Project Risk Management.

Group 3, “Metro Area Managers”

Automation of UMUC Veterinary Clinic Project

IFSM 438: Project Management

ITP-4 Project Deliverable – Project Resourc

Executive Summary

Purpose

Our company has been contracted to install a “turn-key” information system in the veterinary clinic to facilitate the clinic’s partnering with the UMUC healthcare curriculum team in approximately nine months.

Currently, the clinic has no information technology resources in place. This means the base requirements for this project will involve work that not only addresses the client’s workflow improvement needs, but also creates a feasible execution timeline for design and installation of the complete information system architecture from the ground up.

The network infrastructure will form the backbone of the clinic’s information system install. The local area network will connect with the local internet service provider and branch out from two network switching devices installed in a central area within the facility. Network connectivity will be propagated throughout the facility via the installation of a Cat6 UTP cable inside plant.

Database and diagnostic applications, scheduling, and other clinic management software will be hosted on two servers installed in a central area within the clinic facility, co-located with the network switches. These servers will be important to storage and retrieval of patient records. Servers will facilitate the sharing of important licensed clinic related software and applications. Previously created paper records will be converted from hard copy to digital records for storage on the server systems.

Workstations with monitors will be installed in the ten veterinarian’s offices, eight exam rooms, three operating rooms, three diagnostic rooms, and for the five personnel in the reception and admin office areas. Each of the workstations will be connected to both the clinic server systems and the internet via the newly established network infrastructure.

The clinic document production and conversion needs will be supported with two printers and a large capacity flatbed printer. The scanner and one of the two printers will be primarily located in the administration office area to support the staff’s efforts to track and maintain patient payments, receipts, prescriptions etc. A second printer will be installed in the area of the veterinarian’s office spaces.

Each of these devices will have protection from electrical anomalies with the installation of uninterruptible-power sources (UPS) devices. In the event of a power outage, the UPS devices will provide back-up power long enough to allow the staff to properly shut down the electronic equipment. These devices will also prevent electrical damage should a surge occur when power is restored after an outage or brown-out.

Ultimately, the clinic staff will take full advantage of a highly integrated information system that allows them to support patients, conduct research, and productively interact with the UMUC health curriculum team.

Approach

Our approach for this contract will focus on developing a project plan that smoothly transitions the client from their current non-automated workflow to a greatly enhanced automated workflow. This must be accomplished without loss of revenue and with minimum complexity.

Key to the success of this project is the planned procurement and installation of hardware and software. Procurement protocols will include a highly detailed research process to ensure the selected items meet a very specific need of the client and return on investment expectations. Each subject matter expert on the project team will carefully select equipment items that address both technology needs and budgetary concerns while providing ease of use for the client.

This will be accomplished by the assignment of appropriately skilled and motivated team members. The functions and responsibilities of the project will be designated to teams and individuals by the project manager. Each task will be managed by those entities to completion. (Mulcahy, 2013)

The project team will work directly with the client and other stakeholders to accurately shape the desired outcomes. The information gleaned from this client/stakeholder interaction will assist in verifying the key success indicators for each milestone on the agreed upon project timeline and to establish change control procedures. The project team will spend an adequate amount of time with the client and stakeholders to create a solid list of requirements to prevent time consuming and costly project setbacks. (Schwalbe, 2014)

Each major task of the installation project will include several critical sub-tasks. These sub-tasks will flow in a specific order so as to ensure a high level of efficiency in the use of time and assets all while ensuring client satisfaction and usability.

Project process control will be maintained as the project progresses. For instance, selection of equipment and order approval by the project manager will precede the purchase, delivery and installation of hardware and software through the project timeline.

Risk will be managed by the project manager through issuance of escalation and immediate action protocols to the project team. Obvious project risks can and will be outlined in the initial project charter. Prevention strategies will be designed and directed to eliminating and reducing the probability of risk occurrence. (Cooper, Grey, Raymond & Walker, 2005)

Important questions concern the development of the costs and resources for this project. Certainly, critical equipment requirements are determined by the documented objectives and scope of the project established in the initial conception phase; however, it is important to note the experience and expertise of the tech staff weighs heavily in all technology procurement decisions. (Schwalbe, 2014)

Each item of equipment selected by the project team must be researched and chosen to fit a direct client requirement. These items must satisfy the technological objectives within the budgetary constraints outlined in the project scope.

Non-labor resources are evident in the initial procurement processes. Equipment and cabling are listed as crucial non-labor resources. In addition to the inorganic non-labor resources, there will be extensive use of contractor support. When using contractor or subcontractor support, the deliverable is the actual target of purchase, therefore contractor support, along with material resources, is considered “non-labor”. (Mochal, 2014)

Contractors help to ensure project completion within the specified timeline. Contractors will be employed to facilitate routine but time intensive tasks including but not limited to data record conversion, database development, account creation, testing and some clinic staff training.

The hiring of contractor personnel will assist greatly in controlling project cost and will serve to prevent project team overload. The technicians are skilled in areas ranging from system administration to database management and helpdesk operations.

Conclusion

The end result for the UMUC Veterinary Clinic project will reflect a thoroughly efficient information system completely adapted to the critical workflows of the clinic and fully integrated with the UMUC health care curriculum.

Closing the project will require formal written approval and acceptance of the information system by the client and the major stakeholders. Anticipated actions to close this project include but are not limited to confirming completed requirements, completion of all project documentation, and the hand-off of the project deliverables to the client/stakeholder. (Mulcahy, 2013)

Project closure and acceptance will be completed upon official sign-off executed first by the project team. Sign-off by the project team confirms the work outlined by the sub-tasks has been completed as required. Next, the project manager will sign-off on the project closure documents ensuring that all work, budgetary concerns, and documentation have been completed. The project manager will verify that the primary objectives developed earlier from the stakeholder requirements have been met.

Finally, the client will verify the information system does in fact meet the documented outcomes established when the project was initially conceived. The client signature affirming acceptance of the information system will signal the actual shutdown of the project and dismantling of the project team.

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