UNIVERSAL PATIENT RECORD SYSTEM

Project Management Capstone: Integration

Professor Belton MPM, CIPM

Christian Gonzalez, Project Manager Tamika Roland, Project Coordinator Teria Edwards, Quality Manager

TABLE OF CONTENTS

Part 1 Part 2 Part 3 Project Risks Scope risk Scope risk validity HR validity Quality validity Work Cited

BACKGROUND

Over your lifetime, you will experience situations in which you will seek out medical services outside of your primary doctor. Each time, you will be asked for your medical history, and often, you will have to either arrange with your primary doctor. In an emergency, it would be great if a doctor can access your medical history right away, which can prove to be life saving. The purpose of this project is to research and develop a design for a solution that will provide a standard set of tools for hospitals, doctors offices and other healthcare providers to share patient records to ensure the timeliest data is available when a patient needs care. This project is aimed at developing a design for a secure universal patient record system that might influence a pool of accurate customer records and data processing, coupled with hospital or doctor record keeping

PROJECT OVERVIEW

PART 1
Project Proposal Project scope SOW Boundaries Objectives WBS Project Schedule Scheduled milestones Organizational chart Communication RACI Product Requirements RBS Risk Breakdown Structure Project Risks

Project design Quality Risks Mitigation

PART 1 TOOLS & TECHNIQUES

5.1.2.4 Group creativity techniques Brainstorming 12.1.2.1 Make or buy analysis Cost benefit analysis Survey

MAKE OR BUY
Question Recommendation

1. Are you forced to perform a function internally?

Yes: Sometimes sellers contract or promise to do something that no one else does. If this situation occurs, the seller has to build the capability internally. No: Go to Question #2. Yes: If the function is part of the core capabilities of your organization, you may want to do it internally. No: Go to Question #3. Yes: Your organization may want to develop this capability internally during this project. Such development usually requires an investment in equipment or people that requires higher-level approvals before the decision can be made. You also may need to consider other issues [see Other Questions to Consider below]. No: Go to Question #4. Yes: You may want to use an external source. Sometimes you can get better responsiveness from external suppliers than you can from internal resources. If your organization allows the use of external sources even when internal resources are available, sometimes better, faster, or cheaper service can be deciding factors. No: Internal sources may be your only choice. Recommendation Yes: Sometimes sellers contract or promise to do something that no one else does. If this situation occurs, the seller has to build the capability internally. No: Go to Question #2.

2. Do you have the capabilities to perform this function internally?

3. Do you want to develop this capability internally?

4. Is it better, faster, or cheaper to find an external source?

Question 1. Are you forced to perform a function internally?

SURVEY

Questions
Do you have to get authorization to get or give patient records often? Does it take long? Can waiting on authorization exceed 48 hours turnaround time? Have a patient almost lost their life while going through authorization process? Do you feel that establishing a universal patient record system should be developed? Do you feel that you will benefit from the system? Do you feel that patients will benefit from the system? If a secure universal system is developed will you trust it and use it?

Yes/No

BRAINSTORMING

Define your problem or issue as a creative challenge. This is extremely important. A badly designed challenge could lead to lots of ideas which fail to solve your problem. A well designed creative challenge generates the best ideas to solve your problem. Creative challenges typically start with: "In what ways might we...?" or "How could we...?" what would we want as patients from our healthcare system? Your creative challenge should be concise, to the point and exclude any information other than the challenge itself. For example: "In what ways might we improve product X?" or "How could the healthcare workers provide better quality care to their patients

INNOVATIVE CONTRACTORS MANAGEMENT STRATEGY

What business situation is being addressed?
Correcting the problem of lack of comprehensive readily available patient records

What do we need to do?

Elicit a clear and complete statement of the problem to be solved and then provide a clear statement of how we intend to solve

What will we do?

Decide what can be done

How will you know you did it?

Make a plan then another do some work and then plan some more

How well did you do?

Did it meet client requirements, is the record system we produced of quality
Effective Project Management, pg22

TECHNICAL STRUCTURE

Nurses Health Care Providers Doctors

Tier based access levels Encrypted servers Server locks Login access Certified certificates for location access only Timed access login Key stroke log Database Management Systems (DBMS Entity Relationship Modeling (ERM))

PRODUCT OBJECTIVES

The cloud database will store all the patient information according to the patients identification number in the database. Information needed about the patients history must be easily extracted by medical professionals no matter their location Compliance to HIPPA standards is a requirement in order to launch the database. Cisco hardware will be some of the hardware being procured and installed to keep the database secure and create the platform for the database. Atop of the standard Cisco security that complied with HIPPA standards there will be additional security integrated into the cloud such as encrypted servers, tier base security levels, and certified certificates that all the users must procure in order to enter the database. To meet the requirement for future expansion some space will be integrated into the cloud alongside the additional hardware that made it possible

SCOPE

Innovators Contractors will provide real-time access to a complete secure universal patient record database system that will allow the doctors, researchers, academics, and other healthcare professionals to give their patients higher quality care. The system will meet the Health Insurance Portability and Accountability Act (HIPAA) standards. The design of the technical architecture of this project will be defined and delivered in a 23week time frame and within a 20 million dollar budget.

PROJECT BOUNDARIES

Work that has been excluded from the project scope and will not be provided by innovative contractors is; Will not create an application(app) to assist in entering the system. Will not hire permanent human resources to monitor the database. Will not incorporate an email system into the database Will not allocate human resources globally to retrieve patient records Will not globally integrate patient records into the database Will not maintain or save hard copy patient records Will not destroy hard copy patient record files

ORGANIZATIONAL CHART

ITMC David Belton

Christian Gonzalez Project Manager

Tamika Roland Project Coordinator

Teria Edwards Quality Manager

RACI

TEAM MEMBER/ BACK-UP Christian Gonzalez/Tamika Roland Teria Edwards/ Chris Gonzalez Tamika Roland/ Teria Edwards

SCOPE

QUALITY

RISK

COMM

HUMAN RESOURCES

TECHNICAL

COST

I I

R I

A R

C R

R A

C R

I C

R = RESPONSIBLE, A = ACCOUNTABLE, C = CONSULT, AND I = INFORM

PROJECT WORK BREAKDOWN STRUCTURE PMBOK 5.3

SCHEDULE

REQUIREMENTS BREAKDOWN STRUCTURE

Requirements Breakdown Structure

Universal Record Ststem

Database (Cloud)

Compliance

Technical

Future Expansion

Store Patient Records

HIPPA Compliance

FIPS 140.3

HIPPA

ISO 27001

IT Architecture

Processing Environment

Hardware Requirements

Software Requirements

Store New Patient Records

Universal Patient Record Format

Standard Security

Maximum security

Up-to date Security Requirements

Exceeds HIPPA Standards

Establish Levels of Authorization (Tiers)

Establish Authorized Certificates

Additional Security

Additional Security

Verification of User

Tier based Levels

Encrypted Systems

Server Locks Keystroke Logger

Timed User Logouts

COMMUNICATION
Communication Type Kickoff Meeting Objective of Communication Medium Frequency Audience Owner

Project Team Meetings Technical Design Meetings

Introduce the y project team and the project. Review project objectives and management approach. Review status of y the project with the y team. Discuss and develop technical design solutions for the project. Report on the status of the project to management. Report the status of the project including activities, progress, costs and issues. y

Face to Face

Once

y y

Tamika Christian Gonzalez Roland Teria Edwards

Face to Face Conference Call Face to Face

Weekly

y y

Tamika Christian Gonzalez Roland Teria Edwards Tamika Christian Gonzalez Roland Teria Edwards Christian Gonzalez

As Needed

y y

Weekly Project Status Meetings Project Status Reports

y y y

Face to Face Conference Call Email

Weekly

Prof. Belton y John Allen y y y y Prof. Belton Chris Gonzalez Tamika Roland Teria Edwards

Weekly

DELPHI TECHNIQUE
The following key characteristics of the Delphi method help the participants to focus on the issues at hand; Structuring of information flow The initial contributions from the experts are collected in the form of answers to questionnaires and their comments to these answers. The panel director controls the interactions among the participants by processing the information and filtering out irrelevant content. This avoids the negative effects of face-toface panel discussions and solves the usual problems of group dynamics. Regular feedback Participants comment on their own forecasts, the responses of others and on the progress of the panel as a whole. At any moment they can revise their earlier statements. While in regular group meetings participants tend to stick to previously stated opinions and often conform too much to group leader, the Delphi method prevents it. Anonymity of the participants Usually all participants remain anonymous. Their identity is not revealed, even after the completion of the final report. This prevents the authority, personality, or reputation of some participants from dominating others in the process. Arguably, it also frees participants (to some extent) from their personal biases, minimizes the "bandwagon effect" or "halo effect", allows free expression of opinions, encourages open critique, and facilitates admission of errors when revising earlier judgments Whos Feedback? Nurses Doctors When? When creating the design and structure. When implementing the database.

PROJECT RISKS
Description Unauthorized personnel access the database Project Impact: Breach of patient information, lawsuits Risk ID 01 Risk Security Probability .80 Impact .90 Score .72

Mitigation: tier base security levels, encrypted servers with locks, Certified access certificates, location based access only Owner: Tamika Roland

Description: The highest risk due to internal theft of patient information. Average of 300,000 information thefts per year.
02 Scope creep The project diverts from its baseline Project Impact: loss of project time, additional costs, .60 .90 .54 Mitigation: Weekly scoping meetings, monitor scope & work throughout project Owner: Christian Gonzalez

Description: Lessons learned and analogous projects have shown minor changes not noticed add up to disastrous repercussions.
03 HR The human resources give out their database pass code .60 .90 .54

Project Impact: Lawsuit against the hiree and cost for assisting patients

Mitigation: Certified access certificate, location based access only Owner: Teria Edwards

04

Standards

The new HIPPA standards change the requirements of the project.

.60

.80

.42

Project Impact: Delay in the project to add the new requirements

Mitigation: Meet FIPS 140.3 standards and pass SAS 70 inspection Owner: Christian Gonzalez

QUALITY MANAGEMENT PLAN

PURPOSE OF THE PROJECT QUALITY MANAGEMENT PLAN

The Project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery. It defines a projects quality policies, procedures, criteria for and areas of application, and roles, responsibilities and authorities. The Project Quality Management Plan is created during the Planning Phase of the project.

PMBOK 3.3.1
3.3.1.1 Inputs, for Project Management Process Project statement of work Business Case Contract 3.3.2 Inputs, for Identify Stakeholder Project Charter Procurement Document 3.4.2 Inputs, Collect Requirements Project Charter Stakeholder register

3.4.1 Inputs, to Develop Project Management Plan Project Charter Outputs from planning process 3.4.3 Inputs: Define Scope Project Charter Requirements Organizational Process

PART 1 OUTPUTS

Technical Structure Proposal Project Charter Communication plan Quality Management Plan Risk Management Plan

PROJECT PART 2

Using the outputs from project course part 1 team Innovative Contractors will define the scope of the project on the basis of studies conducted on the customer requirements and internal and external resources and constraints.

II

PROJECT SCOPE MANAGEMENT

Project Scope Management follows a five step process; Collect Requirements  Define Scope Create WBS Verify Scope Control Scope PMBOK 5.1 Collect Requirements this first step is the process by which we define and document the requirements needed to meet all project objectives. The foundation of this process is the project charter and stakeholder register. From these, the team can identify requirements, collectively discuss details associated with meeting each requirement, conduct interviews and follow-on discussion to clarify the requirements, and document the requirements in sufficient detail to measure them once the project begins the execution phase. This documentation also serves as an input to the next step in the process which is to define scope.

PROJECT SCOPE MANAGEMENT

PMBOK 5.2 Define Scope this step is critical to project success as it requires the development of a detailed project/product description to include deliverables, assumptions, and constraints and establishes the framework within which project work must be performed. PMBOK 5.3 Create WBS this process breaks project deliverables down into progressively smaller and more manageable components which, at the lowest level, are called work packages. This hierarchical structure allows for more simplicity in scheduling, costing, monitoring, and controlling the project. PMBOK 5.4 Verify Scope this is the process by which the project team receives a formalized acceptance of all deliverables with the sponsor and/or customer. PMBOK 5.5 Control Scope this is the process of monitoring/controlling the project/product scope as well as managing any changes in the scope baseline. Changes may be necessary to the project scope but it is imperative they are controlled and integrated in order to prevent scope creep.

STAKEHOLDER REGISTER PMBOK 5.1.1.2

Name ITMC, David Belton Christian Gonzalez Role Sponsor Responsibilities Approve or deny scope change requests as appropriate Evaluate need for scope change requests Accept project deliverables Measure and verify project scope Facilitate scope change requests Facilitate impact assessments of scope change requests Organize and facilitate scheduled change control meetings Communicate outcomes of scope change requests Update project documents upon approval of all scope changes Measure and verify project scope Validate scope change requests Participate in impact assessments of scope change requests Communicate outcomes of scope change requests to team Facilitate team level change review process Participate in defining change resolutions Evaluate the need for scope changes and communicate them to the project manager as necessary

Project Manager

Tamika Roland

Project Coordinator

Teria Edwards

Quality Manager

PRODUCT REQUIREMENTS & CHARACTERISTICS PMBOK 5.1.3.1

HIPAA requirements: The principles of the Nationwide Privacy and Security Framework for Electronic Exchange of Individually Identifiable Health Information below establish a single, consistent approach to address the privacy and security challenges related to electronic health information exchange through a network for all persons, regardless of the legal framework that may apply to a particular organization. The goal of this effort is to establish a policy framework for electronic health information exchange that can help guide the Nations adoption of health information technologies and help improve the availability of health information and health care quality. The principles have been designed to establish the roles of individuals and the responsibilities of those who hold and exchange electronic individually identifiable health information through a network.

PROJECT REQUIREMENTS & DELIVERABLES PMBOK 5.1.3.3

Benefits The completed system will adequately assist the health care providers, doctors, and nurses look up patient records in a single location. This project will be successful in reducing waiting time for assisting other patients thus increasing profit. A secure system that can store confidential patient information Success Criteria Understanding of the project Completion of the Cloud database Compliance of HIPPA standards Completion of the project within schedule and under budget Client satisfaction The system should create a common record to store patient records. The system should meet HIPPA requirements. Define technical architecture, the processing environment, and hardware and software requirements. The system should be expandable for future business.

SCHEDULED MILESTONES

7.3.2.1 Control Cost

PROJECT WBS PMBOK 5.3.2.1

Activityz Activity 1(WBS 1.0) Research $60,000

Cost

CISCO is a largely known national company that has experience with IT cloud based projects. Due to the make or buy analysis it was more beneficial to procure a preestablished housing structure to accommodate the materials for the project rather than build the housing from the ground up. SIMOS is an HR company that works with CISCO on large companies. HR COST: The average national rate of pay is $8.15 per hour. Based on the rate and the work necessary for the project a $10 rate of pay was established for the HR hired for the project.

Activity 2(WBS 2.0) Cloud Creation -Includes materials and labor Activity 3(WBS 3.0) Additional Security -Includes materials and labor Activity 4(WBS 4.0) Quality Testing -Includes materials and labor Activity 5(WBS 5.0) Database Setup -Includes materials and labor Activity 6(WBS 6.0) Monitor Performance -Includes materials and labor Activity 5(WBS 7.0) Closing -Payoff open accounts and client acceptance

$13,950,000

$50,000

$725,000

$4,300,000

$775,000

$140,000

TOTAL $20,000,000

CHANGE MANAGEMENT PROCESS

EFFECTIVE PROJECT MANAGEMENT PGS 224-225

Documenting the request Establishing a new COS Creating a PIS Defining the outcome Accommodation within the project resources and timeline Accommodation but requires additional time Accommodation but requires additional resources Accommodation but requires additional time and resources Accommodation by prioritizing the deliverables It cannot be Accommodated without significant changes to the project

PROJECT SCOPE BASELINE PMBOK 5.3.3.3

Innovators Contractors will provide real-time access to a complete secure UNIVERSAL PATIENT RECORD DATABASE SYSTEM that will allow the doctors, researchers, academics, and other healthcare professionals to give their patients higher quality care. The system will meet the Health Insurance Portability and Accountability Act (HIPAA) standards. The design of the technical architecture of this project will be defined and delivered in a 23-week time frame and within a 20 million dollar budget. The project schedule is 23 weeks long starting on September 16, 2011 and be completed on March 7, 2012.

RISK CATEGORIES
Standards HIPAA FIPS 140.3 ISO27001 Client Security  Servers  Network  Cloud  Facility  Human resources

Project Management Team management Communication management Risk management Quality management HR management Planning Estimating Controlling Monitoring

Creeps Complexity and interfaces  Scope  Feature Performance and reliability  Hope Technology  Effort

Requirements

RISK REGISTER

Risk ID

Risk

Elements

Priority Ranking

Examined

Responsible

Likely

Actions

Approved

Sign Off

SECURITY

RISK MANAGEMENT, HR MANAGEMENT PMP, COMMUNICATION MANAGEMENT SCOPE MANAGEMENT HR MANAGEMENT, RISK MANAGEMENT Time Management, Risk & Cost Management Quality Management, Risk Management Cost and Risk Management

HIGH

YES

EVERYONE

0.8

MONITOR & CONTROL

YES

PS

SCOPE CREEP

HIGH

YES

TAMIKA ROLAND

0.6

COMMUNICATE

YES

PM

HR

HIGH

YES

TERIA EDWARDS

0.6

MONITOR & CONTROL

YES

PC

Schedule

HIGH

YES

Chris Gonzalez

0.4

Monitor & Control

YES

PS

Standards

HIGH

YES

Teria Edwards

0.6

Implement & inspect Monitor & Control

YES

PM

Budget

HIGH

YES

Chris Gonzalez

0.5

YES

PS

CONFIGURATION MANAGEMENT

Configuration management involves identifying the configuration of a network system at given points in time, systematically controlling changes to the configuration, and maintaining the integrity and traceability of the configuration throughout the lifecycle. The items placed under configuration management include the software and hardware products (e.g., routers and switches) that comprise the network as well as items required to create or maintain these products (e.g., initial routing tables and switch configuration data) SN Change Control Board The SN CCB will be established as a formal approval authority for changes. It primarily exists to control changes to the SN architecture (e.g., deployment of a new piece of hardware); however, any SN issue with significant cross-organizational impact should involve the SN CCB. Written Change Requests (CRs), Impact Assessments (IAs), and meeting minutes will document the CCBs consideration of an issue.

PERFORMING CONFIGURATION MANAGEMENT

Configuration Status Accounting Configuration status accounting involves the recording and reporting of the change process. The goal of configuration status accounting is to maintain a status record of all items in the network baseline, thus providing traceability of all changes to the network. Proper configuration status accounting answers the following questions: What changes have been made to the system? When were they made? What components were affected by this change?

PERFORMING CONFIGURATION MANAGEMENT

The major activities of configuration status accounting are: Identifying the configuration status information to be recorded Maintaining a record of configuration changes Reporting the status of network configuration management Identify Status Tracking Information The following configuration status information will be regularly tracked at the SNarchitecture level: Current SN Network Architecture Inventory of Current Network Components Open Change Requests Closed Change Requests Components Affected By Change Requests Open Engineering Requests Closed Engineering Requests This information will enable the IT organization to monitor the SN architecture, to identify potential trouble spots, and to plan potential enhancements.

SCOPE VERIFICATION PMBOK 5.4

Inputs PMP Review deliverables with project sponsor or customer (I-Tech Medical Consortium Executive Committee ITMCEC Requirements traceability matrix Validated deliverables Tools & Techniques Inspection which includes activities such as measuring, examining and verifying to determine whether work and deliverables meet requirements and product acceptance criteria. Outputs Accepted deliverables Change request PROJECT DOCUMENT UPDATE

SCOPE VALIDITY

Qualitative Analysis
Requirements traceability matrix Quantitative Analysis 6.1.3.3 Project milestones(EVM) 7.3.2.1 7.3.2.5 Variance analysis CPI SPI 8.3.2.2 Control Charts

PART 3

Innovator Contractors will use the outputs from Part 2 Scope Management which developed the items listed below: PMBOK 8.1.1 Scope Baseline-Scope Statement, WBS,WBS Dictionary Stakeholder Risk Register Cost Performance Baseline Risk Register

RISK CATEGORIES

4 3.5 3 2.5 2 1.5 1 0.5 0 Prob. Cost

Cost Prob.

RISK BREAKDOWN STRUCTURE

RISK STRATEGIES

Negative
Implementation Transfer Mitigate

Positive
Exploit Share Enhance Accept

Avoid Transfer Mitigate Accept

Implementation Exploit

PI MATRIX

Probability (P)
NEARLY CERTAIN = 5 HIGHLY LIKELY = 4 LIKELY = 3 LOW LIKELIHOOD = 2 VERY UNLIKELY = 1

PI Matrix 50 40 30 20 10
VERY LOW = 1

60 50 40 30 20
LOW = 2

70 60 50 40 30
MEDIUM = 3

80 70 60 50 40
HIGH = 4

90 80 70 60 50
VERY HIGH = 5

IMPACT (I) Key Gray-Very Low Light Green-Low Green- Medium Light Blue-Med. High Blue-High

QUALITY MANAGEMENT PLAN

PURPOSE OF THE PROJECT QUALITY MANAGEMENT PLAN

To improve patient care and provide real-time access to complete and accurate patient care and provide real-time access to complete and accurate patient history through the development of this system. The Project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery. It defines a projects quality policies, procedures, criteria for and areas of application, and roles, responsibilities and authorities. The Project Quality Management Plan is created during the Planning Phase of the project. Its intended audience is the project manager, project team, project sponsor and any senior leaders whose support is needed to carry out the plan.

PART 3, OUTPUTS FOR QUALITY PLAN

Quality Management Plan Quality Metrics Quality Checklists Process Improvement Plan Project Document Updates

CONTD QUALITY PLAN

The quality tool that was used to measure the project quality and level of conformance is defined in the HIPPA Standards and Federal Information Processing Standards information). The standard provides four increasing, qualitative levels of security: Level 1, Level 2, Level 3, and Level 4.

QUALITY METRICS

METRICS The metrics determined for the project is a 0-5 number scale. The basis for the number scale is on continuous improvement with a five rating as the highest score and a one is incompletion of a phase, process, or poor documentation. 5-Excellent 4-Above Average 3-Moderate 2-Poor 1-Incomplete Alongside the measurement scale is the how, when and where measurements will be taken and identified. Identification of success will be located;  The creation of the database,  Completion of the additional security,  Passing the SAS 70 audit, integration of patient records  Implementation of the cloud database by medical personnel.

QUALITY PROCESS

Initiates by creating logins to be allocated to specific states for the quality audit of records.
Doctor Nurse Health care provider

PART 3, TOOLS AND TECHNIQUES FOR QUALITY PLAN

Cost-Benefit Analysis Cost of Quality Control Charts Quality Management Methodologies

Demings Cycle ISO 27001

COST-BENEFIT ANALYSIS 8.1.2.1

Benefits The benefits that will be established through this project is quicker patient assistance which in turn will give health care providers higher customer satisfaction and a higher profit for the additional patients seen due to the time gained by quickly retrieving patient records. The ROI for this project will be a steady return. The profit will come from the certificates, logins, and the profit for renting out database space for holding doctors records. The logins start out at $200 and must be updated every six months and the certificates cost $1,400 and must be updated yearly.  The cost for renting the space is $800 a month. The successful implementation of this project will completely change the way the health care system operates. Rather than have to locate a patients doctor for their records the records they will be safely secure in a system available for many health care providers. The processes that will change is how the doctors and nurses locate patient information

COST OF QUALITY

Cost of Conformance

Prevention Costs Training Document processes Equipment Appraisal Costs Testing Inspections Internal Failure Costs Rework Scrap External Failure Costs Liabilities Warranty work Lost Business

Cost of Nonconformance

CONTROL CHARTS PMBOK 8.1.2.3

PERFORM QUALITY ASSURANCE TOOLS & TECHNIQUES PMBOK 8.2.2

Monitor and control tools and techniques 11.6.2.2  Risk Audit-examines and document the effectiveness of risk responses in dealing with identified risk Database Audit
  Cloud database audit SAS 70 audit( system security audit) Trend Analysis Training Effectiveness Performance audit (WPI)
5 Analyze 1 Plan 2 Do

HR audit
  

The Deming Quality Approach  Seven Deadly Diseases

 B2B and B2G Focus

The Deming Cycle

 Demings Fourteen Points  The Deming Cycle

Quality Management Pg 19

4 Act

3 Check

PERFORM QUALITY CONTROL

Outputs Quality Control Measurements Validated Changes Validated Deliverables Change Requests  Project Management Plan Updates Project Documents Updates

QUALITY VALIDITY

Quality audit: Database

To be performed every two weeks. At the designated time of 6pm central time. Challenge the system database and retrieve the quality of accuracy and document.

Quality audit: Records

 To be performed every two weeks.  At the designated time of 2 pm central time.  Retrieved are records from certain letters. ( ex. D-F)  Document system progression.

Retrieved is security information, scales of security, processing time, locations that are active, documentation processing, and functionality .

QUALITY VALIDITY SAMPLE & PROJECTION

5

Quality audit: Database -Sample against Projection

4 3 2 1 0 Standard Projected Projected Standard

PERFORM QUALITY CONTROL MEASUREMENTS PMBOK 8.3.3

Quality control and Performance Measurements Quality assessment will be done on the designated milestones located below. The assessment will be based on pre-established metrics of a 1-5 measure. Along with the measurement will be a an assessment on the basis of the current budget and the location of time spend to reach that location. If necessary reserve leveling and time leveling will be done while following the change management process. Project Milestones; Creation of the database Passing the SAS 70 audit Integration of patient records Implementation of the cloud database

QUALITY VALIDITY INPUT PMBOK 8.3.3

-Checklist for databaseProject Manager: Budget: Sponsor: Project Size: Security: (virtual and physical) Login number: Company contracted: Materials used: Location: Dossier identification: (locate and access) Information handlers: Document referral:

-Checklist for RecordsProject Manager: Budget: Sponsor: Project Size: Security: (information access) Login number: Materials used: Location: Information Access: Application Controls: Dossier identification: (Patient Profile)

PERFORM QUALITY ASSURANCE

Inputs Project Management Plan Quality Metrics Work Performance Information Quality Control Measurements Tools & Techniques Quality Audit Process Analysis Plan Quality and Perform Tools & Techniques

PERFORM QUALITY CONTROL

Inputs Project Management Plan Quality Metrics Quality Checklist Work Performance Measurements Approved Changes Change Requests Deliverables Tools & Techniques Cause and Effect Diagrams Control Charts Inspection Approved Change Request Review

CONTROL CHARTS 8.3.2.2

7s 11s

ADDITIONAL QUALITY PLANNING TOOL, TRAINING PMBOK 8.1.2

Training Outline(COQ) Record Scanning & Transferring

Uploading Certificates

The project manager will review each team members assigned work activities at the onset of the project and communicate all expectations of work to be performed. The project manager will then evaluate each team member throughout the project to evaluate their performance and how effectively they are completing their assigned work. Prior to releasing project resources, the project manager will meet with the appropriate functional manager and provide feedback on employee project performance.

Creating & Documenting Logins

Planned Actual

Labor Chart

9.1.3.1 Develop HR Plan

HR VALIDITY

Qualitative Analysis
Training Effectiveness

Quantitative Analysis
Trend analysis Control Chart

Performance +3 Maximum +6s

Key s Standard Deviation

RETURN ON INVESTMENT

Rental fee
$1,000 per month

Certificate cost
$1,400

Texas: Approximately 90,500 offices and clinics with 3 nurses and 2 doctors.
Statistical Sample 3 nurses 2 doctors $200 x 3=$600 $600 x 2=$1,200 Total =$1,800

Login fee
Begins at $200

Texas 90,500 x $1,800=$162,900,000

Nurses Health Care Providers Doctors

National Implementation $162,900,000 x 50= $8.15 Billion

WORK CITED

http://www.hipaa.com/2011/08/get-ready-now-for-toughenedhipaahitech-act-privacy-and-security-rules-and-enforcement-and-bignoncompliance-fines/ http://www.aicpa.org/InterestAreas/FRC/AssuranceAdvisoryServices/Pa ges/SORHome.aspx http://www.journalofaccountancy.com/Issues/2010/Aug/20103009.htm

WORK CITED

process, using a standard procurement, and will know that they are dealing with a professional organization.. "Procurement Process." Purchasing Insight for Purchase to pay, electronic invoicing, the procurement process, the purchasing process and dynamic discounting.. N.p., n.d. Web. 3 Nov. 2011. <http://purchasinginsight.com/resources/the-procurement-process/>.

PEER EVALUATION

PEER EVALUATION FORM YOUR NAME: PEER NAME A - LEVEL PARTICIPATION B - LEVEL PARTICIPATION C - LEVEL PARTICIPATION D - LEVEL PARTICIPATION F- LEVEL PARTICIPATION YOUR ROLE: PEER ROLE