Project Management Plan...Project Management Plan for SWARH TrakCare PCMS Project Prepared By:...

$: Project Management Plan...Project Management Plan for SWARH TrakCare PCMS Project Prepared By: tt\partners Date Last Updated: 28/07/2011 Version: 1.5 SWARH TrakCare PCMS Project V1.5$
Project Management Plan for SWARH TrakCare PCMS Project

Prepared By: tt\partners

Date Last Updated: 28/07/2011

Version: 1.5

SWARH TrakCare PCMS Project V1.5

Project Id: C2011288B Page 2 of 44

Copyright Notice This document framework remains the property of tt\partners and is protected by copyright. © tt\partners Pty Ltd. ABN 50 103 212 139, (‘tt\partners’). This document framework is not to be duplicated in any manner (part or whole) without prior written permission of tt\partners.

Disclaimer You have requested that we prepare this report in line with the agreed scope of works that you accepted and this report is to be used only for that purpose. We do not accept any legal responsibility or liability for negligence or otherwise to anyone other than you and this report should not be utilised or relied upon by you or anyone else for any other purpose. While we have agreed to provide this report on the basis that we will exercise due care and skill in arriving at our conclusions and recommendations, we do not accept any legal responsibility or liability arising from negligence or otherwise to any person in relation to the recommendations and conclusions contained in the report. We wish to make it quite clear that we only provide the report on that basis.

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Stakeholder Sign Off I/We certify that the contents of this document are accurate and represent the project and/or business requirements.

Role Name Signature Date

Executive Officer,

SWARH

Garry Druitt

__ / __ / __

Productivity & Development Manager,

SWARH

Katharina Redford

__ / __ / __



Document Control

Amendment History:

Release Issued Comments Author

0.1 09/06/11 Document framework developed tt\partners

0.1 16/06/11 Documented sections on risks, governance structure & roles and responsibilities

tt\partners

0.2 27/06/11 Added notes from interviews in relevant sections

tt\partners

0.3 28/06/11 Finalised sections on risks, governance structure, roles & responsibilities

tt\partners

0.4 30/06/11 Added content to remainder of document tt\partners

0.5 30/06/11 Peer review tt\partners

1.0 04/07/11 Prepared as client release version tt\partners

1.1 06/07/11 Incorporated comments from SWARH tt\partners

1.2 07/07/11 Minor edits SWARH

1.3 11/07/11 Incorporated comments from Steering Committee via Katharina Redford

tt\partners

1.4 12/07/11 Changes made to the project timeline at SWARH’s request

tt\partners

1.5 28/07/11 Changes made to the testing dates on the project timeline

tt\partners



Distribution:

Copy # Release Issued Recipient

01. 1.0 05/07/11 tt\partners

02. 1.0 05/07/11 Garry Druitt, Executive Officer, SWARH

03. 1.0 05/07/11 Katharina Redford, Project Manager, SWARH

04. 1.1 06/07/11 tt\partners



07. 1.2 07/07/11 tt\partners



07. 1.3 11/07/11 tt\partners



07. 1.4 12/07/11 tt\partners



07. 1.5 28/07/11 tt\partners





Glossary of Terms

Term Description

ARAC Acute & Residential Aged Care

EO Executive Officer

ISC InterSystems

PAS Patient Administration System

PCMS Patient & Client Management System

PCMSSC PCMS Steering Committee

PM Project Manager

SAG SWARH Agencies (Hospitals and Communities)

SPT SWARH Project Team



Table of Contents

1. OVERVIEW ....................................................................................................................................... 8

1.1 PURPOSE .................................................................................................................................... 8 1.2 INTENDED AUDIENCE .................................................................................................................... 8 1.3 BACKGROUND ............................................................................................................................. 8 1.4 APPROACH .................................................................................................................................. 9 1.5 PROJECT STATUS ........................................................................................................................ 11

2. PROJECT OBJECTIVES ..................................................................................................................... 12

3. PROJECT SCOPE ............................................................................................................................. 13

3.1 SCOPE INCLUSIONS ..................................................................................................................... 13 3.2 EXISTING TRAK MODULES ........................................................................................................... 14 3.3 MINIMUM SUCCESS CRITERIA ...................................................................................................... 14

4. PROJECT TIMELINE ........................................................................................................................ 15

5. ESTIMATED PROJECT EFFORT ........................................................................................................ 16

6. RESOURCES .................................................................................................................................... 18

6.1 PROJECT GOVERNANCE STRUCTURE .............................................................................................. 18 6.2 SWARH PROJECT TEAM ROLES AND RESPONSIBILITIES .................................................................... 20 6.3 SWARH AGENCIES SUPER USERS (HOSPITALS AND COMMUNITY) ..................................................... 24 6.4 COMMITTEES ............................................................................................................................ 25

7. RISK MANAGEMENT & WEEKLY REPORTING ................................................................................ 26

7.1 RECOMMENDED RISK MANAGEMENT PROCESS ............................................................................... 26 7.2 WEEKLY REPORTING ................................................................................................................... 27

8. COMMUNICATION MANAGEMENT PLAN ..................................................................................... 28

8.1 COMMUNICATION TYPES AND FREQUENCY ..................................................................................... 28

9. PROJECT CONTROL ........................................................................................................................ 32

9.1 ASSUMPTIONS ........................................................................................................................... 32 9.2 RISKS AND MITIGATION .............................................................................................................. 33 9.3 OBSERVATIONS & RECOMMENDATIONS......................................................................................... 36 9.4 DEPENDENCIES .......................................................................................................................... 39

APPENDIX A GRAPHICAL REPRESENTATION OF PAS FUNCTIONAL MODULES ...................................... 41

APPENDIX A GRAPHICAL REPRESENTATION OF COMMUNITY FUNCTIONAL MODULES ...................... 42

APPENDIX B SAMPLE OF PROPOSED RISK REGISTER ............................................................................. 43

APPENDIX C WEEKLY PROJECT STATUS REPORT ................................................................................... 44



1. Overview

1.1 Purpose

The purpose of this document is to ensure there is a common understanding of the key project objectives between the SWARH Executive Office, various Committees, SWARH Project Team (SPT), SWARH Agencies (SAGs) and InterSystems (ISC) for the TrakCare PCMS project including PAS and Community.

This document outlines the scope, governance structure, approach, timelines, communications plan, known risks, dependencies and assumptions for the project.

1.2 Intended Audience

The target audience of this document includes all parties represented in the recommended governance structure. These parties include:

SWARH Regional ICT Executive Committee

SWARH Executive Officer

SWARH PCMS Steering Committee

SWARH ARAC Subcommittee

SWARH Primary Care Subcommittee

SWARH PCMS Project Management

SWARH PCMS Project Team

InterSystems project team

SWARH PAS Working Group

SWARH Community/Client Working Group

1.3 Background

SWARH Regional ICT Executive Committee are seeking to expand the scope of functionality provided to Hospital and Community Client Agencies within the current Vital PAS system, supplied and supported by InterSystems, the vendor. As such, a decision has been made to migrate from Vital PAS system to the TrakCare 2010 Foundation PAS system, also supplied and supported by InterSystems.

The TrakCare 2010 system, once implemented, is expected to underpin improved levels of healthcare capability to patients in the region, with significant operational efficiency gains to be realised by participating Agencies.

Additional functionality is to be included within the migration and shall incorporate modules of functionality for Patient Billing, Waiting Lists and Operating Theatre modules. TrakCare Community modules will also be implemented at the Community Agencies within the group, replacing several different decentralised systems with an enterprise solution sharing a common Patient Master Index across all Agencies using the TrakCare system.

This centralised information-sharing design is intended to provide improvements to patient identification, and access to treatment records across multiple health providers, enabling improved levels of care based on the ability to gather a holistic view of patient treatment history across multiple disciplines and multiple Agency locations.



This SWARH TrakCare PCMS project has been formed to undertake the delivery of the migration from Vital PAS to TrakCare 2010, including all additional modules of functionality. The scope of this project involves implementing the system for use by two (2) Hospital and one (1) Community Agency.

The project will be run as collaboration between the participating Agencies, SWARH, and InterSystems, with SWARH performing the role of Project Management and coordination across all parties.

1.4 Approach

tt\partners undertakes all projects in line with its internally developed project management methodology – PMI (Project Management Intelligence). PMI is a customised version of the industry standard PMBOK. In the event of SWARH not having a project management methodology, it is recommended that the methodology defined below be adopted for the PCMS project.



The following table is provided to describe the process undertaken for the development of the

‘planning’ phase of the project. It’s intended is to provide the reader with an understanding of the

process and approach.

Phase Activities

Project Initiation Internal project start up activities

Project Planning Initial client stakeholder meeting with SWARH’s Executive Officer and

Productivity and Development Manager

Development of project plan for the ‘Planning’ phase of the project

Project Execution Requirements gathering

o Interview vendor (InterSystems)

Identify roles and responsibilities

Determine project status

Determine existing project timeframes

Identify risks and dependencies

o Interview SWARH project team


Determine project status

Determine existing project timeframes


o Interview nominated SWARH Agencies


Identify expectations of the system and project


Develop Project Management Plan

o Governance Structure

o Communications Plan

o Risk Management Plan

o Project Approach

o Project Deliverables

o Project Timeline

o Stakeholder Roles & Responsibilities

o Project Budget Estimates

Develop Project Plan for implementation of:

o PAS

o Community

Develop Project Time, Cost and Resource Estimates

o SWARH Project Team



Phase Activities

Project Control Project Management activities (tt\partners has been engaged in a

‘light touch’ capacity (1.5 days per week) throughout the

implementation phase:

o Weekly Reporting

o Project Control Reporting

o Weekly project meetings

Project Completion Project completion sign-off

Customer satisfaction feedback

1.5 Project Status

To establish the current status of the PCMS Project, tt\partners used a simple rating system during their interviews with the SWARH Project Team in order to ascertain their perception of the current project status.

The diagram below illustrates the phases.

The table below represents the data collected.

Functionality Team Member

Project Phases % Completed

PAS A Plan 25%

B Plan 50%

C Plan 100%

D Plan 50%

E Analysis 25%

Community A Plan 25%

B Plan 25%

The aggregated response indicates the PAS component of the project to be at the Planning Phase, with around 50% of work completed. The aggregated response indicates the Community component of the project to be at the Planning Phase, with around 25% of work completed.

Project Phases

Percentage completion for each Phase



2. Project Objectives To deliver a fully integrated, Patient, Client (Community) and Clinical system (please note: SWARH Agencies are already using the TrakCare Clinical system). Integration means that the functions of the Acute, Community and Clinical sectors are contained within a single application, delivered using a single user interface. The October 2010 meeting of the SWARH Executive Committee (SWARHEC) completed an analysis of the following:

1. Risks associated with maintaining the current Patient and Community systems 2. The functionality of the options: Healthsmart PCMS and InterSystems Trakcare 3. The financial impact of the options. 4. The Governance implications of adopting the most cost effective solution.

This was an extended process which took from 2007-2010 to complete. The final resolution was that Intersystem’s Trakcare most effectively meets the SWARH requirements. The SWARHEC then made the following decision related to the implementation of that resolution:

That Trak Integrated Patient, Client and Clinical systems be implemented through individual member agreement



3. Project Scope

The scope defined below extends across 2 Hospital sites and 1 Community site.

Refer to Appendix A for a graphical representation of the functional modules for PAS and Community.

3.1 Scope Inclusions

3.1.1 PAS Implementation

The following functional modules have been identified as scope inclusions:

1. Patient Master Index (PMI)

2. Outpatients

3. Inpatients (including bed management)

4. Medical Records Coding (including DRG)

5. Medical Records Tracking

6. Waiting Lists

7. Operating Theatres

8. Patient Billing (Standard)

9. Zen Reports and PDF Printing

10. Business Intelligence

11. Interfaces/Extracts (including interface for VMO Billing)

12. User Permissions Security

13. Biometrics

3.1.2 Community Implementation

The following functional modules have been identified as scope inclusions:

1. Patient Master Index (PMI)

2. Outpatients

3. Medical Records Tracking

4. Waiting Lists

5. Contacts

6. Billing for Contacts

7. Zen Reports and PDF Printing

8. Business Intelligence

9. Interfaces/Extracts

10. Brokerage (home care)

11. eReferrals

12. User Permissions Security

13. Biometrics

14. District Nursing



The following key project activities have been identified as scope inclusions:

1. Delivery of the above software functional modules from InterSystems

2. Development activities for data migration, configuration, testing and implementation by InterSystems

3. Demonstrations and training to SWARH Project Team and Agency Super Users by InterSystems

4. System testing by the SWARH Project Team

5. User Acceptance testing by the nominated Agencies Super Users

6. Training to Agency End Users by Agency Super Users

7. Application support for Agency Super and End Users

8. Project management across entire project by SWARH and tt\partners (light touch)

3.2 Existing Trak Modules

The Trak modules listed below already exist at SWARH and are to be considered ‘in scope’, as these modules will be integrated with the TrakCare PAS and Community modules:

1. Emergency Department

2. Clinicals

3. Medication Management.

3.3 Minimum Success Criteria

The following has been identified by SWARH as the minimum criteria that must be implemented in order for the TrakCare PSCM Project to be deemed successful.

1. Implementation into the SWARH production environment for two Hospital Agencies before end November 2011

2. User Acceptance Testing has commenced by 1st December 2011 for one Community Agency.



4. Project Timeline

The diagram below illustrates the key milestones that comprise the overall project implementation for PAS and Community, including scheduled start and end dates for each phase. The key milestones highlighted in red indicate key project dependencies and must be completed as a precursor to subsequent milestones.

14/09/11 (6 weeks)

07/09/11 (4 weeks)

21/10/11 (4 weeks)

28/10/11 (1 week)

14/11/11 (2 weeks) 21/11/11

21/09/11 (4 days) 28/11/11

18/11/11 (2 weeks)

25/11/11 (2 weeks) 26/07/11

Project Timeline for Community

Project Timeline for PAS

End Dates

27/07/11 (3 days)

TBA TBA TBA

T2010

Uplift Integrated

Build

System

Test Training

System

Testing

Super User

Training

Super User

Accept Testing

1st Site

Go-Live

2nd Site

Go-Live 1

st Site

End User Training

2nd

Site

End User Training

Data Validation

Data Collection

Sheets

System Demos to Agencies

TBA

TBA

01/12/11

(Start Date)

TBA

TBA

TBA End

Dates

16/12/11 (PIR)

07/09/11 (4 weeks)



5. Estimated Project Effort The estimated project effort outlined below has been developed for the initial implementation of TrakCare PCMS that includes PAS and Community modules for the period from 11th July 2011 to 30 December 2011.

Milestones Project Plan

Duration (Days)

SPT Maximum Capacity

(Effort Days)

SPT Allocated Capacity

(Effort Days)

Estimated SPT Effort

(Effort Days)

Estimated SPT Capacity (Effort Days)

Capacity Indicator

System Demos to Agencies 14 53 22 3 19

Data Collection Sheets 24 90 37 20 17

Data Validation 24 90 37 40 -3*

Integrated Build 56 210 87 184 -97*

System Test Training 48 180 74 22 52

System Testing 57 214 88 46 42

Super User Training 30 113 47 4 43

Super User Acceptance Testing 29 109 45 40 5

End User Training 62 233 96 31 65

Implementation 87 326 135 102 33

Community 112 420 174 224 -50*

Project Management (SWARH) 121 121 24 48 -24*

Project Management (tt\partners) 121 36 36 36 36

Project Completion 179 671 277 50 227 Total TrakCare PCMS Project =PAS + Community UAT

964 2865 1180 850 365

Variance 25% 1205 3582 1475 1063 457**



*At times of effort that exceeds SWARH Project team (SPT) capacity, it is an e expectation that SWARH Agencies will be assisting in data collection and validation activities to mitigate the discrepancy in effort.

** Overall SPT effort is within tolerance.

A breakdown of the SPT Allocated Capacity (Effort Days) is provided in the table below.

Resource SPT Allocated Capacity (Effort Days Per Week)

PAS Community

Project Management

Katharina Redford 1

tt\partners 1.5

Total 2.5

Project Coordinators

Maureen Johnstone 2.5

Maureen Johnstone 2.5

Jacob Beard 1

Sharon Rees 1

TBA (initially 0.5 for 12 weeks then 1.0 for duration of project)

0.75

Total 7.75



6. Resources

6.1 Project Governance Structure

The diagram below represents the governance structure, roles and communication channels for the TrakCare PCMS Project across both PAS and Community roll-outs.

It is recommended that project control including risk management follow the structure below and other communication between the Agencies and Executive Committee follow the dotted lines.

SWARHExecutive Officer

SWARH Regional ICT Executive

Committee

SWARH PCMS Steering Committee

(PCMSSC)

SWARH Acute & Residential Aged

Care Subcommittee(ARAC)

SWARH Primary Care Subcommittee

SWARH PCMS Project

Management

SWARH PAS Working Group

InterSystems(TrakCare Vendor)

SWARH PCMS Project Team

SWARH Community/Client

Working Group

AA

F

E

G

H

I

Reporting onFunctional

Issues


Issues

JJ

Operational project function and reporting via working groups to Subcommittee


Requirements

Reporting on

Functional

Requirements

J

D D

CC

B

Legend: Refer to table below for recommended frequency and meeting requirements of the above structure.



Meeting Recommended Meeting Frequency Recommended Meeting Requirements

A Ad hoc as required (minimum weekly is recommended)

Project Timeline

Project Plan

Task Lists

Risks and Issues

Change Control

B Weekly – every Thursday Project Timeline

Project Plan

Risks and Issues

Change Control

C Monthly or more frequently as required Agenda

Minutes

Project Timeline

Weekly Project Management Report

Risks and Issues

D Monthly or more frequently as required Agenda

Minutes

Project Timeline

Risk Register

E Monthly or more frequently as required Agenda

Minutes

Project Timeline


Risks and Issues

F Monthly or more frequently as required Project Timeline


Risks and Issues

G Monthly or more frequently as required Agenda

Minutes

Project Timeline

Risks and Issues

H Monthly or more frequently as required Minutes from PCMSSC

I Monthly – 1st Friday of every month or more frequently as required

Recommendations from Subcommittees

Recommendations from PCMSSC

Risks and Issues

J Monthly or more frequently as required Agenda

Minutes

Project Timeline

Risks and Issues



6.2 SWARH Project Team Roles and Responsibilities

The tables below identify the roles and responsibilities of all identified stakeholders and key project personnel from the SWARH Project Team.

Project Role Name Project Group Key responsibilities

Executive Officer Garry Druitt SWARH Executive Officer

Representation of PCMSSC to SWARH Regional ICT Executive Committee

Member of PCMS Steering Committee

Secondary risk management escalation point

Signoff for SWARH expenditure

Signoff for Project Management Plan

Reports to SWARH Regional ICT Executive Committee

Productivity & Development Manager

Katharina Redford SPT (SWARH Project Team)

Coordinate SPT project team resources to achieve deliverables within timeframes

Project management

Project delivery

Primary risk management escalation point

Risk and change liaison between SPT and ISC

Budget management

Sign off for Project Management Plan

Signoff for project documentation

Reports to SWARH Executive Officer

Project Management Consultant

tt\partners

SPT Overarching project and risk management (light touch – 1.5 days per week)

Weekly Reporting

Project Control Reporting

Weekly project meetings

Reports to SWARH Productivity & Development Manager

Infrastructure Coordinator

Les Patyi SPT Key contact for SWARH’s infrastructure requirements for the TrakCare PAS and Community software

Configuration of SWARH’s TrakCare testing and production environments

Ongoing support of the TrakCare environments post implementation

Coordination of infrastructure go-live activities in accordance with the Project Plan

Reports to SWARH Infrastructure Manager (Aaron Strittoff)




Risk & Change Coordinator

Jacob Beard SPT Coordination of SPT risk and change control activities including documentation into relevant forms and registers for timely escalation to Project Management

SPT risk and change escalation to Project Management

Resolution of any tasks assigned to the SPT that is not delivered by the agreed date to ensure that the project remains on track

Updating project plan in SWARH’s Project Centre


Subcommittee & Working Group Coordinator for:

PAS

Community

Maureen Johnstone SPT Liaison and coordination between SPT, ISC and the Agency PAS and Community Work Groups for:

o Requirements gathering o Functional design validation o Data validation o Identification of project risks and changes to Risk & Change Coordinator in a

timely manner for documentation into relevant registers o System tester o Application support to Agency Super Users post implementation

Reports to Risk & Change Coordinator


Development Coordinator

Sharon Rees SPT Liaison and coordination between SPT, ISC and the Agency PAS and Community Work Groups for:

o Interfacing and Extracts o Reporting including Zen, PDF and Crystal o Business Intelligence o Data validation o Identification of project risks and changes to Risk & Change Coordinator in a

timely manner for documentation into relevant registers o System tester o Application support to Agency Super Users post implementation

Liaison with Risk & Change Coordinator





Project Officer (Primary Medication Management)

Mary Rowe SPT Support to SPT team for: o Data validation o System testing o Training activities o Application support to Agency Super Users post implementation


Communication Coordinator

Katharina Redford SPT Coordination of project communication activities in accordance with the Communication Plan to:

o Executive Officer o Agencies o Project Committees, Subcommittees, Working Groups, and Design

Groups o SPT o ISC

Reports to SWARH Executive Officer

Testing Coordinator Maureen Johnstone SPT Coordination of System Testing for SPT and User Acceptance Testing for Agencies in accordance with the Project Plan to ensure:

o Test plan has been developed and communicated to relevant staff o Test scripts have been developed and communicated to relevant staff o Testing liaison between SPT System Testers and ISC


Training Coordinator Maureen Johnstone SPT Coordination of training activities for in accordance with the Project Plan for: o SPT o Agency Super Users o Help Desk & Support Staff

Preparation of training materials for above staff

Training liaison with ISC





Application Support All Help Desk Staff SPT SAG

Help Desk Application support to SPT and Agency staff post implementation

Help Desk processes and documentation

Help Desk staff report to Dennis O’Malley

SPT staff report to SWARH Productivity & Development Manager



6.3 SWARH Agencies Super Users (Hospitals and Community)

The table below identify the roles and responsibilities of the personnel required from the SWARH Agencies to support the implementation of the PCMS Project.

Project Role Key Functions Key Agency Functions Key responsibilities

PAS Super User Trainer

Tester

Support

Booking/Admissions/Reception

Ward Clerk/Reception

Medical Records/Administration

Finance/Administration

Theatre Liaison Nurse (TLN)

Operating Theatre

HIM (Coding)

Represent ARAC functional requirements via the Working Groups

Liaise with SPT Project Team on all project related matters including the

identification of any potential or known issues and/or risks

Participate in functional demonstrations of the system

Participate in Super-User Training

Undertake User Acceptance Testing (UAT) including developing UAT test

scripts and documenting all faults/observations experienced during UAT

Undertake End-User training activities including organising training sessions,

preparing training material and conducting the End-User training

Provide 1st level application support to End-Users during ‘Go-Live’ and ‘Post

Implementation’ activities

Community Super

User

Trainer

Tester

Support

Intake/Reception

Waiting List Management

Episodic Data Management

Care Plan Management

Contact Data Management

Discharge

Post Acute Care

District Nursing

Health Promotion & Groups

Brokerage

Billing

Represent Client/Community functional requirements via the Working Groups

Liaise with SPT Project Team on all project related matters including the

identification of any potential or known issues and/or risks

Participate in functional demonstrations of the system

Participate in Super-User Training

Undertake User Acceptance Testing (UAT) including developing UAT test

scripts and documenting all faults/observations experienced during UAT

Undertake End-User training activities including organising training sessions,

preparing training material and conducting the End-User training

Provide 1st level application support to End-Users during ‘Go-Live’ and ‘Post

Implementation’ activities



6.4 Committees

The table below identify the roles and responsibilities of the key Committees represented in the Governance Structure in section 6.1 of this document.

Project Role Name Key responsibilities

Project Sponsor SWARH Regional ICT Executive Committee

Strategic and financial governance of project

Members report direction & status to respective Hospital & Community Agency Executives

Steering Committee SWARH PCMS Steering Committee Operational governance, risk management and overall control of project

Reports to SWARH Regional ICT Executive Committee via SWARH Executive Officer

Subcommittee SWARH Acute & Residential Aged Care (ARAC) Subcommittee

Governance & control of functional requirements for Acute & Residential Aged Care

Reports on Functional & Operational items to SWARH PCMS Steering Committee

Subcommittee SWARH Primary Care Subcommittee Governance & control of functional requirements for Primary Care

Reports on Functional & Operational items to SWARH PCMS Steering Committee

Working Group SWARH PAS Working Group Representation of functional requirements for Acute & Residential Aged Care

Reports on Functional & Operational items to SWARH ARAC Subcommittee

Working Group SWARH Community Client Working Group

Representation of functional requirements for Primary Care

Reports on Functional & Operational items to SWARH Primary Care Subcommittee



7. Risk Management & Weekly Reporting

7.1 Recommended Risk Management Process

Risk management is performed on an ongoing basis throughout the project life cycle. It is noted that SWARH do not currently have a formal risk management process set up for the PCMS Project. tt\partners is happy to provide SWARH with their Risk Register for use during the PCMS project. Refer to Appendix B for a sample of this.

A recommended approach to managing risks is illustrated in the diagram below to ensure consistency across all parties.

The risk lifecycle specifies that risks are identified:

At project commencement

o Refer section 9.2 Risks and Mitigation below for these

As part of weekly SWARH Project Team (SPT) meetings with Working Groups and InterSystems

As part of weekly project management meetings with the SPT and InterSystems

As part of the various Subcommittees and Steering Committees.

Risks communicated to SPT Project Management

for triage

SPT Project Management escalate

to appropriate Committee for

resolution

Mitigation strategy updated with agreed

resolution bySPT Project

Management

Risk entered in Project Risk Register by SPT Risk & Change

Coordinator

Yes No

Risk?

Yes

No further action required

No

Risk identification from:* SPT in consultation with Working Groups* ISC* Project Management* Subcommittees* Steering Committee

Risk escalation?

Risk reviewed by SPT Project Management for suitable mitigation

strategies

Risk is managed, monitored & communicated to

relevant parties by SPT Project Management until

closure



7.2 Weekly Reporting

tt\partners will provide a weekly report to the SWARH Executive Officer and Productivity and Development Manager every Monday for the previous week.

The report is called Project QuickViewTM and will provide a snapshot of the following:

Project status

Project activities including achievements and tasks

Project dependencies

Issues and risks.

An example of a Project QuickViewTM report is outlined Appendix C.



8. Communication Management Plan

8.1 Communication Types and Frequency

The following communication plan will take effect throughout the project life cycle unless advised otherwise.

Communication Type Purpose Frequency From To

SWARH Regional ICT Executive Committee Meeting Agenda

Recommendations from Subcommittees

Recommendations from PCMSSC

Risk Register

Monthly Executive Officer Committee Members

PCMSSC Meeting Agenda Project status update

Project risks and mitigation activities

Project strategy & finance

Directives from Regional ICT Executive Committee

Monthly or more frequently as required

Nominated PCMSSC Chairperson

Executive Officer

PCMSSC Members

Productivity & Development (P&D) Manager

PCMSSC Meeting Minutes Document the outcomes of the Steering Committee Meeting Within 2 working days after PCMSSC meeting

Nominated PCMSSC Chairperson

Executive Officer

PCMSSC Members

P&D Manager

Subcommittee Meeting Agenda

Project status update

Functional and operational requirements

Project risks identified by the Working Groups through the SPT

Monthly or more frequently as required

Nominated Subcommittee Chairperson

Subcommittee Members

PCMSSC Members

Working Groups

P&D Manager

Subcommittee Meeting Minutes

Document the outcomes of the Subcommittee Meeting relevant to the PCMS project

Within 2 working days after meeting

Nominated Subcommittee Chairperson


PCMSSC Members

Working Groups

P&D Manager

SPT




Working Group/ Subcommittee Meetings

Document the outcomes of the meetings relevant to the PCMS project

Within 2 working days after meeting

Nominated Working Group Chairperson


Working Groups

P&D Manager

SPT

Working Group/SPT/ InterSystems Project Meetings

All project meetings between SPT, InterSystems and Working Groups to work to an agreed Agenda with outcomes documented via minutes or project documentation such as tasks lists, risk register etc.

Weekly or more frequently as required

Nominated SPT Chairperson

Working Groups

InterSystems

P&D Manager

SPT

Project Management Meetings

Provide regular project updates of project status, risks and project plan activities (light touch)

Weekly (Mondays) tt\partners Executive Officer

Project Manager

Project Team Meeting Agendas

Project status update (project plan activities)

Project risks and mitigation activities

Project change approval

Resourcing Note: minutes will not be taken from these meetings, as the outputs will be weekly project management reporting and updates to the project timeline, project plan and risk register

Weekly tt\partners P&D Manager

SPT

Project Management Reporting

Provide regular project updates through tt\partners QuickView™ reporting including:

Summary of weekly achievements

Summary of upcoming milestones

Summary of project issues/risks

Project dependencies


Project Manager

Project Timeline Provide regular updates on key project milestones


P&D Manager

SPT

ISC




Project Risk Register A single central repository for documenting risks, assessing their impact and defining/approving mitigation strategies.

As required when new risks are identified Attached to weekly project reporting for outstanding risks

Working Groups & Subcommittees via SPT

PCMSSC via P&D Manager

Executive Officer via P&D Manager or tt\partners

tt\partners

Executive Officer

PCMSSC

Subcommittees

Working Groups

P&D Manager

SPT

InterSystems

Project Plan Provide regular updates on detailed project activities, timeframes and resources


P&D Manager

SPT

ISC

Project Task Lists Detailed task list stemming from the project plan Weekly SPT P&D Manager

ISC

tt\partners

Test Plan Defines the over-arching testing strategy across all test phases (i.e. vendor, system and user acceptance testing)

Prior to system testing P&D Manager Subcommittees

Working Groups

SPT

tt\partners

InterSystems

System Test Scripts Describes the test steps to be undertaken during System Testing

Prior to System Testing SPT P&D Manager

User Acceptance Test Scripts Describes the test steps to be undertaken during UAT Testing Prior to UAT Testing Working Groups Subcommittees

P&D Manager

SPT




Training Material Document training agendas and collateral for:

Super User Demos

Prior to Training ISC P&D Manager

SPT

Super Users

Document training agendas and collateral for:

SPT System Test Training

Prior to Training ISC P&D Manager

SPT


Agency Super User Training

Prior to Training SPT Super Users

P&D Manager


End User Training

Prior to Training Super Users End Users

SPT

P&D Manager

Change Management Notifications

Controls changes to the TrakCare DEV, TEST and PROD environments, and provides a communication mechanism to all relevant parties

Required for each change

SPT P&D Manager

Phone calls, videoconferencing and emails

Informal discussions between various parties relating to the PCMS project.

As required SPT

P&D Manager

P&D Manager

Executive Officer



9. Project Control

9.1 Assumptions

The following assumptions have been made at the time of preparing this document:

All functionality that currently exists in VITAL will be included in the initial 2011 Foundation PAS implementation.

All functionality required for mandatory data collection and reporting will be included in the initial implementation (District Nursing functionality will be included in the T2011 build due for release in Feb 2012).

InterSystems has provided the SWARH Project Team with a clear understanding of any differences in functionality between VITAL and TrakCare, for assessment by the Project Team and Agencies.

Workflow mapping has been completed for Community with input from the Agency staff; and

o InterSystems has reviewed those workflows for functional capability alignment

o InterSystems has provided the SWARH Project Team with a clear understanding of any differences in functionality capability, for assessment by the Project Team and Agencies.

The Agency personnel nominated as Super-Users are adequately skilled and will be made available to:

o Undertake User Acceptance Testing

o Modify the training material provided by the SWARH Project Team, as needed to suit specific Agency requirements

o Deliver End-User Training, and

o Provide on-site support during implementation (cut-over)

o Provide ongoing front-line support to Agency staff.

The treatment of Patching and Version Upgrades for TrakCare, including resources and ‘outage’ down-time, will not be worse than that experienced for the current VITAL system.

InterSystems have performance tested T69, and will also performance test T2010 after the Up-lift.

The T2010 Up-lift is 100% successful.

All existing reporting can be replicated in TrakCare.

All existing interfaces to ‘other’ systems can be supported by TrakCare.

InterSystems has the resources and ability to meet agreed project timeframes.

SWARH project team has the resources to meet agreed project timeframes.

Information provided to tt\partners by SWARH project team, SWARH Agencies and InterSystems during the information gathering phase of Project Planning was correct and complete



9.2 Risks and Mitigation

The following risks with appropriate prevention strategies were identified during the Planning Phase of the TrackCare PCMS Project. All risks identified below have been transferred into the PCMS Project Risk Register on approval from the Executive Officer, Garry Druitt. These risks have been transferred in order for them to be monitored and reported as part of project management control.

Risk Mitigation Strategy

Delivery of Software within Timeframes Inability of software vendor to deliver the PAS and Community functionality within SWARH’s desired timeframes.

Option 1 (Preferred) InterSystems to allocate additional resources to meet desired timeframes

Option 2 First PAS site to go-live is a larger hospital Second PAS site to go-live is a smaller hospital that only includes the base PAS modules (i.e. excludes Operating Theatre etc)

Option 3 Extend Project timeframe

Project Governance Structure A project governance structure does not exist that spans across the Agencies, SWARH Project Team, various Committees and Executive Office, which will impact effective streamlined communication during the project life cycle.

Develop a governance project structure that clearly defines the communication channels and publish this to all parties involved.

Project Timeline The absence of an overarching Project Timeline will impact the SWARH Project Team, Agencies and various Committees to meet time-line targets, understand key dependencies and perform capacity planning of resources.

Develop an over-arching Project Timeline and publish to all involved parties.

Resource Planning and Capacity Resource requirements cannot be planned by the SWARH Project Team and Agencies without an approved and published Project Timeline. This will impact the availability of key resources at required times throughout the project. It should be noted that the Agencies have advised that end-of-month and workload is significantly higher due to BAU tasks

Develop a detailed Project Plan based on the over-arching Project Timeline that identifies the resource requirements for key activities across the SWARH Project Team and Agencies

Develop Project Roles & Responsibilities matrix outlining the key resources required for the key activities.




Project Scope The scope of the project is still subject to confirmation especially in relation to:

Which Agencies are to be included in the 2011 implementation

Functionality and modules included / excluded in the roll-out to PAS and Community Agencies

Assessment of whether core functionality will meet the Agencies operational requirements.

Approval of the 2011 sites for PAS and Community by early July 2011 Confirm and publish the Project Scope to all involved parties for the PAS and

Community roll-outs Undertake a gap analysis between functionality delivered and Agencies core

operational processes.

Project Budget Without a clearly defined Project Scope and Timeline, budget estimates for project resources across the SWARH Project Team and Agencies cannot be confirmed.

Sign-off of the Project Scope, high level Project Timeline and detailed Project Plan.

Project Methodology There is no ‘best practice’ structured approach towards project management.

Adoption of a well-defined and communicated Project Management Methodology such as the SDLC (System Development Life Cycle).

Achievable Timeframes Project effort and duration cannot be planned by the SWARH Project Team and Agencies without a confirmed Project Scope. This will impact the assessment of whether timeframes are achievable.

Approval of the 2011 sites for PAS and Community by early July 2011 Confirm and publish the Project Scope to all involved parties for the PAS and

Community roll-outs Undertake a gap analysis between functionality delivered and Agencies core

operational processes Develop a detailed Project Plan based on the over-arching Project Timeline that

identifies the resource requirements for key activities across the SWARH Project Team and Agencies.

Risk Management Capability No risk management processes currently exist for the project, therefore there is no structured approach on how risks are identified and mitigated with clear accountability.

Develop a risk management process for the SWARH Project Team to use and manage throughout the project life cycle and communicate to all involved parties.




Communication Strategy Project communication practices are not well defined across all parties involved resulting in informal and ineffective communication being published.

Develop a well-defined communication strategy to deliver formal information in a timely manner to the various Committees, Agencies, Executive Officers and SWARH Project Team.

Develop a central repository (i.e. SharePoint) for communication stemming from project and committee meetings in a central repository for the relevant users to access (user security permissions may need to be applied)

Change Management Methodology Change Management practices are not well defined, which may extend the duration of key activities during the project life cycle.

Develop a well-defined Change Management practice for: o Project Design, Build, and Test activities o Project Governance & Control for modifying and updating the Project Plan in

accordance with approved risk mitigation

Business Process Mapping Business process mapping has not been undertaken across all Agencies for PAS, which could result in key operational processes being excluded from the initial roll-out.

SWARH Project Team to facilitate high level business process mapping for the initial two Hospital Agencies in consultation with the appropriate Agency staff, and undertake a analysis to determine if any gaps exist between operational processes and system functionality.



9.3 Observations & Recommendations Given the reach and complexity of the project across a large number of stakeholder and End-User groups, in conjunction with the importance of such a key functional change to core workflows for multiple Agencies, tt\partners has identified the following key observations for SWARH’s consideration.

Observations Recommendations

Coordination Roles Whilst the SPT currently perform key coordination roles within SWARH projects, the responsibilities of coordination appear to be less clear than will be required for a project of this nature.

It is recommended that the following coordination roles be assigned to resources within the SWARH Project Team in order to bring an appropriate level of focus to the importance coordination activities required. The recommended responsibility areas are:

Risk & Change Coordinator o Recommend Jacob Beard

Subcommittee & Work Group Coordinator – PAS & Community o Recommend Maureen Johnstone

Development Coordinator o Recommend Sharon Rees

Communication Coordinator o Recommend Katharina Redford

Testing Coordinator o Recommend Maureen Johnstone

Training Coordinator o Recommend Maureen Johnstone

These key coordination responsibilities are described in more detail in Section 6.2 SWARH Project Team Roles and Responsibilities

Central Project Information Repository It was noted during interviews that there is no central repository to store relevant project information.

As the PCMS Project spans across multiple sites and departments within each site, a single central Project Communications folder to store project information would be beneficial.

An Intranet SharePoint repository has been suggested by SWARH during preliminary interviews to communicate project status, minutes from various meetings and other relevant information that is important to have visibility. The Communications Coordinator would be the ideal resource to manage this function.




Test Plan tt\partners’ preliminary interviews did not identify the existence of an overarching test strategy that spans across the different test phases and test parties.

A fully integrated Test Plan should be defined by the SWARH Project Team to ensure all aspects of testing across all the different test parties (i.e. Project Team, Infrastructure Team, InterSystems and Agencies) are covered such as test phases, test environments, tester responsibilities, fault management processes etc. A well-defined Test Plan will align all involved parties into a consistent approach to testing.

Test Scripts The SWARH Project Team has identified the potential to use InterSystems test scripts to undertake their system testing, as specific test scripts for this project have not been developed.

The type of testing required by the Project Team will vary from that of the vendor, as the focus of Project Team’s system testing should be focused on the functional modules operating as they should in accordance with SWARH’s operations. The Agencies user acceptance testing should focus on the end-to-end business processes.

It is recommended that the Project Team develop their own test scripts prior to commencing testing. The vendor’s test scripts could be used as a basis as could the old test scripts used for VITAL. It is common practice that the system test scripts be provided to the Agencies as a basis for their user acceptance testing.

Project Acceptance & Sign-Off Current SWARH project acceptance & sign-off practices may not adequately cover the breadth of authorisation and formal acceptance appropriate for a project of this nature.

It is recommended that a generic sign-off template is created that could be used throughout the project life cycle when sign off is needed. This will include project activities identified on the project plan and will ensure that accountability for sign off rests with the appropriate parties/people.

Key Agency Staff Availability During preliminary interviews HIMs identified the need to take into account the availability of key Agency staff in relation to operational shifts and leave rosters, and the potential to impact scheduling of Super-User testing & training activities.

SWARH Project Team communicate to the Agencies when their involvement is required as early as is practicable to assist the Agencies with their resource planning.

SWARH will gain commitment from the CEO of each agency prior to implementation to ensure that agencies are ready and have adequate resourcing for the implementation.

SPT Resource Allocation All of the SPT resources interviewed by tt\partners advised their time as partially allocated to this project, typically 1 day per week.

For a project of this size and nature, tt/partners recommends at least one (1) project team member be allocated full-time, in order to maintain an uninterrupted focus on project delivery.

Potential exists for the one (1) full FTE resource to take on all (or the majority of) the testing, training and communications project coordination responsibilities as identified




above.

Change Control During interviews with ISC, a concern was raised that, due to familiarity of the SPT with their current environment and systems, there may be temptation to make ad-hoc changes to configuration during the build and test stages.

Best practice for software implementations has separate secure environments configured for the vendor and SWARH Project Team. This will mitigate the risk of either party making changes in either environment.

It is also recommended that formal a Change Control Process is implemented for this project, to ensure that changes are duly assessed for impact across all aspects of the project, resulting in minimal unexpected impact to project schedules.



9.4 Dependencies

The following key dependencies have been identified for this project:

Dependency Description

T2010 Uplift Project Must be completed successfully by 15 July 2010 including performance/load test

SWARH Infrastructure Sufficient IT Infrastructure (servers, disk space, etc) allocated and available

Servers to be re-configured for use with TrakCare software

All environments (i.e. DEV, TEST, PROD) to be set up in time for project activities to be carried out

Communications infrastructure to all sites robust and sufficient bandwidth available

T2011 Uplift Project Full Community functionality including District Nursing can only be implemented with the T2011 Uplift.

The T2011 Uplift is scheduled for late 2011 and must be implemented into SWARH within the first quarter of 2012.

A decision will need to be made by SWARH as to whether the first Community site includes District Nursing, as this will impact project timelines and the project plan will need to be adjusted accordingly.

Reporting A decision needs to be made by SWARH regarding reporting in order to accurately scope the effort and resources required (i.e. Reporting Services, Business Intelligence, Deep See, etc)

This has potential to impact the timeline for building operational and management reporting requirements

Hospital and Community Agencies for initial 2011 Implementation

A decision needs to be made on which two (2) Hospitals and one (1) Community are in-scope for the initial 2011 implementation in order to start engaging with the Agency personnel.

Infrastructure at Agency Locations The ability to implement the TrakCare PCMS solution is dependent upon the IT infrastructure and client hardware (clients) at each of the approved Agency sites

VMO Software Replacement A decision is currently pending on which system will be used for VMO Billing (e.g. Docpay). This will need to be agreed in accordance with the project plan ‘Interfacing’ activities



Dependency Description

Production Support The following support model (post implementation of the PAS and Community) is dependent on adequately skilled resources from the SWARH Project Team and Agency staff: o 1st Level Support

Agency End-Users to contact Agency Super Users for triage and assistance. Agency Super Users to use troubleshooting checklist provided by the SWARH Project Team

o 2nd Level Support Agency Super Users will contact SWARH Help Desk for assistance. It is important that support

calls are logged. o 3rd Level Support

SWARH Help Desk refers the case to the SWARH Project Team for assistance. The Project Team will contact InterSystems for assistance if required.



Appendix A Graphical Representation of PAS Functional Modules

Infrastructure

TrakCare Functional Modules for PAS

Business Intelligence

Outpatients

Inpatients(including bed mgmt)

Medical Records Coding (including DRG)

Medical Records Tracking

Waiting ListsOperating Theatres

Patient Billing (Standard)

Zen Reports and PDF Printing

Biometrics

Interfaces/Extracts(including interface for VMO

Billing)

User PermissionsSecurity

Patient Master Index (PMI)



Appendix A Graphical Representation of Community Functional Modules

SWARH Infrastructure

TrakCare Functional Modules for Community

Business Intelligence

Outpatients

Biometrics

eReferrals

Medical Records Tracking

Waiting ListsBrokerage

(Home Care)

Zen Reports and PDF Printing

Contacts

Interfaces/Extracts

User PermissionSecurity

Patient Master Index (PMI)

Billing for Contacts



Appendix B Sample of Proposed Risk Register

The image below provides an example of a Project Risk Register. These registers are a tool used to report on identified risks and outline the impact, likelihood, management strategy and required actions to manage the risk. These will be provided with the Project QuickView™ Report every Monday when there are open risks for the current project phase.



Appendix C Weekly Project Status Report The image below provides an example of a Project QuickView™ report. These reports will be provided to nominated SWARH stakeholders every Monday by tt\partners. They aim to provide a one page snapshot of the project progress.

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