The creation and implementation of new systems are among the duties of a Project manager in an organization. Project managers are also responsible for ensuring that the organization’s policies, procedures, and limitations must be kept in mind while performing the duties and managing the projects assigned. Project managers break down big projects into manageable phases and identify key milestones and decision points using a practical Project Life Cycle (PLC) framework. A project manager uses a project life cycle to help them retain control over the project throughout its entire duration (Patanakul, Iewwongcharoen and Milosevic, 2010). It may also help identify the various degrees of work required from different teams or team members throughout a project’s life cycle. The allocation of resources to different efforts may be advantageous for businesses working on several projects at once. Project life cycles may be used to reinforce the notion that projects are temporary endeavours with well-defined starting and ending dates.
- The hospital management desired to have particular up gradation in the core system hospitals. It will include the following updates.
- The hospital’s clinical laboratory management wishes to update an old information system so that inquiries can be handled related to collecting samples, monitoring laboratory assessment testing, and clinical findings.
- The radiology department desires to replace the existing dictation/transcription system with a speech-recognition information system to enhance patient flow and preserve finished radiology reports.
A hospital’s vice president of HR department desires to buy an systematic module that will assist him in managing employee demographics, employment status, benefits, and compensation, among other things. As a consequence, they want to automate the software to manage their information resources better.
For this three updating, the core system must be updated for Clinical laboratory and radiology equipment. Systematic analysis, functional requirements, selection of a system with the required functionality, and systematic installation for human resources will require resources, initiation, planning, monitoring, and meeting the desired output quality. For these changes, financial approval of 450,000USD has been obtained from the Board of Directors.
Project Management
An organization’s strategic goals, including existing and developing issues, are the main aim of the project manager when confronted with the tricky examination, design, collection, or expansion and deployment of an automated mechanism. Information systems are identified, investigated, designed, selected, and implemented using the basic system development life cycle (Javed, Manzil-E-Maqsood and Durrani, 2006). A typical information system process comprises four significant phases: Initiation, Planning; Analysis and Design; Monitoring and Implementation, and lastly the project’s finalization phase. Each of these phases comprises specific requirements, and action needs to be completed by the project manager to proceed with the next phase. Each phase is interdependent to the other.
Project initiation
Project managers are appointed to projects during the initiation phase. A project team is created, roles are allocated, client requirements and project goals are established. Start by understanding the submission criteria and the deadline for final result submission (Mullaly, 2014).
Investment in specific information systems is initiated via the use of system initiation. Working through an initiation process, which is often done as part of the hospital’s comprehensive information technology strategic plan, is intended to promote cohesive method to purchasing new products and guarantee a clear identification of the project scope. This outline will include the project’s goals, budget, timeline, and current understanding of the issue (Naaranoja and Uden, 2013). When the issue and the expectations are articulated with an initial understanding, a baseline standard will be created against which the modifications that usually follow can be evaluated. As the project develops, changes are tracked. Once consensus has been achieved on the “issue” or business opportunity to be handled, the analysis step may proceed with more certainty. As a result of this phase, essential users can reach early agreements that will be useful in the future.
Tools
Project managers have access to various methods and tools to determine the viability and breadth of any new information system development project. Whether the implementation system is being built in-house or vendor base, these tools are suitable for usage in both situations to monitor the current implementation status of hospital management. In systems analysis, a variety of tools are used, including the following.
Hierarchy chart—decomposition diagram
As its name suggests, the process decomposition diagram illustrates the breakdown of processes within a project, business unit, or functional area. To do this task, all processes must be shown, along with their connections and interdependencies (Richard, Jones and Parshley, 2015). Note that decompilation does not go into the how; it simply describes the program’s operation. The process decomposition diagram is quite similar to an organization chart in that the processes in this diagram are related to one another in the same way as employees report to a manager.
The project management for implementation of updating of MIS required updating of task responsibilities at each level. The clinical laboratory management update requires the fixation of responsibility to search for a new system for hospital management that matches with organization infrastructure. After searching the system, responsibility, and step by step, person-wise roles and job descriptions are aligned and updated at the hierarchy chart to track the work status.
Artificial intelligence software needs to be searched to enhance customer radiology reports to update the radiology department related to speech recognition information systems. For this reason, the external vendor needs to be identified with whom proper step-wise procedure shall be decided to complete the updating project. The step-wise agreement of job responsibility shall become part of the hierarchy chart to follow the task completion.
Concerning the hierarchy chat for human resources system updating, in house development team shall be deployed in coordination with the human resources team. The implementation plan and role and responsibilities will be chalked down with a step-wise targeted timeline to complete the task (Sajja, 2017). This step-wise delegation of responsibility and timeline shall become part of the hierarchy chart to make a concrete follow-up for task completion.
Stakeholders (Internal and External)
People interested and affected by the proposed information system for its effective implementation are often involved as stakeholders in a project. Those whose finances support and sustain the project are a bit closer to it. Owners are people or departments who establish goals and policies and may also update and use the systems as per their requirements (Assudani and Kloppenborg, 2010). They are those in higher positions who support the general concept of the initiative. A project manager will be assigned to the project to supervise its progress. Use information and abilities and the necessary outfits and human resources department to bring everything composed coherently so that the project manager can achieve the project’s objectives. In updating project management, the internal and external stakeholders will play their respective roles and responsibilities for upgrading the system.
System implementation expert
Technical experts, which includes Information technological experts, Hardware professionals, and Internal control technology, will be the system implementation experts responsible for what is occurring or what should happen in the process or product under development is provided to complete the desires of project users.
Solutions architect and developers
Develops the overall architecture based on the effort of the explanations architect and developers. Technical requirements and methods are translated into executable code by the developer. These developers are responsible for aligning experts and users’ interfaces to reach the project completion.
Quality assurance coordinators
These coordinator assists in developing cases for testing the hospital management system and verifying that it meets its management demands. Running test cases and scripts created by another quality assurance expert tests the implementation team’s results and gets hospital users’ concerns.
Trainer
They create training materials for users for updated modules, including radiology professionals, human resource module users, and laboratory medical workers to gain complete knowledge of newly implemented changes. Trainers’ help files and customized user instructions may also be created for future references of stakeholders.
Employees
These people work for the hospital management. These employees are directed to coordinate with a domain expert and technical professionals to coordinate with them to implement the desired changes. Their feedback is essential for the fruit results of technical changes as they are on the front line to use the desired changes.
Goals
The hospital’s clinical laboratory management wishes to update an old information system so inquiries can handle information about collecting specimens, monitoring laboratory tests, and reporting clinical test findings. In order to enhance patient flow, monitor finished radiological tests, and preserve completed radiology reports, the radiology department director wishes to replace the existing dictation/transcription system with voice recognition technology (Metaxiotis, Zafeiropoulos, Nikolinakou and Psarras, 2005). Among other things, the vice president of human resources at a hospital wants to purchase an automated system that will help him manage staff demographics and employment status, as well as employee benefits and pay administration, among other things. The result of all such desire lea to automate the software to help them manage their information resources more effectively. In contrast, clinical laboratory and radiology equipment may cost hundreds of thousands or even millions of dollars. The selection of suitable systems may be made more accessible by using a systematic method to analyze user demands, define the functional requirements that satisfy those needs, choose a system with the necessary functionality, and install the system in an organized, well-thought-out way.
Project Planning
The project plan, timeline, and budget are all developed and baseline during the planning phase. Documentation is also provided for the business case and the project management methods (Dvir, Raz and Shenhar, 2003). To-do lists and personal calendars are created at this phase of a report’s development.
Strategic planning of Resources
In order to begin the project, resources must be allocated by the project manager. Budget, people, equipment, and materials are examples of available resources. As part of the resource allocation process, the project team and each team member’s position and duties must be identified and described for this hospital management up-gradation task (Eddleston, Kellermanns and Sarathy, 2007). Numerous skill sets are required for the project to be completed effectively, which shows the database work breakdown structure. Users, domain specialists, and managers would make up the team for this project.
The project’s resources for this hospital up-gradation include the latest technology systems, infrastructure, hardware, training material, and technical staff availability. Computers, case tools, and printers are among the equipment used for the hospital’s database project. Office supplies and reference materials are examples of items that may be used. Identifying project deliverables, activities, and resources required for practical project completion is thus a significant component of project planning. Each one of these factors has a direct bearing on the project’s budget.
Project schedule
An overall project schedule must be created once the implementation team has determined deliverables, activities, resources, and budget. This includes project activities and people, specifying who will do what and when. There are a variety of project management software packages to choose from in the market. Most of these applications offer project scheduling tools like Gantt charts and additional tools such as flow charts and graphics for tracking deliverables and progress on a project (Yaghootkar and Gil, 2012). The implementation of the project will include a timeline of each small job that is required to be complete in bits and pieces. The piecemeal task will sum up a single point to reach the aggregated task completion status. This up-gradation of the hospital system required three changes at different times. Being the sole project manager, these three tasks must be aligned simultaneously to upgrade and complete the project.
Timing and Expenditure control
The project manager at the hospital up-gradation task assigns resources to projects after a project schedule has been finalized, including deadlines, key milestones, and people. In addition, the project will need the deployment of resources, including money, space, facilities, equipment, and human capital (Spector and Zuckerman, 1997). There must be adequate resource levelling, and the project manager must guarantee that there is. Essentially, this implies that resources are only allocated when they are required. Because people, equipment, materials, and facilities are assigned too much in their demand, projects often exceed their budget estimates. On the other hand, projects’ budgets may be surpassed if resources are provided too late, resulting in the suspension of essential project operations.
Communication
The project manager’s work requires constant monitoring and supervision. Neglecting to monitor and manage the project may have catastrophic consequences. If the project falls behind or beyond its scheduled completion date, monitoring and control involve active action. Foreseeing difficulties and readjusting and allocating resources are essential skills for a project manager. The timelines, resources allocation, and planning details need to be shared efficiently with respective stakeholders (Zulch, 2014). This exercise will ensure that stakeholders must know the timeline of submission of their assigned responsibility. This communication will help stakeholders maintain the pace of their working style to submit their assignments quickly. Project manager at hospital updating task may include email, letters or individual letters of job assignment and subsequently, acknowledge the content of communication from respective stakeholders which will be considered their positive consent towards task completion.
Project Monitoring and Implementation
The project manager analyses the overall performance and takes remedial action at the project monitoring and implementation phase. Stakeholder performs each job, including the required research, analysis, and writing for the report, one by one, until completed all of them. Organizational system implementation includes making the system operational (Crawford and Bryce, 2003). As a rule, implementation involves various tasks, including testing the computer system, training and retraining of the user, and reparation of the outcomes.
Controlling the effect of process
The project manager for the hospital management system must ensure that procedure and system must operate efficiently and effectively to fulfill the main objective of updating the clinical laboratory, radiology department, and human resources module updating motive. Testing the implementation in the system is carried out and put into the live phase to reduce possible system faults and operational issues from users of the laboratory, radiology, and human resource support team (Anbari, Carayannis and Voetsch, 2008). Procedure review at the project level by project managers is used to fix operational flaws and make programming modifications based on the findings of system testing. To ensure the hospital management system operates and is updated as anticipated under normal commercial operating circumstances, it is essential to put it under stress by a pilot run through users in a live environment.
A successful system deployment relies heavily on user training and guidance by the project manager. During the implementation phase project manager had meetings and conversations with stakeholders to respond to their queries about which specific purpose of the project. At the hospital, IT professionals and technical staff must coordinate with the user to gain the 1st hand knowledge of their desired changes. Subsequently, guidance from the project manager will help the project implementation team utilize their resources, skills, and budget constraints according to the limit laid down in the project plan. Clinicians’ learning will help technical staff to utilize new technological tools duly assisted by coaches who are accessible 24 hours a day, seven days a week. Clinicians and other personnel with little familiarity with technology may also need “just-in-time” computer capabilities.
Addressing the issues bought by stakeholders.
As the usage of information technology in health care and hospital institutions grows, the clinical and administrative staff who rely on these management systems for their duties become more reliant on them. As a result, these systems must function reliably and be accessible at all times, frequently around the clock. A new system’s purchase is typically meticulously resourced, but it is equally essential to do the same while planning for the information system’s operations.
It is possible that the implementation of Hospital management systems raised some problems and issues from different stakeholders, including misallocation of resources, project delivery deadline and deviation from the project deliverables required to be addressed by the project manager. This section will then identify patterns and decide what needs to be done to enhance the entire system’s functionality. In-house support personnel will likely fix specific issues, while vendors may be needed for others.
Project Finalization
Project closure involves delivering the final product to the client, reallocating resources utilized in the project (including project team members), and conducting an assessment to determine if the project has achieved its intended goals. When it comes time to turn in a report, submit it to the sponsor, and maybe go out with pals to celebrate.
The project manager has applied a system development effort, which should include an assessment phase. Hospital management systems are often updated and implemented but never reviewed to see whether the original objectives for implementation were met or exceeded as desired. It is possible that the potential advantages of a hospital-based system will not be achieved if the assessment steps are omitted during the implementation phase. As a result, all systems should be assessed by the project manager against pre-developed criteria and needs requirements in order to obtain optimum advantages. In this project, the manager has come across a situation in which few project deliverables could not meet the desires of users of the human resource department. A system’s requirements can change, users to grow more sophisticated, or technology to evolve. Thus a reevaluation may be required to restart the life-cycle process.
Conclusion
A project manager is a project management expert. Project managers oversee the project’s personnel. Any project’s success hinges on people. A project cannot succeed without the right people at the right place at the right time. Project managers plan, execute, oversee, and close projects in the construction, engineering, architectural, computer, and telecommunications industries. Project managers work in many different areas of manufacturing, design, and heavy industry. A project manager typically represents a client and must identify and execute the customer’s precise requirements based on solid expertise. Adaptability to the contracting party’s internal processes and tight collaboration with designated representatives are critical to achieving cost, time, quality, and, most importantly, customer satisfaction.
A project manager typically represents a client and must identify and execute the customer’s precise requirements based on solid expertise. Adaptability to the contracting party’s internal processes and tight collaboration with designated representatives are critical to achieving cost, time, quality, and, most importantly, customer satisfaction.
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