Introduction: During this "advanced" project management course, you will work individually to analyze a real-world project scenario and use PMI's newest tools and concepts to analyze and define a course of action, the project's life cycle and discuss the advantages or disadvantages of "tailoring" the project. As a new manager assigned to the project - your goal is to maximize value to your customer, protect yourself, and increase your chances of delivering a successful project. Scenario: Industry Healthcare/hospital/Clinical Department/Information Systems Department/PMBOKv7 Project Management Details: The high-level/preliminary review by the new Project Manager uncovered the following project details. Although the replacement system was being planned during the annual budget review process, the clinical department's management did not prepare a project charter. A busy hospital clinical department worked for several months to find a new integrated application for their existing patient registration and billing system. The old system had become slow and lacked the flexibility to support further clinical patient information requirements, and security was completely missing from the system. The replacement system was recommended by department management to address these deficiencies and was added to the annual capital budget review. Finally, during the next budget cycle, the hospital administration approved the new system for installation. As soon as the annual budget was approved, the hospital's Information Systems department was contacted to complete the installation. One of the IS department's Project Managers was assigned to manage the "patient registration and billing project." During the vendor selection process, the clinical department manager and sponsor were led to believe the new application would be installed within a three-month timeframe as stated by the new systems vendor. Therefore, no significant issues were expected since all department management and staff were fully committed and looking forward to the new system. When the project manager accepted the project, a high-level review of the environment and requirements revealed the following project-related concerns. A project charter was not developed as part of the budget review process. A hectic Information Systems department was assigned to manage the installation. The IS department's primary responsibility is to monitor and maintain all applications and related technologies for the hospital.as assigne ral o her pr The IS department interface and applications support staff had only one person available, performing ongoing maintenance and support for dozens of ancillary systems, etc. After a few weeks working with the clinical application vendor and IS staff, the following additional scope requirements were identified: 1 New Microsoft network servers were purchased and installed in the IS network data center (the vendor provided the hardware and operating system recommendations). 2 All patient data collected over the years on the existing system would need to be "converted" to the new system's database. 3 The new system would require several "real-time" data interfaces. Each interface needed to be configured on the network and tested with the primary hospital-wide patient registration/billing and clinical systems. 4 The new clinical system would need to be customized to support daily operations, new procedures developed, and staff would need to be trained. 5 A Go-live cutover plan needed to be developed and scheduled when all the above deliverables were completed (including a temporary reduction of the patient schedule to support the cutover). Stakeholders: Clinical department management, sponsor, and staff Hospital executive management Patient Registration and Billing Software Vendor Hospital Clinical SME Information Systems Department management IS network operations staff IS interface and software support staff IS Project Manager Other Facts: Environmental factors Hospital ancillary department management and end-user staff will be primary stakeholders throughout the project. Organizational factors The IT project manager will report to the ancillary department manager/project sponsor and work closely with clinical staff members assigned to the project team.The Project Manager will work closely with the IT network operations staff and applications support tc complete data conversions, real-time interface development, and testing. External Factors The software vendorwill need to be contacted for server and hardware specifications, software and database requirements, training, user procedures, references manuals, etc. The software vendor will provide on-site training leading to software cutover, golive, and end-user support. lntemal Factors Then Information Systems hardware and network operations staff will install all hardware, workstatioi printers, etc., and provide ongoing enduser support. Assumptions: The project budget was never a factor since the new system and project had been approved via the annual operating budget process. The Information Systems department and project management staff would be responsible for working with the software vendor to complete the necessary deliverables needed to complete the project successfully. Issues: The Project Management methodology was new to everyone involved. The Information Systems department was hectic supporting dozens of hospitalwide and department level applications. IT management's primary responsibility was to support and maintain 24):? daily Each Project Manager was free to develop a project plan, and life cycle that they thought would worl: best. The IT staff member assigned to the project was overworked and was the only experienced resource available to work on the data conversion and interface development. Constraints IT management's primary duty was to support daily operations, had limited staff, and the addition of this oroiect was unexpected