HH

1. PACIFIC HEALTHCARE
CASE STUDY
GROUP-1
•ANAY SHUKLA -MJ22DBM053
•DIVYA GOTHI –MJ22DBM002
•POOJA PRIYADHARSHINI PADMANABHAN –MJ22DBM057
•SUPRIYA KAMBLE –MJ22DBM005
•KRITI CHATURVEDI –MJ22MM044
WELLNESS PEERS

2. About Pacific
Healthcare
Given the Covid-19 Pandemic, Pacific
Hospital's 1500 beds serve more than
1000outpatientsperday.
Thehospitalhasarobustinfrastructure
toas istqualityimprovement.

3. 01. 04.
02.
05.
03.
06.
CHALLENGES
No systematic way.
Lack of additional space.
Time consuming process.
Lack of monitoring of expired
medicines.
Shortage of medicines.
No proper system to trace
records.

5. Measurable Organisational Value
Organizational Impact Value Metric Time
Strategic  Well-designed work flows for the staff. 15 Months
Customer
 Better Patient Experience for administrative matters.
 User experience being convenient, less intimidating,
time efficient and reliable.
 Easy to manage patient history and records
 Patient (customer) satisfaction
improved by 30%.
 Time saved on each patient case
was half.
 Decreased errors of personal
information management by 40%
12 Months
Financial
 Reduced costs with better inventory management.
 Reduced operational costs associated with centralized
control.
 Reduce the losses from expired medicines.
 Reduce the cost by an average of
30%.
 Reduce the losses by 40%.
12 Months
24 Months
Operational
 Reduce waiting time.
 Reduce time between diagnosis of reports to sending
it to a doctor.
 Reduce waiting time for patients in Pharmacy.
 Reduce the search time for patients’ physical records.
 Quicker diagnosis for the patients.
 Reduce time from 3 Hours to 1
Hour.
 Reduce the time and maintenance
cost by an average of 20%.
6 Months
12 Months
Social
 Reduce electricity by replacing it with solar systems.
 Reduce Usage of bio-degradable. Convert hospital
waste into bio-degradable.
 Convert 50% of electricity into solar
systems.
 Reduce 50% of wastage into bio-
degradable.
24 Months
24 Months

6. USE CASE DIAGRAM

7. DELIVERABLE
STRUCTURE
CHART

8. WORK BREAK DOWN STRUCTURE

9. RISK IMPACT TABLE

10. RISK RANKINGS

11. RISK STRATEGIES

12. QUALITY ASSESSMENT
Quality Metric Proposed Quality Assurance
Process Metric
1. Choosing the right vendor for software
development.
2. No.of defects during development of
the IOT system.
Verification
1. Check their previous success in
projects, defect log to asses criticality.
2. Check if the software meets the
business functionality.
Product Metric
1. Errors encountered during compatibility
with existing IT infra
2. Security issues relating to the
centralized control system.
Validation
1. Integration testing across various test
environments and also user testing.
2. Simulating mock cyberattacks in real
time.
Project Metric
1. Duration of training hours to hospital
admin and staffs.
2. Extensive automation and latest
technologies which may exceed our
Validation
1. Upskilling training from the platform
vendors.
2. Minimizing the number of tasks that
cross our budget.

13. CHANGE MANAGEMENT- Online Portal for Booking and Tokens
Target of Change Willingness/Readiness/Ability Change Management Strategy
1. Medical Management-
Doctors, Nurses
Willing/Not Able/ Ready Environmental Adaptive: -
Give them workshops and training
to resolve their pain points.
2. Radiology, Pathology-
For updated Lab reports
Willing/ Able/ Not Ready Rational Empirical-
Workshop and training with
demonstration of the usability of the
portal.
3. Inventory Management-
Pharmacy, Lab Tests
Willing/ Able/ Ready Power Coercive-
Mandate changes to complete the
process.

14. Implement change management Plan
User friendly Time Efficient Bug Fixing Internal and external
Alignment
Improved Project
Outcomes

15. THANKYOU