UNIVLRSAL PA1ILN1

RLCORD S\S1LM
Pro;ect Mavagevevt Ca.tove: vtegratiov
Profe..or ettov MPM, CPM
Cbri.tiav Covate, Pro;ect Mavager
1avi/a Rotava, Pro;ect Cooraivator
1eria arara., Qvatit, Mavager
Part J
Part 2
Part 3
Project Risks
Scope risk
Scope risk validity
HR validity
Quality validity
Work Cited
1ABLL OI CON1LN1S
Over your lifetime, you will experience situations in which you will seek
out medical services outside of your primary doctor. Lach 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.
1he purpose of this project is to research and develop a design for a
solution that will provide a standard set of tools for hospitals, doctor's
offices and other healthcare providers to share patient records to ensure
the timeliest data is available when a patient needs care.
1his 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
BACKGROUND
PROJLC1 OVLRVILW
Project Proposal
Project scope
SOW
Boundaries
Objectives
WBS
Project Schedule
Scheduled milestones
Organizational chart
Communication
RACI
Product Requirements
RBS
Risk Breakdown Structure
Project Risks
PAR1 J
Project design
Quality
Risks
Mitigation
Group creatiity techniques
Brainstorming
Make or buy analysis
Cost beneit analysis
Surey
PAR1 J 1OOLS & 1LCHNIQULS
Question Recommendation
Are you orced to perorm a unction internally \es: Sometimes sellers contract or promise to do something that no
one else does I this situation occurs, the seller has to build the capability
internally
No: Go to Question 4
Do you hae the capabilities to perorm this unction internally \es: I the unction is part o the core capabilities o your organization,
you may want to do it internally
No: Go to Question 43
3 Do you want to deelop this capability internally \es: \our organization may want to deelop this capability internally
during this project Such deelopment usually requires an inestment
in equipment or people that requires higher-leel approals beore the
decision can be made \ou also may need to consider other
issues |see Other Questions to Consider below|
No: Go to Question 4
Is it better, aster, or cheaper to ind an external source \es: \ou may want to use an external source Sometimes you can get
better responsieness rom external suppliers than you can rom internal
resources I your organization allows the use o external sources
een when internal resources are aailable, sometimes
better, aster, or cheaper serice can be deciding actors
No: Internal sources may be your only choice
Question Recommendation
Are you orced to perorm a unction internally \es: Sometimes sellers contract or promise to do something that no
one else does I this situation occurs, the seller has to build the capability
internally
No: Go to Question 4
MAKL OR BUY
Questions Yes/No
Do you hae to get authorization to get or gie patient records oten
Does it take long
Can waiting on authorization exceed hours turnaround time
lae a patient almost lost their lie while going through authorization process
Do you eel that establishing a uniersal patient record system should be deeloped
Do you eel that you will beneit rom the system
Do you eel that patients will beneit rom the system
I a secure uniersal system is deeloped will you trust it and use it
SURVLY
Define your problem or issue as a creative challenge. 1his 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. Ior example: "In what ways
might we improve product X?" or "How could the healthcare workers
provide better quality care to their patients
BRAINS1ORMING
INNOVA1IVL CON1RAC1OR'S
MANAGLMLN1 S1RA1LGY
Lectie Project Management, pg
What business situation is being addressed?
Correcting the problem of lack of comprehensive readily available patient records
What do we need to do?
Llicit a clear and complete statement of the problem to be solved and then provide a clear
statement of how we intend to solve
What will we do?
Decide what can be done
How will you know you did it?
Make a plan then another do some work and then plan some more
How well did you do?
Did it meet client requirements, is the record system we produced of quality
1ier based access levels
Lncrypted servers
Server locks
Login access
Certified certificates for
location access only
1imed access login
Key stroke log
Database Management
Systems (DBMS
Lntity Relationship
Modeling (LRM))
1LCHNICAL S1RUC1URL
Nurses
lealth
Care
Proiders
Doctors
1he cloud database will store all the patient information according to the patient's 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.
1o meet the requirement for future expansion some space will be integrated into the cloud alongside the
additional hardware that made it possible
PRODUC1 OBJLC1IVLS
Innovators Contractor's 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. 1he system will
meet the Health Insurance Portability and Accountability Act (HIPAA) standards. 1he
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.
SCOPL
PROJLC1 BOUNDARILS
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
I1MC
David Belton
Christian
Gonzalez
Project Manager
1amika Roland
Project
Coordinator
1eria Ldwards
Quality Manager
ORGANIZA1IONAL CHAR1
TEAM
MEMBER/
BACK-UP
SCOPE QUALITY RISK COMM
HUMAN
RESOURCES
TECHNICAL COST
Christian
Gonzalez/Tamika
Roland
R I C R I A R
Teria Edwards/
Chris Gonzalez
I R A C R C I
Tamika Roland/
Teria Edwards
I I R R A R C
R RESPONSIBLE, A ACCOUNTABLE, C CONSULT, AND I INFORM
RACI
PROJLC1 WORK BRLAKDOWN
S1RUC1URL
PMBOK S.3
SCHLDULL
RLQUIRLMLN1S BRLAKDOWN
S1RUC1URL
Requirements Breakdown Structure

Un|versa|
kecord Ststem
Database
(C|oud)
Store at|ent
kecords
nIA
Comp||ance
Un|versa|
at|ent kecord
Iormat
Standard
Secur|ty
Comp||ance
IIS 1403
Max|mum
secur|ty
1|er based
Leve|s
Lncrypted
Systems
Server Locks
keystroke
Logger
1|med User
Logouts
Upto date
Secur|ty
kequ|rements
Lxceeds nIA
Standards
nIA ISC 27001
1echn|ca|
I1 Arch|tecture
Lstab||sh Leve|s
of
Author|zat|on
(1|ers)
Lstab||sh
Author|zed
Cert|f|cates
rocess|ng
Lnv|ronment
nardware
kequ|rements
Add|t|ona|
Secur|ty
Software
kequ|rements
Add|t|ona|
Secur|ty
Ver|f|cat|on of
User
Iuture
Lxpans|on
Store New
at|ent kecords
Communication
Type
Objective of
Communication
Medium Frequency Audience Owner
KickoII Meeting Introduce the
project team and
the project. Review
project objectives
and management
approach.
O ace to ace Once O Tamika
Roland
O Teria Edwards
Christian Gonzalez
Project Team
Meetings
Review status oI
the project with the
team.
O ace to ace
O ConIerence
Call
Weekly O Tamika
Roland
O Teria Edwards
Christian Gonzalez
Technical Design
Meetings
Discuss and
develop technical
design solutions Ior
the project.
O ace to ace As Needed O Tamika
Roland
O Teria Edwards
Christian Gonzalez
Weekly Project
Status Meetings
Report on the status
oI the project to
management.
O ace to ace
O ConIerence
Call
Weekly ProI. Belton
O John Allen
Christian Gonzalez
Project Status
Reports
Report the status oI
the project
including activities,
progress, costs and
issues.
O Email Weekly O ProI. Belton
O Chris
Gonzalez
O Tamika
Roland
O Teria Edwards
COMMUNICA1ION
PURPOSL OI 1HL PROJLC1 QUALI1Y MANAGLMLN1
PLAN
1o improve patient care and provide real-time access to complete and
accurate patient care and provide real-time access to complete and accurate
patient history through the development of this system.
1he Project Quality Management Plan documents the necessary
information required to effectively manage project quality from project
planning to delivery. It defines a project's quality policies, procedures,
criteria for and areas of application, and roles, responsibilities and
authorities.
1he Project Quality Management Plan is created during the Planning
Phase of the project. Its intended audience is the project manager, project
team, project sponsor and any senior leaders whose support is needed to
carry out the plan.
QUALI1Y MANAGLMLN1 PLAN
1he following key characteristics of the Delphi method help the participants to focus on the issues at
hand,
Structuring of information flow
1he initial contributions from the experts are collected in the form of answers to questionnaires and
their comments to these answers. 1he panel director controls the interactions among the participants by
processing the information and filtering out irrelevant content. 1his avoids the negative effects of face-to-
face 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. 1heir identity is not revealed, even after the completion of
the final report. 1his 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
DLLPHI 1LCHNIQUL
Who's Ieedback?
Nurses
Doctors
When?
When creating the design
and structure.
When implementing the
database.
8lsk lu 8lsk uescrlpLlon robablllLy lmpacL Score
01 SecurlLy unauLhorlzed personnel access Lhe
daLabase
80 90 72
ro[ecL lmpacL 8reach of paLlenL lnformaLlon lawsulLs MlLlgaLlon Ller base securlLy levels encrypLed servers wlLh
locks CerLlfled access cerLlflcaLes locaLlon based access only
Cwner 1amlka 8oland
02 Scope creep 1he pro[ecL dlverLs from lLs basellne 60 90 34
ro[ecL lmpacL loss of pro[ecL Llme addlLlonal cosLs MlLlgaLlon Weekly scoplng meeLlngs monlLor scope work
LhroughouL pro[ecL
Cwner ChrlsLlan Conzalez
3 lR 1he human resources gie out their
database pass code
60 90 34
Project Impact: Lawsuit against the hiree and cost or assisting patients MlLlgaLlon CerLlfled access cerLlflcaLe locaLlon based access only
Cwner 1erla Ldwards
04 SLandards 1he new PlA sLandards change Lhe
requlremenLs of Lhe pro[ecL
60 80 42
ro[ecL lmpacL uelay ln Lhe pro[ecL Lo add Lhe new requlremenLs MlLlgaLlon MeeL llS 1403 sLandards and pass SAS 70 lnspecLlon
Cwner ChrlsLlan Conzalez
Description: 1he highest risk due to internal thet o patient inormation Aerage o 3,
inormation thets per year
Description: Lessons learned and analogous projects hae shown minor changes not noticed add up
to disastrous repercussions
PROJLC1 RISKS
PMBOK 3.3.J
3.3.J.J 3.4.2
Inputs, Collect Requirements
Inputs, for Project Management Process Project Charter
Project statement of work Stakeholder register
Business Case
Contract
3.3.2
Inputs, for Identify Stakeholder
Project Charter
Procurement Document
3.4.J
Inputs, to Develop Project Management Plan
Project Charter
Outputs from planning process
3.4.3
Inputs: Define Scope
Project Charter
Requirements
Organizational Process
1echnical Structure
Proposal
Project Charter
Communication plan
Quality Management Plan
Risk Management Plan
PAR1 J OU1PU1S
Using the outputs from project course part J 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.
PROJLC1 PAR1 2
II
Project Scope Management follows a five step process,
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
PMBOK S.J Collect Requirements this first step is the process by which we define
and document the requirements needed to meet all project objectives.
1he foundation of this process is the project charter and stakeholder register. Irom
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. 1his documentation
also serves as an input to the next step in the process which is to define scope.
PROJLC1 SCOPL MANAGLMLN1 PROJLC1 SCOPL MANAGLMLN1
PMBOK S.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 S.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. 1his hierarchical structure allows for more
simplicity in scheduling, costing, monitoring, and controlling the project.
PMBOK S.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 S.S 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.
PROJLC1 SCOPL MANAGLMLN1
Name Role Responsibilities
I1MC, Daid
Belton
Sponsor Approe or deny scope change requests as appropriate
Laluate need or scope change requests
Accept project delierables
Christian Gonzalez Project Manager Measure and eriy project scope
lacilitate scope change requests
lacilitate impact assessments o scope change requests
Organize and acilitate scheduled change control meetings
Communicate outcomes o scope change requests
Update project documents upon approal o all scope changes
1amika Roland Project
Coordinator
Measure and eriy project scope
Validate scope change requests
Participate in impact assessments o scope change requests
Communicate outcomes o scope change requests to team
lacilitate team leel change reiew process
1eria Ldwards Quality Manager Participate in deining change resolutions
Laluate the need or scope changes and communicate them to
the project manager as necessary
S1AKLHOLDLR RLGIS1LR
PMBOK S.J.J.2
lIPAA requirements:
1he principles of the Nationwide Privacy and Security Iramework for
Llectronic Lxchange 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.
1he goal of this effort is to establish a policy framework for electronic
health information exchange that can help guide the Nation's adoption of
health information technologies and help improve the availability of health
information and health care quality.
1he 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.
PRODUC1 RLQUIRLMLN1S &
CHARAC1LRIS1ICS PMBOK S.J.3.J
Benefits
1he completed system will adequately assist the health care providers, doctors, and nurses look
up patient records in a single location.
1his project will be successful in reducing waiting time for assisting other patients thus
increasing profit.
A secure system that can store confidential patient information
Success Criteria
Understanding of the project
Completion of the Cloud database
Compliance of HIPPA standards
Completion of the project within schedule and under budget
Client satisfaction
1he system should create a common record to store patient records.
1he system should meet HIPPA requirements.
Define technical architecture, the processing environment, and hardware and software
requirements.
1he system should be expandable for future business.
PROJLC1 RLQUIRLMLN1S &
DLLIVLRABLLS
PMBOK S.J.3.3
SCHLDULLD MILLS1ONLS
3 Control Cost
PROJLC1 WBS PMBOK S.3.2.J
Activityz Cost
Activity J(WBS J.0)
Research
,
Activity 2(WBS 2.0)
Cloud Creation
-Includes materials and labor
3,9,
Activity 3(WBS 3.0)
Additional Security
-Includes materials and labor
,
Activity 4(WBS 4.0)
Quality 1esting
-Includes materials and labor
,
Activity S(WBS S.0)
Database Setup
-Includes materials and labor
,3,
Activity 6(WBS 6.0)
Monitor Performance
-Includes materials and labor
,
Activity S(WBS 7.0)
Closing
-Payoff open accounts and client acceptance
,
1O1AL ,,
CISCO is a largely known national
company that has experience with
I1 cloud based projects. Due to the
make or buy analysis it was more
beneficial to procure a pre-
established 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 COS1: 1he average national
rate of pay is $8.JS per hour. Based
on the rate and the work necessary
for the project a $J0 rate of pay was
established for the HR hired for the
project.
Documenting the request
Lstablishing 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
CHANGL MANAGLMLN1 PROCLSS
LIILC1IVL PROJLC1 MANAGLMLN1 PGS 224-22S
Innovators Contractor's will provide real-time access to a complete
secure UNIVLRSAL PA1ILN1 RLCORD DA1ABASL SYS1LM that
will allow the doctors, researchers, academics, and other healthcare
professionals to give their patients higher quality care.
1he system will meet the Health Insurance Portability and
Accountability Act (HIPAA) standards. 1he 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.
1he project schedule is 23 weeks long starting on September J6, 20JJ
and be completed on March 7, 20J2.
PROJLC1 SCOPL BASLLINL
PMBOK S.3.3.3
Standards
HIPAA
IIPS J40.3
ISO2700J
Client
Requirements
Complexity and interfaces
Performance and reliability
1echnology
RISK CA1LGORILS
Security
Servers
Network
Cloud
Iacility
Human resources
Creeps
Scope
Ieature
Hope
Lffort
Project Management
1eam management
Communication
management
Risk management
Quality management
HR management
Planning
Lstimating
Controlling
Monitoring
RISK RLGIS1LR
Risk
ID
Risk Elements
Priority
Ranking
Examined Responsible Likely Actions Approved
Sign
Off
1 SECURTY
RSK
MANAGEMENT,
HR MANAGEMENT
YES EVERYONE 0.8
MONTOR &
CONTROL
$ !$

SCOPE
CREEP
PMP,
COMMUNCATON
MANAGEMENT
SCOPE
MANAGEMENT
YES
TAMKA
ROLAND
0.6 COMMUNCATE $ !
HR
HR
MANAGEMENT,
RSK
MANAGEMENT
YES
TERA
EDWARDS
0.6
MONTOR &
CONTROL
$ !
Schedule
Time Management,
Risk & Cost
Management
YES Chris Gonzalez 0.
Monitor &
Control
$ PS
5 Standards
Quality
Management, Risk
Management
YES Teria Edwards 0.6
mplement &
inspect
$ PM
6 Budget
Cost and Risk
Management
YES Chris Gonzalez 0.5
Monitor &
Control
$ PS
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. 1he 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
1he 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 CCB's consideration of an issue.
CONIIGURA1ION MANAGLMLN1
Configuration Status Accounting
Configuration status accounting involves the recording and reporting of the change
process. 1he 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?
PLRIORMING CONIIGURA1ION
MANAGLMLN1
1he major activities of configuration status accounting are:
Identifying the configuration status information to be recorded
Maintaining a record of configuration changes
Reporting the status of network configuration management
Identify Status 1racking Information
1he following configuration status information will be regularly tracked at the SN-
architecture level:
Current SN Network Architecture
Inventory of Current Network Components
Open Change Requests
Closed Change Requests
Components Affected By Change Requests
Open Lngineering Requests
Closed Lngineering Requests
1his information will enable the I1 organization to monitor the SN architecture, to
identify potential trouble spots, and to plan potential enhancements.
PLRIORMING CONIIGURA1ION
MANAGLMLN1
Inputs
PMP
Review deliverables with project sponsor or customer (I-1ech Medical Consortium
Lxecutive Committee I1MCLC
Requirements traceability matrix
Validated deliverables
1ools & 1echniques
Inspection which includes activities such as measuring, examining and verifying to
determine whether work and deliverables meet requirements and product
acceptance criteria.
Outputs
Accepted deliverables
Change request
PROJLC1 DOCUMLN1 UPDA1L
SCOPL VLRIIICA1ION PMBOK S.4
Qualitative Analysis
Requirements traceability matrix
SCOPL VALIDI1Y
Quantitatie Analysis
33 Project milestones,LVM, 3
3 Variance analysis
CPI
SPI
3 Control Charts
Innovator Contractors will use the outputs from Part 2 Scope
Management which developed the items listed below: PMBOK 8.J.J
Scope Baseline-Scope Statement, WBS,WBS Dictionary
Stakeholder Risk Register
Cost Performance Baseline
Risk Register
PAR1 3
RISK CA1LGORILS
Cost
Prob

3
3

Cost
Prob
RISK BRLAKDOWN S1RUC1URL
RISK S1RA1LGILS
Negatie
Aoid
1ranser
Mitigate
Accept
Positie
Lxploit
Share
Lnhance
Accept
Implementation
1ranser
Mitigate
Implementation
Lxploit
Piobability (P) PI Natiix
NEARLY CERTAIN = 8 9
BIuBLY LIKELY = 8
LIKELY =
L0W LIKELIB00B =
vERY 0NLIKELY =
vERY L0W = L0W = NEBI0N = BIuB = vERY BIuB =
INPACT (I)
PI MA1RIX
Key
Gray-Very Low
Light Green-Low
Green- Medium
Light Blue-Med. High
Blue-High
QUALI1Y MANAGLMLN1 PLAN
PURPOSL OI 1HL PROJLC1 QUALI1Y MANAGLMLN1
PLAN
1o improve patient care and provide real-time access to complete and
accurate patient care and provide real-time access to complete and accurate
patient history through the development of this system.
1he Project Quality Management Plan documents the necessary information
required to effectively manage project quality from project planning to delivery.
It defines a project's quality policies, procedures, criteria for and areas of
application, and roles, responsibilities and authorities.
1he Project Quality Management Plan is created during the Planning Phase
of the project. Its intended audience is the project manager, project team,
project sponsor and any senior leaders whose support is needed to carry out the
plan.
Quality Management Plan
Quality Metrics
Quality Checklists
Process Improvement Plan
Project Document Updates
PAR1 3, OU1PU1S IOR QUALI1Y
PLAN
1he quality tool that was used to measure the project quality and level
of conformance is defined in the HIPPA Standards and Iederal
Information Processing Standards information).
1he standard provides four increasing, qualitative levels of security:
Level J, Level 2, Level 3, and Level 4.
CON1'D QUALI1Y PLAN
ML1RICS
1he metrics determined for the project is a 0-S number scale. 1he 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.
S-Lxcellent
4-Above Average
3-Moderate
2-Poor
J-Incomplete
Alongside the measurement scale is the how, when and where measurements will be
taken and identified. Identification of success will be located,
1he 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.
QUALI1Y ML1RICS
Initiates by creating logins to be allocated to specific states for the
quality audit of records.
Doctor
Nurse
Health care provider
QUALI1Y PROCLSS
Cost-Benefit Analysis
Cost of Quality
Control Charts
Quality Management Methodologies
Deming's Cycle
ISO 2700J
PAR1 3, 1OOLS AND 1LCHNIQULS
IOR QUALI1Y PLAN
Benefits
1he benefits that will be established through this project is quicker patient
assistance which in turn will give health care providers higher customer satisfaction
and a higher profit for the additional patients seen due to the time gained by quickly
retrieving patient records.
1he ROI for this project will be a steady return. 1he profit will come from the
certificates, logins, and the profit for renting out database space for holding doctor's
records. 1he logins start out at $200 and must be updated every six months and the
certificates cost $J,400 and must be updated yearly.
1he cost for renting the space is $800 a month.
1he successful implementation of this project will completely change the way the
health care system operates. Rather than have to locate a patients' doctor for their
records the records they will be safely secure in a system available for many health
care providers. 1he processes that will change is how the doctors and nurses locate
patient information
COS1-BLNLII1 ANALYSIS
8.J.2.J
Cost o
Conormance
Cost o
Nonconormance
Prevention Costs
1raining
Document processes
Lquipment
Appraisal Costs
1esting
Inspections
Internal Iailure Costs
Rework
Scrap
Lxternal Iailure Costs
Liabilities
\arranty work
Lost Business
COS1 OI QUALI1Y
CON1ROL CHAR1S
PMBOK 8.J.2.3
PLRIORM QUALI1Y ASSURANCL
1OOLS & 1LCHNIQULS PMBOK 8.2.2
-
1he 1ools &1echniques Innoators Contractors implemented:
Plan Quality and Perorm Quality Control tools and techniques
Quality Audits
PLRIORM QUALI1Y ASSURANCL
1OOLS & 1LCHNIQULS PMBOK 8.2.2
1he Deming Quality Approach
Seven Deadly Diseases
B2B and B2G Iocus
Deming's Iourteen Points
1he Deming Cycle
Quality Management Pg 9
1he
Deming
Cycle

Plan

Do
3
Check

Act

Analyze
Monitor and control tools and techniques JJ.6.2.2
Risk Audit-examines and document the effectiveness of risk responses in
dealing with identified risk
Database Audit
Cloud database audit
SAS 70 audit( system security audit)
HR audit
1rend Analysis
1raining Lffectiveness
Performance audit (WPI)
Outputs
Quality Control Measurements
Validated Changes
Validated Deliverables
Change Requests
Project Management Plan Updates
Project Documents Updates
PLRIORM QUALI1Y CON1ROL
Quality audit: Database
1o be performed every two weeks.
At the designated time of 6pm central time.
Challenge the system database and
retrieve the quality of accuracy and
document.
Retrieved is security information, scales
of security, processing time, locations that
are active, documentation processing, and
functionality .
QUALI1Y VALIDI1Y
Quality audit: Records
1o be performed every two weeks.
At the designated time of 2 pm central time.
Retrieved are records from certain letters. (
ex. D-I)
Document system progression.
Quality audit: Database
-Sample against Projection
QUALI1Y VALIDI1Y
SAMPLL & PROJLC1ION
Projected
Standard

Projected
Standard
PLRIORM QUALI1Y CON1ROL
MLASURLMLN1S PMBOK 8.3.3
Quality control and Performance Measurements
Quality assessment will be done on the designated milestones located below
1he assessment will be based on pre-established metrics o a - measure
Along with the measurement will be a an assessment on the basis o the
current budget and the location o time spend to reach that location I
necessary resere leeling and time leeling will be done while ollowing the
change management process
Project Milestones,
Creation o the database
Passing the SAS audit
Integration o patient records
Implementation o the cloud database
QUALI1Y VALIDI1Y
INPU1 PMBOK 8.3.3
-Checklist for Records-
Project Manager:
Budget:
Sponsor:
Project Size:
Security: (information access)
Login number:
Materials used:
Location:
Information Access:
Application Controls:
Dossier identification: (Patient
Profile,
-Checklist for database-
Project Manager:
Budget:
Sponsor:
Project Size:
Security: (virtual and physical)
Login number:
Company contracted:
Materials used:
Location:
Dossier identification: (locate and
access)
Information handlers:
Document referral:
Inputs
Project Management Plan
Quality Metrics
Work Performance Information
Quality Control Measurements
1ools & 1echniques
Quality Audit
Process Analysis
Plan Quality and Perform 1ools & 1echniques
PLRIORM QUALI1Y ASSURANCL
Inputs
Project Management Plan
Quality Metrics
Quality Checklist
Work Performance Measurements
Approved Changes
Change Requests
Deliverables
1ools & 1echniques
Cause and Lffect Diagrams
Control Charts
Inspection
Approved Change Request Review
PLRIORM QUALI1Y CON1ROL
CON1ROL CHAR1S 8.3.2.2
s
s
ADDI1IONAL QUALI1Y PLANNING
1OOL, 1RAINING PMBOK 8.J.2
Record Scanning &
1ranserring
Uploading Certiicates
Creating & Documenting
Logins
1raining Outline(COQ)
1he project manager will review each team member's
assigned work activities at the onset of the project and
communicate all expectations of work to be performed.
1he 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.
3
Labor Chart
Planned
Actual
93 Deelop lR Plan
Qualitative Analysis
1raining Lffectiveness
Quantitative Analysis
1rend analysis
Control Chart
HR VALIDI1Y
Perormance -3
Maximum -s
Key
s Standard Deiation
Rental fee
$J,000 per month
Certificate cost
$J,400
Login fee
Begins at $200
RL1URN ON INVLS1MLN1
Nurses
lealth
Care
Proiders
Doctors
3 nurses
2 doctors
$200 x 3=$600
$600 x 2=$J,200
1otal =$J,800
1exas
90,S00 x $J,800=$J62,900,000
National Implementation
$J62,900,000 x S0= $8.JS Billion
Statistical
Sample
1exas: Approximately 90,S00 offices and
clinics with 3 nurses and 2 doctors.
http://www.hipaa.com/20JJ/08/get-ready-now-for-toughened-
hipaahitech-act-privacy-and-security-rules-and-enforcement-and-big-
noncompliance-fines/
http://www.aicpa.org/InterestAreas/IRC/AssuranceAdvisoryServices/Pa
ges/SORHome.aspx
http://www.journalofaccountancy.com/Issues/20J0/Aug/20J03009.htm
WORK CI1LD
process, using a standard procurement, and will know that they are dealing with a
professional organization.. "Procurement Process." Pvrcba.ivg v.igbt for Pvrcba.e to a,,
etectrovic ivroicivg, tbe rocvrevevt roce.., tbe vrcba.ivg roce.. ava a,vavic ai.covvtivg.. N.p., n.d. Web.
3 Nov. 20JJ. <http://purchasinginsight.com/resources/the-procurement-process/>.
WORK CI1LD
PLLR LVALUA1ION
YOUR NAML: YOUR ROLL:
PLLR NAML PLLR ROLL
PLLR LVALUA1ION IORM
A - LLVLL PAR1ICIPA1ION
B - LLVLL PAR1ICIPA1ION
C - LLVLL PAR1ICIPA1ION
D - LLVLL PAR1ICIPA1ION
l- LLVLL PAR1ICIPA1ION