I am doing a case study assignment for my master in Project Management. Here are the details of what I need to do : General Guidelines You will be provided with details of a case study in project management along with a set of four questions pertaining to the case study. You must also include an RMIT Harvard/Business format reference list at the close of your submission. No title sheet, introduction, conclusion or executive summary is required. You just need to answer the four questions and include a reference list. Ensure you present your answer to each question logically. Your answers should focus on project management concepts, practice and evidence- based solutions that respond to the questions rather than a detailed description of issues evident in the case. Avoid over reliance on quotations in your answer. You are encouraged to paraphrase sources wherever possible and to compare and contrast sources to demonstrate critical analysis of the issues. You are required to demonstrate independent research in project management concepts.

Thus, the references provided in the case study and the course text may be cited but will not be included in the minimum reference requirements. Marking criteria will consider your: (i) ability to undertake an original critical analysis of key project management concepts with respect to a case study in project management; (ii) critical thinking and problem-solving skills; and (iii) ability to incorporate relevant disciplinary learning when solving problems. The weighting of each question is equal and therefore it is recommended that each question be five-hundred words in length. Learning to communicate comprehensive information in a concise manner is an important skill and therefore penalties will be applied for exceeding the word limit.

I am looking for a high distinction, here are the creteria to acheive it : High Distinction (HD) 80 - 100% Exceptionally clear understanding of subject matter and appreciation of issues; well organised, formulated and sustained arguments; well thought out and structured diagrams; relevant literature referenced. Evidence of creative insight and originality in terms of comprehension, application and analysis with at least some synthesis and evaluation.

Here is the Case study and the questions you should answer:

Case study: VIME/Portal Project - Department of Health Following a cluster of baby deaths at Djerriwarrh Health Services in 2016, the Victorian Government commissioned a report known as "Targeting Zero" which highlighted the then Department of Health and Human Services1 (DHHS) was not effectively leading and overseeing quality and safety across the health system (VAGO, 2021, Department of Health, 2016). The report made several recommendations to improve clinical governance and noted the Victorian Auditor- General's Office (VAGO) should follow up on the Department of Health's (DoH) progress in improving clinical governance across the Victorian health system. To this end, in 2021, The VAGO undertook an audit and released the "Clinical Governance: Department of Health" report. This report highlighted that the DoH has made some clinical governance improvements since Targeting Zero, such as improving its risk assessment approach so that it no longer masks poor quality and safety performance, and improvement in sentimental event reporting. However, five years on from the Targeting Zero report, significant improvement is still required as the "Department of Health's ability to reasonably assure Victorians of the health system's quality and safety is limited" (VAGO, 2021). One of the recommendations made in the 2016 Targeting Zero report was for the Victorian Agency for Health Information (VAHI) to develop an interactive online portal to give health services and internal stakeholders better access to quality and safety data (VAGO, 2021). This portal, called the VAHI Information Management Environment, or "VIME/Portal" was to include development of a data-rich, interactive website to allow transparent public reporting of health service information and a portal for clinicians to support improved clinical practice and patient outcomes (VAHI, 2019). In essence it was envisioned the system should: "...allow health services and clinicians direct access to data to easily compare and benchmark their hospital's performance, and then drill down into their own records, examine drivers of clinical variation and map patient journeys across facilities and over time" (VAGO, 2021 p.53) The VIME and Portal Project Board was set up in 2018-19 to provide overall project governance for the VAHI Information Management Environment (VIME)/Portal project. The project board met approximately monthly in 2018-2019 to oversee the establishment of the project and the first of three phases of development as set out in Table 1.

Since I cant provide a table here, I will provide you with a description of it. I have placed all the pieces of information that is in the table. For you to understand the explanation, the table is composed of three different project stages (Project stages 1; 2; 3). In each project stage there is an explenation of the (Target audience; Intended outcomes and Status) : Table 1 (description):

1- Project stage 1 :

- Target audience : The Public

- Intneded Outcomes : Redevelop VAHI's Victorian Services Performance Website and transition it to cloud

-Satus : . VAHI planned to acheive this stage in March 2019 .

It achieved this stage in November 2019 . Delayed as VAHI needed to work with DHHS to clarify and document data specification, rules for reporting measures in past DHHS reports, define dataset specification and document report production processes.

2- Project Stage 2 :

- Target audience: Health service boards and executives

- Intended outcomes: Provide secure online access to existing quality and safety reports in PDF format . Provide disaggregated quality and safety indicators from existing quality and safety reports . Develop new interactive dashboards to replace quality and safety reports, starting with Monitor reports, to provide new drill-down functionality to individual patients' medical records

- Status: . VAHI planned to acheive this stage in November 2019 . In November 2019, VAHI started an eight-week pilot to test the new interactive Monitor dashboards . VAHI was still implementing it at the time of the VAGO audit in September 2021 due to COVID-19 and delays in completing Stage 1 3- Project Stage

3:

- Target audience: Health service clinicians and other staff

- Intended outcomes: Develop additional interactive dashboards to replace other quality and safety reports . Provide live links to health services' local databases.

- Status: VAHI planned to acheive this stage in June 2020. However, it had not started at the time of the VAGO audit in September 2021.

END OF THE TABLE

VAHI undertook an internal audit of the VIME/Portal project in November 2020 to assess the design and operational effectiveness of its key project management controls. It's overall finding was that the controls "requires improvement". Of note, the internal audit highlighted that VAHI has not developed a: Formal benefits realisation plan and benefits register to monitor and track the project's intended benefits Timeline to guide the project beyond May 2020 A change management plan, stakeholder engagement plan and change impact assessments Covid-19 had a significant impact on the VIME/Portal project with VAHI's priorities frequently changing to respond to the pandemic (VAGO, 2021, VAHI, 2019). Since March 2020, VAHI worked intensively to develop new interactive dashboards to provide health services and internal stakeholders with up-to-date information about COVID-19 cases in the state. These interactive dashboards provided valuable information and drill-down functionality for stakeholders in line with the original objectives of the VIME/Portal project (VAGO, 2021, VAHI, 2019). Thus, despite the VIME/Portal project not fully delivering on its intended benefits, this does show that VAHI has built the necessary foundational infrastructure to deliver Targeting Zero's recommendations for the VIME/Portal. Nonetheless, VAHI has been found to have done limited planning for its resources and milestones for non-COVID-19-related activities. In addition, stakeholder engagement was limited with less than 20% of users authorised to use the system logging into the portal during testing (VAGO, 2021). Responses to a user feedback survey were also limited with 17 out of 35 testers providing feedback. When VAGO surveyed intended users, they found that VAHI had not adequately engaged and consulted key stakeholders during its 8-week pilot with limited awareness of the system in key stakeholders and usability issues with the system.

Question 3: Question 3 : Discuss the pros and cons of a formalGateway Review(phase gate) process. In doing so, explain why you would, or would not, recommend the use of a gateway review process in the case of the VIME/Portal project.