Project sample

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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

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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

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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

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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

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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.

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 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.

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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.

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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.

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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.

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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

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 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

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hardware can be delivered and installed. Creation of new documentation can begin before hardware installation, but cannot be completed until after the hardware is functioning. Training cannot be completed until the new documentation is completed and distributed to the staff. The quality assurance testing must take place after testing, and final implementation of the system must be done after the testing and resolving of any issues. Once all of these steps have been completed, the system can be turned over to ComX_MC. Schedule of Costs The attached Schedule of Costs (see Appendix I) shows detailed information on the costs associated with this project. The total budget totals $50,000, which consists of the following costs:  Phase 1 – Obtaining Approval o Blackhawks personnel costs ‐ $480  Phase 2 – Hardware Selection/Ordering o Hardware ‐ $8,100 o Blackhawks personnel costs ‐ $1,910  Phase 3 – On‐Site Infrastructure Changes o Hardware ‐ $525 o Blackhawks personnel costs ‐ $1,560 o Hospital IT staff costs ‐ $1,960  Phase 4 – Documentation/Training o Blackhawks personnel costs ‐ $11,744  Phase 5 – Implementation o Blackhawks personnel costs ‐ $16,416  Phase 6 – Support

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o Blackhawks personnel costs ‐ $6,000 Risk Identification/Assessment/Response/Contingency As with all projects, there are risks associated with this project, as well as with the results of the project. Team Blackhawks identified seven risks and their vulnerabilities in the areas of management, information technology, and operations (see Appendices J and K). These risks were measured using a semantic differential scale, and assessed to determine its impact on potential threats to the project. The following are the potential risks measured:  Hardware backordered  Data jack/ComX_ML infrastructure work delayed  Documentation creation delay  ComX_ML/HSM staff unavailable for training  Reduced project budget  Staff turnover in ComX_ML  Hardware failure Of these, the first five are short term risks that may occur during the timeline of the project, and the remaining risks are long‐term. Of the potential risks analyzed, all but one (reduced project budget) have acceptable and workable contingency plans. The project itself has very little leeway in terms of scheduling, so Team Blackhawks will do what is possible to manage and counter the potential risks by utilizing resources. The worst risk identified is a reduced budget during the project. Team Blackhawks will ensure ComX_MC has available funds for the entire project, including contingency needs, prior to initiating the project.

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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.

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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.

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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.

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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

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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.

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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).

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Appendix D:

Work Breakdown Structure

1 Scanning Solution

1.1 Obtain Approval for

Project 1.1.1 Hospital Administration sign off on project 1.1.2 Discuss project with Hospital IT + Purchasing 1.2 Select/Order Hardware 1.2.1 Inform vendors and arrange site visits 1.2.2 Complete site visits 1.2.2.1 Hewlett-Packard 1.2.2.2 Epson 1.2.2.3 Canon 1.2.3 Request For

Proposals 1.2.4 Choose Vendor_{and Order}

1.2.4.1 Receive Proposals 1.2.4.2 Analyze Proposals 1.2.4.3 Select Vendor 1.2.4.4 Negotiate pricing 1.2.4.5 Receive contract and

obtain approval from IT + Purchasing

1.3 On Site

Physical/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/Distribute Documentation 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 and Implementation 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 &RPSDQ\;

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Appendix E:

Linear Responsibility Chart

Ho spit al Adm inistratio n Adv iso ry C o mmi ttee Pr oj ect Man ag e r (Ant ho ny Marin o ) Co m X _ML Liaison (Dexter D allas) Co m X _ ML Assistant (Patricia Carreno ) HSM Liaison (K e ndra Archer) HSM Assistant (Tiffany Jarrett) Ho spit al IT Staff 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

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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

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ID WBS Resource Name Work 1 Anthony Marino 161 hrs 1.1.1 Hospital Administration sign off on project 4 hrs 1.1.2 Discuss project with Hospital IT + Purchasing 4 hrs 1.2.1 Inform vendors and arrange site visits 2 hrs 1.2.2.1 Hewlett‐Packard 2 hrs 1.2.2.2 Epson 2 hrs 1.2.2.3 Canon 2 hrs 1.2.3 Request For Proposals 1 hr 1.2.4.2 Analyze Proposals 4 hrs 1.2.4.3 Select Vendor 1 hr 1.2.4.4 Negotiate pricing 3 hrs 1.2.4.5 Receive contract and obtain approval from IT + Purchasing 2 hrs 1.3.3 Hardware delivered/installed/tested 6 hrs 1.5.1 Retrain ComX_ML/HSM Staff (Session 1) 24 hrs 1.5.2 Retrain ComX_ML/HSM Staff (Session 2) 24 hrs 1.6.1 Implement System for QA Testing 40 hrs 1.6.2 Resolve any outstanding issues 32 hrs 1.6.3 Implement Live System 8 hrs 1.6.4 Turn over responsibility to Company X 0 hrs 2 Dexter Dallas 162 hrs 1.2.2.1 Hewlett‐Packard 2 hrs 1.2.2.2 Epson 2 hrs 1.2.2.3 Canon 2 hrs 1.2.4.1 Receive Proposals 3 hrs 1.2.4.2 Analyze Proposals 4 hrs 1.2.4.3 Select Vendor 1 hr 1.3.2 Arrange furniture/office area for new hardware/personnel 4 hrs 1.4.1 Prepare new documentation of workflows 40 hrs 1.5.1 Retrain ComX_ML/HSM Staff (Session 1) 24 hrs 1.6.1 Implement System for QA Testing 40 hrs 1.6.2 Resolve any outstanding issues 32 hrs 1.6.3 Implement Live System 8 hrs 1.6.4 Turn over responsibility to Company X 0 hrs 3 Patricia Carreno 108 hrs 1.3.2 Arrange furniture/office area for new hardware/personnel 4 hrs 1.3.4 Interface hardware setup with EMR systems 24 hrs 1.4.2 Distribute new documentation to ComX_ML + HSM staff 8 hrs 1.5.1 Retrain ComX_ML/HSM Staff (Session 1) 24 hrs 1.6.1 Implement System for QA Testing 40 hrs 1.6.3 Implement Live System 8 hrs 1.6.4 Turn over responsibility to Company X 0 hrs 4 Kendra Archer 144 hrs 1.4.1 Prepare new documentation of workflows 40 hrs 1.5.2 Retrain ComX_ML/HSM Staff (Session 2) 24 hrs 1.6.1 Implement System for QA Testing 40 hrs 1.6.2 Resolve any outstanding issues 32 hrs 1.6.3 Implement Live System 8 hrs 1.6.4 Turn over responsibility to Company X 0 hrs

Appendix F2:

Resource Usage

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ID WBS Resource Name Work 5 Tiffany Jarrett 80 hrs 1.4.2 Distribute new documentation to ComX_ML + HSM staff 8 hrs 1.5.2 Retrain ComX_ML/HSM Staff (Session 2) 24 hrs 1.6.1 Implement System for QA Testing 40 hrs 1.6.3 Implement Live System 8 hrs 1.6.4 Turn over responsibility to Company X 0 hrs 6 IT Staff 28 hrs 1.3.1 Have new data jacks installed at locations of scanners/PCs 10 hrs 1.3.4 Interface hardware setup with EMR systems 18 hrs 7 Scanner 3 1.2.4.5 Receive contract and obtain approval from IT + Purchasing 3 8 Personal Computer 3 1.2.4.5 Receive contract and obtain approval from IT + Purchasing 3 9 Index PC 4 1.2.4.5 Receive contract and obtain approval from IT + Purchasing 4 10 Cabling 7 1.3.1 Have new data jacks installed at locations of scanners/PCs 7

Appendix F2:

Resource Usage

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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

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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 1

May 2010 June 2010 July 20

Appendix G2:

Gantt Chart Graphic

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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

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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.mpp Date: Thu 5/6/10

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Appendix I: Schedule of Costs

Other

Hardware Project Staff IT Staff Expenses Reserve Total

Phase 1 - Obtain Approval 5/1/10 - 5/3/10

HA sign off on project $0 $240 $0 $0 $0 $240

Discuss with IT + Purchasing $0 $240 $0 $0 $0 $240

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

Phase 2 - Hardware Selection 5/1/10 - 5/17/10

Inform Vendors $0 $120 $0 $0 $0 $120

Site Visits (3) $0 $690 $0 $0 $0 $690

Request for Proposals $0 $60 $0 $0 $0 $60

Receive Proposals $0 $165 $0 $0 $0 $165 Analyze Proposals $0 $460 $0 $0 $0 $460 Select Vendor $0 $115 $0 $0 $0 $115 Negotiate Pricing $0 $180 $0 $0 $0 $180 Receive 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 - 5/28/10

Install Data Jacks $525 $0 $700 $0 $0 $1,225

Arrange Furniture $0 $360 $0 $0 $0 $360

Hardware Delivered/Installed $0 $360 $0 $0 $0 $360 Interface 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 5/25/10-6/15/10

Prepare Documentation $0 $4,200 $0 $0 $0 $4,200

Distribute Documentation $0 $536 $0 $0 $0 $536

Retrain ComX_ML Staff (Ses. 1) $0 $3,600 $0 $0 $0 $3,600 Retrain 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 6/16/10-6/30/10

Quality Assurance Testing/Pilot $0 $9,280 $0 $0 $0 $9,280 Resolve Outstanding Issues $0 $5,280 $0 $0 $0 $5,280

Implement Live System $0 $1,856 $0 $0 $0 $1,856

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

Phase 6 Support 7/1/10-8/1/10

30 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

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Appendix J:

Risk Identification and Assessment

Risk ID Risk Description Consequences Current Preventative

Controls Current Corrective Controls Assigned To ID

Number Risk Description

Description of the impact in

worst case scenario Likelihood Outcome

Preventative Control Description

Corrective Control

Description Likelihood 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 Exposure Inherent Exposure

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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

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Hospital Administration Project Advisory Committee Anthony Marino Project Manager Blackhawks Dexter Dallas ComX_ML Liaison Kendra Archer HSM Liaison Patricia Carreño ComX_ML Assistant Tiffany Jarrett HSM Assistant

Client Services Office Assistant Director

Public Relations Assistant Director

Health Systems Management Assistant Director

ComX_MC Nurses Head Nurse

Company X Medical Laboratories Director

ComX_MC Physicians Group Director