Chapter 3 Case Study 1
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BUSINESS AND MANAGEMENT
Student
Instructor
Institution
Course
Date
2
Chapter 3: Medical Information Systems
Case Study 1
Question 1:
Due to the buyer's lack of familiarity with the team's consulting company, the RFP
was sent to the larger consulting firms before the team had a chance to respond. For this
reason, they were not included in the initial distribution of the RFP. Additionally, some of the
doctor's (Dr. Houser) patients also work for the renowned consulting company, which might
help the clinic upgrade its information systems.
Question 2:
Given the team's familiarity with Dr. Houser, who has just joined the preeminent
regional medical practice, they have been included as a possible option for proposal
submission. Dr. Houser personally invited Paul to discuss whether his consulting company
would be interested in improving the medical practice's overall information system. The
applicant is qualified for the role due to their experience creating and implementing medical-
specific computerized information systems.
Question 3: Bid/No Bid Checklist
i.
Project Alignments:
Is the project in line with the consulting firm's strategic goals
and areas of expertise?
ii.
Resources and Capabilities:
Does the consulting company have the necessary staff,
equipment, and resources to successfully manage a project of this size while still
fulfilling their present obligations?
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iii.
Financial Sustainability:
Is the project able to continue its financial operations? How
much money has been set aside specifically for this purpose, and does it cover the
envisioned expenses well enough?
iv.
Temporal Restrictions:
Can the team maintain the high standards of their existing
projects while still meeting the proposal submission date and project timeline? (
Sligo,
et
al
.,
2017)
.
v.
Client Relationships:
It is important to evaluate the significance of the existing
relationship with Dr. Houser and the likelihood that the local medical practise will
make recommendations in the future.
vi.
Risk Assessments:
Perform a thorough study of all potential risks associated with the
project, taking into account factors such as the difficulty of connecting different
pharmacies and offices, the need for custom software, and possible reputational
repercussions in the case of project failure.
Question 4:
Paul, Steve, and Maggie should consider doing the following:
a)
Steve:
Steve's worries about the group's ability to successfully handle a project of this
size in addition to their present duties are valid. He must thoroughly assess the
resources, capabilities, and risk factors before making a choice. It is advisable that
Steve be ready to help with the project if the team determines there are the necessary
resources and the capacity to manage it successfully. They should take advantage of
the opportunity to present a proposal, regardless of the project's prospective outcome,
and rather use a flexible strategy for its progress.
b) Paul:
Paul is enthusiastic about the project since it has a chance of succeeding, but
before making any commitments, it is crucial to carefully evaluate the team's
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capabilities and resources. Priority should be given to the possibility of hiring more
part-time workers to help with the project and lessen the workload as one possible
course of action.
c)
Maggie:
Maggie may need to prioritise her current tasks and communicate effectively
with the dissatisfied client to successfully manage their expectations, considering the
current workload and time constraints. If she needs help with anything, she can
approach a coworker for assistance or delegate it to someone else.
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References
Sligo, J., Gauld, R., Roberts, V., & Villa, L. (2017). A literature review for large-scale health
information system project planning, implementation and
evaluation.
International journal of medical informatics
,
97
, 86-97.