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Christian Gonzalez, Project Manager Tamika Roland, Project Coordinator Teria Edwards, Quality Manager
TABLE OF CONTENTS
Part 1 Part 2 Part 3 Project Risks Scope risk Scope risk validity HR validity Quality validity Work Cited
BACKGROUND
Over your lifetime, you will experience situations in which you will seek out medical services outside of your primary doctor. Each time, you will be asked for your medical history, and often, you will have to either arrange with your primary doctor. In an emergency, it would be great if a doctor can access your medical history right away, which can prove to be life saving. The purpose of this project is to research and develop a design for a solution that will provide a standard set of tools for hospitals, doctors offices and other healthcare providers to share patient records to ensure the timeliest data is available when a patient needs care. This project is aimed at developing a design for a secure universal patient record system that might influence a pool of accurate customer records and data processing, coupled with hospital or doctor record keeping
PROJECT OVERVIEW
PART 1
Project Proposal Project scope SOW Boundaries Objectives WBS Project Schedule Scheduled milestones Organizational chart Communication RACI Product Requirements RBS Risk Breakdown Structure Project Risks
5.1.2.4 Group creativity techniques Brainstorming 12.1.2.1 Make or buy analysis Cost benefit analysis Survey
MAKE OR BUY
Question Recommendation
Yes: Sometimes sellers contract or promise to do something that no one else does. If this situation occurs, the seller has to build the capability internally. No: Go to Question #2. Yes: If the function is part of the core capabilities of your organization, you may want to do it internally. No: Go to Question #3. Yes: Your organization may want to develop this capability internally during this project. Such development usually requires an investment in equipment or people that requires higher-level approvals before the decision can be made. You also may need to consider other issues [see Other Questions to Consider below]. No: Go to Question #4. Yes: You may want to use an external source. Sometimes you can get better responsiveness from external suppliers than you can from internal resources. If your organization allows the use of external sources even when internal resources are available, sometimes better, faster, or cheaper service can be deciding factors. No: Internal sources may be your only choice. Recommendation Yes: Sometimes sellers contract or promise to do something that no one else does. If this situation occurs, the seller has to build the capability internally. No: Go to Question #2.
SURVEY
Questions
Do you have to get authorization to get or give patient records often? Does it take long? Can waiting on authorization exceed 48 hours turnaround time? Have a patient almost lost their life while going through authorization process? Do you feel that establishing a universal patient record system should be developed? Do you feel that you will benefit from the system? Do you feel that patients will benefit from the system? If a secure universal system is developed will you trust it and use it?
Yes/No
BRAINSTORMING
Define your problem or issue as a creative challenge. This is extremely important. A badly designed challenge could lead to lots of ideas which fail to solve your problem. A well designed creative challenge generates the best ideas to solve your problem. Creative challenges typically start with: "In what ways might we...?" or "How could we...?" what would we want as patients from our healthcare system? Your creative challenge should be concise, to the point and exclude any information other than the challenge itself. For example: "In what ways might we improve product X?" or "How could the healthcare workers provide better quality care to their patients
TECHNICAL STRUCTURE
Tier based access levels Encrypted servers Server locks Login access Certified certificates for location access only Timed access login Key stroke log Database Management Systems (DBMS Entity Relationship Modeling (ERM))
PRODUCT OBJECTIVES
The cloud database will store all the patient information according to the patients identification number in the database. Information needed about the patients history must be easily extracted by medical professionals no matter their location Compliance to HIPPA standards is a requirement in order to launch the database. Cisco hardware will be some of the hardware being procured and installed to keep the database secure and create the platform for the database. Atop of the standard Cisco security that complied with HIPPA standards there will be additional security integrated into the cloud such as encrypted servers, tier base security levels, and certified certificates that all the users must procure in order to enter the database. To meet the requirement for future expansion some space will be integrated into the cloud alongside the additional hardware that made it possible
SCOPE
Innovators Contractors will provide real-time access to a complete secure universal patient record database system that will allow the doctors, researchers, academics, and other healthcare professionals to give their patients higher quality care. The system will meet the Health Insurance Portability and Accountability Act (HIPAA) standards. The design of the technical architecture of this project will be defined and delivered in a 23week time frame and within a 20 million dollar budget.
PROJECT BOUNDARIES
Work that has been excluded from the project scope and will not be provided by innovative contractors is; Will not create an application(app) to assist in entering the system. Will not hire permanent human resources to monitor the database. Will not incorporate an email system into the database Will not allocate human resources globally to retrieve patient records Will not globally integrate patient records into the database Will not maintain or save hard copy patient records Will not destroy hard copy patient record files
ORGANIZATIONAL CHART
RACI
TEAM MEMBER/ BACK-UP Christian Gonzalez/Tamika Roland Teria Edwards/ Chris Gonzalez Tamika Roland/ Teria Edwards
SCOPE
QUALITY
RISK
COMM
HUMAN RESOURCES
TECHNICAL
COST
I I
R I
A R
C R
R A
C R
I C
SCHEDULE
Database (Cloud)
Compliance
Technical
Future Expansion
HIPPA Compliance
FIPS 140.3
HIPPA
ISO 27001
IT Architecture
Processing Environment
Hardware Requirements
Software Requirements
Standard Security
Maximum security
Additional Security
Additional Security
Verification of User
Encrypted Systems
COMMUNICATION
Communication Type Kickoff Meeting Objective of Communication Medium Frequency Audience Owner
Introduce the y project team and the project. Review project objectives and management approach. Review status of y the project with the y team. Discuss and develop technical design solutions for the project. Report on the status of the project to management. Report the status of the project including activities, progress, costs and issues. y
Face to Face
Once
y y
Weekly
y y
Tamika Christian Gonzalez Roland Teria Edwards Tamika Christian Gonzalez Roland Teria Edwards Christian Gonzalez
As Needed
y y
y y y
Weekly
Prof. Belton y John Allen y y y y Prof. Belton Chris Gonzalez Tamika Roland Teria Edwards
Weekly
DELPHI TECHNIQUE
The following key characteristics of the Delphi method help the participants to focus on the issues at hand; Structuring of information flow The initial contributions from the experts are collected in the form of answers to questionnaires and their comments to these answers. The panel director controls the interactions among the participants by processing the information and filtering out irrelevant content. This avoids the negative effects of face-toface panel discussions and solves the usual problems of group dynamics. Regular feedback Participants comment on their own forecasts, the responses of others and on the progress of the panel as a whole. At any moment they can revise their earlier statements. While in regular group meetings participants tend to stick to previously stated opinions and often conform too much to group leader, the Delphi method prevents it. Anonymity of the participants Usually all participants remain anonymous. Their identity is not revealed, even after the completion of the final report. This prevents the authority, personality, or reputation of some participants from dominating others in the process. Arguably, it also frees participants (to some extent) from their personal biases, minimizes the "bandwagon effect" or "halo effect", allows free expression of opinions, encourages open critique, and facilitates admission of errors when revising earlier judgments Whos Feedback? Nurses Doctors When? When creating the design and structure. When implementing the database.
PROJECT RISKS
Description Unauthorized personnel access the database Project Impact: Breach of patient information, lawsuits Risk ID 01 Risk Security Probability .80 Impact .90 Score .72
Mitigation: tier base security levels, encrypted servers with locks, Certified access certificates, location based access only Owner: Tamika Roland
Description: The highest risk due to internal theft of patient information. Average of 300,000 information thefts per year.
02 Scope creep The project diverts from its baseline Project Impact: loss of project time, additional costs, .60 .90 .54 Mitigation: Weekly scoping meetings, monitor scope & work throughout project Owner: Christian Gonzalez
Description: Lessons learned and analogous projects have shown minor changes not noticed add up to disastrous repercussions.
03 HR The human resources give out their database pass code .60 .90 .54
Project Impact: Lawsuit against the hiree and cost for assisting patients
Mitigation: Certified access certificate, location based access only Owner: Teria Edwards
04
Standards
.60
.80
.42
Mitigation: Meet FIPS 140.3 standards and pass SAS 70 inspection Owner: Christian Gonzalez
PMBOK 3.3.1
3.3.1.1 Inputs, for Project Management Process Project statement of work Business Case Contract 3.3.2 Inputs, for Identify Stakeholder Project Charter Procurement Document 3.4.2 Inputs, Collect Requirements Project Charter Stakeholder register
3.4.1 Inputs, to Develop Project Management Plan Project Charter Outputs from planning process 3.4.3 Inputs: Define Scope Project Charter Requirements Organizational Process
PART 1 OUTPUTS
Technical Structure Proposal Project Charter Communication plan Quality Management Plan Risk Management Plan
PROJECT PART 2
Using the outputs from project course part 1 team Innovative Contractors will define the scope of the project on the basis of studies conducted on the customer requirements and internal and external resources and constraints.
II
Project Scope Management follows a five step process; Collect Requirements Define Scope Create WBS Verify Scope Control Scope PMBOK 5.1 Collect Requirements this first step is the process by which we define and document the requirements needed to meet all project objectives. The foundation of this process is the project charter and stakeholder register. From these, the team can identify requirements, collectively discuss details associated with meeting each requirement, conduct interviews and follow-on discussion to clarify the requirements, and document the requirements in sufficient detail to measure them once the project begins the execution phase. This documentation also serves as an input to the next step in the process which is to define scope.
PMBOK 5.2 Define Scope this step is critical to project success as it requires the development of a detailed project/product description to include deliverables, assumptions, and constraints and establishes the framework within which project work must be performed. PMBOK 5.3 Create WBS this process breaks project deliverables down into progressively smaller and more manageable components which, at the lowest level, are called work packages. This hierarchical structure allows for more simplicity in scheduling, costing, monitoring, and controlling the project. PMBOK 5.4 Verify Scope this is the process by which the project team receives a formalized acceptance of all deliverables with the sponsor and/or customer. PMBOK 5.5 Control Scope this is the process of monitoring/controlling the project/product scope as well as managing any changes in the scope baseline. Changes may be necessary to the project scope but it is imperative they are controlled and integrated in order to prevent scope creep.
Project Manager
Tamika Roland
Project Coordinator
Teria Edwards
Quality Manager
HIPAA requirements: The principles of the Nationwide Privacy and Security Framework for Electronic Exchange of Individually Identifiable Health Information below establish a single, consistent approach to address the privacy and security challenges related to electronic health information exchange through a network for all persons, regardless of the legal framework that may apply to a particular organization. The goal of this effort is to establish a policy framework for electronic health information exchange that can help guide the Nations adoption of health information technologies and help improve the availability of health information and health care quality. The principles have been designed to establish the roles of individuals and the responsibilities of those who hold and exchange electronic individually identifiable health information through a network.
SCHEDULED MILESTONES
Cost
CISCO is a largely known national company that has experience with IT cloud based projects. Due to the make or buy analysis it was more beneficial to procure a preestablished housing structure to accommodate the materials for the project rather than build the housing from the ground up. SIMOS is an HR company that works with CISCO on large companies. HR COST: The average national rate of pay is $8.15 per hour. Based on the rate and the work necessary for the project a $10 rate of pay was established for the HR hired for the project.
Activity 2(WBS 2.0) Cloud Creation -Includes materials and labor Activity 3(WBS 3.0) Additional Security -Includes materials and labor Activity 4(WBS 4.0) Quality Testing -Includes materials and labor Activity 5(WBS 5.0) Database Setup -Includes materials and labor Activity 6(WBS 6.0) Monitor Performance -Includes materials and labor Activity 5(WBS 7.0) Closing -Payoff open accounts and client acceptance
$13,950,000
$50,000
$725,000
$4,300,000
$775,000
$140,000
TOTAL $20,000,000
Documenting the request Establishing a new COS Creating a PIS Defining the outcome Accommodation within the project resources and timeline Accommodation but requires additional time Accommodation but requires additional resources Accommodation but requires additional time and resources Accommodation by prioritizing the deliverables It cannot be Accommodated without significant changes to the project
Innovators Contractors will provide real-time access to a complete secure UNIVERSAL PATIENT RECORD DATABASE SYSTEM that will allow the doctors, researchers, academics, and other healthcare professionals to give their patients higher quality care. The system will meet the Health Insurance Portability and Accountability Act (HIPAA) standards. The design of the technical architecture of this project will be defined and delivered in a 23-week time frame and within a 20 million dollar budget. The project schedule is 23 weeks long starting on September 16, 2011 and be completed on March 7, 2012.
RISK CATEGORIES
Standards HIPAA FIPS 140.3 ISO27001 Client Security Servers Network Cloud Facility Human resources
Project Management Team management Communication management Risk management Quality management HR management Planning Estimating Controlling Monitoring
Creeps Complexity and interfaces Scope Feature Performance and reliability Hope Technology Effort
Requirements
RISK REGISTER
Risk ID
Risk
Elements
Priority Ranking
Examined
Responsible
Likely
Actions
Approved
Sign Off
SECURITY
RISK MANAGEMENT, HR MANAGEMENT PMP, COMMUNICATION MANAGEMENT SCOPE MANAGEMENT HR MANAGEMENT, RISK MANAGEMENT Time Management, Risk & Cost Management Quality Management, Risk Management Cost and Risk Management
HIGH
YES
EVERYONE
0.8
YES
PS
SCOPE CREEP
HIGH
YES
TAMIKA ROLAND
0.6
COMMUNICATE
YES
PM
HR
HIGH
YES
TERIA EDWARDS
0.6
YES
PC
Schedule
HIGH
YES
Chris Gonzalez
0.4
YES
PS
Standards
HIGH
YES
Teria Edwards
0.6
YES
PM
Budget
HIGH
YES
Chris Gonzalez
0.5
YES
PS
CONFIGURATION MANAGEMENT
Configuration management involves identifying the configuration of a network system at given points in time, systematically controlling changes to the configuration, and maintaining the integrity and traceability of the configuration throughout the lifecycle. The items placed under configuration management include the software and hardware products (e.g., routers and switches) that comprise the network as well as items required to create or maintain these products (e.g., initial routing tables and switch configuration data) SN Change Control Board The SN CCB will be established as a formal approval authority for changes. It primarily exists to control changes to the SN architecture (e.g., deployment of a new piece of hardware); however, any SN issue with significant cross-organizational impact should involve the SN CCB. Written Change Requests (CRs), Impact Assessments (IAs), and meeting minutes will document the CCBs consideration of an issue.
Configuration Status Accounting Configuration status accounting involves the recording and reporting of the change process. The goal of configuration status accounting is to maintain a status record of all items in the network baseline, thus providing traceability of all changes to the network. Proper configuration status accounting answers the following questions: What changes have been made to the system? When were they made? What components were affected by this change?
SCOPE VALIDITY
Qualitative Analysis
Requirements traceability matrix Quantitative Analysis 6.1.3.3 Project milestones(EVM) 7.3.2.1 7.3.2.5 Variance analysis CPI SPI 8.3.2.2 Control Charts
PART 3
Innovator Contractors will use the outputs from Part 2 Scope Management which developed the items listed below: PMBOK 8.1.1 Scope Baseline-Scope Statement, WBS,WBS Dictionary Stakeholder Risk Register Cost Performance Baseline Risk Register
RISK CATEGORIES
Cost Prob.
RISK STRATEGIES
Negative
Implementation Transfer Mitigate
Positive
Exploit Share Enhance Accept
Implementation Exploit
PI MATRIX
Probability (P)
NEARLY CERTAIN = 5 HIGHLY LIKELY = 4 LIKELY = 3 LOW LIKELIHOOD = 2 VERY UNLIKELY = 1
PI Matrix 50 40 30 20 10
VERY LOW = 1
60 50 40 30 20
LOW = 2
70 60 50 40 30
MEDIUM = 3
80 70 60 50 40
HIGH = 4
90 80 70 60 50
VERY HIGH = 5
IMPACT (I) Key Gray-Very Low Light Green-Low Green- Medium Light Blue-Med. High Blue-High
Quality Management Plan Quality Metrics Quality Checklists Process Improvement Plan Project Document Updates
The quality tool that was used to measure the project quality and level of conformance is defined in the HIPPA Standards and Federal Information Processing Standards information). The standard provides four increasing, qualitative levels of security: Level 1, Level 2, Level 3, and Level 4.
QUALITY METRICS
METRICS The metrics determined for the project is a 0-5 number scale. The basis for the number scale is on continuous improvement with a five rating as the highest score and a one is incompletion of a phase, process, or poor documentation. 5-Excellent 4-Above Average 3-Moderate 2-Poor 1-Incomplete Alongside the measurement scale is the how, when and where measurements will be taken and identified. Identification of success will be located; The creation of the database, Completion of the additional security, Passing the SAS 70 audit, integration of patient records Implementation of the cloud database by medical personnel.
QUALITY PROCESS
Initiates by creating logins to be allocated to specific states for the quality audit of records.
Doctor Nurse Health care provider
COST OF QUALITY
Cost of Conformance
Prevention Costs Training Document processes Equipment Appraisal Costs Testing Inspections Internal Failure Costs Rework Scrap External Failure Costs Liabilities Warranty work Lost Business
Cost of Nonconformance
HR audit
4 Act
3 Check
Outputs Quality Control Measurements Validated Changes Validated Deliverables Change Requests Project Management Plan Updates Project Documents Updates
QUALITY VALIDITY
Retrieved is security information, scales of security, processing time, locations that are active, documentation processing, and functionality .
Quality control and Performance Measurements Quality assessment will be done on the designated milestones located below. The assessment will be based on pre-established metrics of a 1-5 measure. Along with the measurement will be a an assessment on the basis of the current budget and the location of time spend to reach that location. If necessary reserve leveling and time leveling will be done while following the change management process. Project Milestones; Creation of the database Passing the SAS 70 audit Integration of patient records Implementation of the cloud database
-Checklist for RecordsProject Manager: Budget: Sponsor: Project Size: Security: (information access) Login number: Materials used: Location: Information Access: Application Controls: Dossier identification: (Patient Profile)
Inputs Project Management Plan Quality Metrics Work Performance Information Quality Control Measurements Tools & Techniques Quality Audit Process Analysis Plan Quality and Perform Tools & Techniques
Inputs Project Management Plan Quality Metrics Quality Checklist Work Performance Measurements Approved Changes Change Requests Deliverables Tools & Techniques Cause and Effect Diagrams Control Charts Inspection Approved Change Request Review
7s 11s
Uploading Certificates
The project manager will review each team members assigned work activities at the onset of the project and communicate all expectations of work to be performed. The project manager will then evaluate each team member throughout the project to evaluate their performance and how effectively they are completing their assigned work. Prior to releasing project resources, the project manager will meet with the appropriate functional manager and provide feedback on employee project performance.
Labor Chart
HR VALIDITY
Qualitative Analysis
Training Effectiveness
Quantitative Analysis
Trend analysis Control Chart
RETURN ON INVESTMENT
Rental fee
$1,000 per month
Certificate cost
$1,400
Texas: Approximately 90,500 offices and clinics with 3 nurses and 2 doctors.
Statistical Sample 3 nurses 2 doctors $200 x 3=$600 $600 x 2=$1,200 Total =$1,800
Login fee
Begins at $200
WORK CITED
WORK CITED
process, using a standard procurement, and will know that they are dealing with a professional organization.. "Procurement Process." Purchasing Insight for Purchase to pay, electronic invoicing, the procurement process, the purchasing process and dynamic discounting.. N.p., n.d. Web. 3 Nov. 2011. <http://purchasinginsight.com/resources/the-procurement-process/>.
PEER EVALUATION
PEER EVALUATION FORM YOUR NAME: PEER NAME A - LEVEL PARTICIPATION B - LEVEL PARTICIPATION C - LEVEL PARTICIPATION D - LEVEL PARTICIPATION F- LEVEL PARTICIPATION YOUR ROLE: PEER ROLE