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Project Management |
| I. Are the cost/benefits clearly defined with a documented write-up? |
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1. Yes, a cost/benefit analysis has been performed by a qualified, experienced resource |
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2. Yes, a cost/benefit analysis has been performed by an entity not necessarily having experience |
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3. Cost/benefits have been informally derived but not clearly documented |
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4. No cost/benefit analysis has been performed yet |
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| II. Have metrics been established to verify the successful completion of each project phase? |
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1. Metrics have been established for each phase of the project |
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2. Metrics have been established for the first phase of the project |
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3. Metrics to determine the success of the total project have been established but not specific to a phase |
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4. No metrics have been established to ensure successful project completion |
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| III. Have scope changes occurred which appear to exert pressure on schedule demands? |
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1. No scope changes have occurred |
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2. Yes, but only small changes have been made and have been well documented |
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3. Yes, significant scope changes have been made and have been well documented |
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4. Yes, significant changes have been made and have not been clearly documented |
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| IV. How clearly are the expected project outcomes defined? |
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1. Expected outcomes are well defined |
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2. Expected outcomes are minimally defined |
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3. Overall project outcomes are broadly defined |
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4. Outcomes are not clearly defined or contain little detail |
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| V. How is the training plan being developed? |
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1. Training plan is being developed with comprehensive input from stakeholder and vendor experts |
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2. Training planning is being developed with limited input from stakeholder and vendor experts |
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3. Training planning is being developed based upon prior experiences but no formal methodology |
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4. Training planning has not yet been completed |
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| VI. How is the testing plan being developed? |
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1. Test planning is being developed with comprehensive input from stakeholder and vendor experts |
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2. Test planning is being developed with limited input from stakeholder and vendor experts |
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3. Test planning is being developed based upon prior experiences but no formal methodology |
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4. Test planning has not yet been completed |
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| VII. How much control does IT have over the schedule? |
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1. Start/end dates are flexible & established by project plan |
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2. Start/end dates established mutually by vendor & BHS IT |
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3. Start/end dates established mutually by vendor & BHS IT |
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4. Start/end dates set by vendor; penalty clauses exist |
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| VIII. How much input did BHS IT have in developing the deliverables? |
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1. We developed the deliverables for the shareholder |
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2. We guided the shareholder in developing deliverables |
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3. We were asked for comments after deliverables were developed |
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4. We had no involvement in developing deliverables |
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| IX. Is the project required before other projects can proceed? |
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1. Not at all |
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2. Indirectly |
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3. Directly at < 50% units or departments |
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4. Directly at >50% units or departments |
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| X. Is there a plan for ensuring that deliverables meet the need of the users? |
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1. There is a plan to ensure that the needs of the users are thoroughly met |
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2. The plan for verification of user deliverables is nearly complete |
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3. The plan for ensuring user deliverables is in the conceptual phase |
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4. There is no plan for ensuring that deliverables meet users needs |
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| XI. What are the IT and Technical project coordinators' overall opinion of project risk? |
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1. Risk is minimal |
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2. Risk is moderate |
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3. Risk is significant |
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4. Risk is major |
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| XII. To what degree are changes to the current business processes being managed? |
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1. There is a well-documented plan in place for the redesign of the changed processes with a detailed rollout schedule |
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2. There is a well-documented plan in place for the redesign of the changed processes but a detailed rollout schedule has not yet been developed |
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3. New process changes have been considered but are not clearly defined and documented |
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4. Process changes have not yet been considered |
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| XIII. To what degree are changes to the current IT processes being managed? |
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1. There is a well-documented plan in place for the redesign of the changed processes with a detailed rollout schedule |
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2. There is a well-documented plan in place for the redesign of the changed processes but a detailed rollout schedule has not yet been developed |
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3. New process changes have been considered but are not clearly defined and documented |
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4. Process changes have not yet been considered |
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| XIV. To what degree are changes to the current patient care processes being managed? |
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1. There is a well-documented plan in place for the redesign of the changed processes with a detailed rollout schedule |
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2. There is a well-documented plan in place for the redesign of the changed processes but a detailed rollout schedule has not yet been developed |
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3. New process changes have been considered but are not clearly defined and documented |
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4. Process changes have not yet been considered |
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| XV. To what degree are the project team and stakeholder skill requirements well defined? |
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1. Skill requirements with corresponding time frame requirements have been clearly documented for all phases of the project |
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2. Skill requirements have been clearly documented for all phases of the project but do not include corresponding time frame requirements |
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3. Skill requirements are loosely defined for the project |
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4. Skill requirements are vague or not well defined for the project |
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| XVI. To what degree have critical milestones been established for this project? |
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1. Clearly measurable and achievable milestones with firm dates have been created throughout the entire project lifecycle |
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2. Milestones, although not clearly measurable, with firm dates have been set for part of the project |
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3. Milestones have been created for the project but dates are not firmly set |
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4. No milestones exist at this time |
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| XVII. To what degree have 'open issues' been tracked and included as part of ongoing management processes? |
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1. There is proven method of issue tracking and resolution currently in place and is widely used by all parties |
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2. There is a method of issue tracking and resolution currently in place and is generally used by all parties |
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3. Open issues are dealt with on an item‑by‑item basis and are not tracked using a standard method |
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4. There is no clear issue tracking or resolution approach in use on the project |
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| XVIII. To what extent has a project plan been developed for the entire project lifecycle? |
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1. A detailed project plan has been created using an industry accepted methodology and experience from projects of similar size and scope |
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2. A project plan has been created using detailed project estimates; but not based on a comparable project |
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3. A project plan has been created using general areas of the project lifecycle, but there is not a clear understanding yet of the needed resources |
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4. No project plan exists at this time. |
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Project Resources |
| I. Does the project management team have relevant experience? |
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1. Members of the project management team have experience leading projects of similar size and complexity |
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2. Members of the project management team have had exposure to projects of similar size and complexity but not in lead roles |
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3. Members of the project management team have had limited exposure to projects of similar size and complexity and generally lack detailed knowledge |
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4. Members of the project management team have no experience with projects of similar size and complexity |
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| II. How complex is coordination of internal resources? |
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1. Internal project - no hospital resources |
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2. Small project - internal and few hospital resources |
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3. Medium project - internal and multiple hospital resources |
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4. Large project - significant internal and hospital resources |
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| III. Is the project team organized and deployed to a single location? |
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1. All team members are together with daily interactions with the users |
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2. All team members are located together but have limited user contact |
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3. Team members are in multiple locations but meet regularly |
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4. Team is located off site and rarely gets together as a whole |
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Project Size and Duration |
| I. How severe would be the result of late delivery? |
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1. No noticeable disruption of the business |
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2. Some disruption to limited, non-critical areas of the business |
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3. Some disruption to critical, time-valued areas of the business |
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4. Major disruption to the business because the new system is critical to the core business functions |
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| II. What are the number of affected stakeholders per facility? |
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1. <10 |
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2. >10 and < 50 |
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3. > 50 and < 100 |
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4. > 100 |
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| III. What is the Project Priority? |
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1. Minimal |
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2. Moderate |
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3. Significant |
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4. Major |
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| IV. What is the amount of time the SPO can spend on the project? |
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1. 50% or greater |
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2. <50% and > 35% |
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3. < 35% and > 25% |
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4. < 25% |
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| V. What is the impact of Go Live date(s) on other projects? |
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1. No projects are affected |
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2. A minimum number of projects and related resources are affected |
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3. A minimum number of projects are affected, but there are resource allocation conflicts |
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4. There are conflicts with other projects and resource allocations |
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| VI. What is the number of affected facilities? |
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1. 1 |
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2. 2 to 3 |
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3. 3 to 4 |
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4. All |
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| VII. What is the total elapsed time of the project from start to finish? |
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1. < 3 months |
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2. > 3 months and < 6 months |
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3. > 6 months and < 1 year |
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4. One year or more |
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| VIII. Will multiple business units be affected by the new system? |
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1. There will only be one business unit affected |
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2. Multiple business units within the same hospital will be affected |
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3. One business unit (each) in several hospitals will be affected |
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4. Multiple business units in several hospitals will be affected |
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| IX. Will multiple patient care units be affected by the new system? |
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1. There will only be one patient care unit affected |
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2. Multiple patient care units within the same hospital will be affected |
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3. One patient care unit (each) in several hospitals will be affected |
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4. Multiple patient care units in several hospitals will be affected |
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Project Stakeholders |
| I. Are affected stakeholders willing to accept change created by this project? |
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1. Stakeholders are well informed about the change and show strong enthusiasm |
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2. Probably, stakeholders seems enthusiastic but there has been no formal evaluation of their enthusiasm or detailed knowledge of the change |
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3. Unclear, only limited or informal feedback from stakeholders have been received |
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4. No, firsthand feedback clearly indicates reluctance to the change |
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| II. How committed is the hospital to the project? |
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1. All affected hospitals have assigned people and budgeted time |
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2. All affected hospitals have assigned people but has not budgeted time |
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3. More than half of affected hospitals have assigned people and budgeted time |
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4. Less than half of affected hospitals have assigned people and budgeted time |
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| III. How does the project affect financial systems? |
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1. Not at all |
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2. Indirectly |
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3. Directly at < 50% units or departments |
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4. Directly at > 50% units or departments |
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| IV. How does the project affect human resource systems? |
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1. Not at all |
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2. Indirectly |
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3. Directly at < 50% units or departments |
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4. Directly at > 50% units or departments |
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| V. How does the project affect patient care systems? |
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1. Not at all |
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2. Indirectly |
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3. Directly at < 50% units or departments |
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4. Directly at > 50% units or departments |
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| VI. What is the level of stakeholders involvement in the project? |
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1. The stakeholders are involved and have a permanent representative presence on the project team |
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2. The stakeholders are available for consultation and to provide functional advice |
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3. The stakeholders are minimally engaged on the project and clarification of requirements is difficult |
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4. The stakeholders are not involved in the project |
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| VII. What will be the magnitude of change that the new system will impose upon the business stakeholders? |
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1. The new system will impose very little change, if any, upon the stakeholders |
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2. The new system will change slightly the current daily operations of the stakeholders |
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3. The new system will require significant changes by the stakeholders and will require training |
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4. The new system will present an entirely new way for the stakeholders to complete daily operations |
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| VIII. What will be the magnitude of change that the new system will impose upon the patient care stakeholders? |
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1. The new system will impose very little change, if any, upon the stakeholders |
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2. The new system will change slightly the current daily operations of the stakeholders |
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3. The new system will require significant changes by the stakeholders and will require training |
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4. The new system will present an entirely new way for the stakeholders to complete daily operations |
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| IX. Will staff numbers be reduced as a result of implementing the system? |
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1. There will not be a reduction in staff as a result of the new system |
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2. A small number of reductions are expected to isolated areas of the organization |
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3. Numerous reductions are expected to several levels of the organization |
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4. Staffing projections have not been completed |
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Project Support |
| I. Is the current Client Server and Operating Systems structure prepared to support the new system? |
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1. C/S and OS have significant experience in managing similar environments and will require little or no training |
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2. C/S and OS have experience with similar environments, but will probably require some degree of training |
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3. C/S and OS have limited or no experience with the environment and will require extensive training to be effective |
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4. C/S and OS does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| II. Is the current Clinical Support structure prepared to support the new system? |
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1. Clinical Support has significant experience in managing similar environments and will require little or no training |
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2. Clinical Support has experience with similar environments, but will probably require some degree of training |
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3. Clinical Support has limited or no experience with the environment and will require extensive training to be effective |
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4. Clinical Support does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| III. Is the current Data Base & Integration structure prepared to support the new system? |
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1. Data Base & Integration has significant experience in managing similar environments and will require little or no training |
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2. Data Base & Integration has experience with similar environments, but will probably require some degree of training |
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3. Data Base & Integration has limited or no experience with the environment and will require extensive training to be effective |
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4. Data Base & Integration does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| IV. Is the current Financial Support structure prepared to support the new system? |
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1. Financial Support has significant experience in managing similar environments and will require little or no training |
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2. Financial Support has experience with similar environments, but will probably require some degree of training |
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3. Financial Support has limited or no experience with the environment and will require extensive training to be effective |
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4. Financial Support does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| V. Is the current Help Desk structure prepared to support the new system? |
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1. The Help Desk has significant experience in managing similar environments and will require little or no training |
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2. The Help Desk has experience with similar environments, but will probably require some degree of training |
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3. The Help Desk has limited or no experience with the environment and will require extensive training to be effective |
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4. The Help Desk does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| VI. Is the current Networking and Telecom structure prepared to support the new system? |
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1. Networking has significant experience in managing similar environments and will require little or no training |
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2. Networking has experience with similar environments, but will probably require some degree of training |
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3. Networking has limited or no experience with the environment and will require extensive training to be effective |
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4. Networking does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| VII. Is the current Operations structure prepared to support the new system? |
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1. Operations has significant experience in managing similar environments and will require little or no training |
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2. Operations has experience with similar environments, but will probably require some degree of training |
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3. Operations has limited or no experience with the environment and will require extensive training to be effective |
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4. Operations does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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| VIII. Is the current Web Development structure prepared to support the new system? |
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1. Web Development has significant experience in managing similar environments and will require little or no training |
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2. Web Development has experience with similar environments, but will probably require some degree of training |
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3. Web Development has limited or no experience with the environment and will require extensive training to be effective |
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4. Web Development does not have the expertise required to manage the operations and new resources will have to be hired or contracted |
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Technological |
| I. Do the key technologies appear to be the appropriate foundation given the system design? |
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1. There is every reason to believe that the proposed technology represents a solid foundation for the foreseeable future. |
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2. Certain components may reach the end of their lifecycle before the system does, but there is a high probability that there will be an upgrade path for replacement |
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3. Certain components may reach the end of their lifecycle before the system does and there does not appear to be a logical upgrade path |
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4. Various components appear to have reached the end of their lifecycle and more advanced technology exists in the market or technology foundation has yet to be determined |
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| II. Does the project replace current system hardware? |
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1. No |
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2. Unknown |
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3. Yes |
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| III. Does the project require conversions of current data systems? |
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1. No |
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2. Unknown |
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3. Yes |
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| IV. Does the project’s technology (software, hardware, etc.) conflict with current BHS technology? |
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1. No |
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2. Unknown |
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3. Yes |
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| V. Has (or will) the functionality of software be tested? |
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1. No |
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2. Unknown |
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3. Yes |
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| VI. How clearly defined are the system operating procedures (backups, restart/recovery, etc.)? |
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1. Well defined with easy, well-documented, legible procedures |
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2. Maintenance procedures exist and some documentation exists |
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3. Maintenance procedures exist but documentation is limited |
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4. System maintenance procedures are not clearly defined or documented |
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| VII. How many existing computer systems must the project system interact with? |
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1. A limited number of interfaces |
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2. A moderate number of interfaces |
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3. A large number of interfaces |
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4. The number of interfaces is not known |
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| VIII. How mature are the technologies & products in this project? |
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1. All technologies/products are mature |
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2. Few technologies/products are new |
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3. Many (30-69%) of technologies/products are new |
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4. Most (70% or more) technologies/products are new |
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| IX. How severely would business be impacted by a system failure? |
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1. Minimal impact-system is not critical to daily patient care or business functions |
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2. Moderate impact-system is critical to patient care or business, but a well-documented, automated contingency approach exists |
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3. Significant impact-system is critical to patient care or business and contingency plan relies on work-around |
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4. Severe impact-system is critical to patient care or business and there is no well-documented contingency plan |
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| X. How thoroughly have the technology options been evaluated? |
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1. Experienced technical specialists performed a comprehensive evaluation of options using a proven methodology |
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2. Experienced technical specialists made recommendations based on prior experiences |
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3. Key functional personnel made recommendations for the options |
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4. A detailed evaluation has not yet been performed |
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| XI. Is the project required to update old technology? |
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1. No |
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2. Unknown |
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3. Yes |
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| XII. Is the proposed hardware/software environment in production already within the organization? (i.e. mainframe, client server, middleware, etc.) |
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1. The environment is in production and well established |
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2. The environment is currently in use in production but not well-established and subject to changes |
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3. The environment is currently in use for development efforts but has not yet been established in production |
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4. Hardware/software environment is not currently in use |
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| XIII. Is there a system load test or other measures to ensure good system performance (i.e. measures to test response time, system efficiency, etc.)? |
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1. There is a load test for system performance in accordance with accepted industry standards |
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2. There is a methodology for load testing but some phases are not complete |
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3. The load testing plans have been discussed, but are not in place at this time |
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4. There are no plans for load testing the system. |
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| XIV. To what extent will the new system enable de-installation of the existing system? |
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1. The new system will completely replace an existing system or an existing system does not exist |
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2. The new system will be a new layer that will lead to the eventual replacement of an existing system |
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3. The new system will be a new layer and there is not a business case for the elimination of any existing systems |
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4. The new system will be run in parallel to an existing system |
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| XV. What knowledge level does the Technical project team members have for the proposed technology environment? |
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1. The proposed platform is well understood by the project team and any technical difficulties that emerge are likely to be handled in-house |
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2. There are parts of the platform that are very clearly understood, however, aspects of the new platform will be seen for the first time. |
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3. The platform is not well known to the project team but specialized expertise is readily available from vendors |
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4. The platform is not well know to the project team and specialized expertise is not easily available |
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Project Vendors |
| I. Does the vendor project management team have relevant experience? |
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1. Members of the vendor project management team have experience leading projects of similar size and complexity |
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2. Members of the vendor project management team have had exposure to projects of similar size and complexity but not in lead roles |
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3. Members of the vendor project management team have had limited exposure to projects of similar size and complexity and generally lack detailed knowledge |
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4. Members of the vendor project management team have no experience with projects of similar size and complexity |
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| II. How complex is coordination of external resources? |
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1. No subcontractors or vendors to manage |
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2. One or two subcontractors / vendors to manage |
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3. Three to five subcontractors / vendors to manage |
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4. Six or more subcontractors / vendors to manage |
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| III. Is the vendor well established in the business community with a strong financial background? |
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1. The vendor is well established and in good financial condition |
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2. The vendor is well established, but financial condition is unknown |
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3. The vendor has been established for less than two years |
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4. The vendor is a startup business with little financial history |
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| IV. What is the vendor's ability to implement the technology? |
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1. The vendor has successfully completed a number of previous implementations |
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2. The vendor has successfully completed some previous implementations (1‑3) |
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3. The vendor has limited experience with this technology |
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4. The vendor has not previously implemented this technology |
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Financial Opportinity |
| I. How many components of the IT Strategic Plan does the project support? |
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1. Project objectives have been clearly documented and can be linked to specific components of the IT Strategic Plan |
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2. The project direction is consistent with the IT Strategic Plan but the relationship has not been clearly documented |
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