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y y :Proven Project Managemente o s or s op
u y u r p y , RN, FACMI , FHI MSSVice Pres iden t , I n fo r m a t ion Serv i ces ,
Auro r a Heal th Care , Mi lw auk ee, WI
. .
Cin d y Gad d, PhD, MBA, MSAssociate Pro fesso r & D i recto r o f Educat i ona l Pro ram s
Dep t o f B i omed i ca l I n f o rm a t i cs, Vande rb i l t Un i ve rsi t y
c indy .gadd@vanderb i l t .edu
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Agenda Tuesday, May 25, 2010
10:00-10:10am Introductions & Review A enda
10:1010:50am PART 1: Systems Lifecycle
10:50-11:00am Exercise Set-Up
11:0011:30am Com lete Exercise & Take Break
11:30-11:40am Exercise Report-Out
11:40-12:15pm PART 2: Project Management
, , 1:30-1:40pm Introductions & Review Agenda
1:402:20pm PART 1: Systems Lifecycle
: - : pm xerc se e - p 2:303:00pm Complete Exercise & Take Break
3:00-3:10am Exercise Report-Out
2
: - : pm : ro ec anagemen
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PART 1: System Life Cycle
We will cover
What is the Systems Life Cycle What is a Project
What is Project Management
10 Reasons Projects Fail
3
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projects, a model has been developed and refined overthe years to try and maximize the chances of a successful
.
This method / model is called the SYSTEMS LIFE CYCLE,
and outlines the steps in an IT project.cons s s o a ser es o s ages a a e a pro ec rom s
very first stages to the final outcome of a fully working,fully integrated system.
e erm e cyc e s use ecause e process neverreally ends. Systems are created, they become mature,they grow old and are replaced by new ones. It is a cycle.
4
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5
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Why is Systems Lifecycle needed? IT change is particularly risky!
over 14,000 organizations (OASIG study(1)): 80-90% of systems fail to meet performance goals 80% of systems are late and over budget 40% of systems fail or are abandoned Less than 40% of implementations fully address training and
skills requirements
objectives Just 10-20% of businesses meet all their success criteria.
The Standish Grou research(2) shows: 31.1% of projects are canceled before they get completed 52.7% of projects cost over 189% of their original estimates Only 16.2% of projects are completed on time & on budget
6
(1) http://www.it-cortex.com/Stat_Failure_Rate.htm (2) http://www.projectsmart.co.uk/docs/chaos-report.pdf
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There are many things that can and do go wrongwhen an organization is planning to develop/install anew system. ere s a umorous oo at a ew:
http://www.geekzone.co.nz/juha/1637
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What could be done better?
chances of failure?
Pay attention to the Systems Lifecycle
Use ood Pro ect Mana ement
8
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Systems Lifecycle
Parallels with the Problem-Solving Process
PostConversion
ImplementTrainingTestingDevelopment(Build)
Analysis& Design
Organization
uppor
9
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Systems Lifecycle
Organization
Project CharterScope
Organization Chart ro ec eamBudgetIdentify Improvement
Opportunities
Baseline Measures
10
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Systems Lifecycle
Analysis& Design
Organization
rocess ow na ys s e es gnHardwareDetailed System design:
Applications ea ures unc onsDatabase/VocabulariesSecurityReports
n er aces
11
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Analysis and DesignDocumentation ofCurrent State
ee w s a e o ers
Who will be effected Gather what you are doing today Current workflow process Current examples, tools, printouts
Identify data you want coded for automation Determine if changes will be made
e erm ne a process or c ange Determine a process of signing off change
12
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Analysis and Design
Future State Design
Workflow Re-Engineering/Process Re-Design Identify Process Tasks
Enhanced by operational change
Eliminatedearn e unc ona y o your new sys em o
design and make decisions Gap Analysis
Current to FutureReality vs. Blue Sky; 1 or 2 step process
13
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AMCMC FUTURE STATE
INPATIENT RECORD PROCESSING
START AFTER
PATIENT IS
VisioWorkflow
DISCHARGED
OBTAIN INPATIENT
OBTAIN DISCHARGE
REPORT FROM
INCOMPLETE AREA
DISCHARGE
REPORT
Diagram VERIFY ALL CHARTS HAVEBEEN RETREIVEDhimCreateVolume.exe
AREAS THE MORNING
AFTER DISCHARGEVolumes will
normally be
created whenpatient is
admitted
Existing chart?
yes
no-newPrint bar
code
CREATE
VOLUMENew
chartExisting
chart
Profile
himCreateVolume.exe
UPDATE THE CHART
LOCATION
UPDATE
CHART
LOCATION
Profile
ASSEMBLE THE CHART
ADD VISIT RECORDS TO
THE CHART
himUpdateChartLocation.exe
himCreateVolume exe
Visit
records
IS THE
FOLDER
FULL?
YES
NO
Print bar
code
CREATEVOLUME
.
Profile NewchartPatientchart
PLACE CHART ON PRONGS
PAGE2
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SUNQUESTOpen Engine will prefix the patient ID
Updates Only
PATIENT IDENTIFIER DATA FLOW
ORD ID's_________
PATIENT ID's
----------------------"HM" 11111111
(ROBERT SMITH)
"HM" 260011111111(JANET JONES)
SMS
REGISTRATION
with the client code (2600) to keepHPC patient unique on SunQuest.
Likewise, on outbound transactions,
Open Engine will strip off the clientcode prefix.
Outstanding decision: Should weprefix with the entire client code orjust use the org code (i.e., 26)?
000011111111NAME: JANET JONES
CHART # = 00185731
CASE # = 00666666
SUNQ ORD CODE
PATIENT ID's
---------------------
"HMH" 11111111 12345678
Store CHART#
in UDF?
CHARTSCRIPT
PT KEY=PAT SYS ID
NOTE:
The manual chatr# is
not always known atthe time of
registration. Also, the
clinic location is notidentified at the time
of registration.
Updates Only SampleData
000011111111
NAME: JANET JONES
CHART # = 00185731
DOC ID's
__________
PAT ID + DOC
(Need Order # forRadiology)
(ROBERT SMITH)"HPC" 11111111 115808
(JANET JONES)[Clinic locn => Locn code]SMS
SCHEDULING
(MANUAL CHART# - Data Field)
FIN KEY=CASE#
NOTE:
The encoutner# isgenerated at the time
of the scheduledappointment. Theclinic location is
identified at this timetoo. A "Reg"transaction is
Results
OrderStatus
Orders
Flow
DiagramENCOUNTER# = 115808
'
PATIENT ID's
---------------------
(3100) 11111111 12345678
(ROBERT SMITH)
(2600) 11111111 115808(JANET JONES)
LabCharges
HNAOr
HNA
FIN KEY=ENCOUTNER#
gen era e or a
feeds, then aschedule transaction
to HNA. Also, the
manual chart# is notalways known at the
time of the scheduled
appointment.
Updates OnlyOrderStatus
Orders
OCF
"31" 11111111
NAME: ROBERT SMITH
CASE# = 12345678
----------------
PAT ID + HNA ORD NUM
nc ocn => ac y co e
" "
SMS
BILLING
SunQue
sters
andCharges
ChartScript DictatingRadiologist
Results
(ROBERT SMITH)
"HPC" 11111111(JANET JONES) IDENTIFIERS NEEDED:
1) MRU# or PAT SYS ID...2) CASE# or ENCOUNTER #...
3) ORDER #, If applicable...
PT KEY=HOSP ORG+MRU#
FIN KEY=CASE#
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Systems Lifecycle
Development
(Build)
Analysis
& Design
Organization
ons ruc a a ases& Data Dictionaries
Configure Applications
Build Security r e epor sInfrastructure
Desktop/ Mobile devicesPrinters
e worRedundancy/Disaster recoveryInterfacesWrite Policy/ Procedures
16
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Systems Lifecycle
TestingOrganization Development(Build)Analysis& Design
Conduct Testing- Unit
- System-- Stress- Volume
17
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Systems Lifecycle
TrainingOrganization Development
(Build)
TestingAnalysis
& Design
TrainingMaterials
Conduct TrainConduct
End UserTraining
18
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Systems Lifecycle
ImplementOrganization Development(Build)
Testing TrainingAnalysis& Design
OperationalReadiness
Go/ No-GoDecision
Go-Live
19
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Systems Lifecycle
Post
ConversionSupport
ImplementOrganization Development
(Build)
Test ing Tra in ingAnalysis &
Design
20
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What is a Project?
A project is a multi-task,one-time job that has
e n e s ar ng an
ending points, a well-
be done, a budget, and a
tem orar team.
21
p: en.w pe a.org w ro ec _managemen
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What is a Project?
The Project Management Institute (PMI)e nes a pro ect as o ows:
create a unique product or service.
Temporarymeans that every project has ae n te eg nn ng an a e n te en .
Uniquemeans that the product or service is
other products or services.
22
http://www.pmi.org/Pages/default.aspx
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What is a Project?
rob lem
sc heduled for
.
Dr. J. M. Juran
23
http://www.juran.com/HomeLeftNav/juran_mgt_system.aspx
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Project Management Defined
Pro ect mana ement is
facilitation of theplanning, scheduling,and controlling of all
work that must be done
objectives.
24
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What Is Project Management?
application of knowledge, skills, toolsand techni ues to ro ect activitiesto meet project requirements.
Project management a systematic processfor implementing systems on time, within
bud et and in line with customer
expectations of quality.
25
2004. A guide to Project Management Body of Knowledge (PMBOK), 3rdEd.
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Project Management across the
PostConversionSupport
ImplementTrainingTestingDevelopment(Build)Analysis& DesignOrganization
...Project Management.Start
26
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OTHER RESOURCES:
Top 10 Project Management Challenges by P.W. Fordttp: projectmanagementcourse.com project-c a enges. tm
Project Mangement Imperatives: Ten Keys to Success by Jerry Manashttp://www.pmthink.com/2007/01/project-management-imperatives-ten.htm
27
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Exercise Set-Up
Strate ic Anal sis
SWOT Analysis Stakeholder Anal sis
28
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Initiating: SWOT Analysis
Stren thsWeaknesses-O ortunities-Threats
important component of project initiation andplanning.
Focuses team members on project requirements andfacilitates identification of factors that may impact
achievement of project deliverables. Assists with identifying potential Strengths and
Weaknesses of your team relative to a project andthe potential Opportunities and Threats inherent in
the project.
29*Template available in workshop handouts
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Initiating: SWOT Analysis
Stren thsWeaknesses-O ortunities-Threats
30
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Initiating: Stakeholder Analysis
Documents important (often sensitive)
Stakeholders names
Unique facts about each stakeholder
Their level of influence on and interest in the project
Suggestions for managing relationships with eachstakeholder what do you need form them and whatdo the need from ou
Identify potential sources and causes of resistanceand strategies for overcoming
31
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Initiating: Stakeholder Analysis
32
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Plan to influence Stakeholders
33
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Agenda
Tuesday, May 25, 2010 10:00-10:10am Introductions & Review A enda
10:1010:50am PART 1: Systems Lifecycle
10:50-11:00am Exercise Set-Up
11:0011:30am Com lete Exercise & Take Break
11:30-11:40am Exercise Report-Out
11:40-12:15pm PART 2: Project Management
, , 1:30-1:40pm Introductions & Review Agenda
1:402:20pm PART 1: Systems Lifecycle
: - : pm xerc se e - p
2:303:00pm Complete Exercise & Take Break
3:00-3:10am Exercise Report-Out
34
: - : pm : ro ec anagemen
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PART 2: Project Management
We will cover
Five Process Groups and the IPECC Flow
1. Initiating
.
3. Executing
4. Monitoring & Controlling5. Closing
Knowledge Areas in each Process Group
35
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Project Management Methodology
systematicmeans to gain
TIME
cost, quality,
risk, scope, &
COSTQUALITYPROJECT
MANAGEMENT
(e.g. variablesthat determine RISK
projectsuccess)
SCOPE
36
P j t M t
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Project Management:
1. Initiatin
2. Planning.
4. Monitoring and Controlling
. os ng
37
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The IPECC Flow
P lanningInitiating Executing
Monitoring &Controlling
Closure
38Source: Partners HealthCare PMO
Level of Activity and Overlap of
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Level of Activity and Overlap of
39
Source: Schwalbe, K. (2006). Information Technology Project Management, Fourth Edition, pg. 73.
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40
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Relationship of Process Groups
Process groups can bemapped to the Plan-
- - .
Each process groupmarked by:
In uts tools andtechniques, outputs(deliverables).
Individual process
inputs/outputs.
Outputs from eachprocess groupbecome inputs tonext process group.
Often iterated prior to- - -
41
.- - -Act Cycle (PMBOK, 2004; p. 40)
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Process Group Triangle
Whenarge comp ex
projects areseparated into
,processgroups will be
each phase
42
Project Management Process Group Triangle (PMBOK, 2004; p. 69)
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Knowledge Areas for each Process Group
Know ledge Area Project Management Process Groups
Initiating Planning Executing Monitoring & ClosingControlling
Project Integration Management X X X X XProject Scope Management X X
Project Time Management X X
Project Cost Management X X
Pro ect ualit Mana ement
Project Human ResourceManagement
X X X
Project Communications X X XManagement
Project Risk Management X X
Project Procurement Management X X X X
43
Adapted from: Schwalbe, K. (2006). Information Technology Project Management, 4th Edition, pps. 76-77
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The IPECC Flow
P lanningInitiating Executing
Monitoring &Controlling
C losure
44
Source: Partners HealthCare PMO
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Initiating Purpose
The purpose of the project initiation processy r , r ,
and main goals of the project.
Understand the business case & ROI
Identify the project players Create a shared vision for the project
deliverables
ra a pro ec m ss on a s congruen wthe vision of the organization
45
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Initiating Tools & Techniques
Business Case
(S t reng thsWeaknesses -Oppo r tun i t i e s -Th rea t s )
St akeh o lder Ana lys is
nventory
Project Charter
(Responsible-Accountable-Consulted-Informed)
Value Risk Assessment
e g e ec s on a r x
Project Portal
46
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Initiating: Project Charter
A project charter is a document thatformally recognizes the existence of aproject and provides direction on the
.
Key project stakeholders should sign a
on the goals & intent of the project.
,
the deliverables and project success
47
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the Project Charter
Facilitates communication among stakeholders
, , ,
schedule baselines Documents agreement between groups/stakeholders
Documents assumptions
Provides baseline for scope and expectation management
Shows how ro ect will be or anized Lists team members
Defines roles/responsibilities
escr es purpose m ss on
Identifies project goals
Describes deliverables tan ible hase out uts
48
P j Ch l
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Project Charter example
49
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Initiating: RACI Chart
50
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Initiating: Value Risk Assessment
51
I iti ti W i ht d D i i M t i
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Initiating: Weighted Decision Matrix
52
The IPECC Flow
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The IPECC Flow
P lanningInitiation Executing
Monitoring &Controlling
Closure
53
Source: Partners HealthCare PMO
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A
argumentfor notplanningis, We
dont havetime toplan.
The morecritical thedeadline
the morenecessary
54
.
Planning Purpose Tools & Techniques
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Planning Purpose, Tools & Techniques
process is to guide execution of theproject.
Tools & Techniques
whats out of scope
WBS: Work Breakdown Structure
Gantt Chart
55
Simply put the PLANNING phase defines
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Simply put, the PLANNING phase defines
56
Planning: Scope Statement
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Planning: Scope Statement
Developed from:
Voice of the
customer Project charter
Stakeholderanalysis
SWOT anal sis(strengths,weaknesses,opportunities,threats)
57
Planning: Work Breakdown Structure
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g
WBS: A deliverable-oriented grouping of project elements andtasks that organizes and defines the total scope of the project.(Milosevic, 2003)
58
Planning: Work Breakdown Structure
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g
59
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60
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61
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62
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63
The IPECC Flow
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The IPECC Flow
P lanningInitiation Executing
Monitoring &Controlling
Closure
64
Source: Partners HealthCare PMO
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65
Executing Purpose
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g p
The purpose of the executing process is to completethe work in the project plan, meet project
requirements on time, within budget and in a waythat is satisfying to the customer
Commonly involves:
Developing specifications
Conducting programming
Conducting testing
r uc w r w r w r r c ur
66
Executing Tools & Techniques
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g q
Project Meeting
Request for ProposalTemplate
Updated Gantt chart Planned vs. Actual
me epor ng oo
Risk identification andmiti ation lan
Issue log Progress/Status reports
67
Executing: Time Reporting Tools
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g p g
68
Executing: Issue Log
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g g
69
The IPECC Flow
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P lanningInitiation Executing
Monitoring &Controlling
Closure
70
Source: Partners HealthCare PMO
Monitoring & Controlling Purpose
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g g p
The purpose of the monitoring &r r rv r
execution so the potential problems can beidentified in a timel manner andcorrective action can be taken whennecessary to control execution of thepro ec (PMI, 2004).
Performed throughout life of project (withinrocess rou and across ro ect
Provides feedback between project phases
71
Monitoring & Controlling Definitions
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g g
Monitoring: keep track of project processes, ,
closing a project.
Project performance (actual) vs. project plan (projected)
Risks identified, tracked, response plan in place
Status reporting, progress measurement and reporting
taken to direct project performance.
Determining when change has occurred
Managing and approving change.
May necessitate revisiting the project plan and makingupdates.
72
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Per for m anc e, T im e, and Sc ope.
73
Project Management:
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Framework foreva ua ngthe project impactwhen changes
,or scope.
Quality is at
. Changes in one
point will affect at
point and is likelyto affect quality.
74
Monitoring & Controlling Tools
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Project managementmet o o ogy
Project management
Time reporting tool
Progress reports Expert judgment
75
Monitoring & Controlling:Pr r R r
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How is my projectdoing overall?
Are my project on
schedule? Are m time
estimatesaccurate?
Are my resourcesproperly utilized?
Are my costestimates
76
Monitoring & Controlling:
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ID Task Baseline Actuals E-A-C
1 Admin 3,042 hr 772 hr 3,086 h
6 Training 1,119 hr 245 hr 1,114.5 h
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2001
10 Support 780 hr 139.5 hr 755 hr
14 WAMH 3,689.5 h 1,316 hr 4,152.42 h
18 Benefits Measurement 24 hr 2 hr 17.97 h22 Planning Steps 22 hr 22 hr 22 hr
27 Current State 281 hr 290.5 hr 290.5 h
30 Complete Interviews 63 hr 65 hr 65 hr
70 Perform Process Observa 59 hr 59 hr 59 hr
110 Complete Visio's 135 hr 142.5 hr 142.5 h
150 Future State 803.5 hr 468 hr 761.6 h
156 Visio WorkFlow Design 54 hr 70.5 hr 70.5 hr
e = r g na ase ne
Black = Current Schedule
196 App Build Design 657 hr 350.5 hr 558.73 h
197 Radnet 143 hr 139 hr 194.1 h
200 Superuser Training 73 hr 36.5 hr 54 hr
212 Firstnet 79 hr 30.5 hr 84.9 hr
235 Carenet/Orders 410 hr 181 hr 279.73 h
254 Obtain Visio Signoffs 40.5 hr 23.5 hr 28.5 hr
294 Cert Build WAMH and SSMC 241 hr 150.5 hr 314 hr
295 Radnet 103 hr 108 hr 126.5 h
345 Firstnet 28 hr 9.5 hr 31.5 hr
356 Carenet/Orders 110 hr 33 hr 156 hr
77
387 Testing 462.42 h 79.5 hr 496.03 h
392 Functional 175.42 h 51.5 hr 191.33 h
397 Integration 160 hr 0 hr 160 hr
402 Problem Resolution 32 hr 3 hr 41.2 hr
407 Prod Build WAMH and SSMC 532.5 hr 5 hr 547.5 h
The IPECC Flow
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P lanningInitiation Executing
Monitoring &Controlling
Closure
78
Source: Partners HealthCare PMO
Closing Purpose
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Finalize all project activities toorma y c ose t e pro ect
Finalize all activities and transfer the
Main outputs include:
Administrative closure rocedures Contract closure procedures
Final products, services, or results
Measurements for benefit realization and
return on investment
79
Closing Tools & Techniques
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Project Closure Meeting
Post Im lementation Surve Product Effectiveness
Management of the Triple Constraints (Scope, Budget, Schedule)
Risk Management
ommun ca ons anagemen
Acceptance Management
Organizational Change Management
Issue Mana ement Performance of the Project Team
Lessons Learned Meeting What was done well?
What was done poorly?
Where improvement is needed in future projects?
Pro ect Closeout Checklist
80
PMI (Project Management Institute)
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81
PMP (Project Management Professional Certification)
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82
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Thanks !
Fr om Ju dy & Cind y
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