Enterprise Integration Project Plan for Trinity Health - Report Example

High Level Plan- Final Plan 6 TRINITY HEALTH Enterprise Integration Project Plan General Information Project Enterprise integration Date: Controlling Agency: Trinity Health Modification Date:       Executive Summary The Trinity health is a merger of the Mercy and Holy Cross health facilities. The two organizations had relatively functional IT operating units. Therefore, the Trinity IT environment was initially a patchwork from both entities. The management of the Trinity health saw the need to have a Unified Enterprise operation that could enhance enterprise resource planning and management. The process of transforming the organization is achieved by building a digital platform. The platform is aimed at establishing a systems environment that will support the enterprise-wide business process integration and standardization. The project began by definition of Trinity’s critical enterprise-wide applications. The original project encompassed 25-30 applications that impacted 90% of the staff. Trinity health facility instituted a governance process the limited variation after the merging of the two health facilities. The company has invested approximately $5.5 billion on the digital platform and the systems landscape to make it more standardized. Consequently, the platform has helped the organization to respond faster to change, and more accurate and reliable figures in the billing processes. Business Needs/Problems The major problems that needed to be addressed by the new digital platform included the inaccuracies in the transactions carried out in the organization. These emanated from the manual processes that are often prone to human errors and omissions. Additionally, the merger resulted in two entities that needed to operate as one entity and reduce the cost of operation. Statement of Work This report provides an implementation plan for the integration of the digital platform at Trinity Health. The works include identification of the necessary applications and resources that are needed for implementation of the digital platform. Identification of the implementation responsibilities and duration of implementation for the various tasks identified in the implementation plan. Deliverables: Enterprise integration Plan. Work based structure for all the activities. A Gantt chart for all activities in the Plan. Project Objectives Identify the processes and steps for implementation of the enterprise integration. Create a work schedule for implementing the identified steps and processes. Create a definite plan that will guide the implementation process. Project Approach The implementation project begins by assessing the integration rationale. The identified Unified Integration is also determined and the steps inherent are laid out. Responsibilities, resources and time schedule are also assigned to each of the identified steps in the implementation process. Project Scope Statement The project involves the identification of the unified integration process, identification of all the responsibilities for the different people, and how the strategies will be implemented in the various departments in the health care facility namely electronic filing system and supply chain management. Project Results/Completion Criteria After completion of the project the results expected include the improvement of service provision in the health care facility. This is expected from the implementation of the Unified enterprise ministry (UEM) that will improve the activities in the health facility hence improving the level of service provision. The results of the project are closely monitored against the stated objectives and evaluated to determine whether they meet the objectives. This is done through site visits and close monitoring to effectively achieve the desired results. Content of the Project The project comprise of several processes that include; Initiation This step involves the familiarization process. The users and the project team familiarize themselves with the system in place and what needs to be improved or implemented to achieve a unified enterprise. Planning The planning stage involves activities such as project planning, discovery of processes, selection of the needed software, hardware selection and processing, and networking selection. The selection of the needed software and hardware is determined based on the agreements and selection criteria determined during the kick off meeting. Execution Once the project planning stage is accomplished the project execution can be initiated. At this stage, several activities that include hardware installation, network configuration, software installation and configuration, software integration and system testing are carried out. Control The control stage of the project implementation involves the activities of related to control environment, change management, security of the system, technology support and disaster recovery training. Close out. This stage is mainly the last stage of the project implementation plan. Activities at this stage involve demonstration, training and carrying out follow up site visits. Critical Success Factors To succeed in the implementation of the project, the company should maintain all the initial transactions and processes; this reduces the turmoil that is often faced if the processes are changed all together. Basically, the project is aimed at improving the processes and transaction and not changing them. Secondly, the implementation should adhere to the set out process and procedures but should be flexible and accommodate constructive changes. The company also has a strong leadership and management team that will spearhead the project to its success. Minimize or eliminate customizations. Finally, there should be focused scope and project management. Technical Project Components Trinity health has different departments with different hardware and software needs. These needs are assessed through criteria that will determine the importance of each department and the need for the specified hardware and software. The components needed for the implementation of the integrated ERP project include; A transactional database. A central management portal. Customizable reporting process from each department. Resource planning and scheduling. External access through the use of web services and workflow management. Project Plan Documents Summary This section provides a summary of the sections included in the project plan. The plan involves the following sections: WORK BREAKDOWN STRUCTURE The work breakdown structure entails all the activities that are included in each stage of the project implementation process. The stages include initiation, planning execution, control and closure. The work breakdown is summarized in a table to effectively show the process. The table will also include the duration of each activity and the cost implication. RESOURCE PLAN There are resources that will be needed for the execution of the project. The resources include, personnel, hardware and software and networking tools. These resources are explained in this section together with additional resources that will be needed. PROJECT SCHEDULE Provides the project schedule using a Gantt chart. The schedule must include milestones, task dependencies, task duration, work product delivery dates, quality milestones, and action items. The identified phases and activities in each phase of the implementation plan is organized in a Gantt chart. The Gantt chart provides the project schedules that include the milestones for each activity, the task duration, task dependencies, the expected delivery dates and the quality milestones for all the tasks in the project. RISK MANAGEMENT PLAN Provide a description of all risks identified for the project and a plan to integrate risk management throughout the project. QUALITY CONTROL PLAN Provides a Quality Plan that defines the person(s) responsible for project quality assurance, procedures used and resources required to conduct quality assurance. COMMUNICATIONS PLAN Defines the information needs of the project stakeholders and the project team by documenting what, when, and how the information will be distributed. CHANGE MANAGEMENT PLAN Provides the project team with a change management methodology for identifying and controlling project scope. TRINITY HEALTH Enterprise Integration Work Breakdown Structure Work Breakdown Structure WBS Element Activity/Task Name Effort/ Duration Cost 1.0 Initiation 1 Week $ 1,000 Familiarization 1 Week 1,000 2.0 Planning 3 Weeks $22,800 Project Planning 2 Weeks $1,200 Kickoff Meeting 1 Day $100 Process Discovery 2 Days $1200 Software Selection and Procurement 2 Days $10000 Hardware Selection and Procurement 2 Days $10000 Networking Selection and Procurement 2 Days $1500 3.0 Execution 2 Weeks 2 Days $3,500 Hardware Installation 3 Days $500 Network Configuration 4 Days $100 Software Installation and Configuration 2 Days $500 Software Integration 2 Days $1000 System Testing 5 Days $1000 4.0 Control 2 Weeks $3,200 Control Environment 1 Week $200 Change Management 1 Week $200 Security Continuous $1000 Technical Support Continuous $300 Disaster Recovery Training 2 Days $1500 5.0 Closeout 8 Days $1,300 Demonstration Meeting 2 Days $100 Training 3 Days $1000 Follow-up Site Visits 3 Days $200 $31,800 TRINITY HEALTH Enterprise Integration Resource Plan RESOURCE PROFILES To implement the project, several resources are needed to ensure the objectives of the project are realized. These resources include: Human resources needed to carry out the various tasks in the project plan. The personnel needed for this project include; Project manager who will be in-charge of all the project implementation this position can be taken by the ICT manager. The project team includes departmental heads and all other personnel that would be needed for the project. They include system administrators, IT technicians, and database and network administrator. Capital to purchase the necessary hardware, software and to engage the necessary personnel. The hardware needed include server systems, network hardware, additional PCs, database servers and storage devices among others. The software needed will be the Enterprise Resource Planning systems, operating systems, Database management systems among others. Materials and supplies that will be used during the implementation process. These include the additional materials and supplies that are needed for implementing the project. They include office equipment, stationary, office space among others. The information technology such as mobile computing, artificial intelligence, decision support systems. PROJECT RESOURCE INFORMATION Resource Cost Estimate Availability Output Human Resource $45,000 Available High Hardware $50,000 Available High Software $50,000 Available High Network resources $12,000 Available High Information technology $10,000 Available High RESOURCE STAFFING PLAN Personnel Category Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Management Control Installation Training Follow-up COMPANY Enterprise Integration Project Schedule Risk Management RISK MANAGEMENT STRATEGY The project is associated with several risks that need to be managed. it is important to note that the risks faced by the project are the common risks associated with enterprise resource planning and integration. The table below summarizes the possible risks, their probability of occurrence and the level of impact and the possible approach to manage the risk. Risk Prioritization. Risk Probability of Occurrence Level of impact Management approach Change Management High High Mitigation Lack of governance and Accountability Low High Mitigation Inappropriate staffing Low High Prevention Information technology infrastructure problems High High Mitigation Data migration problems. High High Prevention Delay in go live Medium Medium Acceptance Inadequate project design and management Low High Prevention Lack of training Low High Mitigation Quality Control Plan ACCEPTANCE CRITERIA The implemented unified enterprise resource management should improve processes and activities that are carried out in the health facility. The project will be deemed successful if it improves service provision, creates a harmonious working environment and enhances transactions in various departments. The system will be tested and debugged to ensure that it meets all the services that it is intended to. As a result the system will be implemented in phased process and ensure that it is accepted by each department before moving to the next phase. QUALITY ASSURANCE ACTIVITIES Quality can be assured through activities that include documentation of all processes and activities, continuous operational and technical support, verification of all requirement processes, scheduling of communication activities and continuous improvement processes. These will include manuals for carrying activities such as use of system modules, installation of programs and troubleshooting system problems. Additionally, quality can be assured through creation of effective policies, procedures and regulations. PROJECT MONITORING AND CONTROL The project can be monitored and controlled by setting control measures at each stage and determine whether the desired objective has been met. The project is also controlled by placing targets that are to be met after each phase of the implementation process. Each target is measured against the desired milestones and setting of performance indicators. Regular reports are also expected for the implementation process for the project. PROJECT TEAM QUALITY RESPONSIBILITIES The project manager who is the team leader is responsible for determining the testing criteria and the audit procedures for the implementation process. The system analysts and other technical staff are responsible for administering the audit reviews and check lists. The users of the system in the different departments will fill out the acceptance tests. The management is entirely responsible for decision making roles such as budgetary allocations and determination of the course of action throughout the process. Communications Plan ROLES IN SENDING AND RECEIVING COMMUNICATION Stakeholders: The stakeholders receive periodic reports and information on the implementation process and updates on the progress of each phase. This information is communicated periodically through reports, annual general meetings and board meetings. Additionally, meetings such as inception meetings and status conferences or meetings are held for purposes of these communications. Sponsor: The sponsor receives periodic information on the progress of the project and budget reports. The sponsor receives the detailed breakdown of utilization of finances in the implementation process. The sponsor also provides information and communication to the organization regarding availability of the finances and other resources. Project Manager: The project manager has the responsibility to convene all meetings, and establish all the communication channels to the different departments and personnel in the organization. The information to be communicated by the project manager include project progress, status and milestones of the deliverables. The manager is also responsible for communicating to all stakeholders, sponsor, project team and all other departments in the organization. Project Team: The project team includes all the staff and other personnel who are involved in the implementation of the project. The project team is responsible for the activities and phases of the implementation process. Consequently, they are responsible for generating progress reports, at each phase and communication with the project manager and the departmental heads. Procurement: The procurement officers in the organization are responsible for purchasing all the required resources for implementation of the project. Therefore, they need communication from the project manager and the senior management for purchasing the requirements. They are furnished with requirement documents and purchase orders from the project manager and in return they submit invoices, receipts and other procurement documents. Quality: The quality assurance department is furnished with the quality assurance documents that include the periodic progress reports, policies and regulations among others. INFORMATION TYPE The different types of information will be disseminated in different ways to different recipients. During the implementation process information will be disseminated in the following ways: Voice information will be spread through mobile communication, video and teleconferencing, meetings and voice calls. Electronic mail will be communicated to the respective recipients through internet and email services and also through the company website. Other communications will be through mail, memos and submissions to the respective departments. EXISTING SYSTEMS Existing communication systems include company website, company email, mailing address, memo and social media. LENGTH OF INVOLVEMENT The stakeholders will receive communication during the entire implementation of the project. ENVIRONMENTAL CONSIDERATIONS It is important to consider the fact that healthcare environments have different ways and channels of communication. This is due to the fact that the environment will somehow impact the communication strategy in the project. METHOD FOR UPDATING THE COMMUNICATION PLAN The communication plan is updated once there is no effectiveness in the available communication channels. Change Management Plan Describe the roles and responsibilities of the following project roles pertaining to reacting to, documenting, reviewing, approving, implementing, and monitoring changes imposed on this project. Project Sponsor: The project sponsor is responsible for the financial support and other forms of support to the project. Changes may arise regarding the cost of the project. Consequently, the sponsor my need to increase funding or to cut funding if need be. They are also in-charge of approving the budget increases or reductions in the course of the project. Project Manager: The project manager is the main personnel responsible for major approvals, documentation, implementing and monitoring all the changes in the project implementation. Customer/Client Management: Customer is responsible for documenting all the changes and reviewing whether they are needed, or not. Additionally, they are responsible for approving the changes that may directly impact them such as changes that touch on their personal data. Project Team Leads: Project team leads are the major initiators of change; they are responsible for identifying the need for change, documenting the supporting reasons for making the change. Project Team Members: Project team members consult each other regarding the changes that need to be effected in the project implementation process. Reference Smith, D., OBrien, L., Barbacci, M., & Coallier, F. (2002, October). A roadmap for enterprise integration. In Software Technology and Engineering Practice, 2002. STEP 2002. Proceedings. 10th International Workshop on (pp. 94-102). IEEE. Ortiz, A., Lario, F., & Ros, L. (1999). Enterprise integration—business processes integrated management: a proposal for a methodology to develop enterprise integration programs. Computers in Industry, 40(2), 155-171. Lam, W., & Shankararaman, V. (2004). An enterprise integration methodology. IT professional, 6(2), 40-48. Hohpe, G., & Woolf, B. (2004). Enterprise integration patterns: Designing, building, and deploying messaging solutions. Addison-Wesley Professional. Read More