The document outlines a project charter for Boston's mobile mammography van initiative, which aims to enhance breast health education and screening for underserved women. Key objectives include implementing a patient management software system to automate documentation processes and improve funding opportunities. The charter addresses project scope, risks, timelines, success factors, and management strategies to ensure effective execution and communication among stakeholders.

1. Appendix B: Sample Project Charter
· Information Systems
· Mobile Mammography Van
· Project Charter
· Version 1.0
· Created: 08/01/2008
· Printed:
· Prepared by: Sam Smith
· Presented to: Karen Zimmerman
Project Charter Table of Contents
· REVISION HISTORY
· FOREWORD
· BUSINESS REQUIREMENTS
· Background
· Project Overview
· Project Objectives
· Value Provided to Customers
· Business Risks
· VISION OF THE SOLUTION
· Vision Statement
· Major Features
· Assumptions and Dependencies
· Related Projects
· SCOPE AND LIMITATIONS
· Scope of Initial Release
· Scope of Subsequent Releases
· Out of Scope
· PROJECT SUCCESS FACTORS
· BUDGET HIGHLIGHTS
· TIMELINE
· PROJECT ORGANIZATION
· PROJECT MANAGEMENT STRATEGIES
· Project Meetings
· Issue Management

2. · Scope Change Management
· Training Strategy
· Documentation Development Strategy
· Project Work Paper Organization and Coordination
Revision History
Table B.1
Name
Date
Reason for Changes
Ver./Rev.
Foreword
The purpose of a Project Charter is to document what the
Project Team is committed to deliver. It specifies the project
timeline, resources, and implementation standards. The Project
Charter is the cornerstone of the project, and is used for
managing the expectations of all project stakeholders.
A Project Charter represents a formal commitment among
Business Sponsors, Steering Committees, the Project Manager,
and the Project Team. Therefore it is the professional
responsibility of all project members to treat this agreement
seriously and make every effort to meet the commitment it
represents.
Business Requirements
Background
Sponsored by the Dana Farber Cancer Institute (DFCI) in
partnership with the Boston Public Health Commission,
neighborhood health centers, and community groups, Boston’s
Mammography Van provides mammography screening and
breast health education throughout the City of Boston to all
women, regardless of ability to pay, with a priority on serving
uninsured and underserved women right in their neighborhoods.
The Mammography Van program began in April of 2008, using

3. GE software for registration, scheduling, and billing. All
clinical documentation of the mammography screening has been
performed manually since April 2008. Statistical reports
generated to maintain state and federal guidelines are all done
manually.
Project Overview
The project has two major objectives:
· Implementation of Mammography Patient Manager software to
allow for on-line documentation of the clinical encounter with
the patient.
· Implementation of a wireless solution on the van at the time of
the new software implementation. This will allow real-time
updating of the patient appointment information as well as
registering walk-on patients on the spot. Online documentation
will allow ease of reporting to the state and federal agencies.
The products evaluated for implementation are specific to the
needs of a mobile program and will meet most, if not all, of the
needs of the program.
Project Objectives
Boston’s Mobile Mammography Van program will benefit
monetarily with a software system because of the reporting
capabilities available with online documentation. Grant money,
as well as state and federal money, is available to the program if
evidence is produced to support the needs of the grant and/or
the state and federal guidelines of mammography programs. The
program will be more easily able to report on the information
required by grants and governments to receive funding. There is
also the current possibility that we are losing funding as a result
of our current manual reporting practice.
The current program’s resources spend valuable time manually
calculating statistics. A software system will automate these
processes, thus freeing the resources to perform more valuable
functions. The van’s mammography technician spends a lot of
time manually updating and calculating which clients require
additional follow-up. A software system will allow real-time
reporting of which clients require which type of follow-up. This

4. will decrease the amount of time the technician will spend
manually determining which patient requires which follow-up
letter. The program will be secure in its adherence to state and
federal reporting guidelines for the van program as well as for
the technicians working in the program.
Value Provided to Customers
· Improved productivity and reduced rework
· Streamlined business processes
· Automation of previously manual tasks
· Ability to perform entirely new tasks or functions
· Conformance to current standards or regulations
· Improved access to patient clinical and demographic
information via remote access
· Reduced frustration level compared to current process
Business Risks
The major risk associated with the implementation is the
selection of an incompatible vendor. There is always the
concern that with a program that is new to the institution, the
understanding needed to fully anticipate the needs of the
program is incomplete. In addition, there is the risk that the
software solution will increase workload as it offers more
functions than are currently available to the user in a manual
system.
Risk mitigation action items include this charter, which should
clearly state the “in scope” objectives of the implementation.
This should address both risks identified here.
Vision of the
Solution
Vision Statement
The Mobile Mammography Van program will be a more

5. efficient and safe environment. The current lack of a software
system introduces risks due to potential regulatory issues,
patient safety issues due to potential missed follow-up, as well
as program risks due to potential loss of funding. The proposed
implementation of a software system alleviates these risks as
well as introduces the prospect of future expansion of the
program that is not easily achieved in the current environment.
The program should be able to handle more patients with the
new software. The registration and scheduling process will stay
the same, but the introduction of remote access will increase
efficiency. Changes to appointments or patient demographic
data can now occur on the van. An interface with the GE
scheduling and registration software to the mobile
mammography software will ensure no duplicate entry of patient
data. The ability to document patient history online on the van
will decrease the amount of paperwork filled out at the end of
the day by the technician. There will also be the opportunity to
track patients better by entering data during the day rather than
at the end of the day.
The current transcription process is not expected to change.
Films will still be read in the current manner, but reports will
be saved to a common database. This will allow the technician
or program staff to access the reports on line. Entry of the
BIRAD result (mammography result) will occur much more
quickly and efficiently. Patient follow-up based on the BIRAD

6. will be done more quickly as well. Letters can be automatically
generated based on the results and printed in batches. All
patient follow-up, including phone calls, letters, and certified
letters can be captured in the system with a complete audit trail.
This ensures the program’s compliance with regulations
concerning patient follow-up.
The film-tracking functions will also allow more accurate
tracking of the patient’s films. Accurate film tracking will
increase the turnaround time for film comparisons and patient
follow-up.
The ability to customize the software will increase the grant
funding possibilities for the program. The program can
introduce new variables or queries to the clients in order to
produce statistical reports based on the gathered information.
Increases in funding can lead to increases in the program’s
expansion. The increased expansion will increase the
availability of free mammography to underprivileged women.
Major Features
· Interface can be implemented from GE system to OmniCare
system (OmniCare supports clinical documentation) for
registration information.
· Mammography history questionnaires can be preprinted and
brought on the van for the patient to fill out.
· OmniCare will allow entry of BIRAD results.
· Transcribed reports can be uploaded or cut and pasted into

7. OmniCare from the common database.
· Patient letters are generated from and maintained in
OmniCare.
· Follow-up including pathology results will be maintained in
OmniCare.
· Communication management functions will be maintained with
full audit trail.
· Film tracking will be done in OmniCare.
· Statistical reporting will be facilitated.
Assumptions and Dependencies
The assumptions and dependencies for this project are few, but
all are crucial to the success of the implementation. The
software and hardware to be purchased for this implementation
are key aspects of the project. The project is dependent on the
remote access satellite hardware working as expected. The
software vendor chosen during the vendor selection project is
assumed to be the best fit for this program. The GE interface is
a crucial assumption in this project. This working interface is
key to the efficiencies this program is looking to achieve with
the implementation. Resources are an assumption inherent in the
budget. Appropriate resources to effectively implement the
solution are important to the success of the implementation.
Related Projects
There are no related projects for this project. All needed work is
included in this implementation project.

8. Scope and Limitations
Scope of Initial Release
· GE interface for patient demographic and registration
information
· Film tracking (possible bar coding for film tracking)
· Mammography history questionnaires
· BIRAD result entry
· Patient follow-up management
· Communications management
· Statistical reporting
· Custom fields management
· Remote access satellite installation
Interface Scope
· GE registration data
Organizational Scope
· The OmniCare implementation will focus on the
implementation of the software with the DFCI (Dana Farber
Cancer Institute) program of the Boston Mobile Mammography
Van. No other partner institutions are involved for the rollout.
The film reads done at Faulkner Hospital are not included in
this scope.
Conversion Scope
· No data conversion is planned for this project.
Scope of Subsequent Releases
· Future releases may try to include the Faulkner Hospital

9. radiologists. Currently as Faulkner reads the film, the
radiologist dictates and the text is transcribed. It would be more
efficient in the future if the readings were automatically part of
OmniCare.
Out of Scope
· Billing functions are not within the scope of this
implementation. Billing is currently done via the GE system and
will continue this way.
· A results interface is not within the scope of this
implementation. The results of the mammograms will be
available only on paper in the medical record or within the
OmniCare solution. There will be no integration with the
Results application.
· Scheduling and registration functions are not in scope for this
implementation. These functions are currently done via the GE
system. An interface from GE to provide this information in the
OmniCare solution is planned.
· Entry of radiologists’ data is not in scope for this
implementation. It is listed as a possible scope of subsequent
releases.
Project Success Factors
· Increased turnaround time for patient follow-up
· Decreased turnaround time with films by film tracking
· Decreased time creating and managing reports
· Increased numbers of mammographies taken

10. · Decreased time spent by staff on administrative tasks
Budget Highlights
Capital budget
$52,550
Hardware
$10,000
Software
$30,000
Remote access
$6,200
1st yr. remote svc.
$1,350
Contingency
$5,000
Project Staff Resources
· IS analyst = .50 FTE for 6 months
· Network services = .25 for 3–6 months
· Karen = 8 hr./wk. for 4 months
· Program asst. (Sarah) = 12 hr./wk. for 4 months
· New person to be hired
· Temp to do data entry conversion
Timeline
Project will commence on November 1, 2008, and be completed
July 1, 2009.
Approximate date of completion of major phases:

11. Analysis
January 1, 2009
Satellite installation
February 1, 2009
Registration interface
March 1, 2009
Film tracking
March 1, 2009
History questionnaires
May 1, 2009
Result entry
June 1, 2009
Communications mgmt
June 1, 2009
Patient follow-up
June 1, 2009
Reporting
June 15, 2009
Project Organization
Business Sponsor(s)
Anne Jones, VP of External Affairs
Business Owner(s)
Karen Ruderman, Program Director
Steering Committee
Karen Zimmerman, Program Director

12. Anne Johnson, Director of Planning
Jerry Melini, Technical Director of Radiology
Project Manager
Charles Leoman
Project Team
IS analysts TBD
Network Services IS staff TBD
Karen Zimmerman, Program Director
Sarah Smithson, Program Assistant
Data Entry temporary staff
Project Management Strategies
Project Meetings
In order to maintain effective communication with Project Team
members and the Mobile Mammography Van community, a
series of standing meetings will be conducted. Meeting minutes
will be documented and stored on the shared core team
directory. The following meetings and facilitated sessions will
be held:
Issue Management
Issue identification, management, and resolution are important
project management activities. The Project Manager is
responsible for the issue management process and works with
the Project Team and Steering Committee (if needed) to agree
on the resolution of issues.
Effective issue management enables

13. · A visible decision-making process
· A means for resolving questions concerning the project
· A project issue audit trail
The standard IS project issue management process and forms
will be used and attached to this charter as needed.
Table B.2
Decision-Making Level
Steering Committee
Project Team
Role
· Resolves show-stopper issues and changes in scope.
· Governs the actual work and the progress of the project.
· Acts as a sounding board for decisions and actions that affect
user acceptance of the project. This includes anything that
affects project milestones and outcomes.
· Reviews project work and status:
· Resource issues
· Vendor issues
· Project risks
· Reviews decisions, recommendations, and requests that are
high in integration and complexity and that are not resolved at
the Project Team level.
· Scope management and planning.

14. · Chaired by Business Sponsor.
· Serves as working or focus group to report daily progress.
· Responsible for implementation decisions that have
integration impact and that are of medium or high complexity.
· Cochaired by IS Project Manager and Business Owner.
Participants
Key stakeholders on business and IS sides.
All resources assigned to the project.
Meeting frequency
Meets regularly to ensure steady project progress.
Meets, as needed, weekly to monthly, for project status and
updates.
Scope Change Management
Scope change management is essential to ensure that the project
is managed to the original scope, as defined in this charter. The
purpose of a scope management process is to constructively
manage the pressure to expand scope.
Scope expansion is acceptable as long as
· Users agree that the new requirements are justified.
· Impact to the project is analyzed and understood.
· Resulting changes to project (cost, timing, resources, quality)
are approved and properly implemented.
Any member of the Project Team or other member of the Mobile
Mammography Van community may propose a change to the
scope of the project. The requester will initiate the process by

15. completing a Change Request Definition Form. When necessary,
the Project Manager will review and seek advice from the
Steering Committee on scope changes that affect the project
schedule or budget, or both.
The standard IS project scope management process and forms
will be used and attached as appendixes to this charter, as
needed.
Training Strategy
Training Scope
The program personnel consist of a program administrator, one
mammography technician, one assistant to the administrator,
and one patient educator and administration person. All of the
employees will receive training for their specific role related to
the process. The program administrator will learn all of the
roles in order to fill in when needed. Additional training will be
given to the other employees for backup purposes.
Training Approach
The vendor will provide the training during the initial
implementation. The employees of the program will then train
new employees.
Training Material Development
The vendor will provide training materials.
Documentation Development Strategy
The team will develop the following documentation:
· Technical operations procedure manual

16. · Policies and procedures related to the use and management of
the system
· Application manuals, if needed
· OmniCare technical and application maintenance and support
manuals, if needed
Project Work Paper Organization and Coordination
In order to keep the project documentation, meeting minutes,
and deliverables organized and accessible to the core team, a
project folder on the shared network will be established and
maintained.
Health Care Information Systems. A Practical Approach for
Health Care Management, Second Edition
Sample Project Charter
ISBN: 9780470387801 Authors: Karen A. Wager , Frances
Wickham Lee , John P. Glaser , Lawton Robert Burns
Copyright © John Wiley & Sons Inc. (2009)
· Hypothesis Testing
1. Engineer from DC(1)’s quality problem ratio is 14.2%, which
is lower than 17.9% of (0).

17. Ho: Engineer from DC(1)’s quality problem ratio < Engineer
from DC(0) quality problem ratio
Xx% confidence level reject or accept.
2. Do the same to manager group.
Ho: Manager from DC(1)’s quality problem ratio = Manager
from DC(0) quality problem ratio
Xx% confidence level reject or accept
3. Below is number of respondents according to Engineer
Utilization. Those who replied to
0.80 takes up 13.9% in Europe while it takes up 18.6% in USA.
Ho: % Ratio of those who applied to above 0.80 in
Europe(13.9%) < % Ratio of those who applied to above 0.80 in
USA(18.6%)
Xx% confidence level reject or accept
4. Comparing red group and yellow group, avg of red group’s
Ratio is 16.9%, while yellow
group’s is 13.0%.
Ho: red group’s average 16.9% > yellow group’s average 13.0%
Xx% confidence level reject or accept

18. 5. Engineer ID #6’s 9.5% is lower than total avg of 15.5%. But
can it be statistically
meaningful?
Ho: Engineer ID #6’s 9.5% < Total Avg 15.5%
Xx% confidence level reject or accept.
USE Z-test, T-test, p-value, confidence level, 1 tail testing,
two-tailed testing, ANOVA only