IT 625 - Module 5 - Milestone 3 - Memo

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To: CEO, CIO, Wellness Works Project Representative CC: Project team From: <Charles Long> Subject: Wellness Data Integration Project Charter Date: <08/04/23> IT 625 – Project Milestone 3 November 26, 2023

___________________________________________________________________________________________ IT 625 – Project Milestone 3 November 26, 2023

Table of Contents PROJECT OVERVIEW ............................................................................................................................................ 4 PROJECT OBJECTIVES ......................................................................................................................................... 4 PROJECT STRATEGY ............................................................................................................................................. 5 E XISTING PROBLEM : ................................................................................................................................................... 5 S TRENGTHS AND W EAKNESSES : ............................................................................................................................... 5 O PPORTUNITIES AND THREATS : ................................................................................................................................. 5 S OLUTION TO THE PROBLEM : .................................................................................................................................... 5 P ROJECT PAYBACK PERIOD ......................................................................................................................................... 5 Estimated Cost: ....................................................................................................................................................... 5 Estimated Effort Hours: .......................................................................................................................................... 5 Estimated Duration: ............................................................................................................................................... 5 PROJECT COMMUNICATION PLAN ................................................................................................................ 5 C OMMUNICATIONS M ANAGEMENT A PPROACH ............................................................................................................ 5 C OMMUNICATIONS M ANAGEMENT C ONSTRAINTS ...................................................................................................... 6 S TAKEHOLDER C OMMUNICATION R EQUIREMENTS ...................................................................................................... 6 R OLES .......................................................................................................................................................................... 6 Project Sponsor ....................................................................................................................................................... 6 Program Manager .................................................................................................................................................. 6 Key Stakeholders .................................................................................................................................................... 6 Change Control Board ............................................................................................................................................ 6 Customer ................................................................................................................................................................. 6 Project Manager ..................................................................................................................................................... 6 Project Team ........................................................................................................................................................... 6 IT 625 – Project Milestone 3 November 26, 2023

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Steering Committee ................................................................................................................................................. 6 Technical Lead ........................................................................................................................................................ 6 P ROJECT T EAM D IRECTORY ......................................................................................................................................... 7 C OMMUNICATION M ETHODS AND T ECHNOLOGIES ...................................................................................................... 7 C OMMUNICATIONS M ATRIX ......................................................................................................................................... 8 C OMMUNICATION F LOWCHART ................................................................................................................................... 1 G UIDELINES FOR M EETINGS ........................................................................................................................................ 1 Meeting Agenda ...................................................................................................................................................... 1 Meeting Minutes ..................................................................................................................................................... 1 Action Items ............................................................................................................................................................ 1 Meeting Chair Person ............................................................................................................................................ 1 Note Taker ............................................................................................................................................................... 1 Time Keeper ............................................................................................................................................................ 1 Parking Lot ............................................................................................................................................................. 1 C OMMUNICATION S TANDARDS .................................................................................................................................... 1 C OMMUNICATION E SCALATION P ROCESS .................................................................................................................... 2 G LOSSARY OF C OMMUNICATION T ERMINOLOGY ........................................................................................................ 2 PROJECT APPROVALS ......................................................................................................................................... 3 IT 625 – Project Milestone 3 November 26, 2023

Revision History Version Date Author(s) Revision Notes 1.0 08/04/23 Charles Long Project Overview The inception of the Medical Informatics project aimed at creating a novel product that would enhance its clinical data warehouse (CDW). This enhancement involves seamlessly integrating external data feeds from wellness vendors and on-site clinical sources. This amalgamation of information would then be channeled into downstream analytics, thereby bolstering the analytical reporting procedures. Given the highly competitive landscape in which the Medical Informatics industry operates, expeditious market delivery stands as a pivotal factor. This timely execution is essential to prevent rival companies from securing a significant market foothold, underlining the critical role timing plays in the project's success. Project Objectives This project will meet the following objectives:  Objective 1 The primary aim involves the development of a modular software package designed to effectively manage wellness vendor data. This creation seeks to establish a method for accurately monitoring preventive care measures for all enrolled members. Furthermore, it encompasses the capability to track and incorporate updates made to the vendor wellness database tables and corresponding vendor reports. This includes the following: IT 625 – Project Milestone 3 November 26, 2023

 Creating an application platform that aligns with the latest operating system standards and enables cross-platform accessibility tailored to individual client needs.  Implementing the Teradata 14 database, designated to store clinical data that will be utilized for generating client reports.  Setting up MS SQL Server 2008 R2 to function as the front-end security control for the clinical Teradata database. This will enable the configuration of report parameters to regulate data access.  Implement SQL Server Reporting Services (SSRS) to generate reports from MS SQL databases, utilizing specified parameters.  Objective 2 Following the new Go-Live date of 9/26/2023 and the new completion date of 9/29/2023 , the project delivery will be met by this date.  Objective 3 Properly manage costs to improve issues causing the project to be overbudget, resolve internal conflicts, improve communication methods and structure. Project Strategy Existing problem: The programmers are facing challenges in adapting to the new programming environment. This is impeding the rate of advancement, evident in the suboptimal code quality and the emergence of bugs during testing. The departure of the previous project manager has given rise to a leadership vacuum, leading to internal conflicts, such as those between the architect and the database administrator. These conflicts have directly led to the squandering of valuable time and resources. The project's progress has been hindered by the frequent user requests for changes to the requirements. However, considering the users' significance as vital stakeholders, these requests must be accommodated despite their impact on the project's pace. IT 625 – Project Milestone 3 November 26, 2023

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Currently, the project has exceeded its budget by 20% and is advancing at a slower rate than initially anticipated. If this pace persists, there is a risk of surpassing the scheduled completion date and incurring additional expenses. Strengths and Weaknesses: The stakeholders have indicated that the delivery cost of this new product is not a significant worry. This represents a point of advantage, as their financial flexibility sets them apart from many competitors in the industry. The project team's shared history of collaboration on similar past projects serves as a valuable asset. This experience fosters stronger team cohesion and facilitates smoother conflict resolution. The project's standing is currently compromised due to the selection of a new programming environment and a shortage of proficient programmers in that domain. It seems that the two-week training period on the new MS Studio environment did not suffice for them to attain mastery over the programming language. The project exhibits a lack of clarity in its communication structure. There is no defined method for communicating the project's status to the management or for properly documenting reported issues. Opportunities and threats:  Delivering the project on schedule with a top-notch product will guarantee the retention of existing clients and market share. IT 625 – Project Milestone 3 November 26, 2023

 The incorporated functionalities within the product will enhance customer service, resulting in customer retention and an potential new customer growth. This strategic advantage will position the company competitively within the industry, allowing it to secure a larger portion of the market share.  If the project experiences delays or fails to meet its objectives and deliverables, the company could potentially lose clients to competitors who already offer similar products in the market. Solution to the problem: Due to a lack of expertise in implementing comprehensive changes and developing an application that accurately reflects the client's requirements, it is essential to enlist the services of a seasoned consultant experienced in working with such applications. This consultant, possessing an advanced skill set, is expected to cost an average hourly rate of $195. Their role will predominantly involve addressing technical complexities that were overlooked by the vendors. Furthermore, we will have developers work directly with the consultant to share knowledge for optimal future support and development. To counteract scope creeps, the establishment of a change approval process becomes imperative. Submissions for changes will be restricted after a designated time of day. Every change must undergo a thorough approval process. For approval, a comprehensive rationale for the change, its impact on modifications, rollback procedures, teams responsible for implementation, along with the scheduled date and time, must be furnished. Stakeholders will appoint a designated change approver and a backup. Similarly, the business side will designate their own change approver and backup, while the project manager will ultimately grant approval for all changes. Project payback period Estimated Cost: $529,980.00 Estimated Effort Hours: 3131.5 Estimated Duration: One year and four months IT 625 – Project Milestone 3 November 26, 2023

Project Communication Plan Communications Management Approach I believe the Deming Cycle/Shewhart Cycle that is rooted in continuous improvement while also being applied to communication management in order to ensure effective and efficient communication through out the life cycle of the project. The following is a breakdown of the cycle: Plan: 1. Identify Stakeholders: Determine all stakeholders involved in the project, both internal and external. Understand their communication preferences, needs, and expectations. 2. Communication Objectives: Define clear communication goals and objectives. What information needs to be shared, when, and through which channels? Establish measurable targets for effective communication. 3. Communication Plan: Develop a comprehensive communication plan outlining the who, what, when, where, and how of communication. Specify the frequency of communication, preferred channels, and responsible individuals for each type of communication. Do: 1. Execute the Plan: Implement the communication plan as outlined. Distribute information, updates, and reports according to the established schedule and channels. 2. Engage Stakeholders: Foster open and transparent communication with stakeholders. Address questions, concerns, and feedback promptly. Encourage two-way communication to ensure that stakeholders' voices are heard. Check: 1. Monitor Effectiveness: Regularly assess the effectiveness of the communication plan. Are stakeholders receiving and understanding the information? Are there any gaps or misunderstandings? IT 625 – Project Milestone 3 November 26, 2023

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2. Feedback Mechanisms: Implement feedback mechanisms, such as surveys or regular check-ins, to gather stakeholders' input on the quality and relevance of communication. Act: 1. Adjustments: Based on the feedback and monitoring, make necessary adjustments to the communication plan. Modify communication methods, channels, or timing if needed to better meet stakeholders' needs. 2. Continuous Improvement: Use the insights gained from the PDCA cycle to continuously refine the communication management approach. Incorporate lessons learned into future projects to enhance communication strategies. Communications Management Constraints The primary limitations we are presently encountering within the medical informatics project are time constraints. It is imperative to communicate the underlying cause of these constraints, which stems from the difficulties the developers are encountering while working within a new programming environment. This communication should be directed towards both the stakeholders and the project team. Stakeholder Communication Requirements Incorporating stakeholder communication into the matrix is essential, as adjustments will be undertaken to involve stakeholders in the communication loop. Flexibility from all parties is vital. Despite limitations, efforts will be made to engage with each party and ensure their continuous involvement and awareness of project developments. Roles Project Sponsor: The project sponsor serves as the project's advocate, holding the responsibility of funding and ensuring its ultimate success. Given their executive role, communication should generally be presented to the sponsor in a concise manner, unless specified otherwise. The sponsor relies on information conveyed by the project team, mediated through the project manager and Chief Information Officer (CIO), which includes details like time and cost. These inputs empower the sponsor to make well-informed decisions regarding the project's course. IT 625 – Project Milestone 3 November 26, 2023

Program Manager: The project manager assumes the role of overseeing all project resources, coordinating communication among vendors, the team, and the sponsor. Their duties encompass cost management, resource allocation, and ensuring adherence to timelines and deadlines. Key Stakeholders: The term "key stakeholders" pertains to individuals and entities directly influenced by the project. In the context of the medical informatics project, the key stakeholders encompass executive management and users whose chosen requirements must be fulfilled. These individuals hold significant vested interest in the project's outcomes. Change Control Board: The change control board constitutes a team entrusted with the task of assessing and granting approval for technical specification modifications made within the project. This group primarily requires information pertaining to changes and evaluations related to user documents, technical design, and the implementation strategy. Customer: The group or client delineates the project's requisites and gains the most advantages from the final outcome. Weekly progress reports, outlining project advancements and upcoming task deadlines, will also be furnished to the customer. Project Manager: The project manager holds the responsibility of supervising project execution, which entails managing diverse aspects including daily resources, project metrics, as well as providing guidance and monitoring reports. This role necessitates the project manager to serve as the primary communicator, disseminating information in accordance with the established communication plan. Project Team: The project team comprises individuals assigned various roles within the project. It is crucial for them to possess a comprehensive comprehension of the designated tasks and to diligently fulfill their respective responsibilities as outlined in the project plan. Thorough communication at a detailed level is of paramount significance for the project team, and this objective can be realized through regular interactions with the project manager. Steering Committee: The steering committee is composed of management-level individuals from various departments within the organization. Their primary responsibility is to ensure that project changes are executed in a manner that aligns with the organization's interests, which includes evaluating prototypes. Consequently, they require communication regarding subjects that have the potential to influence the project's scope and its deliverables. IT 625 – Project Milestone 3 November 26, 2023

Project Team Directory The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people. Role Name Title Organization/ Department Email Phone Project Sponsor Sue Barret Sponsor COO-DS SBARRET@MEDINFO.OR G 212-185- 8699 EXT 3121 Program Manager Michael Barr Project Director/Manage r PMO IT 625 – Project Milestone 3 November 26, 2023

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Project Manager Charles Long Project Manager Customer Wellness Works Project Team See above See above See above See above See above Communication Methods and Technologies: To enhance transparency and ensure comprehensive engagement with all teams, vendors, sponsors, and customers throughout the project, the following communication methods will be employed: ● Microsoft Teams: Utilized for internal team and external communication, document sharing, and collaborative efforts. ● Microsoft Office 365 MS Outlook: Employed for seamless email communication. ● Microsoft Office 365 OneDrive: Utilized for secure storage and sharing of project-related documents. IT 625 – Project Milestone 3 November 26, 2023

Communications Matrix The following table identifies the communications requirements for this project. Communicatio n Type Objective of Communicatio n Mediu m Frequency Audience Owner Deliverable Format Project Kickoff Introduction, Project scope communication, Identification of team that will be working on project, and timelines Teams Meeting Once All Stakeholders, Project Team, Project Sponsor Project Manager Project Agenda Meeting Minutes Word document in Project Teams folder Internal Team Meetings Regular Project Status updates Teams Meeting Weekly Project Team Project Manger Project Schedule and Milestone update Meeting minutes Word document in Project Teams folder Integration and Design Meetings Discussion regarding technical requirements and implementation Teams Meeting As needed All technical project staff Development Team Technical Design and Implementation Updates Meeting minutes Word document in Project Teams folder External Project Status Meetings External project status meetings Teams Meeting Every two weeks All Stake Holders Project Manager Project Schedule and Milestone update and Word document in Project Teams folder IT 625 – Project Milestone 3 November 26, 2023

feedback Meeting Minutes Project Status Report Project Status, costs, schedule progression, milestones, issues E-mail Weekly All Stakeholders, Project Team, Project Sponsor Project Manager Project report status Meeting Minutes Word document in Project Teams folder IT 625 – Project Milestone 3 November 26, 2023

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Medical Informatics Project Charter Communication Flowchart Guidelines for Meetings Meeting Agenda: The meeting agenda should exhibit clarity and brevity, where the presenter introduces new or pertinent information, limited to a maximum of five agenda items. This constraint acknowledges time considerations for senior management, stakeholders, and customers. Meeting Minutes : Meeting minutes are required to encompass a timeline of all actions taken and list attendees for accurate documentation. Following the meeting's conclusion, the distribution of meeting minutes must be finalized within a maximum of three days. Action Items: Action items necessitate attention, specifically approvals for unresolved cost matters or other pressing issues requiring immediate action. Every emerging issue must be allocated a designated resource and a specified completion date. Meeting Chair Person: This individual holds the responsibility for crafting the meeting agenda, composing the meeting minutes, and distributing these minutes to stakeholders and senior executives. Note Taker: This individual is tasked with recording comprehensive meeting notes, encompassing action items, attendance records, and exit actions. Additionally, they are responsible for generating the meeting minutes for all relevant parties subsequent to the meeting. 1 IT 625 – Project Management Case Study

Medical Informatics Project Charter Time Keeper: This individual is accountable for monitoring the meeting's progress and ensuring the chairperson adheres to the agenda to ensure timely meeting completion. Parking Lot: Capture any ideas that arise during the meeting but aren't covered in the agenda. Collate these unrelated subjects within a designated "Parking Lot" section for subsequent review, either after the meeting or upon project completion. The project manager will be responsible for assigning these topics to a suitable resource capable of reviewing and composing a paragraph about each topic for submission to the project manager. Communication Standards Communication standards are implemented to streamline and mitigate communication breakdowns within an organization. The predefined standards, as outlined in our communication matrix (face-to-face, email, teleconference, etc.), must be followed. The communication matrix provided above distinctly illustrates the established communication standards for the informatics project. Communication Escalation Process Priority Definition Decision Authority Timeframe for Resolution Priority 1 highest level of urgency assigned to a specific communication issue or incident. When a communication matter is designated as priority one, it signifies that immediate attention and action are required to address and resolve the issue. This level of priority is typically reserved for critical situations that have significant impact or consequences, demanding swift and focused efforts to ensure effective communication and resolution. VP or Equivalent 8 Hours Priority 2 moderately high level of urgency for a communication issue or incident. While not as critical as priority one, priority two still requires timely attention and action to address the matter. It suggests that the situation has importance and should be dealt with promptly, but it may not have immediate and severe consequences. Assigning priority two to a communication matter indicates that it should be handled with a sense of urgency to prevent escalation or further complications. Project Sponsor One Business Day 2 IT 625 – Project Management Case Study

Medical Informatics Project Charter Priority 3 Minor level of urgency for a communication issue or incident. It suggests that the matter requires attention and resolution, but it may not have immediate or significant consequences if not addressed immediately. Priority three items are important, but they can be managed within a reasonable timeframe without causing major disruptions. This level of priority highlights the need to address the issue in a timely manner while allowing for appropriate planning and allocation of resources. Project Manager Three Business Days Priority 4 Non-significant Impact Project Manager Five Business Days Glossary of Communication Terminology Term Definition Communication The effective sending and receiving of information. Ideally, the information received should match the information sent. It is the responsibility of the sender to ensure this takes place. Stakeholder Individuals or groups involved in the project or whose interests may be affected by the project’s execution or outcome. Communications Management Plan Portion of the overall Project Management Plan which details how project communications will be conducted, who will participate in communications, frequency of communications, and methods of communications. Escalation The process, which details how conflicts and issues will be passed up the management chain for resolution as well as the timeframe to achieve resolution. 3 IT 625 – Project Management Case Study

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Medical Informatics Project Charter Project Approvals ______________________________________ ___________________ Project Executive Sponsor — xxxxx Date ______________________________________ ___________________ Project Sponsor — xxxx xxxx Date ______________________________________ ___________________ Project Director — xxxx xxxx Date ______________________________________ ___________________ Client Project Manager– xxxx xxxx Date ______________________________________ ___________________ Project Manager — xxxx xxxx Date 4 IT 625 – Project Management Case Study

IT 625 - Module 5 - Milestone 3 - Memo

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