Resource: University of Phoenix Material: SDLC Final Project and Patton-Fuller Community Hospital Virtual Organization Begin working on the SDLC Final Project. Complete the Week Two section of the University of Phoenix Material: SDLC Final Project. Review

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SDLC Final Project

Name

Institution

SDLC Final Project

Introduction goes here.

Project Scope and Goals

It is important to set up a clear and easy to understand outline of the project’s objectives and goals. By setting up a project scope, this can be easily managed as team members, senior management and stakeholders will all be clear on what the project entails as well as what is expected to happen during the duration of the project. Currently, Patton-Fuller Community Hospital has the following in place for patients: A Customer Relationship Management (CRM) Information System, where the patients can interact with the hospital via the Internet. Recommendations, comments, and complaints can all be done via the CRM and are tracked. Patient satisfaction reports are tracked and given to senior managers by having the CRM. They also have a Knowledge Management (KM) Information System in place that helps doctors and nurses access online medical databases to help patients with drug administration and diagnosis. Patton-Fuller Community Hospital would like to add a Patient Management System to their current patient systems to enhance the patient overall experience. They would like to have their current patient management system evaluated for possible developments to be able to track patient check-ins, appointments, and surgeries. They would like for the patients to have a more unified experience at Patton-Fuller Community Hospital. Patton-Fuller Community Hospital would like for us to create documentation on how to put this patient management system in place.

Supporting Measures of Success

Patton-Fuller Community Hospital would like to create a more unified patient experience, in order to do so we must evaluate the development of patient management system for the tracking of patient check-in, appointments and surgery. The project will be broken down into 3 major stages. Stage 1 will be used to explore and research issues with stakeholders from various positions and perceptions throughout Patton-Fuller Community Hospital. Throughout this stage there will be various ideas and concepts thrown around to get a greater understanding of the project in its entirety. In this stage we expect various opinions to be drawn bringing a broader understanding and idea of the project as a whole. We also expect all stakeholders to be involved and various employees throughout different levels and positions within Patton-Fuller Community Hospital. Stage 2 of the project will be used to explore and capture the best methods in which can be used to complete the desires of the project as a whole. This will include supplies, methods, financial cost and etc. to see what will be needed to complete the project successfully. Stage 2 is unique as it will detail not only what may be needed for the project supplies and cost wise, but stage 2 will also detail what is needed from each team member and stakeholder to successfully complete the project. Making the supporting measures clear and concise throughout the whole project, this method leaves less room for errors and miscommunication to happen, while keeping the focus and momentum on the project. Stage 3 of the project will have more details in which pertain to support and an advanced research proposal or project plan. This is an essential stage to support measures, as there is a strong need for understanding what the project dependencies are and what exactly is needed to complete the project successfully, this stage of the process basically is the final draft in revisions and research of the project as a whole.

Summary of Project Feasibility

Regardless of the service request submitted by Patton-Fuller, the feasibility of the project needs to be assessed before the project can be pursued. Analysis of this matter needs to consider the following categories: operational, technical, and economical. In regards to operational considerations,

Issue: Will integrating a patient management system (PMS) improve workflow and productivity?Answer: A PMS will give authorized users the ability to easily access and edit patient information (including patient check-in, appointments, and surgery). Due to the format of the database, constraints and input masks when adding information can improve accuracy, reliability, and the amount of redundancy in the system’s database.

Since the PMS will be used by the hospital’s network, the information from the database may be retrieved more easily by the necessary departments (e.g., ER’s & OR’s, Radiology, Labs, and Doctors’ Personal Offices).

Issue: Will the disruption in workflow be worth the investment?Answer: In the long run, a PMS will be able to make up for the disruption to the hospital’s usual workflow through the aforementioned reasons (e.g., unified quality and format of lab images and results can potentially lessen the amount of retests done).

Integrating a PMS should be feasible since doctors should already have experience with the hospital’s somewhat similar IT systems. Patton-Fuller will not necessarily need to consult with a third party for the project. The IT Director and the Chief Officers affected by the project can work together with the Team Leader to see the PMS through its SDLC.

Technical

Issue: Obtaining components necessary for integrating a patient management system (PMS)Solution: Due to other IT systems already being used by Patton-Fuller, the hospital has (most of) the physical components in place to support a PMS.

· Accounting and Finance Information System

· Human Resources Information System

· Customer Relationship Management (CRM) Information System

· Knowledge Management (KM) Information System

Clinical areas where PMS will be used are already connected.

Economic Feasibility

Issue: Will Patton-Fuller’s budget be able to support the integration of a new system?Answer: Include Patton-Fuller’s budget here.

Issue: How much will the system cost to create or acquire?Answer: (2009 is as far as Patton-Fuller’s financial information shows on the website.)

Issue: Will the hospital’s network infrastructure and configuration be able to handle the processes conducted by the PMS? If not, how much will changing it cost?Partial Answer: The hospital uses a bus architecture for the network, which is not suitable if the PMS increases the network’s traffic.

Current Business Process Summary

The patient management system’s development life cycle can be divided into core processes: definition, initiation, planning, execution, monitoring and controlling, and closure (source).

“Normally, the SDLC includes all activities needed for the planning, systems analysis, systems design, programming, testing, and user training stages of information systems development, as well as other project management activities that are required to successfully deploy the new information system” (Satzinger, Jackson &Burd, 2016, p. 7).

The first action of the business process is the establishment of a project manager, who will then begin the Definition phase of the project. At this point of the business process, factors such as “project goals, objectives, scope, risks, issues, budget, timescale and approach have been defined”(source). A project team is assigned to the project. Decisions such as whether third party resources will be needed to make up the project team are made at this point, although more decisions of that nature may be needed later in the project’s SDLC.

· Communication methods (e.g., meeting times and types)

· If necessary, establishment of different groups within the project team

Meetings will be conducted and team members and stakeholders are assigned to the project. The project schedule is created with a timeframe and deadline of when the team plans to launch the new system. The budget is created in order to establish how many resources can and will be devoted to the patient management system project. The schedule and budget are then submitted for approval.

Proposed System Requirement List

The Patton-Fuller Community Hospital’s main concern is that the patient managementsystem has to be protected from any kind of power or system failure. Patient information is very important, and the helpdesk is available 24 hours to assist individuals with IT service requests. IT Simulation Network is the layout of the networks used at the community hospital, the Internet provider is responsible for connection to every database port within the system. The hospital finds a network provider that can hold answer this service without interruption, and also with the backup plan. The network provider needs to be reliable and not interrupt intimate service in the health setting.

References

http://www.projectsmart.com/project-management/the-stages-of-a-project.php

Satzinger, J.W., Jackson, R. B., &Burd, S. D. (2016). Systems analysis and design in a changing world (7th ed.). Boston, MA: Cengage.

University of Phoenix. (2011). Patton Fuller Community Hospital. [VirtualOrganization]. Retrieved from University of Phoenix, BSA 376–Systems Analysis and Design.