Under Contract Name: Learning Management Systems (LMS)nicolebammelcapstone.weebly.com/uploads/4/5/0/3/45036929/assig… · Springfield General Hospital LMS Proposal Page 5 of 34 system

Statement of Work

Springfield General Hospital Learning Management System Proposal

Northwestern University

Prepared by: Nicole Bammel, Sandra Cadichon, Eric

Chavez, Toni McLaurin

Effective Date: ____April 20, 2014___________

Under Contract #: __LMS-12345_____________

Under Contract Name: Learning Management Systems

(LMS)

Table of Contents

1.0 Introduction ............................................................................................................................. 3 1.1 Project Title ........................................................................................................................... 3

1.2 Background ........................................................................................................................... 4 1.2.1 History ........................................................................................................................... 4 1.2.2 Business Drivers ........................................................................................................... 4 1.2.3 Competing Priorities .................................................................................................... 5

1.3 Objectives ............................................................................................................................. 5

1.4 Reference to other applicable documents ............................................................................. 7

2.0 Staffing Roles and Responsibilities ....................................................................................... 7 2.1 Staffing .................................................................................................................................. 7

Project Manager – Organization ......................................................................................... 7

2.2 Roles and Responsibilities Matrix ........................................................................................ 8 2.2.1 Contractor Staff Roles and Responsibilities ........................................................... 8

2.2.2 Organization Staff Roles and Responsibilities .................................................................. 9

3.0 Key Assumptions ................................................................................................................... 10 4.0 Risks ....................................................................................................................................... 12 5.0 Scope of Work ....................................................................................................................... 13

5.1 Inclusions ............................................................................................................................ 13

5.2 Exclusions ........................................................................................................................... 15 5.3 Deliverables ........................................................................................................................ 16

5.4 Milestones ........................................................................................................................... 17

6.0 Work Approach .................................................................................................................... 17

8.0 Schedule ................................................................................................................................. 27 9.0 Project Management ............................................................................................................. 28

12.0 Compensation and Payment Schedule .............................................................................. 29 References .................................................................................................................................... 31

14.0 Appendix .............................................................................................................................. 33 14.1 Request for Proposal ......................................................................................................... 33 14.2 Issues and Risks Log ......................................................................................................... 33

14.3 Contractor Timesheet ........................................................................................................ 33 14.4 Implementation Plan ......................................................................................................... 33

14.5 System Use Cases ............................................................................................................. 33 14.6 Employee Online Learning Contract ................................................................................ 34 14.7 Contractor Proposal .......................................................................................................... 34 14.8 The Joint Commission Training Documentation Compliance Requirements .................. 34 14.9 Contractor Proposal .......................................................................................................... 34

14.10 Project Plan ..................................................................................................................... 34 14.11 Sharable Content Objective Reference Model (SCORM) .............................................. 34

Springfield General Hospital LMS Proposal Page 3 of 34

Statement of Work

1.0 Introduction

1.1 Project Title

Springfield General Hospital Learning Management System (LMS) Proposal

This work is being performed for the purpose and intent of developing and implementing

an online Learning Management System (LMS) for Springfield General Hospital (SGH) to better

keep track of all employees’ progress with required continuing education. This new system will

allow the hospital to improve their compliance with continuing education by providing the

hospital with the ability to easily track record, collate and report compliance for all employees.

Online services will include different modules to go through, various exams to take based on the

modules, and keeping track of the employees’ work. Implementation of this LMS will allow the

hospital to satisfy all requirements of the OIG, federal, state and organizational laws and

regulations, and JCAHO regarding employee continuing education and compliance.

It is the hospital’s want to obtain assistance from an outside service to provide us with a

system to monitor our employee’s progress. The scope of the project will consider all of the

resources necessary to design and analyze our employees. It will also establish a budget for the

product installation, maintenance, and continued use. The roles and responsibilities will be

outlined, as well as those who are responsible to creating contracts and signing off on items.

Various stakeholders and business owners include the following:

● Nicole Bammel – Chief Information Officer

● Sandy Cadichon – Chief Nursing Officer

● Toni McLaurin – Director of Human Resources

● Eric Chavez – System Operation and Administrators (Compliance Officer)


1.2 Background

1.2.1 History

Springfield General Hospital is a 300-bed hospital which employees 1600 full-time

employees and 500 part-time employees. All employees are required to complete annual training

on various topics in order for the organization to maintain accreditation with regulatory agencies.

Professional employees are required to complete additional continuing educational training based

on the type of professional license that they hold.

Employee learning, continuing education, and required training at the hospital are

currently managed by three different departments: human resources, compliance, and nursing.

The hospital lacks centralized organization of these efforts with no coherent or consistent means

of recording, tracking, collating or presenting this information. Records for education and

training activities are maintained in paper format and stored in various physical locations around

the organization.

1.2.2 Business Drivers

Springfield General Hospital recently had an unanticipated visit by the Joint Commission.

Continuing education records for all employees were examined and the hospital received an

unsatisfactory rating in this area. The current continuing education record keeping at Springfield

General Hospital is lacking and is in need of improvement. Each unit is currently responsible for

providing and recording the continuing education for their employees. Although the

unsatisfactory rating was not enough to cause loss of accreditation, it was unacceptable to the

organization, and leadership is committed to correcting this deficiency prior to the next Joint

Commission visit.

A centralized electronic learning management system will allow the hospital to offer all

employees opportunities for education and training that are consistent and up-to-date. Such a


system will help managers track employee training to ensure that the organization is in

compliance with all accreditation requirements and will allow the hospital to accurately report on

all employee training and education to outside accrediting agencies. This would allow the

hospital to determine effectiveness of these modules and eliminate (or rewrite) questions that are

answered incorrectly by a large majority of employees (>75%). Frequently incorrect answers

can also be used as a means to elaborate and clarify future modules that are developed. The

ultimate goal is to select a system that will significantly improve the likelihood of achieving a

satisfactory score by TJC, even when unexpected visits occur.

1.2.3 Competing Priorities

The hospital is currently undergoing a large scale EHR implementation that is demanding

a great deal of time and attention from the clinicians and the CIO, resulting in reluctance to

become involved in an additional project at many levels. There are also differing opinions

among human resources, compliance and nursing as to the need for a new system versus

maintaining the status quo, which was enough to produce a report of continuing education

among employees, even though the report was deemed inadequate by the Joint Commission.

Stress levels will be high and this project will need to be completed carefully yet swiftly. The

ease of this product will need to be displayed for all to see to help allay employee concerns about

learning yet another system while they are in the process of learning a complicated EMR. The

plan is to choose a system that is easy to use and navigate, thus ensuring that everyone will be

able to use it without much difficulty. The organization will face many distractions as well as

detractors along with potentially significant disinterest while trying to implement this new LMS.

1.3 Objectives

Develop a Learning Management System that will:

Provide employees with easy access to all required learning and compliance modules


Not be overly burdensome/time-consuming for the employees

Be appropriately tailored to each employee’s role, level of training and learning

requirements

Provide a user-friendly interface for staff to access and complete required modules in a

timely fashion

Provide learning modules that will include, but not be limited to, the following topics:

Employee Standards and Code of Conduct, HIPAA Privacy and Security, Compliance

Training, Fraud, Waste and Abuse, Infection Control, Patient Safety

Create an environment that outlines clear expectations and goals for hospital employees

Allow HR, compliance and nursing to easily track, record and collate completion of

assigned learning, and employees to track their own progress through an online portal

Provide a mechanism for internal auditing

Adhere to the OIG Compliance Program Guidance for Hospitals and its Supplement, as

well as all other federal, state and organizational laws and regulations

Offer employees the ability to asynchronously fulfill all internal training and education

requirements and also those required for the organization to maintain accreditation from

outside regulatory agencies including, but not limited to, The Joint Commission

Offer employees additional educational opportunities to expand their knowledge and

skills as determined by department managers

Facilitate the employee training process, track all employee training, alert employees

when trainings are due, and record completion of training and certifications


1.4 Reference to other applicable documents

Request for Proposal

Contractor Proposal

System Use Cases Requirements Document

Project Plan The Joint Commission training

documentation compliance requirements

Sharable Content Objective Reference

Model (SCORM)

Employee Online Learning Contract

2.0 Staffing Roles and Responsibilities

2.1 Staffing

Project Manager – Organization

The Organization’s Project Manager is:

Name: William Todd

Address: 1598 Augusta Drive

City/State/Zip: Springfield, IN 32087

Organization: Springfield General Hospital

Phone: 800-985-3625

Cell: 654-786-3268

Fax: 654-985-1464

Email: [email protected]

mailto:[email protected]


2.2 Roles and Responsibilities Matrix

2.2.1 Contractor Staff Roles and Responsibilities

Role Responsibility Rate (per

hour)

Sales/Account

manager creates costs of service and products for hospital

works with hospital to create payment plan $90.00

Project

Manager creates contract with hospital

manages contractor staff

provides updates and changes to the hospital’s CEO $50.00

IT Installer installs the system on the server and syncs it to all of the

computers

confirms installation works correctly

provides feedback to project manager about status of install

works closely with IT security to ensure secure access on site

and remotely

$60.00

Content

Developer supplies list of educational offerings already existing

works with Compliance Officer and Director of HR to determine

appropriate modules to include in LMS and any new modules

that need to be developed specifically for Springfield General

Hospital

works with Quality Assurance lead to ensure adequacy of

product/LMS

$80.00

Educator/Trai

ner develops a training manual and curriculum for training on the

software product

schedules and conducts initial software training sessions for

clients

schedules additional training sessions for clients as needed per

client contract

may conduct live or web-based training sessions as appropriate

$50.00

Quality

Assurance

Lead

periodically reviews modules to ensure appropriateness of

content

participates and coordinates pilot testing to ensure

adequacy/utility of product

helps define metrics and insures appropriate data are being

captured

responsible for oversight and sponsorship/evaluation of the LMS

$65.00

Project

Coordinator assists Project Manager in coordinating the project between the

hospital and contractor

keeps the SOW updated as items are changed

schedules meetings with project manager and hospital’s board of

directors

$70.00

Contractor

Liaison liaison between hospital and contractor company

works with project coordinator to keep various sections of the

SOW up to date

keeps the minutes during the meetings and sends them out to

both organizations

$75.00


2.2.2 Organization Staff Roles and Responsibilities

Function Workgroup/In

dividuals

Primary Responsibility FTE

Chief Executive

Officer (CEO)

Role not

assigned responsible for the overall management of the hospital

leads the suite of executives

responsible for developing and promoting the vision

and mission of the hospital

reports to the board of directors

ensures the financial stability of the hospital

communicates with external and internal stakeholders

decision making authority

2%

Chief Information

Officer (CIO)

Nicole Bammel leads and supports major change in organizational

processes

manages the organization’s IT suppliers

works with the contractor and hospital to implement

learning system

decision making authority

15%

Chief Nursing

Officer (CNO)

Sandy Cadichon ensures nursing staff needs are met

ensures nursing staff completes education

works with CIO to facilitate appropriate LMS to

capture expectations of nurses

oversees the training of new hires on the system (may

delegate responsibility to appropriate RN/educator)

drives consensus amongst nursing staff

10%

Chief of Medical

Staff

Role not

assigned enforces timely completion of LMS by physicians

ensures that physicians are abiding by medical staff

bylaws (frequently requires timely completion of LMS)

works with CIO to determine best use of technology to

facilitate physician education via the LMS

5%

Director of

Human

Resources

Toni McLaurin responsible for training of all new hires

responsible for assessment, training and development of

all employees

assesses talent through use of performance appraisals;

may give rewards for good performance

oversees organizational leadership and culture

ensures compliance with employment and labor laws

20%


System Operation

and

Administrators

Compliance

Officer: Eric

Chavez

oversees the hospital compliance program

reviews and evaluates the compliance issues of the

organization

ensures that hospital employees and the board of

directors are in compliance with rules and regulations

of all regulatory agencies

ensures that company policies and procedures are being

followed

initiates, develops, maintains, and revises policies,

procedures, and educational activities related to

compliance

40%

Operations Project

Manager:

William Todd

develops project plan

manages communication among project stakeholders

and the contractor

manages project budget, schedule, and risks

keeps project on schedule and ensures project delivery

50%

3.0 Key Assumptions

Unknowns

Stored procedure rewrites by customers doing business as (DBA) need to be clearly

identified

Business contract between Springfield General Hospital and the project vendors shall be

extended to agents working for or on behalf of vendor

There will be adequate staff to facilitate the conversion from a paper LMS to an

electronic format, including sufficient IT support to help build the LMS modules

Vendor will agree to using Sharable Content Object Reference Model (SCORM)

standards

Potential issues

Existence of legal agreement or relationships that may nullify parts or all of contract

Continued availability of resources: Plan needs to be in place for updates and also

addresses future needs if selected vendor goes out of business


LMS implementation simultaneously with new EHR: Early clinician involvement in

development of system will be difficult due to concurrent demands of a new EHR

implementation

Employee non-compliance with system

Employee turnover and new employee and managerial appointments during Go-Live

Contractor and Organization assumptions

Continued availability of resources: It is assumed that selected vendor will continue to

provide updates, patches and support as needed

Adherence to security, quality and terminology standards (SCORM)

Contractor rates will be fully disclosed and assigned

The current infrastructure will support the new LMS as well as the new EMR

The system will be compatible with all existing IT assets at Springfield General Hospital,

including but not limited to: personal computers, servers, operating systems, and the

business telecommunications network

Contractor roles are outlined above but subject to change as the project develops

Training of staff will be available during Go-Live and for a period of time (to be

determined) thereafter

This SOW defines general requirements for the Learning Management System project.

Requirements and expectations will be further defined in the request for proposal (RFP)

The contractor shall supply sufficient number of staff committed to completion of the

project.

Contractor shall provide supplemental IT staff to augment hospital’s IT staff whose time

will be limited due to commitments to the EMR project


4.0 Risks

Risk Who Mitigation Strategy

Not enough resources/space

available for contractor staff

Hospital Allocate and reserve specific space in advance

for contractor staff to work while training and

during implementation

LMS too complex/non-specific Hospital Will streamline and minimize required learning

modules to ensure employees are assigned

appropriate modules for their role and level of

training, and that compliance does not become

an onerous process for the employees

May discover need to add additional

items to original LMS plan

Hospital and

Contractor

Budget for missing items in plan on both sides.

Prepare to change implementation plan to

assess missing elements

Insufficient time to train staff Contractor Budget for extra training classes or make-up

classes before Go-Live

Inadequate number of training staff Contractor Plan for redundancy in number of available

trainers

Interface/integration issues Contractor Will ensure that the LMS will interface with

existing systems utilized by human resources,

nursing and compliance to allow easy and

readily accessible access to employee

compliance information

May identify inefficiencies in

process during pre-Go-Live testing

Contractor Contract includes plan of action to facilitate

staff education and support during and after

Go-Live

Data loss/failure of LMS could result

in loss of:

All continuing education,

credentialing, and compliance

documentation

Hospital accreditation with The

Joint Commission, and

credentialing for licensed

professional employees

Ability for hospital to show

compliance with state and

federal regulatory agencies

requirements

Loss of above documentation

could result in penalties, fines, or

legal action against the hospital

Hospital and

Contractor

Robust system backup and redundancy with

off-site data warehousing


Failure of disclosure of known risks

by contractor

Contractor Contractor must identify any known risks and

mitigation plans of these risks. If contractor

fails to disclose a known risk that comes to

fruition, this could nullify contract at the

expense of the contractor

5.0 Scope of Work

Over the next six to nine months, the Contractor will develop and implement an online

LMS that will consist of the learning modules necessary to ensure that appropriate

employee continuing education is made readily available and accessible to all of

Springfield General Hospital’s 1600 full-time employees and 500 part-time employees

(total of 2100 registered users of the LMS). As the most recently reported average time

for a complex implementation such as this involving integration and custom

programming is 102.8 days, this is a reasonable timeline to include the preparatory work.

This LMS will be designed to interface with existing hospital IT systems to allow

streamlined recording of employee compliance with continuing education and easy

access to this information from anywhere within the hospital IT system.

5.1 Inclusions

Stakeholders, including representatives from existing hospital IT, will be identified and

appropriate representatives from the various stakeholder groups will be selected as part of

the Implementation Team and team leaders will be designated within each group of

stakeholders.

Team leaders will meet with their groups to determine needs of the different stakeholders

and what obstacles/resistance may be presented by the different groups.

Team leaders and the organization’s Project Manager will meet with the Contractor to

develop appropriate criteria and content for the continuing education offerings. The

Compliance Office will be heavily involved in this selection, as much of the required


learning falls under the auspices of this office, especially which related to regulatory

compliance.

Once the continuing education needs of the organization are identified, the Contractor

will propose various vendor options/educational providers and types of systems including

both in-house and vendor-hosted systems. Currently, the CIO is favoring a vendor-

hosted, SaaS solution.

The Contractor will meet with in-house IT to determine the current state of IT in the

hospital and make recommendations as to changes/upgrades that may need to be made to

support the new LMS. The standards required for successful integration of the LMS into

the existing hospital IT structure will be determined.

Once an educational provider is selected, the team leaders and the Contractor will review

and select the learning modules available from the provider that will best meet the

hospital’s continuing education needs.

The LMS will be configured to provide the appropriate course catalog and interface with

existing IT systems

Quality Assurance will confirm that the appropriate learning modules have been selected

and that their content is relevant, valid and up-to-date.

The Compliance Office will verify that all selected learning modules meet the

compliance needs of the hospital and satisfy all requirements of the OIG, federal, state

and organizational laws and regulations, and JCAHO. Human resources will also be

involved in this aspect of the planning as well as ensuring that the learning modules are

not too difficult or time-consuming for employees


A focus group of super-users will be selected to act as beta-testers of the LMS and their

feedback will be utilized to finalize the offered product.

Web-based training will be rolled out to all employees, with multiple short tutorials

explaining what the LMS is and providing user instruction.

The first required LMS learning module will be assigned to all employees.

Projected costs of the implementation will vary based on the solution chosen.

o The cost of contractor-associated employees is outlined above. Not all of the

contractor employees will be active simultaneously during the entire 6-9 month

implementation and the number of required weeks of work for each role will be

dependent on the LMS solution chosen so will be further delineated in the RFP.

o The cost of an LMS depends on whether it is client- or vendor-hosted and the type

of system used. Average year-one cost ranges from approximately $43,000 to

$155,000, and the average three-year cost ranges from around $66,000 to almost

$244,000. For a Springfield General Hospital with ~2100 registered users of the

LMS, utilizing a vendor-hosted solution, the average one-year cost would be

$38,817 and the average three-year cost, $83,863. This compares to $65,313 and

$110,406, respectively for a client-based system. A more detailed estimation of

cost will be possible after vendor selection.

5.2 Exclusions

The initial module offerings will be those common to all employees such as HIPAA and

Security, and Compliance Training. More specialized modules, specific to certain roles

will be rolled out at a later time.


Only hospital-based employees will be required to participate in the LMS initially, with

required affiliated staff participation planned for approximately 6 months after initial

implementation of the LMS.

5.3 Deliverables

Deliverables are listed below with the responsible parties identified. Due dates for these

deliverables will be set once the start of the project implementation is known.

Key Deliverable Responsibility Acceptance

Criteria

Approval

Required

Timeline

(from start

of project)

Statement of

Work

Organization

Project Manager

Utilizes standard

SOW template

Project sponsor

Project

workgroup

2 weeks

Business

Requirements

Document

Business Analyst Utilizes standard

BRD template

Steering

committee

Project sponsor

1 month

Contract Signing CEO Contract with

Contractor reviewed

and approved by

legal department

Executive

leadership

6 weeks

Vendor Selection Contractor

Implementation

team

Selected vendor can

provide all

necessary learning

modules and meets

regulatory

compliance

Human Resources

Compliance

office

CIO

2 months

Design

Specifications

Contractor

Implementation

team

Hospital IT

All parties agree on

content and design

Human Resources

Compliance

office

CIO

3 months

LMS installation Contractor/vendor

Hospital IT

Must meet all

system requirements

set forth by hospital

IT as well as satisfy

all requirements of

the OIG, federal,

state and

organizational laws

and regulations, and

JCAHO

CEO

CIO

Hospital IT

4.5 months

Finalization of Vendor Beta-testing by Hospital IT 6 months


LMS content and

design

Implementation

team

Hospital IT

super-users

completed and

feedback from

testing has been

utilized to fine tune

system and create a

deliverable product

CIO

Human Resources

Compliance

Office

Quality

Assurance

LMS Go-Live Contractor/vendor

Hospital IT

Approval of LMS

content, design and

implementation

received from all

required parties

CEO 7 months

Project Status

Report

Contractor and

Organization

Project Managers

Must use project

status report

template

Project managers Ongoing

5.4 Milestones

The dates in the project timeline are based on a project start date of April 1, 2014 and are subject

to change but should be utilized as a general timeline for achieving the milestones.

Milestone Completion Date

Identify Stakeholders April 2014

Select Team Leaders April 2014

SOW Complete May 2014

RFP Complete June 2014

Vendor Selection Complete July 2014

IT Overview Complete August 2014

Design Complete August 2014

LMS Installed October 2014

LMS Beta-testing November 2014

Hospital-wide LMS training November 2014

LMS Go-Live December 2014

6.0 Work Approach

Springfield General Hospital will assign a project manager to oversee the project in its

entirety. Biweekly progress reports will be provided to the CIO/CMIO to ensure timely delivery

of the final product.

Assemble a Team

Core Team


Team Leader

o Keeps momentum towards a successful outcome

Project manager

o Keeps track of all tasks, subtasks, resource assignments, dependencies and due

dates

E-learning technology specialist

o Responsible for organization’s e-learning tools, platforms, instructional models

o Manages courseware migration and interoperability testing

Training administrator

o Plays a key role in deciding how to configure LMS to accomplish organization’s

goals

o Represents the organization’s administrative needs

o Responsible for ensuring appropriate:

Course structures

Certification and compliance

Audiences and domains

User profiles and demographics

Assignments and notifications

Courses catalog and reports

IT architect

o Hosting and installation of the system

o Security

o User account management and authentication


o Data migration from paper to electronic format

Once the team is assembled, the following six steps will be taken (Forman, 2013):

I. Planning

a. LMS vendor to provide project plan template that includes all tasks needed to

implement LMS

b. Project manager to add tasks that do not involve vendor but are important to

organization:

i. Data cleanup

ii. Communications planning

iii. Change management planning

iv. User acceptance testing

v. End User support

II. LMS configuration

a. CIO or designee will work with vendor to assure data and operational needs of

organization are met by product

b. Develop a mutual understanding of the system’s data fields, functionality and

capabilities and its utility for the organization

c. User profiles – Core team to work with IT to develop

i. Demographics data

ii. Storage of data

iii. Management of data

d. Domains and audiences

i. Form minimum of 2 domains


1. Nurses, respiratory therapists, pharmacists

2. Physicians, advanced practice nurses, physician assistants

e. Administrator security roles

i. Establish security role/permissions assigned to each domain on the LMS

ii. Allow designated individuals access to create and schedule courses

iii. Allow designated individuals to register users

iv. CIO/CMIO to have final say on appropriateness of single user having

multiple roles

f. Course Catalog and Metadata

i. Vendor to provide LMS course catalog that is menu-driven allowing for

browsing

ii. Multiple language option for viewing/searching/taking courses to be

provided

iii. Metadata

1. Vendor to set up properties that describe courses

a. Web-based training (self-paced, live webinar, recorded

webinar, classroom)

g. Course and curriculum structures

i. SGH team leader designate and leads a committee to review existing paper

continuing education system and capture all mandatory Joint Commission

elements as well as elements deemed essential by SGH

ii. Vendor to allow for placeholder courses/templates to facilitate creation of

modules during migration process


iii. Include mandatory and optional modules

iv. Include multiple learning activities

1. Reading assignments

2. Pretest

3. Self-paced modules

4. Webinar or pre-recorded classroom classes

5. Final test

h. Evaluations and assessments

i. Vendor to provide native LMS tools

1. Facilitate viewing of reports at question level

2. Perform item analysis

3. Determine validity of survey or test

ii. Vendor to enable option to use Advanced distributed learning-Sharable

Content Object Reference Model (ADL-SCORM) standard

i. Competencies

i. Associate with jobs, people, assessments and courses

ii. Each competency to have specific level of proficiency

j. Notifications

i. Vendor to allow for customization of notifications

1. Alerts

2. Reminders

3. Confirmations

4. Certificates of completion


a. Ability to email to appropriate designee for filing

b. Ability to print and save for future reference

k. Reports

i. Vendor to allow for customization of reports

1. Graphical representation

2. Dashboards

3. Allow listing of needed reports, for whom, how often and for what

purpose

4. Allow designation of data set and format to report

5. Allow for biannual automatic reporting with email link to HR or

appropriate personnel

III. Systems Integration

a. Vendor to work with IT to integrate LMS with existing Human Resources

employee profile data

i. Facilitates capture of appropriate personnel with links to required

competencies for given job description

b. Single sign-on (SSO)

i. Vendor to work with IT to ensure single sign-on capabilities allowing

employees to conveniently and remotely access appropriate LMS modules

to evaluate their competencies when logged into the SGH portal

c. Portal

i. Vendor to work with IT to allow for an application programming interface

d. Enterprise search


i. Vendor to work with IT to facilitate integration of LMS with an enterprise

search format

1. User can enter single search string and retrieve mixture of training

from the LMS along with information and documents from various

sources

2. User can take advantage of the Internet and search Google, Bing,

Yahoo, etc.

e. E-commerce

i. SGH is a not-for-profit organization dedicated to the continuing education

of the employees. Therefore there is no anticipated charge to the

employees to utilize the mandatory LMS modules

IV. Course and Data Migration

a. Data Retention policy

i. Goal is to transform the current paper-based system to an electronic LMS

(e-LMS)

ii. All required elements mandated by The Joint Commission and those

required by SGH must be converted to modules accessible electronically

iii. Core Team to work together to compile list of necessary modules

1. Convert paper to e-format (may require addition of more team

members)

2. Create key learning tools and instructional models

3. Develop tests

4. Decide how long to keep employee records


5. Appeal to administration to decide how many years’ worth of

employee records should be transferred and recorded into new

system

6. Determine how much data to back up (all versus specified number

of years’ worth)

iv. User data

1. Load the users into the new e-LMS

2. Vendor to work with IT and HR to facilitate establishment of a

data feed from HR system to the new e-LMS

v. Standards-based courseware migration

1. Vendor to work with IT to facilitate implementation of SCORM-

based courses

2. IT to install the SCORM package for each of the courses on the e-

LMS

a. Categorize the SCORM courses by the authoring tool

b. Install and thoroughly test one course from each category

c. Test course launch, player compatibility, bookmarking,

navigation audio, video, animations, graphics, and

embedded links, as well as test scoring, and module and

page tracking

d. Ensure courses shows up in transcript of new LMS

vi. Course Data migration


1. Migrate/create small sample of data and test it to verify that

migration programming worked properly

2. Migrate all data after verification of successful migration sample

3. Configure any features and functionality needed for functional e-

LMS

V. Conduct User Acceptance Testing

a. Needed to ensure that vendor has delivered a fully working, bug-free system

b. Also important to ensure configuration, courses and data are available in the

system as expected

c. Schedule no more than two hours of testing per day for 1 month prior to “Go

Live”

d. Use the Delphi technique to organize a team approach

i. Each team member (including extended team members) to evaluate:

1. Procedure – making note of every action performed

a. Menu items selected

b. Fields entered

c. Checkboxes checked

d. Buttons pushed

ii. Spreadsheet format for test designers to use

iii. Worksheet that anonymously lists the testers’ role (e.g., administrator,

instructor, student, etc.) to be completed by all testers

iv. Identify all aspects to be tested and evaluated for feedback

e. Identify a test lead to debrief testers and record bugs


f. Core team to discuss status of all open bugs at end of each day of testing

i. Prioritize each bug

1. Critical: Must be fixed immediately; prevents further testing

2. Moderate: Must be fixed prior to Go Live

3. Low: Should be fixed in a future release

ii. Route bugs related to content and data to appropriate personnel at SGH

iii. Route bugs related to the system to IT, the vendor or both

iv. Maintain record of who owns each bug and provide sufficient time for

correction

v. Retest corrected bugs to verify resolution of issues

VI. Go Live

a. Preparation

i. Core team meets to brainstorm list of potential risks and contingency plans

to mitigate each risk

ii. Notification of course owners, administrators and relevant personnel of

anticipated date of Go Live (multiple notifications months in advance to

allow for preparedness and minimize element of surprise)

iii. Provide helpdesk script to support staff

1. Empower them to answer questions and respond to problems

related to end-users

2. List of anticipated call topics with description of responses

3. Provide escalation process indicating who to contact if helpdesk

staff cannot resolve the problem


b. Blackout period

i. Prepare staff/end user for when the paper LMS will no longer be available

and direct them to date when new system will be available to complete

their modules

8.0 Schedule

The LMS should be installed and functional prior to the next survey by The Joint

Commission in order to meet the CEO’s goal of avoiding another unsatisfactory rating for

compliance and continuing education records. Because The Joint Commission conducts surveys

at unannounced times anywhere from 18 to 39 months after the most recent survey, the hospital

has less than 18 months to implement the system and ensure that it is running as expected. An

ambitious schedule of 9 months will be initially set.

The project manager will be responsible for developing a work breakdown structure.

Because the CEO has identified the LMS project as high priority and time is the limiting factor,

the work breakdown structure will be used to estimate the resources (budget and FTEs) required

completing the project on time.

The organization will use quality gates to guide each stage of the project. As reviewed by

Charvant (2003), quality gates are formal review and acceptance criteria that must be met before

the project can move from one phase to the next. The project manager will be responsible for

developing the checklists that will be used to ensure that each phase of the project meets its

goals. Quality of the project will be assessed at each gate and formal sign-off and acceptance by

the CIO and project team must occur before each subsequent phase is initiated.

The six project phases are described above in section 6.0. These phases and their

respective quality gates are outlined in the table below with target dates.


Project Phase/Quality Gate Complete by Date

Phase I: Planning May 2014

Gate 1 – Confirm project team in place, vendor selected,

communications and change management plan in place, all planning

components in place

June 1, 2014

Phase II: LMS Configuration June 2014

Gate 2 – Confirm user profiles, course curriculum, and reporting and

notification capabilities are all set; all design components in place

July 1, 2014

Phase III: Systems Integration August 2014

Gate 3 – Confirm LMS integration into current HR management

system; all development components in place

September 1, 2014

Phase IV: Course and Data Migration October 2014

Gate 4 – Confirm all user data is loaded, all required elements

mandated by regulatory and accrediting agencies are included

November 1, 2014

Phase V: User Acceptance Testing November 2014

Gate 5 – Confirm that testing is complete and that all elements of the

LMS meet functional requirements and user expectations; all

deployment components are in place

December 1, 2014

Phase VI: Go-Live December 2014

9.0 Project Management

Project management will be an important aspect of this implementation as the organization is

already heavily involved in a large EHR implementation, so the Project Manager will be relied

upon even more than usual to ensure that the project is progressing on schedule. Through each of

the phases of the project as outlined above in Section 8, the Project Manager will be responsible

for ensuring that each phase of the project is completed within its allotted timeline – and if not,

identifying any bottlenecks, recognizing any problem areas or critical bugs along the way, and

submitting timely reports to the Organization at the appropriate stages. The required reports will

include:

Request for Proposal

Project Plan (to include management plans for: scope, schedule/timeline, budget, staffing,

communication strategy, process improvement, quality and risk management)


Implementation Plan (to include specifics regarding project life cycle, how the work will

be executed, and how changes will be monitored and controlled)

Quarterly Status Reports

Issues and Risks Log (this may be an internal document kept in the Project Management

Office)

Variance Requests (if needed, based on any changes to scope, obstacles or risks triggered

during the project that might result in variances to projected time, cost or quality)

The following reports will be required to be submitted to the Project Management Office:

Contractor timesheets

Contractor real-time expense reports including travel, supplies, equipment

Status reports from the Contractor and departments within the Organization working on

the project that detail:

o Work that is completed or late -- with schedule for completion if late

o Schedule variances

o Cost variances

o Risks and issues that need to be attended to and/or escalated as needed

o Changes that may be needed based on current status of project

Project Management will be an essential facet of the LMS implementation due to the urgency of

the project and the competing priorities currently underway.

12.0 Compensation and Payment Schedule

Springfield General Hospital has budgeted $650,000 for purchasing a Learning

Management System. This will cover the initial purchase cost, paying for the contractor’s

employees, and compensation for various tasks. The breakdown of the budget is as follows:


● Initial purchase cost: $300,000

● Compensation: $125,000

● Payment to contractor and contractor’s employees: $225,000

This budget is not final and can be negotiated once a vendor is selected. The stated budget of

$650,000 is adjustable by up to $200,000 in either direction.

The Organization shall reimburse the Contractor for travel and other expenses as

identified in this SOW, or as authorized in writing, in advance, by the Organization. No payment

of travel expenses will be made to the Contractor for routine travel to and from the

Organization’s location. The Contractor shall provide a detailed itemization of expenses as

requested by the Organization. If these itemized expenses are not turned into the organization for

approval, the contractor will not be paid. The due date for submission of expenses will be

determined once we confirm the timeline of the project. The partial list of tasks that need to be

signed off by the organization are as follows: installing the system on the organization’s servers,

adding any additional hardware if needed, and total payment of the employees. Other expenses

will be calculated as the project becomes more finalized.

The amount reimbursed to the Contractor is included in calculating the “not to exceed”

amount specified, and will become more concrete once a vendor is selected, the cost per task,

cost per employee, cost to install the system, etc. can be determined and the actual budget

finalized. This will allow a better understanding of how the money is going to be spent, as what

is presented here is just a general outline of the organization’s planned expenditures.


References

Brown, J. (1998, February 23). OIG compliance program guidance for hospitals. Federal

Register, 63(35), 8987-8998.

Brown, J. (2005, January 31). OIG supplemental compliance program guidance for hospitals.

Federal Register, 70(19), 4858-4876.

Charvat, J. (2003, January 31). How to use quality gates to guide IT projects. Retrieved from

TechRepublic: http://www.techrepublic.com/article/how-to-use-quality-gates-to-guide-it-

projects

Cobb, J., & Steele, C. (2013). Association learning management system. Retrieved from

Tagoras: http://www.tagoras.com/docs/Tagoras-Association-LMS-Report-Overview.pdf

DigitalThink. (2003). SCORM: The E-Learning standard. Retrieved from DigitalThink:

http://utec.ut.ac.ir/c/document_library/get_file?p_l_id=10451&folderId=26095&name=D

LFE-922.pdf

Employee Education and Training (2014) Retrieved from:

http://www.ahcancal.org/facility_operations/integrity/Pages/Compliance-Programs.aspx

Foreman, S. (2013, July 29). The six proven steps for successful LMS implementation (Part 1 of

2). Retrieved from Learning Solutions Magazine:

http://www.learningsolutionsmag.com/articles/1214/the-six-proven-steps-for-successful-

lms-implementation-part-1-of-2

Foreman, S. (2013, August 5). The six proven steps for successful LMS implementation (Part 2of

2). Retrieved from Learning Solutions Magazine:

http://www.learningsolutionsmag.com/articles/1217/the-six-proven-steps-for-successful-

lms-implementation-part-two



Jesukiewicz, P. (2009, 14 August). Testing requirements. Retrieved from Advanced Distributed

Learning: http://www.adlnet.gov/wp-

content/uploads/2011/07/SCORM_2004_4ED_v1_1_TR_20090814.pdf

Sample Policy Language on Education and Training (2014) Retrieved from:




14.0 Appendix

Our appendices will be added as we have chosen a contractor and determine the final

documents needed. Our Request for Proposal will be added after it is completed and finalized.

Below are some of the basic documents that will be required for the Contractor and Organization

to have.

14.1 Request for Proposal

To be inserted after completion of proposal.

14.2 Issues and Risks Log

Issue Risk Date Solution

14.3 Contractor Timesheet

Name Position Date Time In Time Out

14.4 Implementation Plan

To be inserted later after a Contractor is hired and the plan is finalized.

14.5 System Use Cases

These will be updated and expanded at a later point. Below are the use cases we will elaborate

on.

1. User enters the system


2. User completes learning module

3. User completes module examination

4. User checks other learning opportunities

5. User exits the system

14.6 Employee Online Learning Contract

To be inserted when a Contractor is finalized.

14.7 Contractor Proposal


14.8 The Joint Commission Training Documentation Compliance Requirements

Link to be inserted for easy access to this document.

14.9 Contractor Proposal


14.10 Project Plan


14.11 Sharable Content Objective Reference Model (SCORM)

This will be modified and finalized at a later date. We want our program to be easy to use

for everyone since we have various types of people and not everyone likes to use computers. It

needs to be user friendly but also have the content necessary to please the Joint Commission. Our

program should include our hospital logo and be in our colors. E-Learning modules should be

assigned to the users that will be using them. An Information Technology employee should not

need to worry about the clinical modules. Modules need to be assigned to those that need to

complete them and that fit their employee position.

Documents

Under Contract Name: Learning Management Systems (LMS)nicolebammelcapstone.weebly.com/uploads/4/5/0/3/45036929/assig… · Springfield General Hospital LMS Proposal Page 5 of 34 system