Information systems project management plan for implementing
This assignment is being submitted on July 19, 2015
The project definition phase is further classified into stating the project scope, establishing project priorities in terms of time to be taken, costs to be incurred and performance quality and creating a work breakdown structure, along with cost estimate for the project implementation.
Project objective: To implement the Electronic Medication management (EMM) at the district health centre, within next 6 months and assuring overall costs to not exceed $1, 00,000.
Key Deliverables: The key deliverables from the chosen product can be classified as:
Post implementation EMM coverage across the complete medication cycle of the centre, comprising of doctor’s prescription update, assessment and provision of medication orders via pharmacists, and supervision of patient medication by health care personnel (Agrawal, 2009).
EMM implementation will cause even remote access to information getting more enthusiastically obtainable to doctors and enhanced data sharing among the clinical information systems.
The new health centre information system will curtail medication slip-ups via end to end enhanced prescription access, precise dosage estimate and clinical record sustainability (Agrawal, 2009).
Better competence in the medication management methods by curtailing the time necessary to position paper medication sheets or to provide non-imprested medicines.
Milestones: The activity attainment milestones for the undertaken project are stated below.
Permits from clinical safety standards and medical council – July 30
Project implementation approval and budget allocation – Aug 31
Software development and installation certification from technical architects – Aug 31
Final inspection by Ministry of health and safety department.- October 31
Technical requirements: The technical setup for project implementation will require following:
Current information system infrastructure to comply with the EMM pre-installation mandates in terms of software compatibility.
Hardware installation analysis and quality assurance over software installation and efficient execution.
Clinical impact analysis in terms of possible affect on existing specialized information systems , designed for specific treatments like chemotherapy an oncology
Well structured training programs and classroom interactive sessions to get training of health care professionals, social care personnel and all possible end users.
Training modules and system implantation exercise to be conducted via clinical experts and technical design architects.
Post implementation quality assurance certification from clinical safety standards and district medical associations
Limits and exclusions: As per the above stated implementation, the limitations will be following:
The project will not be self evaluating the precision scales about, how the health care centre will be scrutinizing, estimating and refining the EMM system over real life scenarios implementation in the clinical discourse.
The mandatory execution parameters of the EMM also involve sustained planning sessions of constant appraisal, the assessment methodology, process affectation timeline and subsequent errands.
The scope is not encompassing whether the centre managers will widen and execute plans to ensure periodic education and training, even after first year of merged implementation of EMM, and whether reminder education and training will be provided on an enduring root.
The project scope is currently invariable of how the administration will make certain the continuing vendor hold and participation in increasing and updating periodic refinement of the EMM system even after execution.
The effectiveness of implementation of the EMM can only be evaluated on the basis of how aptly the health centre administration will compute and converse the benefits of the execution of EMM to the various stakeholders of this project, on an ongoing basis.
Customer reviews: A Post Implementation Review of the newly evolved information system by the patients and heath care staff will be effectively estimating the accomplishment status of the EMM discharge. It will also help the health centre administration to recognize instruction for successive projects and reckoning scope of rectification in current EMM execution.
The notion of setting up project priorities involves sequencing the involved activities of time taken, costs incurred and performance quality standards, for the project undertaken(Gray & Larson, 2011). So the act of prioritizing among the three aspects involves a tradeoff based on following deciding factors:
Constrained factor: By setting a parameter to be most steady requirement. In the current project, since the implementation of EMM mandates efficiency boost for the currently employed processes, performance of the project is the key mandate for assured scope.
Enhanced factor: By ensuring a parameter getting maximized/minimized with respect to others. As per our undertaken project, time taken for the project needs to be prioritized in regulation with respect to the changing parameters of project performance and budgeted costs.
Acceptance factor: To acknowledge a parameter to be met or unmet for the project. The budget costs can vary in terms of the relative achievements in scheduling and budgeted allocations of different project activities.
Hence, we can summarize the project priority establishment in following matrix format.
Rationale behind decision: The decision taken for above mentioned prioritization are solely focused on basis of ensuring stringent implementation of EMM, with no consequent compromise in the estimate scope of performance . Similarly, the time of implementation is another crucial aspect that is assumed to be optimized with ongoing performance and costs budgeted(Gray & Larson, 2011). Finally, the costs of implementation is accepted to be varying from the stipulated budget, reason being that the other two factors, if prioritized less than the budget, may either cause in lagged performance beneath the stated scope or result in delayed implementation of activities planned or both.
Work Breakdown structure and cost estimate
The most crucial element of the project management, WBS required allocation of project related responsibilities to various departments and individual teams within the organization. The Work breakdown structure eases the evaluation of the incurred costs, precision of scheduled activities and overall technical performance of the project (Gray & Larson, 2011). The work breakdown structure is based on three step flow based plan of various processes, their sub process and the last level of Work packages, which determine the resource deployed and the time phased budget to complete an activity. Costs for the WBS activities are planned as per used resources and preplanned duration of their operation.
Work Breakdown Structure for EMM implementation
EMM system development
1.1 Adaptive hardware upgrade for earlier information system
1.2 Hardware Installation of systems
1.2.1 Clinical level
1.2.2 Non clinical level (admin)
1.3 Integration of all hardware
1.4 Operational check for safety
EMM system execution
2.1 Software installation
2.2 Customization of software with hardware installed
2.2.1 Clinical level
2.2.2 Non clinical level (admin)
2.3 Integration of hardware and software systems
2.4 Precision check
Sample run and data feed
Technical data feed by in-house IT team
Sample run for data input and processing
3.2.1 Clinical level
3.2.2 Non clinical level (admin)
Review from EMM manufacturer
Training to staff
Regulatory Check and procurement validation
Procurement costs expensed and auditory review
Implementation efficacy audit
Non clinical (admin)
Responsibility Matrix for EMM project
The responsibility matrix for the project, also termed as the linear responsibility allocation, gives the details of various activities, the teams and communication scheme at interface between various activities and performing units (Gray & Larson, 2011). The main communication needs to be setup amongst the center’s IT team for managing activities, IT head for approving various stages and procurement and testing teams to support and review the process precision.
Project power/interest analysis
The EMM implementation project’s power and interest analysis requires specifying various stakeholders and classifying them in terms of their contributory significance to the project. The main stakeholders comprise of the IT team and IT head, nursing and training staff, review teams and other admin staff. There relative importance in execution of the project is explained via given matrix.
Project plan (Project network)
The project network has a direct derivative of project work breakdown structure and is a schematic flow of various activities that are already enlisted in the WBS for the project. The project network is explained by using the activity on node (AON) planning, which also leads to a critical path that has optimum time and most yielding flow of activities to complete the process(Gray & Larson, 2011). The AON for the EMM implementation project is designed on the basis of above mentioned rationale.
Project risk management
The project risks involve a wide range of risks, starting from data entry errors to system integration or system failure errors (Deloitte consulting, 2014). All the possible risks and their relative impact over the EMM system can be measured by developing a risk priority matrix. Hence we have developed a risk priority matrix for the given EMM project management.
List of Prioritized Risks for EMM project
Project change control management
The change management in a predefined project required an all round impact evaluation for different project activities and overall impact on key project aspects like scope, schedule, budget and future prospects. As for the change proposed in EMM project, the key change desired is that of varying costs for the project.
Change Request Form for EMM implementation project
Project Name: EMM implementation in district health centre
Change Order Number: 01
Change Category: Scope Schedule Cost Technology Other
Description of change requested:
Changes proposed in project cost budget, owing to varying costs of vendor purchase, in transit insurance and equipment delivery cum unloading expenses.
Events that made this change necessary or desirable:
Owing to increasing timing between date of project cost budgeting, availing project approval from authorities, getting finance sanctions and final remittance from the accounts department, the changes in vendor costs are imminent (Ammenwerth, Machan & Seibert, 2008).
Justification for the change/why it is needed/ desired to continue/complete the project:
The above mentioned changes are mandatory to have enough scope of accommodating and adjusting procurement costs variations, accompanied with other changes due to time gap between proposal and final payments to vendor.
Impact of the proposed change on:
Scope: Project profitability may change.
Schedule: Schedule will be unaltered, as per tenure specified.
Cost: Costs can exceed earlier defined budget.
Staffing: No impact.
Risk: No impact.
Stake holder analysis
The stakeholder analysis for the project mandates deploying the relative role and contribution from individual stakeholders in terms of their importance and influence over the project activities (Gray & Larson, 2011). Generally, the most influential class of stakeholders comes in form of operands of EMM and those who need to monitor, review and evaluate the patient medication processes. To have a clearer understanding, we will map the answer to following questions:
Whose cooperation will we need?
The co-operation will be required from most of nursing and training staff, IT department, decision making authorities from senior management etc.
Whose agreement or approval will we need?
The IT head of the district health centre will be key person to solicit, scrutinize and approve the project management and application. Further, approval from individual departments will be required to enable smooth integration of processes.
Whose opposition would keep us from accomplishing the project?
Any resistance or reluctance from the nursing, caring and data entry staff from admin can actually keep us away from accomplishing the project.
Keys to success of the project
The EMM project is proposed and developed with the intent to rectify the prevailing errors in field of healthcare services and associated medication procedures. We have analyzed the various aspects of project time, cost and performance determining values that need to be kept into considerations for efficient project management. The need of motivation for the front line employees like nursing and pharmacy staff is a crucial factor which needs to be addressed via adequate training, to ensure proper acceptance and adherence to the EMM implementation.
Finally, deriving from various notions discussed so far, the key to success of the project lies in following observations:
Effective training modules ,sessions and sample run for nursing staff, to avoid any issues
Frequent visits from IT team members to different EMM interface for smooth process flow
Regular inspection of medication norms compliance
Timed reviews and evaluation of earlier medication errors for which EMM is sought.
Precise implementation of designed project activities and schedules, within specified costs.
Proper risk management and evasion procedures to be followed by the centre team to avoid any future issues of safety or quality.
Agrawal, A. (2009). Medication errors: prevention using information technology systems. The British Pharmacological Society. 2009 Jun; 67(6): 681–686. doi: 10.1111/j.1365-2125.2009.03427.x
Ammenwerth, L, Schnell-Inderst, P, Machan, C & Siebert, U.(2008). The Effect of Electronic Prescribing on Medication Errors and Adverse Drug Events: A Systematic Review. Journal of the American Informatics Association, Sept-Oct, 585–600.
Deloitte Consulting LLP (2014). Risk Management for Health Care Reform Programs: A Health Plan Perspective. PMI online library. Retrieved from http://www.pmi.org/learning/knowledge-shelf/~/media/pdf/knowledgeshelf/deloitte_2014
Gray, C. & Larson, W.E (2011). Project Management: The managerial process. 6th edition. McGraw-Hill publication. ISBN- 9780073403342.
Steve,E. (2012). Project Management’s Role in Health Information Technology (HIT).South Florida hospital news. Retrieved from http://osteopathic.nova.edu/msbi/forms/project-managements-role-in-health-information-technology-.pdf