Sample:

Project Implementation Plan

(Project Charter)

(Insert name of project)

Version # (Insert number)
(Insert date)

(Insert project name) 1

Table of Contents

TABLE OF CONTENTS..................................................................I
DOCUMENT CONTROL................................................................II
DOCUMENT HISTORY.................................................................III
ACRONYMS AND DEFINITIONS.................................................IV
APPROVAL AND SIGNOFF OF THE PILOT PROJECT
IMPLEMENTATION PLAN (PROJECT CHARTER).....................V
PROJECT DEFINITION.................................................................1
PROJECT BACKGROUND...........................................................................................................1
PROJECT DESCRIPTION............................................................................................................4
PROJECT SPONSOR..................................................................................................................5
PROJECT GOAL & OBJECTIVES.................................................................................................5
PROJECT DELIVERABLES..........................................................................................................6
APPROACH & TIMELINES...........................................................................................................8
ASSUMPTIONS, CONSTRAINTS, AND CRITICAL SUCCESS FACTORS...........................................10
PROJECT SCOPE....................................................................................................................11

PROJECT ORGANIZATION........................................................13
ORGANIZATION CHART...........................................................................................................13
ROLES AND RESPONSIBILITIES................................................................................................14
COMMITTEES..........................................................................................................................20

MANAGEMENT AND PROJECT CONTROL..............................21

PROJECT CO-ORDINATION......................................................................................................21
CHANGE MANAGEMENT & SCOPE CONTROL............................................................................21
DOCUMENTATION MANAGEMENT.............................................................................................21
TIME (WORKPLAN) MANAGEMENT...........................................................................................22
COST MANAGEMENT...............................................................................................................22
QUALITY MANAGEMENT..........................................................................................................22
COMMUNICATION MANAGEMENT..............................................................................................22
RISK MANAGEMENT................................................................................................................22
ISSUE MANAGEMENT..............................................................................................................23

FUNDING STRATEGY.................................................................24

(Insert project name) i

Document Control
(Insert title)
Project Title

(Insert name and contact information)

Project Manager

Project Sponsor(s) (Insert names of one or more executive sponsors)

(Insert name and contact information)

Principal Author

(Insert name and role e.g. Project Director – pilot site 1)

Contributing Authors and
(Insert name and role e.g. Project Director – pilot site 2)
Distribution
(Insert name and role e.g. Project Manager)

(Insert number e.g. 1.0)

Version

Status (Insert status e.g. Draft, Final)

(Insert project name) ii

Document History
Version Date Changes Made By Description of Changes / Comments

1.0 (Insert date) ( Insert name) (Insert content)

(Insert project name) iii

Acronyms and Definitions
Acronym Definition

(Insert acronym or term) (Insert definition)

Examples:
CCHSA Canadian Council on Health Services Accreditation

CIHI Canadian Institute for Health Information

CMIRPS Canadian Medication Incident Reporting and Prevention System

CWG Collaborative Working Group

EHR Electronic Health Record

EMPI Enterprise Master Patient Index

FTE Full-time Equivalent

HA Health Authority

HIAL Health Information Access Layer

IHI Institute for Healthcare Improvement

IOM Institute of Medicine

IRIS Incident Management & Reporting Information System

IV Intravenous

MOH Ministry of Health

NPSA National Patient Safety Agency

PSLS BC Patient Safety and Learning System

RDD Requirements Definition Document

SCN Special Care Nursery

WHO World Health Organization

Front-line Staff Physicians, nurses, and other care providers.

(Insert project name) iv

Approval and Signoff of the Pilot Project
Implementation Plan (Project Charter)

(Insert name and role, e.g. Project Sponsor) Date

(Insert name and role, e.g. Project Sponsor) Date

(Insert name and role, e.g. Project Sponsor) Date

(Insert name and role, e.g. Project Sponsor) Date

(Insert name and role, e.g. Project Sponsor) Date

(Insert name and role, e.g. Project Sponsor) Date

(Insert name and role, e.g. Project Sponsor) Date

(Insert project name) v

Project Definition
PROJECT BACKGROUND
(Insert a description of the background for the project to help readers to understand the project and its
rationale. The description can be as long or as short as you think is necessary.)

Example:

PSLS Pilot Project

The BC Patient Safety and Learning System (PSLS) Project is now in its third phase. Formerly called the
BC Incident Reporting and Management Information System (IRIS) Project, Phase III – the Pilot Phase –
follows Phase I – Feasibility Study and Phase II – Package Selection. In the Phase III the new PSLS will
be implemented at two proposed pilot sites; one in the Neonatal Intensive Care Unit (NICU) (formerly
Special Care Nursery) at BC Women’s Hospital, part of Children’s & Women’s Health Centre of BC, an
agency of the Provincial Health Services Authority (PHSA), and the second at Tower 8 – Vascular and
General Surgery at Vancouver General Hospital, part of the Vancouver Coastal Health Authority (VCHA).
Once the two pilots are successfully completed, PHSA and VCHA plan to roll out the PSLS across their
organizations in a planned manner, with provincial implementation to follow over the next several years.
The pilot project will serve as proof of concept for introducing a web-based, electronic incident reporting
system throughout the BC healthcare system, and will validate the proposed approach to implementation.
Experience from other jurisdictions implementing this type of system suggests that the change
management component of this project will be integral to its success, hence the decision to pilot the
system and implementation approach prior to rolling it out province-wide.

In addition to proving concept and validating our implementation approach, the pilot phase of the PSLS
project will allow us to configure and tailor the electronic system for the BC healthcare context, and
establish a plan for implementation across the province. The pilot method involves conducting concurrent,
limited implementations of the PSLS in each of the two identified healthcare organizations. Front-line staff
(physicians, nurses, and other care providers), safety event investigators, managers, administrators, risk
management staff, client relations representatives, and executive leaders at each pilot site organization
are the target audiences participating in this phase of the project. During pilot implementation, the system
will be installed and tested, users and managers will be prepared to adopt the new system, and
necessary organizational changes related to policies, processes and roles will be completed. A fellow in
the Canadian Health Services Research Foundation’s Executive Training for Research Application
(EXTRA) Program is conducting an intervention project focused on the PHSA pilot, guiding the change
management activities for the pilot project in order to ensure an evidence-based approach to the
interventions, to measure both pre- and post-pilot indicators, and to effect sustainable change. The results
of the piloted intervention project will then inform and help shape the provincial implementation plan, while
realizing several benefits.

BC Patient Safety and Learning System (BC PSLS)

The BC Patient Safety and Learning System Project (BC PSLS) is a collaborative undertaking involving
all six BC Health Authorities (HA’s), specifically the Provincial Health Services Authority (PHSA),
Vancouver Coastal Health Authority (VCHA), Vancouver Island Health Authority (VIHA), Fraser Health
Authority (FHA), Northern Health Authority (NHA), and the Interior Health Authority (IHA), along with BC’s
healthcare facility insurer, the Health Care Protection Program (HCPP). The BC PSLS Project is
supported by the BC Leadership Council, which is comprised of all HA Chief Executive Officers and the
Deputy Minister of Health. The BC Patient Safety Task Force (PSTF) composed of medical and nursing
leaders from each HA, is responsible for overseeing the Project and directing the Project Office. At the HA
(Insert project name) 1
level, executive sponsorship is provided by the respective Vice Presidents responsible for quality and
safety portfolios; Project leadership is provided by HA directors of quality, safety and risk management.

The primary goal of the BC PSLS Project is to make healthcare safer, while improving the quality of care.
This goal will be accomplished through the implementation of a province-wide web-based safety incident
reporting and management information system that will support identification, investigation, and analysis
of all safety and risk-related incidents (including safety hazards and near misses), capture and facilitate
response to client feedback (including complaints, compliments and requests for information), and enable
claims management. Such reporting and related functions are fundamental to improving patient safety, as
they provide a means through which learning from experience may occur. The results of data analysis
and investigation can be used to formulate and disseminate recommendations for change in order to
prevent future problems and promote a safer healthcare system. The BC PSLS will support reporting and
learning from events occurring across the continuum of care, in hospitals, care facilities and the
community.

The specific Project objectives are to: enhance user understanding, improve communication, increase
efficiency, create and support a culture of safety, apply expertise, engage staff and leaders in the
education process, leverage opportunities to collaborate with other programs and initiatives, collaborate
with international agencies to learn from and share experiences, and leverage opportunities to link with
other registries.

Although the BC PSLS Project is centered around and relies on a web-based reporting and learning tool,
it is not simply an information technology implementation project; it is a significant change initiative. In
order to be successful, the Project must consider and address all aspects of change and apply
appropriate methodology to effect such change. Where possible, change initiatives will be linked to other
requirements, such as those identified by the Canadian Council on Health Services Accreditation
(CCHSA) regarding patient safety practices. Using a comprehensive approach to education and
communication, seven levers of change will be employed to create a comprehensive change
management plan. Specifically, these change activities involve processes, skills, structures, performance
measures, policies, culture, and rewards.

Success of the BC PSLS implementation will be determined by the degree to which the following
outcomes are achieved: Improved event and near miss reporting with specific actions resulting in reduced
or eliminated safety-related problems, provision of more timely feedback to users and leaders on events,
improved efficiency for event, complaint and claims management, provision of support to managers,
promotion of teamwork and communication, provision of a better source of data for analysis, promotion of
more effective use of resources, reduced costs, increased and improved information-sharing, a created
and supported culture of safety and learning, assistance for clinicians and administrators to learn from
their experiences, and enhanced productivity.

Consistent with Infoway’s Innovation and Adoption program objectives, BC PSLS implementation will
result in replicable technical solutions with the capacity to be sustained within the healthcare system, the
potential for system growth to include other user groups and functions, data that can guide clinical
practice decisions, and a rich and consistent data source enabling large-scale evaluation. The sequential
continuous improvement approach will result in an interoperable electronic event record system which
can be readily implemented in all communities.

Importance
In our complex healthcare system, there are times when care providers, in their efforts to help their
patients, inadvertently cause them harm. Over the past decade, studies from nations around the world
have consistently demonstrated high rates of accidental injury and preventable death (WHO, 2005a), and
an estimated 37%–51% of these adverse events are thought to be preventable (Baker, Norton, Flintoft,
Blais, Brown, Cox et al., 2004; Brennan, Leape, Laird, Hebert, Localio, Lawthers et al., 1991; Davis, Lay-
(Insert project name) 2
Yee, Briant, Ali, Scott, Schug, 2002; Leape, Brennan, Laird, Lawthers, Localio, Barnes et al., 1991;
Thomas, Studdert, Burstin, Orav, Zeena, Williams et al, 2000; Vincent, Neale, & Woloshynowych, 2001;
Wilson, Runciman, Gibberd, Harrison, Newby, Hamilton, 1995). The Canadian Adverse Events Study
(Baker et al.) reported that 7.5% of patients admitted to hospitals in Canada experience some sort of
adverse event associated with care. Looking at patient safety beyond the Canadian experience further
demonstrates the seriousness of the problem. In the United States, the Institute of Medicine report, To Err
is Human (Kohn, Corrigan, & Donaldson, 2000), stated that more people die as a result of medication
errors alone than motor vehicle accidents, breast cancer or Acquired Immune Deficiency Syndrome
(AIDS). When combined with deaths due to hospital-acquired infections and adverse drug reactions,
deaths in hospital caused by the healthcare system have been estimated to be the third leading cause of
death in the United States (Starfield, 2000). Researchers from Australia, New Zealand, and Britain have
reported similar findings (Davis et al.; Vincent et al.; Wilson et al.). Patient safety has increasingly become
a concern, both internationally and here in Canada; certainly the issue is receiving significant attention in
British Columbia.

Millar (2001) notes that “as well as being a major cause of death, medical error is a major cause of
morbidity and extra costs in the system” (p. 80). In June 2004, the Canadian Institute for Health
Information (CIHI) released a report, Healthcare in Canada, which stated that 1.1 million added days in
hospital and $750 million in extra healthcare spending may be attributable to adverse events (including
medical errors) annually (Canadian Institute for Health Information [CIHI], 2004).

The cost to healthcare providers is also significant. People who choose careers in healthcare genuinely
want to help their patients, and certainly do not mean to cause them harm (Edmondson, Roberto, &
Tucker, 2002; National Steering Committee on Patient Safety, 2002). Healthcare providers are
demoralized when patients and their families show a lack of trust in their care, and devastated when they
are involved in a serious adverse event that results in harm to a patient. Burnout, turnover, and
absenteeism have all been connected to low staff satisfaction with their work environments. Given the
present and predicted future shortages of nurses, physicians, and other healthcare professionals, this
issue has important ramifications for both recruitment and retention (Auditor General of British Columbia,
2004).

In order to address patient safety problems and make healthcare safer, organizations first must know
what is going on within their institutions and programs. Staff and leaders need effective tools to facilitate
reliable and timely reporting, analysis, learning and responsiveness. “A major element of programs to
improve patient safety is having the capacity and capability to capture comprehensive information on
adverse events, errors and near misses so that it can be used as a source of learning and as the basis for
preventive action in the future” (WHO, 2005b, p. 22). Incident reporting systems are one means through
which this objective may be met. However, reporting systems alone are not enough. A culture of safety
must exist, one where the values of safety and quality are part of the fabric of the organization, top
priorities of leaders and visible in the day-to-day activities of staff. Staff and leaders must have
relationships such that leaders trust that staff will be vigilant and report safety concerns promptly, and
staff to trust that leaders will respond positively and address the problems.

The success of the pilot project is essential to securing support and funding for provincial implementation
over the upcoming two to three years. Although leaders at all levels recognize the importance of patient
safety and related improvements and initiatives, the BC PSLS Project—like most projects—must compete
with other critical demands for funding and resources. While the case can easily be made anecdotally or
on the basis of qualitative reports from a large number of sources, the “business case” for safety is much
more difficult to make due to a severe lack of research-based or concrete evidence in the literature or
from other organizations. Thus systematically collected evidence is needed.

(Insert project name) 3

Healthcare Context
Accountability for patient safety has increasingly become a focus of accrediting agencies in most
countries. In Canada, the Canadian Council on Health Services Accreditation (CCHSA) is the country’s
major accrediting body. “The role of the CCHSA…is to support health services organizations across
Canada in achieving and continually improving the quality of care and services provided to their clients”
(Canadian Council on Health Services Accreditation [CCHSA], 2003, p. 1). In 2003, the BC Ministry of
Health (MoH) established the PSTF to identify and examine patient safety issues within the BC Health
Authorities and to lead change initiatives aimed at making healthcare safer for British Columbians.
Recognizing the need for an effective reporting and learning system, the PSTF is overseeing a
collaborative project involving all six BC Health Authorities in the selection and implementation of a
province-wide electronic incident reporting information system (BC PSLS). Although the project will use
computers to provide reporting and analysis functionality, its focus is not information technology but
cultural change. The project is being closely observed by the BC MoH, the Canadian Patient Safety
Institute, and patient safety leaders in other Canadian provinces.

Possible Implications of Project Implementation

The implementation of the PSLS system offers an opportunity to concurrently introduce and strengthen
patient safety practices that will help move organizations across the province towards safety cultures that
embrace reporting and learning. The international interest in both reporting systems and safety culture, as
demonstrated by recent reports by organizations such as the World Health Organization (WHO) and
National Patient Safety Agency (NPSA), means that the learning that arises from the PSLS Project may
be used to inform similar patient safety initiatives in Canada and world-wide. By integrating research and
evaluation processes to examine and report on both implementation and outcomes, significant
contribution may be made to the body of evidence-based knowledge on patient safety, which is currently
lacking.

PROJECT DESCRIPTION
(Insert a description of the project, including its purpose)

Example:
The purpose of the BC PSLS is to provide an automated tool to assist healthcare providers to manage
and share learning from events, and to foster development of other patient safety strategies to create a
culture of safety that will ultimately make healthcare safer for patients in BC. The system will engage
users in identifying safety concerns and will facilitate timely reporting, resolution, feedback and study of
events, including incidents, claims, and client feedback, across all programs and services within all HA’s
and will eventually include an electronic interface to HCPP.

The pilot project is focused on two sites one each at PHSA and VCHA , one at the Neonatal Intensive
care unit (NICU) at BC Women’s Hospital and the other at Tower 8 – Vascular and General Surgery at
Vancouver General Hospital.

(Insert project name) 4

PROJECT SPONSOR
(Insert a description of the project sponsor or sponsors)

Example:
The project is sponsored by the BC PSTF. Given the PSTF’s senior representatives (VP-level executives
responsible for patient safety) from all six HA’s, the BC PSLS project also has very strong regional
support.

The pilot project is sponsored by (two executive level sponsors) representing the two pilot HA’s that are
participating in this pilot phase.

PROJECT GOAL & OBJECTIVES

(Insert a description of the overall project goal and a list of project objectives)

Example:
The overall project goal is to establish a system to help health care providers MAKE HEALTH CARE
SAFER for patients in BC.

The following objectives will support this goal:

 Support a culture of safety.

 Support a non-punitive reporting environment.

 Capture, report, and provide feedback on all events: incidents, near misses, client feedback and
claims.

 Analyze events, providing timely feedback (i.e. close the loop).

 Analyze events to determine root causes.

 Identify preventative measures and disseminate information (i.e. best practices) to reduce risks.

 Support efficient workflow and communication necessary to notification, follow-up, and investigation.

 Safeguard data integrity, privacy and confidentiality.

 Support common processes, reports, forms, language, data and definitions.

 Meet regulatory requirements and standards, e.g. Canadian Council on Health Services Accreditation
(CCHSA) and professional bodies.

 Support compatibility with other project initiatives.

At a high level, the system will provide:

 Organizations with support for a culture of patient safety and a non-punitive reporting environment.

 Staff with access to simple, efficient methods of documenting events and information concerning the
follow-up of specific events.

 Managers with effective tools to facilitate workflow related to follow up and investigation of events,
and timely, efficient and relevant analysis of events within their respective areas of responsibility.

 Executives with better information about the state of care within their respective facilities.

 Specialized staff (such as Risk Managers, Client Representatives) with the ability to report, track and
manage all events, e.g. incidents, near misses, client feedback and claims.
(Insert project name) 5
 Users with automated processes that take less time than the paper equivalent.

 Ease of use.

 Responsive technology.

 Common processes language, definitions and reporting standards.

 A safeguard to data integrity, privacy, and confidentiality.

PROJECT DELIVERABLES
A deliverable is defined as any measurable, tangible, outcome, result, or item that must be produced in
order to complete the project or part of the project.

(Insert the project deliverables in the table below)

Example:
Major Milestones/Deliverables

Target Revised
Milestone/Deliverable
Date Date

PLANNING PHASE

Implementation Plan

Change Management Plan

(including Stakeholder Engagement Strategy and

Implementation Evaluation Plan)

Training Plan

Risk Management Plan

Communications Plan

DESIGN PHASE

Technical Architecture and Design

(includes HW/SW Infrastructure Design & Deployment and

security framework)

EMPI integration design options and recommendations

HW/SW Infrastructure Procured & Installed

Vendor Contract

CONFIGURE/BUILD PHASE

Functional PSLS application/taxonomy

PSLS Standard Reports and eForms

Support Model

DEPLOYMENT PHASE

Functional, System, User Acceptance Test Reports

Trained Users

(Insert project name) 6

 Major Milestones/Deliverables

Target Revised
Milestone/Deliverable
Date Date

Readiness Assessment

EVALUATION PHASE – ongoing activities that will occur in all phases of the Pilot
Project

Cultural Evaluation Reports

(Patient Safety Climate Surveys)

Operational Evaluation Reports

(includes User Satisfaction Survey Results)

Tactical Evaluation Reports

Roll-Out Resource Pack/Toolkit

(Insert project name) 7

APPROACH & TIMELINES
(Insert a timeline for the project using any format you like)

Example:
The schematic below provides a high level timeline for the pilot project.

(Insert project name) 8

This project is organized into 6 phases from Aug 2006 to Jul 2007. Deliverables developed in each phase
are listed in the deliverables table above. Workstreams are organized along 4 major areas and
integration meetings between these workstreams facilitate alignment and coordination on the project.

The Project operating governance model is shown in the schematic above. The four workstreams
identified above are reviewed and issues discussed in various operating forums:

 The Project Directors meeting is the project-level integration and issue resolution forum for Change
Management, business and technical issues. Project Director’s meeting is held every Thursday from
8:30 am to 12 noon.

 The Technical Team meets every Tuesday to review progress and issues from the technical
workstream.

 The Software Vendor has two conference calls with our teams every week, one with the Technical
Team on Wednesdays and another with business representatives, including Project Directors, to
address ongoing issues and clarifications.

 The Change Management and Communications Team meets every two weeks.

 The Health Authority Project Teams collaborate at a collaborative forum that allows cross-Health
Authority team collaboration. Cross-Health Authority working groups collaborate and work on
focused issues during the project especially during the configuration phase of the project.

 The Health Authority Project Teams meet at least weekly with their Project Director to plan and
execute their respective pilot implementation plans.

(Insert project name) 9

ASSUMPTIONS, CONSTRAINTS, AND CRITICAL
SUCCESS FACTORS
Assumptions are factors that, for planning purposes, are considered to be true, real or certain without
proof or demonstration. Assumptions affect all aspects of project planning, and generally involve a degree
of risk.

(Insert assumptions)

Example:
The following are the current assumptions made while planning the project:

Organization
 The project is perceived as a high priority by the BC Leadership Council, the BC PSTF, the HA’s, and
HCPP and therefore will have continued, visible support from all levels of management throughout
the project lifecycle.

 Roll-out sites will support and adopt implementation approaches developed in pilot project.

Project Resources
 Capital and operational funding for this project will be available and approved.

 The Negotiation Team, Business Team, Technical Team and Change Management Team are
empowered to make timely decisions (i.e. within 48 hours).

 Appropriate, skilled, and qualified resources are available according to the project schedule and
throughout the project lifecycle.

 Where there are implications for or arising from the collective agreements, issues will be resolved so
as to not impact the project schedule.

 The core Project Team members will be available throughout the project lifecycle and according to
the project schedule.

 The project will be able to leverage the knowledge and resources from prior industry initiatives.

Project Environment
 The review and/or approval cycle of deliverables will require no more than five business days.

 Sufficient space and tools will be available locally for the Project Team.

 SW from the vendor will be available to install and configure as required during the project.

 IT architecture, hardware, and software standards will be adhered to in this project, where feasible.
Note: Each HA has IT Standards, where standards are inconsistent with one another, the Technical
Team will make a recommendation(s) on the standard(s) to be adopted by the project to the Project
Manager and Local Team Leads.

 All interfaces that will be required will be implemented upon availability by other projects, so as to not
interfere with the project schedule. If they are not available during an implementation, they will be
implemented during subsequent phases of the project.

 Infrastructure will be hosted at PHSA

 Application access through web browser and Citrix

(Insert project name) 10

Constraints are applicable restrictions or limitations, either internal or external to the project that may
affect the performance of the project, generally affecting resources, funds, or schedules.

(Insert constraints)

Example:
The following are the current known constraints on this project:

 Resources – Availability of appropriate, skilled resources is limited within the participating HA’s.

 Preservation of capital and operating resources in support of all HA sites and HCPP.

 Bill 73 and section 51 of the Evidence Act may have possible future legislative changes that may
impact the application functionality requirements and business processes, resulting in the need for
additional funds to make required enhancements to the application.

 Schedules – The ability of each HA pilot site to adapt to the significant amount of change.

Critical Success Factors are aspects of the pilot project that will be used to define success.
(Insert critical success factors)

Example:
It is important to state that the ultimate goal of the PSLS project is improved patient safety and that each
of the success factors below contributes to the creation of a safer environment in the BC Healthcare
system for the benefit of all British Columbians. Key success factors are:

 Improved event and near miss reporting

 Timely feedback to users and leaders

 Improved efficiency

 Better tools and support for managers

 Improved teamwork and communication

 Evidence to guide decisions and facilitate learning for quality and safety initiatives, operational
changes, improvements

PROJECT SCOPE
(Insert the project scope, i.e. what the project will include and exclude)

Example:

In Scope:
 Negotiating a software contract that makes the software license available to all HAs in BC.

 Documenting an approach that enables HAs to participate in the PSLS and includes a definition of
central support and costs.

 Managing the application software vendor to ensure delivery meets the business and technology
requirements.

 Installing, setting up and configuring the DATIX application

 Implementing standard common taxonomy, standard common reports and forms for the incidents,
claims and complaints modules of DATIX.

(Insert project name) 11

 Establishing standard common high level business processes for incidents, claims and complaints
and required roles and responsibilities for supporting the solution in production at the two pilot sites.

 Training administrators, power users and frontline staff on PSLS at the two pilot sites.

 Providing Change Management support to facilitate a learning environment in support of a culture of

safety at the two pilot sites

 Providing access to the application to pilot site users at VCHA and PHSA

 Planning for security and privacy of data managed in the PSLS

 Procuring, setting up and integrating the required infrastructure and environments to enable
provincial use of BC PSLS

 Designing and possibly providing an interface to the Electronic Master Patient Index (eMPI) system to
pull demographic information about patients into event reports in PSLS. Note: If the eMPI is not
available for the Pilot Implementation, an interface design document will be completed.

 Complying with the Common Authentication Model – Infrastructure Project. Note: If the Common
Authentication Model is not implemented, then compliance to the model will occur during the roll-out
implementation phase.

 Planning post-implementation support (e.g. centralized support for the application, reports,
infrastructure, taxonomy, analysis of events, and determining best practices).

 Conducting functional, system and user acceptance testing.

 Creating a toolkit for use by subsequent implementation and rollout projects at HAs

 Ensuring compliance to IT standards, where required.

Out-of scope
 Other modules of DATIX than incidents, complaints and claims

 Electronic (messaging) interfaces to hospital or physicians’ systems.

 Interfaces to other systems not specifically defined above

 Access to the PSLS information by the general public.

(Insert project name) 12

Project Organization
ORGANIZATION CHART
(Insert an organizational chart for your project)

(Insert project name) 13

ROLES AND RESPONSIBILITIES
(Insert the roles and responsibilities of all project team members and key stakeholders in the table below)

Examples:
Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

Project Sponsor Have ultimate authority Answer to BC PSTF & Approve designated
over and responsibility BC Leadership Council Phase deliverables e.g.
for the project and project Project Charter,
stakeholders Contract(s) and
Approve the project
Implementation Project
scope Secure funding for
Plan – final approval of
Phase
Make decisions Project Charter &
regarding project Assist with securing Implementation Project
continuance the funding for Phase Plan
3 and beyond
Secure executive Authorize project
commitment, funding & continuance and funding
approvals
Ensure effective
Confirm strategic fit business management
Assure strategic fit direction for project

Establish overall project Authorize funding for

strategic objectives and scope changes – final
requirements approval of change
orders
Review project progress
established the Project
Steering Committee

Chair Project Steering

Committee

Project Director Control the day-to-day Answer to the Project Approve designated
aspects of the project – Sponsor Phase deliverables e.g.
scope, time, cost, Project Charter and plan,
Project management
quality, human Vendor Contract(s)
performance
resources,
Manage decisions within
communications, risk Resource performance
project
and procurement Workflow and activity
management. Approve the assigned
management
resources
Develop project charter, Quality of project
and overall project plan Approve overall task
planning & estimating
assignments
Execute the overall Project control
project plan Approve issue
Project management resolution
Provide guidance & mentorship
(Insert project name) 14
 Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

leadership to pilot Use of standard Approve project

project directors and methods and tools expenses
project teams
Project financial Approve project team
Aid in the generation of results performance reviews
the deliverables as
Project schedule Approve change orders
required
results for project team to be
Call and chair project forwarded to the Project
team meetings Sponsor for final
approval
Monitor and report
project progress Approve Team Plans
Submit monthly status to
Steering Committee &
Leadership Council

Track and dispose of

issues

Escalate to the Project

Sponsor (coordinated
with the Client Manager)
issues and changes that
are outside PM’s and
Client Manager’s
authority.

Liaise with stakeholder

groups including CIO
council, CFO council,
CHI, Team Leads

Document findings and

recommendations

Arrange for resources to

be assigned to the
project if and when
required - Establish the
Project Team

VCH Pilot Project Control the day-to-day Answer to the Project Approve designated
Director aspects of the VCHA Sponsor Phase deliverables e.g.
project – scope, time, Project Charter, Vendor
Project management
cost, quality, human Contract(s),
performance
- overall resources, Implementation Project
responsibility for communications, risk Resource performance Plan
Pilot project at and procurement Workflow and activity Manage decisions within
Vascular and management.
(Insert project name) 15
 Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

General Surgery at Develop project charter, management project

Vancouver General and project plan
Quality of project Approve the assigned
Hospital
Execute the project plan planning & estimating resources

Provide guidance & Project control Approve overall task

leadership to project assignments
Project management
team
mentorship Approve issue resolution
Aid in the generation of
Use of standard Approve project
the deliverables
methods and tools expenses
Call and chair project
Project financial Approve project team
team meetings
results performance reviews
Monitor and report
Project schedule Approve change orders
project progress
results for project team to be
Track and dispose of forwarded to the Project
issues Sponsor for final
approval
Escalate to the Project
Sponsor (coordinated Approve Team Plans
with the Client Manager)
issues and changes that
are outside PM’s and
Client Manager’s
authority.

Document all findings

and recommendations

Arrange for resources to

be assigned to the
project if and when
required - Establishes
the Project Team

Work collaboratively with

the other project
Directors

PHSA Pilot Project Control the day-to-day Answer to the Project Approve designated
Director aspects of the PHSA Sponsor Phase deliverables e.g.
project – scope, time, Project Charter, Vendor
Project management
cost, quality, human Contract(s),
performance
Responsible for resources, Implementation Project
Pilot at Neonatal communications, risk Resource performance Plan
Intensive care Unit and procurement Workflow and activity Manage decisions within
(NICU) at BC management. management project
Women’s Hospital
Develop project charter,
(Insert project name) 16
 Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

and project plan Quality of project Approve the assigned

Execute the project plan
Provide guidance &
leadership to project
team
planning & estimating resources
Project control Approve overall task
assignments
Project management
mentorship Approve issue resolution

Aid in the generation of Use of standard Approve project

the deliverables methods and tools expenses

Call and chair project Project financial Approve project team

team meetings results performance reviews
Monitor and report Project schedule Approve change orders
project progress results for project team to be
forwarded to the Project
Track and dispose of
Sponsor for final
issues
approval
Escalate to the Project
Approve Team Plans
Sponsor issues and
changes that are outside
PM’s authority.

Document all findings

and recommendations

Arrange for resources to

be assigned to the
project if and when
required - Establishes
the Project Team

Work collaboratively with

other project Directors

Pilot Team Pilot Teams are Answer to the Project Develop designated
responsible for the Director Phase deliverables
(at each HA)
configuration of the
Development of Validate business
Can consist of : package to the business
defined deliverables requirements
- Project Leads requirements of the pilot
sites, testing the Identify and help Configure solution to
- Subject matter configured package. address project issues meet requirements
experts
Pilot teams are Participate in the CWG Test configured system
- Business Analysts responsible for and help correct any
Execute Change
- Change executing change identified deficiencies
Management activities,
Management & management, communication and Coordinate UAT
Communications communication and training activities
training activities at each Liaise with pilot site
analysts and/or
Alignment with users to validate
leads
(Insert project name) 17
 Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

- Configuration site. strategic direction requirements and

analysts configuration
Make configuration and
business process related Interact with Pilot site
decisions for the project users as part of the
and validate decisions if change management,
required with pilot site communications and
representatives training related activities

Develop work products

e.g. functional
requirements, taxonomy,
test plans and test cases

Identify \ Address
issues and change
requests

Escalate to the Project

Director issues and
changes that are outside
their authority

Participate in the
Collaborative working
group (CWG) to share
and learn from project
teams at other pilot sites

Technical Team Design, procure, build, Answer to Project Develop designated

test and implement Director deliverables
scaled infrastructure and
Development of Implement designated
Can consist of : to support pilot project
technical project plan technology components
- Technical lead and solution rollout
and related in a manner that ensures
- Infrastructure and Support design and build deliverables project deadlines and
network analyst of the solution budget are met
Design, procurement
configuration in support
- Application and Implementation of Assist with resolution of
of pilot business
Analyst infrastructure any issues
requirements
- Integration analyst Design, build and Establish operating
Assist in resolving
implementation of procedures and
identified issues during
required integration documentation
project
Establish operating Adherence to
Design, build, test and
procedures and organization process and
implement integration
supporting standards
with common services
documentation
as defined e.g. common Manage task
(Insert project name) 18
 Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

authentication, eMPI assignments within sub-

team
Establish operating
guidelines and Make activity/task
documentation for decisions
managing environments,
Measure results of
disaster recovery,
activities/tasks
backup procedures etc

Design and execute and

testing for non-functional
requirements
Establish user
management and
access management for
HA users

Support PIA
requirements

Produce assigned
deliverables

Develop detailed project

plan and provide status

Support Project Director

as required

Project Office Support development of Answer to the Project Develop designated

deliverables Director deliverables
- Project Analyst
Support development of Track, gather Deliver designated
- Change
monthly project status statistics, and report activities
Management and
briefings on budget
Communication Project task mentorship
performance
Team Members Prepare meeting
Manage assigned tasks
agendas and minutes Support Project
- Rollout planning in a manner that ensures
Director as required
analyst Coordinate workshops project deadlines and
Develop Change budgets are met
- Privacy and legal Assist in facilitating &
management,
advisors scribing during Manage activity/tasks
communication and
workshops decisions
training deliverables
Develop project budget Adherence to legislation
Execute designated
in support of Project & laws for privacy and
activities from above
Manager contracts
plans
Produce designated Develop Terms and
Lead Planning and
Change Management Conditions on vendor-
budgeting efforts with
and Communications
(Insert project name) 19
 Project Responsibility Accountability Authority
Organization (Doing and/or managing (Organizationally held (Level of approval or
Roles (Position the work) accountable) decision making)
Title)

workstream deliverables HAs related contracts

like CM and Comms
Provide support to PIA
plan
and contracts process
Contribute to project
Develop required
plan development
documents for privacy
Execute designated and contracts
activities from above processes
plans
Access additional
Develop rollout plan and expertise as required.
estimates for the HA’s
Adherence to project &
Provide advice on organization process
respective areas of and standards
expertise like legal,
contracts and privacy to
facilitate efficient and
effective completion of
these tasks

COMMITTEES
(Insert information about any committees that may be stakeholders or governance bodies)

Example:
A status briefing will be made regularly to both the BC PSTF and the BC Leadership Council. This update
will be prepared by the Project Director with assistance from the Pilot Project Co-Directors and in
consultation with the Project Sponsor or designate in advance of the respective meetings.

BC Leadership Council Briefings: Prepared monthly on the first Tuesday of each month.

BC PSTF Briefings: Prepared every second month on the last Tuesday of the month.

The Project Sponsor or designate will deliver the brief to both the BC PSTF and the BC Leadership
Council. When issues are not resolved at the Project Steering Committee level, they will be escalated
through the Project Sponsor to either the BC PSTF or BC Leadership Council for advice and guidance.

(Insert project name) 20

Management and Project Control
PROJECT CO-ORDINATION
(Insert a description of the approach to project coordination)

Example:
The project will be coordinated using Project Management standards, guidelines and principles. The
project plan, combined with the issue management system, will drive the project and will be monitored
closely by the Project Directors.

CHANGE MANAGEMENT & SCOPE CONTROL

(Insert a description of the approach to change management and scope control)

Example:
The Project Sponsor or Project Directors may request a change to the project’s scope, deliverables,
schedule, or budget, or to a previously approved project deliverable (e.g. Project Charter). The Change
Request will be analyzed for impact on budget, schedule, and quality, and a joint decision to proceed or
cancel will be made. Significant changes may be escalated to the Steering Committee as appropriate.

When a change in project scope, budget, or schedule is requested, the individual who requests the
change will document the change in a Project Change Order Form and raise it with the Project Directors.
The Project Directors will then assess the impact of the change on the project in terms of schedule,
budget, and resources, filling out the impact in the Project Change Order Form. The Executive Sponsors
will review the form, and upon the acceptance/approval of the Project Directors, it will be submitted to the
Project Sponsors for final approval. If further approval is required, the Project Sponsors will seek approval
from the Project Steering Committee.

Upon approval of the Project Change Order Form, an amendment to the project plan addressing its
impacts will be recorded by the Project Directors, and maintained in the project files. Any tasks, budget, or
schedule impacts and modifications will be made in the project Work Breakdown Structure (WBS),
budget, or schedule accordingly, and reflected in the next weekly Status Report.

All changes will be communicated to the Project Team members affected by the change by the Project
Directors. Once the Project Change Order is approved, it will be assigned to the appropriate team
member to ensure that the change is planned for and accomplished. All approved Project Change Orders
will be included as part of the regular weekly status reporting processes.

Where a Project Change Order impacts a vendor, a purchase order or an addendum to the vendor
contract will be prepared and presented to Purchasing for approval and finalization. Following approval, it
will be sent to the applicable vendor.

DOCUMENTATION MANAGEMENT
(Insert a description of the approach to documentation management)

Example:
The Project Director will manage the production of all documentation deliverables, including review and
approval processes. At the completion of the project, documentation deliverables will be provided as part
of the implementation toolkit for use by subsequent implementation and roll-out.

(Insert project name) 21

TIME (WORKPLAN) MANAGEMENT
(Insert a description of the approach to time/workplan management)

Example:
Changes to the schedule that affect major milestones or the final completion date will be handled through
the change management process described in section 3.2. Significant changes will require a new
workplan baseline and revisions to the Project Charter.

Progress will be reported to the Project Sponsor at weekly status meetings; the workplan will be updated
weekly as tasks are completed.

COST MANAGEMENT
(Insert a description of the approach to cost management)

Example:
Any changes to the budget that affect the approved budget limits will be handled through the change
management process described in section 3.2, resulting in a new budget baseline.

QUALITY MANAGEMENT
(Insert a description of the approach to quality management)

Example:
All project deliverables will be subject to an internal review and approval process involving Directors and
others as appropriate and will be approved by the Project Director before submission for signoff to the
Project Sponsor.

COMMUNICATION MANAGEMENT
(Insert a description of the approach to communications management)

Example:

Progress Reporting
The Project Director will provide regular status reports summarizing major work completed and activities
in progress and due to start in the next reporting period to the Project Sponsor. The status report will also
document major issues and concerns.

Stakeholder Communications
The project team recognizes the importance of effective stakeholder communications. Communication
deliverables, such as executive presentations at major milestones will be defined in the Communication
Plan. All communications to major stakeholders and committees will be coordinated through the Project
Sponsor’s office.

RISK MANAGEMENT
(Insert a description of the approach to risk management)

Example:
The project team recognizes the importance of risk management. Accordingly, a risk management plan
and risk register will be developed and maintained throughout the pilot, identifying, monitoring and
mitigating risks proactively as the pilot projects progress.

(Insert project name) 22

ISSUE MANAGEMENT
(Insert a description of the approach to issues management)

Example:
The Project Director is responsible for tracking all project activities and ensuring and approving resolution
to all conflicts. All issues raised will be documented in memo format or email by the individual who raised
the issue(s) and submitted to the Project Director. An Issue Form is available but not required to report
issue(s). The Project Director will determine if the issue may have potential impact on the project scope,
budget, schedule, or resources. Any issue that appears to impact the project scope, budget, schedule, or
resources will be brought to the attention of the Project Sponsor for review and comment, as there is
potential need to raise a Change Order. If this is the case, the issue will then be handled through the
change management process described in section 3.2. The Project Director will resolve issues with less
significance on project scope, budget, schedule, or resources. For issues of greater significance, or if the
conflict cannot be resolved acceptably by the parties involved, the Project Director may escalate and
assign resolution to the Project Sponsor. The Project Sponsor will consult with the Steering Committee
members for resolution or invite the Project Director to present the issue to the steering committee. The
Project Sponsor will present the resolution back to the Project Director for feedback and approval. The
Project Sponsor’s decision will then be final. The Project Director will document all issues raised, their
status, and resolution in the Open Issue Table of the weekly Status Report.

(Insert project name) 23

Funding Strategy
(Insert information about funding in the table below)

Example:
Funding for this phase of the project is primarily provided as summarized below.

Funding Sources Amounts

Management, tracking and reporting on the budget is the responsibility of the B.C. PSLS Project Director.

(Insert project name) 24