Committee and t(e Pne)monia 'eam- P(armac+ and '(erape)tics Committee; Medication Safet+ Committee; Patient Safet+ Committee; <)rsing ?oc)s 3ro)p; and t(e 7)alit+

4oc)mentation 'eam/ '(is list is to be representati.e/ 8o) ma+ (a.e ot(er committees t(at s(o)ld be in.ol.ed/

Project 0e*pon*i"ilitie*5

A n)mber of e9isting (ospital committees (a.e responsibilities t(at are related to or will be affected b+ t(e COE s+stem/ '(ese committees need to be engaged in t(e COE project and in ongoing )se of t(e

s+stem/ esponsibilities will .ar+ b+ committee/ '(e following are some (ig(>le.el s)ggestions/ 1/ Medical E6ecutie Committee2 e.iew and ratif+ polic+ recommendations from t(e p(+sician

c(ampion; CMO and PAC/ Pro.ide direction to t(ese and to t(e Medical Fork 3ro)ps/

/ 7uality Council5 ecommend metrics for t(e s)ccess of t(e COE project/ Consider t(e capabilities of t(e COE s+stem to meas)re and impro.e :)alit+; patient safet+ and o)tcomes/ 6ncl)de t(e

capabilities of t(e COE s+stem in de.eloping t(e ann)al performance impro.ement plan/ ook for and report on e.idence of t(e s)ccess of t(e COE s+stem in impro.ing :)alit+; patient safet+ and o)tcomes/

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&/ Clinical E6cellence Team*5 Pro.ide inp)t to clinical content to ens)re (ospital standards of care can be optimall+ s)pported b+ t(e s+stem/ 3i.e inp)t on order sets content; r)les and alerts/

"/ P,armacy and T,erapeutic* Team2 e.iew order sets for appropriate meds/ 3i.e inp)t regarding r)les and alerts/

%/ Medication Sa'ety Committee5 e.iew order sets for appropriate meds/ 3i.e inp)t regarding r)les and alerts/ Consider re.iewing workflow and COE design wit( respect to fail)re modes/ ook for and report on e.idence of t(e s)ccess of t(e COE s+stem in impro.ing medication safet+ and o)tcomes/ Monitor ad.erse dr)g e.ents for aspects of t(e COE s+stem as a root ca)se and direct actions to correct COE config)ration and )se as a root ca)se of error/

$/ Patient Sa'ety Committee5 Consider t(e )se of COE order sets; r)les and alerts as tools to ac(ie.e t(e goals of t(e committee/ ook for and report on e.idence of t(e s)ccess of t(e COE s+stem in impro.ing :)alit+; patient safet+ and o)tcomes/ Monitor incident reports for aspects of t(e COE s+stem as a root ca)se and direct actions to correct COE config)ration and )se as a root ca)se of error/

/ 3ur*ing !ocu* .roup5 '(is gro)p or persons appointed b+ it need to be .er+ in.ol.ed in all aspects of t(e COE project incl)ding workflow anal+sis; testing; training; de.elopment of order sets; r)les and alerts/

/ 7uality Documentation Team5 Consider (ow COE c(anges t(e electronic Medical ecord/ #/ Super 8*er .roup

4ey 0e*ource*

P(+sician C(ampion

Resource: TBD

,minim)m /% fte for t(e project d)

ration-Project Involvement: '(e p(+sician c(ampion will represent t(e medical staff as t(e owner of t(e COE ! EM s+stem/ 6t is t(e responsibilit+ of t(e p(+sician c(ampion to clearl+ comm)nicate wit( p(+sicians in order to )nderstand t(eir re:)irements and address t(eir needs and concerns/ '(e p(+sician c(ampion will o.ersee all clinical aspects of t(e project/ '(e p(+sician c(ampion will act as a liaison between p(+sicians and t(e COE project teams/

 Comm)nicates t(e benefits of COE to p(+sicians )nderlining t(e importance of t(e project in t(e pro.ision of care to patients/

 Ens)res t(at p(+sician re:)irements and needs to deli.er care are addressed  O.ersee clinical aspects of t(e project

 C(air t(e PAC and participate in ot(er ke+ committee meetings

 Participate in and ens)re p(+sician participation in COE application design decisions  Pro.ide ed)cation to p(+sician gro)ps in2

o COE in general

o Use of clinical s)pport tools

o How p(+sicians in ot(er organi*ations )se tec(nolog+ to en(ance practice

o O.ersee and (elp define t(e p(+sician adoption strateg+/ Collaborate wit( t(e e9ec)ti.e and

p(+sician leaders(ip to define principles t(at identif+ t(e e9tent to w(ic( COE is re:)ired

o Make medical staff polic+; b+laws; and r)les and reg)lation recommendations to clinical e9ec)ti.e

leaders(ip

o Participate in setting t(e agenda for clinical decision s)pport ,order sets; r)les;

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o einforce comm)nication between clinicians and administration o Coordinate acti.it+ wit( clinical and :)alit+ impro.ement committees o Monitor p(+sician training

o Participate in s+stem testing

o 6dentif+ and address areas of resistance o Monitor p(+sician )tili*ation statistics

o S)ggest; collect; re.iew; and prioriti*e s+stem c(ange re:)ests o e.iew s+stem en(ancements

o Coac( end>)ser c(ampions and p(+sician leaders in t(e )se of COE

Client Project Manager

Resource: '=4

Project Involvement: '(e client project manager is responsible for maintaining clear comm)nication wit( t(e client organi*ation as it relates to project objecti.es; e9ec)tion progress and management iss)e resol)tion/ '(e project manager (as t(e a)t(orit+ to appro.e c(ange in accordance wit( t(e defined c(ange management process/

 Fork wit( t(e CPOE Dendor project manager and client coordinator to de.elop t(e project plan and sc(ed)le

 6dentif+ing and managing project risks and iss)es

 Updating t(e project stat)s and de.eloping project stat)s reports

 ?acilitating comm)nications and work dependencies between project team members; incl)ding internal reso)rces; .endors; and &rd

parties

 4e.eloping and maintaining project management doc)mentation incl)ding project sc(ed)les; risks; iss)es; c(ange re:)ests; organi*ational c(arts; core team meeting min)tes; t(e project management plan; and ot(er project deli.erables

 Fork wit( t(e client coordinator and CPOE Dendor project manager in de.eloping and e9ec)ting a comm)nications plan for t(e program

 Presenting project information to project stake(olders

 Assisting t(e client coordinator in de.eloping acceptance criteria for t(e s+stem

 Pro.iding direction to resol.e de.iations from project work plans t(at ma+ impact sc(ed)le; cost; reso)rce allocation or deli.erables

 Pro.iding direction to resol.e project iss)es and escalating iss)es t(at re:)ire e9ec)ti.e management inter.ention/

 Enco)rage a sense of s+stem owners(ip wit( c)stomer personnel

 Fork wit( t(e project steering gro)p in e.al)ating and administering project c(ange re:)ests  Fork wit( t(e CPOE Dendor project manager and client coordinator to define reso)rce roles and

responsibilities

 Maintain responsibilit+ for o.erall sign>off of implementation acti.ities

Client Coordinators

Suggested Resources:

<; SAMPE HOSP6'A Clinical Coordinator

Clinical manager; SAMPE HOSP6'A 6nformation Ser.ices Clinical Manager

Project Involvement: '(e SAMPE HOSP6'A client coordinator and SAMPE HOSP6'A clinical 6S Manager will collaborate coordinating t(e work effort for tasks related to t(e end>)sers of t(e s+stem and t(e 6S

de.elopment team/ '(e client coordinator will pro.ide de.elop and gain appro.al of t(e f)nctional re:)irements

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for t(e project and ens)re t(at t(e re:)irements are translated into a f)ll+ f)nctional s+stem/ '(e client

coordinators ser.es as a comm)nication intermediar+ wit( departments affected b+ t(e s+stem implementation as well as on>site (ospital administration/

 Anal+sis and de.elopment of process flow c(anges for end>)sers  6dentif+ing and coordinating t(e training needs of t(e end>)sers  Establis(ing acceptance criteria for s+stem f)nctionalit+

 Acceptance of t(e f)nctionalit+ of t(e s+stem

 Coordinating site specific re.iews related to s+stem )sage  Establis(ing f)nctional re:)irements for t(e s+stem

 'est f)nctionalit+ of s+stem interfaces  Perform f)nctional s+stem tests

 4efine s+stem sec)rit+ access needs

 Coordinate end>)ser in.ol.ement in planning; config)ring; and implementing t(e s+stem

 e.iew and appro.e deli.erables to ens)re t(at re:)irements and processes (a.e been acc)ratel+ defined

 Fork wit( t(e project managers to sec)re client reso)rce allocations as needed for project work  Attend ed)cational co)rsework in order to config)re and s)pport t(e COE s+stem

 Ens)ring t(at t(e config)ration is done correctl+ in order to s)pport COE for  Obtaining t(e re:)ired information in order to config)re t(e application

 4e.elop a comm)nications plan in order to solicit inp)t and create awareness and acceptance of t(e s+stem

 Coordinate s)pport needed b+ CPOE Dendor

 4e.elop and implement a plan to pro.ide " (o)r s)pport and necessar+ training for end>)sers  6dentif+ and manage end )ser related tasks and acti.ities wit(in t(e project work plan

 Pro.ide information )pdates to client stake(olders

 Act as a central point of contact for all client comm)nications and work assignments

6' 'ec(nical ead

Resources:

<AME; Operations Manager; SAMPE HOSP6'A

Project Involvement 2 '(e client operations!s+stem manager is responsible to ens)re t(at all infrastr)ct)re center components to s)pport s+stem installation; adaptation; testing; con.ersion; interfaces; and prod)ction processing re:)irements are met/ '(is encompasses installation of ser.ers; workstations; network e:)ipment; s+stem

software; and network connecti.it+ Project Responsibilities:

 Pro.iding network access for installation and s)pport to t(e .endor  6dentification and re.iew of necessar+ infrastr)ct)re components  Order infrastr)ct)re components

 E.al)ate and coordinate testing of end>)ser perip(eral de.ices for access to t(e COE mod)les  Assist t(e .endor wit( installation of (ardware and software

 Establis(ing network connecti.it+ to network connected de.ices  Unpack and set )p (ardware re:)ired for COE and related mod)les  6dentif+ and manage client tec(nical tasks wit(in t(e project work plan  6dentif+ and implement operational proced)res to s)pport t(e s+stem  Participate in tro)bles(ooting and problem resol)tion

 6mplement back>)p and restore proced)res to s)pport COE

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CPOE Dendor Project Manager

Suggested Resources: '=4

Project Involvement: '(e CPOE Dendor project manager is responsible for planning and coordinating t(e o.erall acti.it+ of t(e CPOE Dendor responsibilities for t(e project/ '(e CPOE Dendor Pro ject Manager will pro.ide direction to ot(er CPOE Dendor reso)rces t(at are needed to implement; operate; and s)pport COE and ot(er related software and (ardware components/

 Pro.ide CPOE Dendor prod)ct e9pertise to t(e project team

 Cond)ct site assessment in order to establis( t(e project plan and recommendations

 Coordinate deli.er+ and installation of all CPOE Dendor software and (ardware components

 Fork wit( t(e client project manager and client coordinator to de.elop t(e project plan and sc(ed)le  Fork wit( t(e client project manager and client coordinator to establis( reso)rce roles and responsibilities  Coordinate and report )pon t(e progress of all acti.it+ assigned to CPOE Dendor reso)rces

 Pro.ide demonstrations of t(e s+stem to clients

 Coordinate ed)cation ser.ices for SAMPE HOSP6'A de.elopment staff ecommend tec(nical en.ironment set)p for all necessar+ components

 e.iew client work flow processes

 Coordinate s+stem interface de.elopment

 Pro.ide testing g)idelinesG assist wit( testing preparation and iss)e resol)tion  Cond)ct a)dit to determine readiness of site for go>li.e

 Assist in t(e de.elopment of t(e go>li.e plan

 6dentif+ and coordinate end )ser training of ke+ personnel  Pro.ide s+stem doc)mentation

 Assist in problem and iss)e resol)tion; pro.iding proper escalation as necessar+  Prepare c)stomer personnel to ass)me f)ll responsibilit+ for t(e s+stem after li.e

Client User 3ro)p

Suggested Resources:

All ancillar+ areas affected b+ COE to incl)de b)t not limited to2 P(armac+; adiolog+; ab; e(ab Ser.ices; Emergenc+ 4epartment; Admitting!egistration; espirator+ '(erap+; Cardiolog+; 4ietar+; 7)alit+ ! isk Management; Social Fork; Case Management; 4isc(arge Planning; <)rsing; =e(a.ioral Ser.ices Project Involvement: '(e client )ser gro)ps are comprised of representati.es of t(e primar+ end )ser

processes t(at are affected b+ t(e COE project/ '(eir primar+ role is to assist in planning and design of workflow and s+stem parameters related to t(eir areas re:)irements; operations; and processes/

 Participation in inter.iews in order to s)pport config)ration of t(e s+stem and related processes  e.iew of deli.erables to ens)re re:)irements and processes (a.e been acc)ratel+ defined  Participation in s+stem test planning and testing

 Participation in planning; implementation; and s+stem e.al)ation  Assistance in de.elopment of acceptance criteria

 Coordination of end>)ser training and s)pport for t(eir area

 Assistance in t(e de.elopment and e9ec)tion of end>)ser process c(anges t(at res)lt from implementation of COE

 4e.elopment of s+stem downtime proced)res for t(eir area

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COE 'raining Coordinator

Project Involvement: '(e primar+ role of t(e COE 'raining Coordinator is to coordinate all aspects of end>)ser ed)cation sessions in a .ariet+ of settings and met(ods/ 'raining will be dri.en b+ an o.erall COE training plan/ '(e C)stomer Core 'rainer keeps t(e core COE work team informed abo)t t(e progress of )ser ed)cation/ Project Responsibilities:

 earn t(e COE application,s- ,CPOE S8S'EM; HE4- in pr eparation for training ot(ers b+ attending t(e core trainer sessions

 4e.elop initial and ongoing training plan

 6dentif+ and de.elop gro)ps of staff to be trained

 Coordinate set )p; comm)nication; and sc(ed)ling of training sessions

 Prepare )ser training materials f or end>)ser training sessions; incorporating departmental proced)res  Cond)ct end>)ser training sessions

 E.al)ate t(e )sers )nderstanding of proced)res a nd determine w(ic( )sers re:)ire additional training  Sc(ed)le follow>)p training as re:)ired

 S)pport )ser departments and p(+sicians d)ring go>li.e and post>li.e

 Establis( s)per>)ser training sessionsG transition first line s)pport to ke+ personnel  Coordinate s)pport and training wit( Help 4esk

 Establis( new emplo+ee training plan and g)idelines

Ot(er e+ eso)rce Areas

6ntegration > 6nterface 4e.elopment 'eam

Suggested Resources: ,Care'ec(; Sample Hospital; CPOE Dendor;

ot(ers-Project Involvement: '(e integration team is comprised o f reso)rces t(at s)pport e9isting Hospital 6nformation S+stems and CPOE Dendor 6/'/ reso)rce t(at s)pport COE related interfaces/ '(is team is responsible for designing; config)ring; testing; implementing; and s)pporting all interfaces per H> standards/ 6t is t(e responsibilit+ of t(is gro)p to translate t(e b)siness re:)irements associated wit( data interfaces into a f)ll+ tested s+stem/

Client Help 4esk

Project Involvement: esponsible for )nderstanding operational concepts in order to e9pedite :)ick resol)tions to problems/

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eso)rce Assignment Matri9 Activity # Project Activity / Deliverable C o r e w o r k t e a m C l i e n t S p o n s o r C l i e n t I T D i r e c t o r C l i e n t C o o r d i n a t o r I T C l i e n t C o o r d i n a t o r S A M P L  ! " S P I T A L C a r e T e c # P r o j e c t M a n a $ e r C P "  % e n d o r P r o j e c t M a n a $ e r T r a i n i n $ / & s e r S ' p p o r t C l i e n t I ( T ( T e c # n i c a l L e a d s P # y s i c i a n C o n s ' l t a n t I n t e $ r a t i o n / I n t e r ) a c e T e a m P r o c e s s M a p p i n $ A n a l y s t

Project Initiation Deliverables * Statement o) +ork / Contracts A P , , , P , - Project Mana$ement Plan / Carter I A A I I P , , I I , , . Scope Can$e Decisions A , , , , , , , , , ,  Detailed Project sced'le A A A I I P P I I I I , 0 ,eso'rce Assi$nment Matri1 A , I I P I S I I S , 2 Comm'nicationsplan I A P P P S S I ,

Project Managing Deliverables

3 CostMana$ement I A P S S S I S

4 Meetin$ a$endas and

min'tes I A P P P I , I I , ,

5 Iss'es lo$ and

mana$ement I , A P P P I , I I , ,

*6 ,isk workseet and

mana$ement I , A P P P I , I I , ,

** Stat'sreports , , A P P P I , I , , ,

System Design & Requirements Deliverables *.

,eview/,evise 7'siness / +ork)low Policies and Processes

I , , A , S I , P

* Systems Desi$n 8 9low

o) pysician )'nctions I , , A , S I , P

*0 Systems Desi$n 8 9low

o) ancillary )'nctions I , , A , S I , P *2 Inter)ace ,e:'irements / Desi$n A , , , S , P Planning Deliverables *3 Marketin$Plan P A S S S , S S I *4 7encmark /meas'rement plan P A S S S , , I

*5 SystemTestin$Plan P A A A S I , I I S

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Activity # Project Activity / Deliverable C o r e w o r k t e a m C l i e n t S p o n s o r C l i e n t I T D i r e c t o r C l i e n t C o o r d i n a t o r I T C l i e n t C o o r d i n a t o r S A M P L  ! " S P I T A L C a r e T e c # P r o j e c t M a n a $ e r C P "  % e n d o r P r o j e c t M a n a $ e r T r a i n i n $ / & s e r S ' p p o r t C l i e n t I ( T ( T e c # n i c a l L e a d s P # y s i c i a n C o n s ' l t a n t I n t e $ r a t i o n / I n t e r ) a c e T e a m P r o c e s s M a p p i n $ A n a l y s t

-6 AcceptanceTestPlan P A A A S I , I I I

-* Trainin$ / &ser S'pport

Plan A S S S S I P , I S

-- Implementationplan P A A S S S I I I I I S

-. %endor prod'ct s'pport

plan , , A , , , P I , , ,

Development Deliverables - Install !ardware ;

So)tware , A S , S P ,

-0 Install and Con)i$'re

Application S+ , A P S , P , -2 stablis <etwork Connectivity , A P , -3 Inter)ace Development and Testin$ , A S S , P , , P Go Live Deliverables -4 SystemTestin$ S A A P P S P , S I S -5 Acceptance Testin$ Approval S A A P P S S , S S .6 "n$oin$ s'pport o) application components A A P P S P , S S P Primary preparer A Approve S S'pport I Provide Inp't , ,eview

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Project Contact i*t

3ame 0ole Email +ddre** O''ice p,one Cell p,one

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Project Sc,edule

Project 4eli.erables

Project deli.erables are doc)mented in t(e esponsibilit+ Assignment Matri9 ,AM- section of t(is doc)ment Fork =reakdown Str)ct)re

'(e work breakdown str)ct)re is doc)mented in t(e appendi9/

Milestones

'arget dates for project milestones will be de.eloped and doc)mented in t(e project work plan/ Project Planning Milestones

• Contract ! SOF a)t(ori*ation • Project Management Plan appro.al

o oles B responsibilities

o Scope

o 4eli.erables o P/M/ approac(

o =aseline Sc(ed)le ! Fork plan completion

• Order and recei.e (ardware and software • Complete site a)dits

• 'ec(nical re.iew • ?)nctional re.iew

• Complete acceptance test plan

Project 6mplementation Milestones  Sign contract

 Project kick off meeting

 6nstallation of prere:)isite software ,define- 4e.elopment team ed)cation

 Marketing plan

 Establis( go.ernance  End )ser (ardware plan

 6mplementation strateg+ > plan  6nterface re:)irements

 C)rrent state process mapping  ?)t)re state process mapping  =aseline metric identification

 Forkflow proced)res and polic+ doc)mentation  Order set de.elopment ! )pdate

 4owntime proced)res  E46S installation

 E46S config)ration 5 b)ild dictionaries; orderables  CPOE S8S'EM installation

 CPOE S8S'EM config)ration 5 b)ild dictionaries; orderables  'raining plan

 =)ild add ons 5 order sets; fa.orites  =)ild interfaces

 4eplo+ ancillar+ e:)ipment

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 4eplo+ E4 e:)ipment  4eplo+ pilot e:)ipment  'esting plan

 Perform s+stem test for E4

 Perform s+stem test for pilot and ancillaries  'rain E4

 'rain pilot and ancillaries  'rain (elp desk

 E4 go li.e wit( COE

 Pilot an ancillaries go>li.e wit( COE  Post pilot go>li.e

 E9panded training  E9pand (ardware  Hospital Fide go>li.e  Post go>li.e re.iew

4etailed Project Sc(ed)le 5 Forkplan

'(e detailed project sc(ed)le will be de.eloped and maintained as a Microsoft Project doc)ment/

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Su"*idiary Management Plan Project Management +pproac,

'(e approac( to project management for t(is project is based )pon t(e premise t(at a project management team consisting of a client project manager from Care'ec( Sol)tions and a project manager from t(e primar+ .endor; CPOE Dendor/ '(e Care'ec( project manager is responsible for coordinating t(e o.erall management of t(e project/ '(e CPOE Dendor project managers will pro.ide planning and prod)ct e9pertise specific to t(e Dendor prod)cts/ '(is will be accomplis(ed t(ro)g( t(e separate entities t(at will prod)ce and be responsible for t(e deli.erables; assigned to t(em in t(e appro.ed work plan/ '(e project sponsor will pro.ide t(e necessar+ s)pport to ens)re project s)ccess/

'(e project management approac( will )tili*e ind)str+ standard processes for defining; organi*ing; and managing all elements of t(e project in order to ens)re t(at t(e project is implemented on time; wit(in b)dget; and wit( all of t(e re:)ired f)nctionalit+/ '(e project manager will pro.ide clear and con cise delegation of responsibilit+ and acco)ntabilit+ to t(e s)pporting organi*ations for t(e prod)ction of specific work prod)cts and tasks/

Scope Management Plan

6mplementation tec(ni:)es ! Process steps for managing scope

1/ '(e initial project scope as defined in t(e Statement of Fork; is f)rt(er defined in t(e IscopeJ section of t(is doc)ment/ '(e effort and timing for acti.ities needed to complete t(e scope of t(is project will be detailed in t(e project work plan/ '(is will become t(e baseline project scope/

/ Upon completion and appro.al of t(e initial project work plan; all re:)ests for scope c(anges will be processed t(ro)g( a formal c(ange re:)est process/

&/ '(e scope c(ange re:)est process will re:)ire s)bmission of a c(ange re:)est form to t(e Project Steering Committee/ A cop+ of t(e c(ange re:)est form is incl)ded in t(e appendi9 of t(is doc)ment/ "/ '(e impact of t(e scope c(ange will be assessed b+ t(e core project team/ Scope c(ange re:)ests will

be e.al)ated b+ t(e project steering committee/ A scope c(ange re:)est can be appro.ed; deferred to a later time; or rejected/ '(e disposition of all scope c(ange re:)ests will be doc)mented in t(e scope c(ange log/

4eli.erables related to implementation 1/ Project Scope C(ange re:)est / Scope c(ange log

&/ Updated project work plan

"/ Scope section of project management plan isks of not implementing a Scope Management Plan

1/ '(e project ma+ e9perience scope creep res)lting in dela+s and cost o.err)ns / '(e scope c(anges ma+ not be doc)mented

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0i*- Management Plan

6mplementation tec(ni:)es ! Process steps for managing risks

1/ '(e initial known project risks will be doc)mented in t(e IisksJ section of t(is doc)ment/

/ isks will be identified and doc)mented )sing t(e IProject isk Forks(eetJ/ A mitigation plan for eac( risk will be de.eloped/ A template for t(is form is incl)ded in t(e appendi9/

&/ All risks will be re.iewed d)ring t(e reg)lar core team meetings '(e stat)s of a risk ma+ c(ange related to probabilit+ and impact/

"/ '(e stat)s of project risks will be kept c)rrent and reported based )pon stat)s reporting re:)irements/ %/ <ew risks ma+ be added d)ring t(e core team meetings or at an+ time/

4eli.erables related to implementation

1/ Stat)s reports incl)ding risk warning signs / isks section of project management plan &/ Project risk works(eet

isks of not implementing a isk Management Plan

1/ ?ail)re to manage risks on a reg)lar basis will jeopardi*e t(e timing; b)dget; and re:)ired f)nctionalit+ of t(e project/

1uman 0e*ource Management Plan

6mplementation tec(ni:)es ! Process steps for project ()man reso)rces

1/ '(e ke+ project deli.erables (a.e been defined in t(e Statement of Fork/ '(ese deli.erables will be f)rt(er defined in t(e Ideli.erablesJ section of t(is doc)ment/

/ e+ deli.erables will be identified an assigned a responsible reso)rces as doc)mented in t(e esponsibilit+ Assignment Matri9 ,AM-/

&/ '(e AM will be )pdated to reflect an+ c(anges in responsibilit+ assignments/

"/ eso)rce progress on assigned task will be tracked t(ro)g( reg)lar stat)s reports and )pdated in t(e project work plan/

%/ oles and responsibilities of ke+ reso)rces will be defined in t(e IProject Organi*ationJ section of t(is doc)ment/

$/ Project training re:)irements will be identified in t(e training plan/ 4eli.erables related to implementation

1/ Project Organi*ation section of Project Management Plan / Updated project work plan

&/ esponsibilit+ Assignment Matri9 ,AM-"/ 'raining plan

isks of not implementing a H)man eso)rce Management Plan

1/ ack of clarit+ related to project task assignments; roles; and responsibilities / 6nefficient )se of reso)rces > ,O.erlap or missing reso)rce on project

acti.it+-I**ue* Management Plan

6mplementation tec(ni:)es ! Process steps for iss)es management

1/ Project iss)es t(at affect t(e project sc(ed)le; costs; or f)nctionalit+ will be doc)mented in t(e IProject 6ss)es ! Action 6tem og/ A central iss)es log will be maintained b+ t(e Care'ec( project manager/ A template of t(is doc)ment is in t(e appendi9/

/ Eac( iss)e t(at is added will be assigned a reso)rce; priorit+; and e9pected resol)tion date/

&/ 6ss)es will be re.iewed at an iss)es re.iew!stat)s meeting on a reg)lar basis b+ t(e Core project team/

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"/ Updated to iss)es will be re:)ired b+ t(e assigned reso)rce prior to t(e e9pected resol)tion date/ 6ss)es ma+ be comm)nicated .ia reg)lar stat)s reporting/

%/ O.erd)e iss)es ma+ become project risks/ At t(at point a mitigation plan to address t(e risk ma+ be de.eloped/

4eli.erables related to implementation 1/ Project iss)es ! action item log

/ Project Stat)s reports 5 iss)es identification section isks of not implementing a 6ss)es Management Plan

1/ 6nabilit+ to foc)s on e.ents t(at re:)ire attention in order to progress according to t(e project sc(ed)le/ / Unclear comm)nications related to assignment of and e9pected d)e dates for iss)es resol)tion/

Communication Management Plan

6mplementation tec(ni:)es ! Process steps for comm)nication management

1/ A distrib)tion list for t(e .ario)s t+pes of project comm)nications will be establis(ed d)ring project initiation b+ t(e core project team/

/ eg)larl+ sc(ed)led stat)s meetings will be sc(ed)led ,timing and attendees to be establis(ed-/ &/ All meetings will (a.e an agenda/

"/ Meeting min)tes will be doc)mented as needed and distrib)ted to t(e identified stake(olders/

%/ eg)lar project stat)s reports will be created for eac( f)nctional area of t(e project/ A template of t(e project stat)s report is incl)ded in t(e appendi9

$/ A COE Marketing plan will be de.eloped 4eli.erables related to implementation

1/ Project Stat)s reports

/ Meeting doc)ments ,agenda; min)tes; )pdated iss)es

list-&/ Ot(er s)pporting doc)ments ,project management plan; project sc(ed)le-"/ Project team meetings

%/ AM doc)ments ke+ deli.erables

$/ SAMPE HOSP6'A COE Marketing Plan

isks of not implementing a comm)nications management plan

1/ ?ail)re to comm)nicate effecti.el+ leads to mis)nderstandings w(ic( can be detrimental to t(e project/

Sc,edule / Time Management Plan

6mplementation tec(ni:)es ! Process steps for sc(ed)le management

1/ Updates of project tasks stat)s will be comm)nicated t(ro)g( reg)lar stat)s reports and indi.id)al project work plans for eac( f)nctional area of t(e project/

/ '(e project sc(ed)le will be contin)all+ )pdated b+ t(e project manager to reflect progress of acti.it+/ &/ '(e project sc(ed)le will be re.iewed in t(e reg)lar core team meetings/ '(e core team will anal+*e and

identif+ .ariances in planned .s/ act)al d ates for task start and completion/ 4eli.erables related to implementation

1/ Project stat)s reports 5 accomplis(ments / Updated project sc(ed)le

isks of not implementing a time!sc(ed)le management plan 1/ Project progress wo)ld be diffic)lt to meas)re/

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/ 6dentification and mitigation of sc(ed)le iss)es wo)ld be diffic)lt to address/

7uality Management Plan

6mplementation tec(ni:)es ! Process steps for :)alit+ management

1/ '(e project will be meas)red against itKs objecti.es/ Criteria related to t(ese objecti.es will be incl)ded in t(e acceptance test plan/

/ '(e project will follow a test strateg+ and test plans/ 'esting will be incl)ded for (ardware; software; and f)nctionalit+ of t(e s+stem/

&/ Signoffs will be obtained at major c(eckpoints as establis(ed in t(e project work plan/ 4eli.erables related to implementation

1/ C(eckpoint signoffs / S+stem test plans &/ Acceptance test plan

isks of not implementing a 7)alit+ Management Plan

1/ ?ail)re to manage :)alit+ ma+ res)lt in t(e following2 a/ ?ail)re to meet c)stomer e9pectations b/ Prod)ct defects

c/ Miscomm)nication d/ 6ncreases costs

e/ Maintainabilit+ problems

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+pproal*

Client Spon*or ,<ame- Date5

Client I9T9 Coordinator ,<ame- Date5

S+MPE 1OSPIT+ Client Coordinator ,<ame- Date5

Client Project Manager ,<ame- Date5

Client I9T9 Manager ,<ame- Date5

P,y*ician ead ,<ame- Date5

2endor Project Manager ,<ame- Date5

Template*  +ppendi6  6ss)es og

 Scope C(ange e:)est  Scope C(ange og

 isk Management Forks(eet  Project Stat)s eport

 Project contacts and comm)nications s)mmar+

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+ppendi65 Meeting Minute* !ormat

+TTE3DEES

O:ECTI2ES/+.E3D+

0ES8TS

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P80POSE5 0eie; o' Project Plan P+CE5

!+CIIT+TO05

3E<T MEETI3.(S)5 0ECO0DE05

SC/0/0 )-%/ +CT8+ TIME

Start Stop Total 1our*

Start

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+ppendi65 +ction Item*

+CTIO3 ITEMS

C800E3T ST+T8S /

COMME3TS

O=3E0 _{completed "y}!ollo; up

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ISS8ES/0IS4S

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COMME3TS

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1/

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&/

C800E3T ST+T8S /

COMME3TS

O=3E0 ESTIM+TED 0ESO8TIO3 D+TE

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+ppendi65 C,ange 0e>ue*t

Project 'itle2 Project title

e:)ested =+2 LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL 4ate e:)ested ,mm!dd!++++-2 LLLLL!LLLLL!LLLLL

'+pe of C(ange (Check all that apply)

Scope eso)rce eg)lator+ e:)irements

4esign Priorit+ Process Ot(er

,describe-Ot(er 4escription2 ?OM'E'

4escription of C(ange (attach aitional pages i! necessa"y)

6mpact Assessment

4ate of e.iew ,mm!dd!++++-2 LLLLL!LLLLL!LLLLL e.iewed =+2

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4)e4ates Staffing ?)nding

?)nctionalit+ 'raining

4escription of 6mpact on Project2

ecommendation (attach aitional pages i! necessa"y)

Appro.als

Client Sponsor2 LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL 4ate2 LLLLL!LLLLL!LLLLL 6/S/ 4irector2 LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL 4ate2 LLLLL!LLLLL!LLLLL 6/S/ Project Manager2LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL 4ate2 LLLLL!LLLLL!LLLLL Client Coordinator2 LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL 4ate2

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