Qatar Hospital Project Management Plan - Case Study Example

QATAR HOSPITALS (QH) PROJECT MANAGEMENT PLAN TABLE OF CONTENTS Purpose of Project Management Plan 3 Executive Summary of Project Charter 3 Assumptions/ Constraints 4 Shareholder’s Matrix 8 Communications Management 9 Quality Plan 11 Risk Management 12 Purpose of Project Management Plan This project is aimed at aiding implementation of an Integrated Hospital System (HS) in Qatar Hospitals (QH). The project is set to improve tracking activities in the hospital on areas such as patient registration, billing, clinical procedures, equipment tracking, staff scheduling, and emergency room management (ER). The Integrated Hospital System (HS) is a solution to the existing systems which are characterized by hodge-podge of incompatible main-frame, PC and even paper based systems. Executive Summary of Project Charter Qatar Hospitals currently uses paper based systems and basic personal computer (PC) programs. Application of these systems have proved to be insufficient in operations of Qatar Hospitals and requires improvement. As such, this current system will be replaced by an Integrated Hospital System (HS) in order to improve the performance of the hospital operations. The new systems seeks to update the hospital system in the wake of technological advancement especially during emergencies. Summary of Request for Quotes (RFQ) The purpose of Request for Quotes is to request proposal to replace the current Qatar Hospitals Systems with a new integrated Hospital System (HS) for greater functionality and integration with other vital information systems. The Request for Quotes indicates the basic requirements of the project, hardware and software and description of RFQ process. Assumptions/ Constraints The following assumption log was maintained to track assumptions of this project. This assumption log has been decided by the project manager. Qatar Hospitals System Project (QHS) Bob Smith 66448789 ID (A)ssumption or (C)onstraint Description Identified by Date Added By 01 A There is an available commercial off-the-shelf (COTS) accounting system that can integrate with Enterprise Resource Planning (ERP) systems. Linda Kerr September 22, 2014 Zhang Li 02 A Old hospital system (HS) can handle cutover to new HS. Paul Wyatt September 23, 2014 John Reed 03 C The information referred from Civil Defense, Police, and Ministry of Interior (MoI) must only be related to the QHS. Abdulla Aziz September 24, 2014 Oscar Wilde 04 A All emergency staff owns a mobile phone for SMS dispatching obtained specifically for work. George Rodriguez September 26, 2014 Kim Seokjin 06 A There will be manufacturers for the specialized wristbands with GPS, bar code, and RFID tags for patient identification. Drake Brown September 26, 2014 Tanya Burr 07 A Suppliers of handheld scanners that can read equipment with bar codes, GPS and RFID tags will be contracted. Ben Matthews September 28, 2014 Mohammed Yasser 08 C The special software, hardware, and networking materials used for QHS will be from recent or 21st century technology. Jane Doe September 30, 2014 Pauline Winton 09 A Police and Civil Defense will permit coordination in emergency situations with the Ambulance Service Maha Al Saad October 3, 2014 Ashley Greene 10 A User acceptance testing will be conducted before final launch. Abdulla Aziz October 5, 2014 Carlos Bueno 11 C Total work hours per day will be restricted to 8 hours. George Rodriguez October 7, 2014 Eunice Lance Schedule/Time Management The timeline of events is represented in the schedule below. Work Deliverable Deadline Stakeholders identified and requirements gathered A table containing stakeholders with their main interest, Power and influence, and contact media per stakeholder. September 21, 2014 Budget Plan for future expenses and cots An analyzed project details, components, etc. and an appropriate budget determination. Save contingency reserves. To provide an overall proposed budget. October 5, 2014 HR Plan and Communication Plan Provide communications and documents that will be produced. Provide the roles and responsibilities of each team members and workers. October 26, 2014 QHS components planned and divided November 16, 1014 Work Breakdown Structure A sufficiently detailed and identified tasks and schedule these activities based on the QHS Project WBS in accordance to activity relationships. November 30, 2014 Project Plan completed (including Risk Management) A list of known and un-known risks that may affect the project as well as a mitigation plan for each risk. December 30, 2014 Draft of initial system design Provide a HS with 21st century networking, hardware, and custom software technology and materials. January 30, 2015 COTS accounting system and ERP systems Integration Commercial off-the Shelf (COTS) accounting system that is integrated with Enterprise Resource Planning (ERP) systems used in the HS. February 30, 2015 Police, Civil Defense, and Ambulance Service patient arrival and transfer system Patient Arrival and Transfer system that is incorporated among Police, Civil Defense and Ambulance Service. April 30, 2015 ER and MoI direct interface Interface that is directly links Emergency Room management (ER) and MoI (Ministry of Interior June 30, 2015 Specialized wristbands and hand held scanners Specialized wristbands for identifying patients. Hand held scanners that verify patient identification with the new patient wristbands. July 30, 2015 SMS Emergency Staff dispatch method achieved Short Message Service (SMS) messages interface that dispatches the Emergency Staff from their mobile phones. August 30, 2015 Training guide or information booklets for system users Training guide or information booklet for new QHS users. September 30, 2015 QHS tested and tried QHS software, hardware and network equipment that is proven, tried and tested. October 30, 2015 Final inspection and assessment November 30, 2015 Cutover from old QHS to new QHS Cutover from old HS to new HS without failing. HS in hospitals are operational. December 30, 2015 Fully functional new Qatar Hospitals System March 30, 2016 Cost/Budget Management the overall estimated budget for the project will be around QR 5,500,000 to QR 6,500,000. The breakdown of costs place the budget of this project at QR 5119100. Section Total (QR) % of Total WBS Items Costs: 2321100 60% Direct Costs: 1448000 20% Indirect Costs: 1350000 20% Total project cost estimate: QR 5119100   Human Resource Management Human resouce mangement for this project is presetned as below. Shareholder’s Matrix Stakeholder Power Influence Media Interest Qatar Hospitals (QH) High High Conference, Monthly Reports Wants a new integrated Hospital System (HS) to keep track of activities. Project Board High High E-mail, Monthly Reports, Monthly Meetings Provides the Project Manager with the necessary decisions for the project to proceed and to overcome any problems Project Sponsor High High E-mail, Monthly Reports, Financial Reports, Monthly Meetings Funders of the QH new system project who will have a financial interest in the project. Project Manager High High E-mail, SMS, Phone, Records (Monthly reports, Financial reports, etc.), Monthly meetings Individual managing the QH new system project and who is responsible for the success of delivering a quality product. Project Team High Medium E-mail, SMS, Phone, Monthly meetings, Monthly records QH team that will manage the QH project logistics. QH Employees Low Medium E-mail, Memorandum Employees who will use the QH System QH Patients Medium Medium E-mail, Memorandum Patients who will indirectly partake in using the QHS. QH Managers E-mail, Monthly meetings, Memorandum Functional Mangers of QH will have a significant interest in QHS. Emergency Management Medium Medium E-mail, Monthly reports Will need QHS to directly interface their department with MoI (Ministry of Interior) and Civil Defense Ambulance Service Medium Medium E-mail, Monthly reports Will need QHS to directly interface their department with Police and Civil Defense Software Engineers Low Medium E-mail, SMS, Phone, Monthly meetings Software Developers of QHS Hardware Engineers and Network Engineers Low Medium E-mail, SMS, Phone, Monthly meetings Hardware Specialists for setting up the network for QHS Communications Management The resolution of this document is to express the communications strategies and goals of the sustainable integration project. These advanced goals and strategies are anticipated to offer direction in planning and evaluating results of the present and forthcoming communications efforts. The sustainable packaging project Communications Management Plan (CMP) expresses the project’s organization and procedures of information screening, collection, distribution and formatting of project information. The communication log for this project helps track communication as follows. Recipient Document Format Document Date/ E-mail Title Receipt Due Date Government E-mail E-mail 2nd-9-2014 Application for approval of QHS1 Receipt of QHS1 application 4th-9-2014 Ministry of Interior E-mail E-mail 6th-9-2014 Incorporation of QHS1 with Ministry’s system Statement of Approval from the Ministry 7th-9-2014 Civil Defense Memorandum Hardcopy Incorporation of their system to QHS1 Acknowledgement report and statement of approval 7th-9-2014 Local Clinics Memorandum Hardcopy Acknowledgement report 9th-9-2014 Emergency Staff SMS S/W Emergency Dispatch Instant Action Daily Suppliers (System Wristband and Scanner) E-mail Email 6th-9-2014 Suppliers for specialized wristband and scanners A brochure and price catalogue 10th-9-2014 Communication Vendor E-mail E-Mail 1st-9-2014 Provision of communication platform for QHS stakeholders (QH Emergency Staff Statement of acknowledgement and approval 15th-9-2014 Hospital System Trainers Status reports Hardcopy 2nd-9-2014 Donors Memorandum Hardcopy Funding for QH System Acknowledgement and letter of commitment 15th-9-2014 Financial Department Monthly Report Hardcopy Financial Transactions Financial Statement 30th-9-2014 Commercial off-the-shelf accounting Memorandum Hardcopy Integration of accounting system to QHS Statement of compliance 15th-9-2014 Current Hospital System Memorandum Hardcopy Cutover from the current old hospital system to QHS (New system) Statement of compliance 5th-9-2014 Quality Plan WBS Ref Requirements Specification or Standard Assurance Activity Schedule Responsible Entity WB01 Computerized system(main) Each office to have a connected computer that access the system Code a system September 21st Project manager, software engineer, system analyst WB02 Equipment tracking system All equipements bought to be accounted for Create a stock control system September 28th Procurement manager WB03 Improved emergency sector 15 ambulances to be added Ambulance to be increased in a way they serve all the arriving and transferring patients October 1st Chief doctor, clinical officers WB04 Better data management All data to be entered and stored in computers Computerize all the patients and staff data October 5th Data manager WB05 financial management system All financial matters to be entered in the system Create a commercial off- the shelf accounting system with normal purchasing, general ledger and payroll business application November 20th Procurement officer, hospital accountant, chief financial officer WB06 Comfortable staff shift 17 more staff members to be employed Create an automatic timetable November 22nd Human resource manager, nurse leaders WB07 Quality services 5 qualified doctors with 7 nurses to be added Patients November 28th Project manager, staff and their support team Risk Management The plan will be aimed to document the tools, processes and procedures that will be used to achieve and control those events that could have a negative effect on this project. All the risks that are related to the project. The details regarding identifying the risk, assessing, risk tracking and reporting as well as risk contingency plan will be included. The identified risks are presented as below. Legend: High H Medium M Low L ID Risk Name Probability Impact Risk Weight Description Mitigation Plan 1 Incomplete Requirements L H H Stakeholders provide unfinished system requirements Confirm given requirements to stakeholders. 2 Bad Scope Definition L M M QHS Project scope is not defined thoroughly and there are missing statements in scope. Comprehensively determine the correct and complete scope. Conduct research from similar projects 3 Scope Creep M H H Stakeholders add more requirements and uncontrollably increase scope growth. Verify scope from stakeholders, limit changing of scope, and avoid scope growth. 4 Gold Plating Scope M L M Project team members add features not specified in the system requirements Examine if features are part of system requirements or scope. 5 Incomplete Project Plan M H H Project plan is not finished before scheduled date of sponsors’ sign-off. Use information from previous Hospital System (HS) projects for reference and planning. Implement great time management. 6 Inaccurate Project Cost Estimates M H H Cost estimate is not précised and miscalculated. Take into account all expenses needed and calculate approximation. Confirm derived estimate with project team. 7 Under-budget M H H Budget may not cover all project expenses. Analyze project details, components, etc. and determine appropriate budget. Save contingency reserves. 8 Withdrawal of Financial Support L H H QHS sponsors might stop funding the project. Contract termination fee will be given to project team, outsourced companies. 9 Poor Project Schedule M M H Project tasks are not specified nor scheduled based on the work breakdown structure (WBS). Identify tasks and schedule these activities based on the QHS Project WBS in accordance to activity relationships. 10 Over or Under scheduled Activities M M M Activities have unsuitable duration. Some may have short or long lead and/or lag time. Determine best duration for each activity. Lead and lag time are resolved and specified. 11 Missing Scheduled Activities M M M Activities that should be done before another activity starts/finishes are not identified. Establish clear and effective activity relationships. 12 Late Project Start L M M The QHS project started late and is behind schedule. Configure schedule to catch project end by arranging activities’ durations. 13 Disapproval from Project Sponsors L H H Sponsors disapprove and do not sign off during sign-off milestone. Change item of disapproval and improve deliverable to satisfy sponsors. 14 Deficient Procured Software/Companies/Items L M M Outsourced software, companies or items are not efficient for the project. Replace software, companies, or items. 15 Infeasible Design L H H QHS Project Design is insufficient and impractical for project configuration and development. Pattern the design to the scope and determine system design that clearly plans creation, configuration and development of QHS. 16 Slow System Component Assembly L M M Creating and assembling system components is taking longer than expected. Adjust activities to compensate with the time wasted or procure/hire people to help. 17 Failure to integrate with other system L M M QHS cannot integrate with Police, Civil Defense, Ministry of Interior (MoI) and other systems. Figure the system error. Secure a working middleware to integrate systems. 18 Incompatible System Components L M H System components are unsuited and not compatible to each other. Use software and hardware that complement each other and versions/materials that are up-to-date. 19 Failure to Transfer Old HS to New HS L H H Cutover from old HS to new HS failed. HS in hospitals are not operational. Simultaneously use old HS with new HS. After 6 months, run the new QHS independently. 20 Ineffective System Guide L M M System guide is unclear and not helpful for users. System guide might be too simple or too complex. System guide is written in not too complex words and technical terms will be explained and defined. 21 Inadequate Training L M M User training is not enough and users do not fully understand the system. User training will be conducted in one to two months with assistive trainers. 22 Inaccessible or Low Quality Users Interfaces L M H User interfaces cannot be accessed or the interface is poorly created. Design and create meticulous user interface that aims simplicity and efficiency. 23 Final Phase Delay M H H Delay in finishing the project. Organize and adjust schedule accordingly. 24 Product Rejection L H H The users or stakeholders reject the product of the project which is a new QHS. Create prototypes before moving to major milestones. Modify the product to satisfy stakeholders. 25 Project Team Member Slacking L M L A project team member is not doing his assigned tasks and is not finishing his work Replace project team member. 26 Unavailable Project Manager L M H Project manager is missing and cannot perform his duties. Temporarily replace project manager with a project team member until he/she returns. Read More