Prepare a briefing for the CIO in the form of a 700- to 1,050-word paper. Include the following: The process for selecting and acquiring an information system How the organization’s goals drive the selection of an information system The roles each of th

Order Description

USE THIS AS THE RESOURCE

Appendix B: Sample Project Charter

Information Systems
Mobile Mammography Van
Project Charter
Version 1.0
Created: 08/01/2008
Printed:
Prepared by: Sam Smith
Presented to: Karen Zimmerman
Project Charter Table of Contents

REVISION HISTORY
FOREWORD
BUSINESS REQUIREMENTS
Background
Project Overview
Project Objectives
Value Provided to Customers
Business Risks
VISION OF THE SOLUTION
Vision Statement
Major Features
Assumptions and Dependencies
Related Projects
SCOPE AND LIMITATIONS
Scope of Initial Release
Scope of Subsequent Releases
Out of Scope
PROJECT SUCCESS FACTORS
BUDGET HIGHLIGHTS
TIMELINE
PROJECT ORGANIZATION
PROJECT MANAGEMENT STRATEGIES
Project Meetings
Issue Management
Scope Change Management
Training Strategy
Documentation Development Strategy
Project Work Paper Organization and Coordination
Revision History

Table B.1

Name Date Reason for Changes Ver./Rev.

Foreword

The purpose of a Project Charter is to document what the Project Team is committed to deliver. It specifies the project timeline, resources, and implementation standards. The Project Charter is the cornerstone of the project, and is used for managing the expectations of all project stakeholders.

A Project Charter represents a formal commitment among Business Sponsors, Steering Committees, the Project Manager, and the Project Team. Therefore it is the professional responsibility of all project members to treat this agreement seriously and make every effort to meet the commitment it represents.

Business Requirements

Background

Sponsored by the Dana Farber Cancer Institute (DFCI) in partnership with the Boston Public Health Commission, neighborhood health centers, and community groups, Boston’s Mammography Van provides mammography screening and breast health education throughout the City of Boston to all women, regardless of ability to pay, with a priority on serving uninsured and underserved women right in their neighborhoods. The Mammography Van program began in April of 2008, using GE software for registration, scheduling, and billing. All clinical documentation of the mammography screening has been performed manually since April 2008. Statistical reports generated to maintain state and federal guidelines are all done manually.

Project Overview

The project has two major objectives:

Implementation of Mammography Patient Manager software to allow for on-line documentation of the clinical encounter with the patient.
Implementation of a wireless solution on the van at the time of the new software implementation. This will allow real-time updating of the patient appointment information as well as registering walk-on patients on the spot. Online documentation will allow ease of reporting to the state and federal agencies.
The products evaluated for implementation are specific to the needs of a mobile program and will meet most, if not all, of the needs of the program.

Project Objectives

Boston’s Mobile Mammography Van program will benefit monetarily with a software system because of the reporting capabilities available with online documentation. Grant money, as well as state and federal money, is available to the program if evidence is produced to support the needs of the grant and/or the state and federal guidelines of mammography programs. The program will be more easily able to report on the information required by grants and governments to receive funding. There is also the current possibility that we are losing funding as a result of our current manual reporting practice.

The current program’s resources spend valuable time manually calculating statistics. A software system will automate these processes, thus freeing the resources to perform more valuable functions. The van’s mammography technician spends a lot of time manually updating and calculating which clients require additional follow-up. A software system will allow real-time reporting of which clients require which type of follow-up. This will decrease the amount of time the technician will spend manually determining which patient requires which follow-up letter. The program will be secure in its adherence to state and federal reporting guidelines for the van program as well as for the technicians working in the program.

Value Provided to Customers

Improved productivity and reduced rework
Streamlined business processes
Automation of previously manual tasks
Ability to perform entirely new tasks or functions
Conformance to current standards or regulations
Improved access to patient clinical and demographic information via remote access
Reduced frustration level compared to current process
Business Risks

The major risk associated with the implementation is the selection of an incompatible vendor. There is always the concern that with a program that is new to the institution, the understanding needed to fully anticipate the needs of the program is incomplete. In addition, there is the risk that the software solution will increase workload as it offers more functions than are currently available to the user in a manual system.

Risk mitigation action items include this charter, which should clearly state the “in scope” objectives of the implementation. This should address both risks identified here.

Vision of the Solution

Vision Statement

The Mobile Mammography Van program will be a more efficient and safe environment. The current lack of a software system introduces risks due to potential regulatory issues, patient safety issues due to potential missed follow-up, as well as program risks due to potential loss of funding. The proposed implementation of a software system alleviates these risks as well as introduces the prospect of future expansion of the program that is not easily achieved in the current environment.

The program should be able to handle more patients with the new software. The registration and scheduling process will stay the same, but the introduction of remote access will increase efficiency. Changes to appointments or patient demographic data can now occur on the van. An interface with the GE scheduling and registration software to the mobile mammography software will ensure no duplicate entry of patient data. The ability to document patient history online on the van will decrease the amount of paperwork filled out at the end of the day by the technician. There will also be the opportunity to track patients better by entering data during the day rather than at the end of the day.

The current transcription process is not expected to change. Films will still be read in the current manner, but reports will be saved to a common database. This will allow the technician or program staff to access the reports on line. Entry of the BIRAD result (mammography result) will occur much more quickly and efficiently. Patient follow-up based on the BIRAD will be done more quickly as well. Letters can be automatically generated based on the results and printed in batches. All patient follow-up, including phone calls, letters, and certified letters can be captured in the system with a complete audit trail. This ensures the program’s compliance with regulations concerning patient follow-up.

The film-tracking functions will also allow more accurate tracking of the patient’s films. Accurate film tracking will increase the turnaround time for film comparisons and patient follow-up.

The ability to customize the software will increase the grant funding possibilities for the program. The program can introduce new variables or queries to the clients in order to produce statistical reports based on the gathered information. Increases in funding can lead to increases in the program’s expansion. The increased expansion will increase the availability of free mammography to underprivileged women.

Major Features

Interface can be implemented from GE system to OmniCare system (OmniCare supports clinical documentation) for registration information.
Mammography history questionnaires can be preprinted and brought on the van for the patient to fill out.
OmniCare will allow entry of BIRAD results.
Transcribed reports can be uploaded or cut and pasted into OmniCare from the common database.
Patient letters are generated from and maintained in OmniCare.
Follow-up including pathology results will be maintained in OmniCare.
Communication management functions will be maintained with full audit trail.
Film tracking will be done in OmniCare.
Statistical reporting will be facilitated.
Assumptions and Dependencies

The assumptions and dependencies for this project are few, but all are crucial to the success of the implementation. The software and hardware to be purchased for this implementation are key aspects of the project. The project is dependent on the remote access satellite hardware working as expected. The software vendor chosen during the vendor selection project is assumed to be the best fit for this program. The GE interface is a crucial assumption in this project. This working interface is key to the efficiencies this program is looking to achieve with the implementation. Resources are an assumption inherent in the budget. Appropriate resources to effectively implement the solution are important to the success of the implementation.

Related Projects

There are no related projects for this project. All needed work is included in this implementation project.

Scope and Limitations

Scope of Initial Release

GE interface for patient demographic and registration information
Film tracking (possible bar coding for film tracking)
Mammography history questionnaires
BIRAD result entry
Patient follow-up management
Communications management
Statistical reporting
Custom fields management
Remote access satellite installation
Interface Scope

GE registration data
Organizational Scope

The OmniCare implementation will focus on the implementation of the software with the DFCI (Dana Farber Cancer Institute) program of the Boston Mobile Mammography Van. No other partner institutions are involved for the rollout. The film reads done at Faulkner Hospital are not included in this scope.
Conversion Scope

No data conversion is planned for this project.
Scope of Subsequent Releases

Future releases may try to include the Faulkner Hospital radiologists. Currently as Faulkner reads the film, the radiologist dictates and the text is transcribed. It would be more efficient in the future if the readings were automatically part of OmniCare.
Out of Scope

Billing functions are not within the scope of this implementation. Billing is currently done via the GE system and will continue this way.
A results interface is not within the scope of this implementation. The results of the mammograms will be available only on paper in the medical record or within the OmniCare solution. There will be no integration with the Results application.
Scheduling and registration functions are not in scope for this implementation. These functions are currently done via the GE system. An interface from GE to provide this information in the OmniCare solution is planned.
Entry of radiologists’ data is not in scope for this implementation. It is listed as a possible scope of subsequent releases.
Project Success Factors

Increased turnaround time for patient follow-up
Decreased turnaround time with films by film tracking
Decreased time creating and managing reports
Increased numbers of mammographies taken
Decreased time spent by staff on administrative tasks
Budget Highlights

Capital budget $52,550
Hardware
$10,000
Software
$30,000
Remote access
$6,200
1st yr. remote svc.
$1,350
Contingency
$5,000
Project Staff Resources

IS analyst = .50 FTE for 6 months
Network services = .25 for 3–6 months
Karen = 8 hr./wk. for 4 months
Program asst. (Sarah) = 12 hr./wk. for 4 months
New person to be hired
Temp to do data entry conversion
Timeline

Project will commence on November 1, 2008, and be completed July 1, 2009.

Approximate date of completion of major phases:

Analysis
January 1, 2009
Satellite installation
February 1, 2009
Registration interface
March 1, 2009
Film tracking
March 1, 2009
History questionnaires
May 1, 2009
Result entry
June 1, 2009
Communications mgmt
June 1, 2009
Patient follow-up
June 1, 2009
Reporting
June 15, 2009
Project Organization

Business Sponsor(s)
Anne Jones, VP of External Affairs
Business Owner(s)
Karen Ruderman, Program Director
Steering Committee
Karen Zimmerman, Program Director
Anne Johnson, Director of Planning

Jerry Melini, Technical Director of Radiology

Project Manager
Charles Leoman
Project Team
IS analysts TBD
Network Services IS staff TBD

Karen Zimmerman, Program Director

Sarah Smithson, Program Assistant

Data Entry temporary staff

Project Management Strategies

Project Meetings

In order to maintain effective communication with Project Team members and the Mobile Mammography Van community, a series of standing meetings will be conducted. Meeting minutes will be documented and stored on the shared core team directory. The following meetings and facilitated sessions will be held:

Issue Management

Issue identification, management, and resolution are important project management activities. The Project Manager is responsible for the issue management process and works with the Project Team and Steering Committee (if needed) to agree on the resolution of issues.

Effective issue management enables

A visible decision-making process
A means for resolving questions concerning the project
A project issue audit trail
The standard IS project issue management process and forms will be used and attached to this charter as needed.

Table B.2

Decision-Making Level
Steering Committee
Project Team
Role
Resolves show-stopper issues and changes in scope.
Governs the actual work and the progress of the project.
Acts as a sounding board for decisions and actions that affect user acceptance of the project. This includes anything that affects project milestones and outcomes.
Reviews project work and status:
Resource issues
Vendor issues
Project risks
Reviews decisions, recommendations, and requests that are high in integration and complexity and that are not resolved at the Project Team level.
Scope management and planning.
Chaired by Business Sponsor.
Serves as working or focus group to report daily progress.
Responsible for implementation decisions that have integration impact and that are of medium or high complexity.
Cochaired by IS Project Manager and Business Owner.
Participants
Key stakeholders on business and IS sides.
All resources assigned to the project.
Meeting frequency
Meets regularly to ensure steady project progress.
Meets, as needed, weekly to monthly, for project status and updates.
Scope Change Management

Scope change management is essential to ensure that the project is managed to the original scope, as defined in this charter. The purpose of a scope management process is to constructively manage the pressure to expand scope.

Scope expansion is acceptable as long as

Users agree that the new requirements are justified.
Impact to the project is analyzed and understood.
Resulting changes to project (cost, timing, resources, quality) are approved and properly implemented.
Any member of the Project Team or other member of the Mobile Mammography Van community may propose a change to the scope of the project. The requester will initiate the process by completing a Change Request Definition Form. When necessary, the Project Manager will review and seek advice from the Steering Committee on scope changes that affect the project schedule or budget, or both.

The standard IS project scope management process and forms will be used and attached as appendixes to this charter, as needed.

Training Strategy

Training Scope

The program personnel consist of a program administrator, one mammography technician, one assistant to the administrator, and one patient educator and administration person. All of the employees will receive training for their specific role related to the process. The program administrator will learn all of the roles in order to fill in when needed. Additional training will be given to the other employees for backup purposes.

Training Approach

The vendor will provide the training during the initial implementation. The employees of the program will then train new employees.

Training Material Development

The vendor will provide training materials.

Documentation Development Strategy

The team will develop the following documentation:

Technical operations procedure manual
Policies and procedures related to the use and management of the system
Application manuals, if needed
OmniCare technical and application maintenance and support manuals, if needed
Project Work Paper Organization and Coordination

In order to keep the project documentation, meeting minutes, and deliverables organized and accessible to the core team, a project folder on the shared network will be established and maintained.

Health Care Information Systems. A Practical Approach for Health Care Management, Second Edition
Sample Project Charter
ISBN: 9780470387801 Authors: Karen A. Wager , Frances Wickham Lee , John P. Glaser , Lawton Robert Burns
Copyright © John Wiley & Sons Inc. (2009)