Medical IS Vendor Medical IS Vendor Medical IS Vendor Medical IS Vendor –––– Project Project Project Project CharterCharterCharterCharter
Project Name: Health System ImplementationProject Name: Health System ImplementationProject Name: Health System ImplementationProject Name: Health System Implementation
PJM 6140 Troubled Health System Project Case Study
Background
Healthcare Unlimited, LLC a leading health services company, embarked on a new product development
project. Healthcare Unlimited needs to expand its clinical data warehouse (CDW) to ingest third-party
data feeds from medical IS vendor and onsite clinic data to incorporate this information to downstream
employer group analytics and reporting processes. This expansion will also be used to develop new
activity reports to message value on these products.
The nature of the company’s business is that it operates in an extremely competitive environment that
necessitates fast delivery to market so as to prevent competitor companies from gaining dominant
market share with similar competitive products. Therefore, the key success factors of the project were
time to market and quality. Cost of delivery was not a major concern.
Scope
The scope of the project was to create a modular software package to handle medical IS vendor data to
ensure appropriate preventative care is being tracked for members, including the systems changes, the
vendor medical IS database tables, and medical IS vendor reporting. The project was divided into
modules consisting of: medical IS DB tables, promote tables, and medical IS vendor reporting. A project
manager was appointed, but has since left due to personal reasons.
Time Scales
The launch date was set as December 1, 2015. The product had to be ready for launch on this date, as all
the marketing material would reflect this date and the launch had to precede the launch of similar
products from competitors. The project kickoff was May 5, 2015. The tasks that had been completed
prior to May 5, 2015 were the business case compilation and approval and the project team
establishment.
Technology
The systems development was to be done using the MS Visual Studio programming language and SQL
environment, which was new to the development team. The developers were sent on MS Visual Studio
programming training two weeks prior to the project start. The developers were used to working in a
Java programming environment and had not worked with any MS-oriented languages before. The new
medical IS vendor reports will integrate into the existing system located behind the intranet. These new
reports, unlike the existing reports, will utilize both SQL Server and Teradata. SQL Server will control the
security access and parameter selection for the reports. The application will then send the selected
parameters to Teradata in order to populate the body of the report.
In.
IT 625 Final Project Case Study Medical Informatics Backgroun.docxpriestmanmable
IT 625 Final Project Case Study: Medical Informatics
Background
Medical Informatics, a leading health services company, embarked on a new product development project. Medical Informatics needs to expand its clinical data warehouse (CDW) to ingest third-party data feeds from wellness vendor and onsite clinic data to incorporate this information to downstream employer group analytics and reporting processes. This expansion will also be used to develop new activity reports to message value on these products.
The nature of the company’s business is that it operates in an extremely competitive environment that necessitates fast delivery to market so as to prevent competitor companies from gaining dominant market share with similar competitive products. Therefore, the key success factors of the project were time to market and quality. Cost of delivery was not a major concern.
Scope
The scope of the project was to create a modular software package to handle wellness vendor data to ensure appropriate preventative care is being tracked for members, including the systems changes, the vendor wellness database tables, and wellness vendor reporting. The project was divided into modules consisting of: wellness DB tables, promote tables, and wellness vendor reporting. A project manager was appointed, but has since left due to personal reasons.
Time Scales
The launch date was set as December 1, 2015. The product had to be ready for launch on this date, as all the marketing material would reflect this date and the launch had to precede the launch of similar products from competitors. The project kickoff was May 5, 2015. The tasks that had been completed prior to May 5, 2015 were the business case compilation and approval and the project team establishment.
Technology
The systems development was to be done using the MS Visual Studio programming language and SQL environment, which was new to the development team. The developers were sent on MS Visual Studio programming training two weeks prior to the project start. The developers were used to working in a Java programming environment and had not worked with any MS-oriented languages before. The new wellness vendor reports will integrate into the existing system located behind the intranet. These new reports, unlike the existing reports, will utilize both SQL Server and Teradata. SQL Server will control the security access and parameter selection for the reports. The application will then send the selected parameters to Teradata in order to populate the body of the report.
Infrastructure
Database Servers
· MS SQL Server 2008 R2
· Teradata 14
Reporting Servers
· The system will use an SSRS deployment server.
Development Tools
· MS Visual Studio 2008 Shell
· SQL Server Business Intelligence Development Studio
· SQL Server Management Studio
Business Requirements
The current application will display the wellness vendor reports. The system generates SQL Server Reporting Services (SSRS) reports based o ...
Rajeev Gautam has over 6 years of experience as a PeopleSoft Functional Consultant. He has worked on multiple PeopleSoft implementations and support projects for clients like State of California, Chicago Tribune, and Verizon Wireless. His responsibilities have included requirements analysis, functional design, testing, production support, and serving as a module lead. He is proficient in PeopleSoft modules like FSCM, HCM, and technologies like Oracle, PeopleCode, and Java.
Case Study - Rescuing a Troubled Project C.A. McCall-Peat Liberty Li.pdfsales88
Case Study - Rescuing a Troubled Project C.A. McCall-Peat Liberty Life, Johannesburg, South
Africa P.O. Box 10499, Johannesburg, 2000, South Africa, telephone +27 11 408-3687, fax +27
11 408-3650, email: c..t@liberty.co.za Summary This case study outlines a troubled project and
the issues faced by the project. The case study attendees are asked to analyze the project
information provided and to recommend courses of action to bring the project back on track.
Attendees are also asked to suggest actions that could be taken on future similar projects to
mitigate encountering similar problems. The key lessons learnt could be applied by other
organizations to avoid common pitfalls which result in projects going off track, as well as
knowing the telltale signs of troubled projects and actions to take to bring them back on track.
This is an interactive session, which utilizes group discussion to facilitate the adult learning
experience. Background A leading financial services company embarked on a new product
development project. The nature of the company's business is that it operates in an extremely
competitive environment that necessitates fast delivery to market so as to prevent competitor
companies from gaining dominant market share with similar competitive products. The key
success factors of the project were, therefore, time to market and quality. Cost of delivery was
not a major concern. Scope The scope of the project was to make a new investment product,
including the systems changes, the policy documents, marketing launch material, and the
administrative user training. The project was divided into sub-projects consisting of: Systems,
Marketing, Training, and Legal. A project manager was appointed, as well as sub-project co-
coordinators. Time Scales The launch date was set as 1 June 2002. The product had to be ready
for launch on this date, as all the marketing material would reflect this date and the launch had to
precede the launch of similar products from competitors. The project start date was 3 December
2001. The tasks that had been completed prior to 3 December were the Business Case
compilation and approval and the project team establishment. Technology The systems
development was to be done using the Java programming language and environment, which was
new to the development team. The developers were sent on Java programming training 2 weeks
prior to the project start. The developers were used to working in a COBOL programming
environment and had not worked with any object-oriented languages before. Case Study
Summary of Events Business Case Development The Product Development Department
developed the Business Case for the proposed new product, including projected cost/benefit
analysis based on previous similar products and current market share. The Business Case was
reviewed by Executive Management and approved. Requirements Definition The Product
Development Department developed the requirements specification for the new product. .
Find an example of a real project with a real project manager. The pr.pdfinfomalad
Find an example of a real project with a real project manager. The project can be from
corporate, business, construction etc. Interview the project manager or one of the project leads.
Write a two-page paper describing the project in terms of its scope, time and cost goals. Discuss
what went right and wrong on the project. Also, discuss the role of the project manager and
project sponsor. You will also discuss if the project was successful or unsuccessful. Search the
internet for two interesting articles about software development life cycles or project
management life cycle, including agile software development. Also, review the website ww
w.aailealliance.ong. What do these sources say about project management? Summarize your
findings in a one to two-page paper citing any references.
Solution
For this assignment, would like to discuss 1 project in details.
This project we are going to discuss is from a corporate. Whenever the new partners in a
particular geographical region signed up, the welcome kit was to be shipped. Partners signed up
with the the multinational and the relevant details were passed to this third organization for
preparing and shipping out the relevant welcome kits in that region.
Multinational M <---------------->Regional Partners P
M-------Backend Processing at Regional Company R----------------P
The regional company R performed the backend fulfillment at a regional level to prepare & send
out the welcome kit - some Software CDs for development, manuals, etc.
Let us call this Organization R where the project was done.
Scope: Scope of the project involved reading weekly files from M and creating new orders in the
ERP system of R.
Time: Time of the project implementation was 2 months.
Cost: Cost of the project was 50K USD
As the project was for a prestigious organization, it was important for regional company R,
however its budget was low and it involved multiple stakeholders that played important role in
the success/failure of the project.
Time: Out of the 2 months, the user requirement and testing needed more time in this case, as
this project could mean different things to the various stakeholders. As a project manager it was
important to meet up with customer R and also to connect with customer\'s customer.
Multinational M had certain assumptions about the project that were missed initially.
There was a limited time to successfully launch the project. It helped getting approvals for the
requirements in detail which involved data formats, expected delivery schedules, etc.
The testing was key in this project as the input files were received from outside company R. The
security protocols for file transfers need to be defined and tested. So there was administration
team that had a role in this project. Even though there job was for half a day only, certain
approvals were needed from the highest level and for the success of the project it was needed to
initiate it well in advance.
The 2 weeks were needed for requirements gat.
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
Business RequirementsReference number Document ControlTawnaDelatorrejs
Business Requirements
Reference number:
Document Control
Change Record
Date
Author
Version
Change Reference
Reviewers
Name
Position
Table of Contents
2Document Control
1
Business Requirements
4
1.1
Project Overview
4
1.2
Background including current process
4
1.3
Scope
4
1.3.1
Scope of Project
4
1.3.2
Constraints and Assumptions
5
1.3.3
Risks
5
1.3.4
Scope Control
5
1.3.5
Relationship to Other Systems/Projects
5
1.3.6
Definition of Terms (if applicable)
5
1 Business Requirements
1.1 Project Overview
Provide a short, yet complete, overview of the project.
1.2 Background including current process
Describe the background to the project, (same section may be reused in the Quality Plan) include:
This project is
The project goal is to
The IT role for this project is
1.3 Scope
1.3.1 Scope of Project
The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project.
Applications
In order to meet the target production date, only these applications will be implemented:
Sites
These sites are considered part of the implementation:
Process Re-engineering
Re-engineering will
Customization
Customizations will be limited to
Interfaces
the interfaces included are:
Architecture
Application and Technical Architecture will
Conversion
Only the following data and volume will be considered for conversion:
Testing
Testing will include only
Funding
Project funding is limited to
Training
Training will be
Education
Education will include
1.3.2 Constraints and Assumptions
The following constraints have been identified:
The following assumptions have been made in defining the scope, objectives and approach:
1.3.3 Risks
The following risks have been identified as possibly affecting the project during its progression:
1.3.4 Scope Control
The control of changes to the scope identified in this document will be managed through the Change Control, with business owner representative approval for any changes that affect cost or timeline for the project.
1.3.5 Relationship to Other Systems/Projects
It is the responsibility of the business unit to inform IT of other business initiatives that may impact the project. The following are known business initiatives:
1.3.6 Definition of Terms (if applicable)
List any definitions that will be used throughout the duration of the project.
5
Project Deliverable 1: Project Plan Inception
Overview
This assignment consists of two sections: a project introduction and a project plan. You must submit both sections as separate files for the completion of this assignment. Label each file name according to the section of the assignment it is written for. Additionally, you may create and/or assume all necessary assumptions needed for the completion of this assignment.
You are currently the Chief Information Officer (CIO) for an innovative Internet-based compa ...
This document contains a resume for Sriram N J, who has over 3 years of experience in automation and functional testing. He has worked on several projects for State Farm Insurance and PNC Bank, testing applications and systems. His skills include Java, Groovy, Selenium, SoapUI, and testing insurance and banking applications. He is currently working as a Software Analyst on a project to enhance digital banking features for PNC Bank.
The document discusses several key aspects of project execution including directing project work, managing project knowledge, quality assurance, resource management, communications management, risk management, procurement, and stakeholder engagement. It provides examples of important outputs during project execution such as deliverables, work performance data, issue logs, change requests, and lessons learned. The importance of execution in ensuring project success is emphasized.
IT 625 Final Project Case Study Medical Informatics Backgroun.docxpriestmanmable
IT 625 Final Project Case Study: Medical Informatics
Background
Medical Informatics, a leading health services company, embarked on a new product development project. Medical Informatics needs to expand its clinical data warehouse (CDW) to ingest third-party data feeds from wellness vendor and onsite clinic data to incorporate this information to downstream employer group analytics and reporting processes. This expansion will also be used to develop new activity reports to message value on these products.
The nature of the company’s business is that it operates in an extremely competitive environment that necessitates fast delivery to market so as to prevent competitor companies from gaining dominant market share with similar competitive products. Therefore, the key success factors of the project were time to market and quality. Cost of delivery was not a major concern.
Scope
The scope of the project was to create a modular software package to handle wellness vendor data to ensure appropriate preventative care is being tracked for members, including the systems changes, the vendor wellness database tables, and wellness vendor reporting. The project was divided into modules consisting of: wellness DB tables, promote tables, and wellness vendor reporting. A project manager was appointed, but has since left due to personal reasons.
Time Scales
The launch date was set as December 1, 2015. The product had to be ready for launch on this date, as all the marketing material would reflect this date and the launch had to precede the launch of similar products from competitors. The project kickoff was May 5, 2015. The tasks that had been completed prior to May 5, 2015 were the business case compilation and approval and the project team establishment.
Technology
The systems development was to be done using the MS Visual Studio programming language and SQL environment, which was new to the development team. The developers were sent on MS Visual Studio programming training two weeks prior to the project start. The developers were used to working in a Java programming environment and had not worked with any MS-oriented languages before. The new wellness vendor reports will integrate into the existing system located behind the intranet. These new reports, unlike the existing reports, will utilize both SQL Server and Teradata. SQL Server will control the security access and parameter selection for the reports. The application will then send the selected parameters to Teradata in order to populate the body of the report.
Infrastructure
Database Servers
· MS SQL Server 2008 R2
· Teradata 14
Reporting Servers
· The system will use an SSRS deployment server.
Development Tools
· MS Visual Studio 2008 Shell
· SQL Server Business Intelligence Development Studio
· SQL Server Management Studio
Business Requirements
The current application will display the wellness vendor reports. The system generates SQL Server Reporting Services (SSRS) reports based o ...
Rajeev Gautam has over 6 years of experience as a PeopleSoft Functional Consultant. He has worked on multiple PeopleSoft implementations and support projects for clients like State of California, Chicago Tribune, and Verizon Wireless. His responsibilities have included requirements analysis, functional design, testing, production support, and serving as a module lead. He is proficient in PeopleSoft modules like FSCM, HCM, and technologies like Oracle, PeopleCode, and Java.
Case Study - Rescuing a Troubled Project C.A. McCall-Peat Liberty Li.pdfsales88
Case Study - Rescuing a Troubled Project C.A. McCall-Peat Liberty Life, Johannesburg, South
Africa P.O. Box 10499, Johannesburg, 2000, South Africa, telephone +27 11 408-3687, fax +27
11 408-3650, email: c..t@liberty.co.za Summary This case study outlines a troubled project and
the issues faced by the project. The case study attendees are asked to analyze the project
information provided and to recommend courses of action to bring the project back on track.
Attendees are also asked to suggest actions that could be taken on future similar projects to
mitigate encountering similar problems. The key lessons learnt could be applied by other
organizations to avoid common pitfalls which result in projects going off track, as well as
knowing the telltale signs of troubled projects and actions to take to bring them back on track.
This is an interactive session, which utilizes group discussion to facilitate the adult learning
experience. Background A leading financial services company embarked on a new product
development project. The nature of the company's business is that it operates in an extremely
competitive environment that necessitates fast delivery to market so as to prevent competitor
companies from gaining dominant market share with similar competitive products. The key
success factors of the project were, therefore, time to market and quality. Cost of delivery was
not a major concern. Scope The scope of the project was to make a new investment product,
including the systems changes, the policy documents, marketing launch material, and the
administrative user training. The project was divided into sub-projects consisting of: Systems,
Marketing, Training, and Legal. A project manager was appointed, as well as sub-project co-
coordinators. Time Scales The launch date was set as 1 June 2002. The product had to be ready
for launch on this date, as all the marketing material would reflect this date and the launch had to
precede the launch of similar products from competitors. The project start date was 3 December
2001. The tasks that had been completed prior to 3 December were the Business Case
compilation and approval and the project team establishment. Technology The systems
development was to be done using the Java programming language and environment, which was
new to the development team. The developers were sent on Java programming training 2 weeks
prior to the project start. The developers were used to working in a COBOL programming
environment and had not worked with any object-oriented languages before. Case Study
Summary of Events Business Case Development The Product Development Department
developed the Business Case for the proposed new product, including projected cost/benefit
analysis based on previous similar products and current market share. The Business Case was
reviewed by Executive Management and approved. Requirements Definition The Product
Development Department developed the requirements specification for the new product. .
Find an example of a real project with a real project manager. The pr.pdfinfomalad
Find an example of a real project with a real project manager. The project can be from
corporate, business, construction etc. Interview the project manager or one of the project leads.
Write a two-page paper describing the project in terms of its scope, time and cost goals. Discuss
what went right and wrong on the project. Also, discuss the role of the project manager and
project sponsor. You will also discuss if the project was successful or unsuccessful. Search the
internet for two interesting articles about software development life cycles or project
management life cycle, including agile software development. Also, review the website ww
w.aailealliance.ong. What do these sources say about project management? Summarize your
findings in a one to two-page paper citing any references.
Solution
For this assignment, would like to discuss 1 project in details.
This project we are going to discuss is from a corporate. Whenever the new partners in a
particular geographical region signed up, the welcome kit was to be shipped. Partners signed up
with the the multinational and the relevant details were passed to this third organization for
preparing and shipping out the relevant welcome kits in that region.
Multinational M <---------------->Regional Partners P
M-------Backend Processing at Regional Company R----------------P
The regional company R performed the backend fulfillment at a regional level to prepare & send
out the welcome kit - some Software CDs for development, manuals, etc.
Let us call this Organization R where the project was done.
Scope: Scope of the project involved reading weekly files from M and creating new orders in the
ERP system of R.
Time: Time of the project implementation was 2 months.
Cost: Cost of the project was 50K USD
As the project was for a prestigious organization, it was important for regional company R,
however its budget was low and it involved multiple stakeholders that played important role in
the success/failure of the project.
Time: Out of the 2 months, the user requirement and testing needed more time in this case, as
this project could mean different things to the various stakeholders. As a project manager it was
important to meet up with customer R and also to connect with customer\'s customer.
Multinational M had certain assumptions about the project that were missed initially.
There was a limited time to successfully launch the project. It helped getting approvals for the
requirements in detail which involved data formats, expected delivery schedules, etc.
The testing was key in this project as the input files were received from outside company R. The
security protocols for file transfers need to be defined and tested. So there was administration
team that had a role in this project. Even though there job was for half a day only, certain
approvals were needed from the highest level and for the success of the project it was needed to
initiate it well in advance.
The 2 weeks were needed for requirements gat.
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
Business RequirementsReference number Document ControlTawnaDelatorrejs
Business Requirements
Reference number:
Document Control
Change Record
Date
Author
Version
Change Reference
Reviewers
Name
Position
Table of Contents
2Document Control
1
Business Requirements
4
1.1
Project Overview
4
1.2
Background including current process
4
1.3
Scope
4
1.3.1
Scope of Project
4
1.3.2
Constraints and Assumptions
5
1.3.3
Risks
5
1.3.4
Scope Control
5
1.3.5
Relationship to Other Systems/Projects
5
1.3.6
Definition of Terms (if applicable)
5
1 Business Requirements
1.1 Project Overview
Provide a short, yet complete, overview of the project.
1.2 Background including current process
Describe the background to the project, (same section may be reused in the Quality Plan) include:
This project is
The project goal is to
The IT role for this project is
1.3 Scope
1.3.1 Scope of Project
The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project.
Applications
In order to meet the target production date, only these applications will be implemented:
Sites
These sites are considered part of the implementation:
Process Re-engineering
Re-engineering will
Customization
Customizations will be limited to
Interfaces
the interfaces included are:
Architecture
Application and Technical Architecture will
Conversion
Only the following data and volume will be considered for conversion:
Testing
Testing will include only
Funding
Project funding is limited to
Training
Training will be
Education
Education will include
1.3.2 Constraints and Assumptions
The following constraints have been identified:
The following assumptions have been made in defining the scope, objectives and approach:
1.3.3 Risks
The following risks have been identified as possibly affecting the project during its progression:
1.3.4 Scope Control
The control of changes to the scope identified in this document will be managed through the Change Control, with business owner representative approval for any changes that affect cost or timeline for the project.
1.3.5 Relationship to Other Systems/Projects
It is the responsibility of the business unit to inform IT of other business initiatives that may impact the project. The following are known business initiatives:
1.3.6 Definition of Terms (if applicable)
List any definitions that will be used throughout the duration of the project.
5
Project Deliverable 1: Project Plan Inception
Overview
This assignment consists of two sections: a project introduction and a project plan. You must submit both sections as separate files for the completion of this assignment. Label each file name according to the section of the assignment it is written for. Additionally, you may create and/or assume all necessary assumptions needed for the completion of this assignment.
You are currently the Chief Information Officer (CIO) for an innovative Internet-based compa ...
This document contains a resume for Sriram N J, who has over 3 years of experience in automation and functional testing. He has worked on several projects for State Farm Insurance and PNC Bank, testing applications and systems. His skills include Java, Groovy, Selenium, SoapUI, and testing insurance and banking applications. He is currently working as a Software Analyst on a project to enhance digital banking features for PNC Bank.
The document discusses several key aspects of project execution including directing project work, managing project knowledge, quality assurance, resource management, communications management, risk management, procurement, and stakeholder engagement. It provides examples of important outputs during project execution such as deliverables, work performance data, issue logs, change requests, and lessons learned. The importance of execution in ensuring project success is emphasized.
This document provides a summary of Geetha Gajalakshmi's professional experience and qualifications. She has over 11 years of experience as a .NET technology architect working on projects in the healthcare and banking domains. Some of her responsibilities have included requirements gathering, solution design, and managing development teams. She has strong skills in .NET, databases, and testing tools and has led projects for clients such as Infosys, Standard Chartered Bank, and Ameriprise Financial.
RUNNING HEAD ERP SYSTEM IMPLIMENTATION PROJECT .docxsusanschei
RUNNING HEAD: ERP SYSTEM IMPLIMENTATION PROJECT 1
ERP SYSTEM IMPLIMENTATION PROJECT 17
ERP SYSTEM IMPLIMENTATION PROJECT
Introduction
Selecting the right project to do from so many available projects is a difficult task. Making choice on the project to do may sound obvious, however, choosing the right project increases the chances of being successful in the project. People should take enough time to choose the kind of project that they intent to do. The success and completion of the project is also affected by the time the individual spent in choosing the project and setting up for success right at the start of the project. It is very fundamental to apply some practically perfect filters to the process of selecting of the project to make sure that the good ones get through and the bad ones are disallowed. This process is a part of the practically perfect project management method as it is the initial step in any successful project. The process of project selection begins with all the potential project going through a repeatable and rigorous and appropriate selection process (Frank, 2011).
The project chosen is the installation of the ERP system. The first question before starting this project is knowing whether there is a need for this system. ERP system purchase should be considered if the firm is faced with issues of disparate data, time lag and operational inefficiencies. The firm that is in an excessive need of manual labor, hardships in reconciling financial and problems in coordination of inventory, sales and manufacturing and extracting sound business data out of the system needs to have this system. There is also an increased need for IT for maintaining the firm operations and the system integration. These are some of the things that make the ERP project necessary. The knowledge on the products offered by the firm, the objectives in the IT and operational infrastructure are critical in choosing the ERP system.
Prior to choosing this project, several factors were considered. There are several decision points that need to be looked at before the project starts. The selection criteria that the project team need to know before the start of the project is needed. There are several considerations to guide in the selection of this project.
Identifying the stakeholders
The ERP system is not like other small software packages in a company that only effects only a section of the firm. It is a large system that has impact on every sector of the business. This makes the stakeholders of this project to include the users from all parts of the company and every level of the company that is affected by the system. This includes the end users who get the information collected or the workers who find that the processes of the firm they are used to have been changed. The stakeholders and the users who are involved ...
GSTi India’s mission is to provide end-to-end IT solutions for clients across the globe by aligning, creating, developing and providing efficient and cost effective services.
This document provides a summary of the job description and projects handled by the author as an Implementation Analyst at Great Eastern from March 2014 to present. It details the key responsibilities of test data preparation, test case writing, user acceptance testing, and project status updates for various insurance product launches and enhancements. Major projects included new life and investment-linked plans, fund changes, and repricing exercises.
Lakshmi VK has over 7 years of experience in Microsoft technologies including ASP.NET, C#, SQL Server, and Agile methodologies. She has worked as a software engineer and module lead on projects in industries such as manufacturing and finance. Her skills include application development, performance tuning, problem solving, and translating business requirements into technical specifications.
This document provides a summary of Ashutosh Sharma's experience, qualifications, and skills. It includes details of his 7.5 years of experience in core banking and internet advertisement testing. Currently he works as a Test Analyst at Fiserv India Pvt. Ltd. in Noida where he is involved in agile methodology testing. Previously he worked as a QA Engineer at Cybage Software Pvt. Ltd. He has experience with various banking projects, tools like Quality Center and ClearQuest, and skills in test planning, execution, and defect management.
Bhagesh Mohan Nayak is an SAP ABAP Consultant with over 5 years of experience. He currently works at Capgemini and has experience working on projects for clients such as Bayer, Lodha Group, ITC Ltd, and MRF Ltd. He has expertise in ABAP, reports, BAPI/BDC, IDOC, user exits, and SAP modules including HCM, SD, and FI. He has a Bachelor's degree in Computer Engineering and skills in programming languages like ABAP, C, and JSP.
Anitha Bade has over 5 years of experience in big data technologies like Hadoop, Hive, HBase, Pig and MapReduce. She currently works as a software engineer at United Health Group, where she provides support for their enterprise data platform and develops utilities. Previously, she has worked on projects involving claims processing, monitoring tools and data migration. She is proficient in technologies such as C#.NET, ASP.NET, SQL Server and Linux/Windows operating systems.
Vasudeo Rane has over 13 years of experience in IT, including 4.5 years as a project manager. He has managed projects for clients like American Express, Target, and Humana. Currently he is a project manager at Infosys working on the Customer Relationship Portfolio System for American Express. He has experience in various roles including development, testing, and project management using both waterfall and agile methodologies.
This document outlines a proposed software project management tool. It describes modules for business development officers, project managers, developers, HR managers, and clients. It identifies common problems like underqualified staff, unclear requirements, and changing tools mid-project. The proposed system would allow online project status inquiries, manage projects and validate requirements. It would generate reports on clients, employees, projects, and tasks. The system aims to improve project management and be user friendly.
6 Steps to Confirm Successful Workday DeploymentZaranTech LLC
Workday HCM Training & Certification provided Online from USA industry expert trainers with real time project experience
Workday HCM Tutorial for Beginners | Learn Workday HCM Online | Workday HCM training - This is a video recording of a Live Webinar presentation by our Sr. SAP Solution Architect and trainer who is also a Manager in handling SAP Implementation projects.
Get More Free Videos - Subscribe ➜ https://goo.gl/5ZqDML
COURSE PAGE: https://www.zarantech.com/workday-hcm-training/
REGISTER FOR FREE LIVE DEMO: http://promo.zarantech.com/free-webinar-workday-hcm/
CONTACT: +1 (515) 309-7846 (or) Email - info@zarantech.com
"workday hcm tutorial"
"free workday hcm training"
"online workday hcm training"
"Best workday hcm training"
"workday hcm training for Beginners"
"Best workday hcm Training"
Reviews / Testimonials from past trainees are saying: https://goo.gl/ZVfnE4
Refer your friends to ZaranTech - http://www.zarantech.com/be-a-friend-tell-a-friend.
The document provides a project charter and plan for upgrading Middlesex School's Sage Millennium fundraising software from version 7.7 to 7.9 Service Pack 2. The project has 7 phases: 1) planning, 2) analyzing the current system, 3) implementing and testing a new system, 4) reviewing new functionality, 5) training users, 6) going live with the new system, and 7) optimizing post go-live. The project aims to have the new system online by the end of the fiscal year on July 15, 2012.
Pm 430 develop a quality management/tutorialoutletPlunkettz
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Quality and Risk Management Plan 1 Quality and Risk Management Plan
1. Abstract/Executive summary
**Please provide ABSTRACT/EXECUTIVE SUMMARY** 2 Quality and Risk Management Plan
2. Work Breakdown Structure 3 Quality and Risk Management Plan 4 3. Activity/Network Diagram
a. Critical Path
The document outlines the requirements and development plan for a CRM application project. It discusses the objectives of providing effective customer relationship management and measuring benefits over traditional systems. It will be developed by a team of four individuals using HTML, CSS, JS, SQL and PHP. The project will go through various stages of development, testing, deployment and effectiveness analysis to incorporate the application into the company's operations and eliminate bottlenecks. Some challenges around integration, communication and unknown factors are also highlighted. Gap analysis will be used during planning and analysis to identify differences between requirements and capabilities.
Swetha Nelluru has over 4 years of experience in information technology and software quality assurance testing. She has expertise in manual testing techniques like regression, functional, integration, and smoke testing. She is proficient with testing tools like Quality Center and has experience testing web and client-server applications. She has worked on several projects in domains like healthcare and manufacturing.
Feature Prioritization Techniques for an Agile PMs by Microsoft PMProduct School
Main takeaways:
-PMs don't need a lot of data points to prioritize the features for the upcoming sprint. They just need to identify the relevant one's.
-PMs should be skilled to strike the balance between agility in making decisions and accuracy of perceived outcomes
-PMs should be able to prioritize the feature requests with minimum data points available and optimum techniques
Sonali Das is a senior test engineer with over 5 years of experience in software testing. She has worked on several projects in domains such as capital markets and customer relationship management. Her skills include manual and performance testing, working with test management and bug tracking tools, and experience in Agile methodologies. She is proficient in testing web and Windows applications on various platforms.
This document contains a summary of Mohanraj Durairaj's professional experience as a Business Analyst with over 10 years of experience in information technology. It outlines his extensive experience in requirements gathering, documentation, software validation, and facilitating meetings. Specific skills and responsibilities are highlighted from his roles at various companies focusing on healthcare IT projects.
Unit 1 Due Date7122015Deliverable Length1–2 pages and projec.docxwillcoxjanay
Unit 1 Due Date:7/12/2015
Deliverable Length:1–2 pages and project plan
The CIO has also informed you that you must select software development methodology for the company's proposed financial management system. Please choose from the following methodologies and create a software development plan:
· Traditional (Waterfall, Incremental, Spiral, etc.)
· Agile (Scrum, Crystal, Adaptive, Feature-driven, DSDM, etc.)
· Extreme Programming (XP)
You will use the software development model that you selected as the basis for your assignments for the remaining weeks of the course. The initial business requirements for the financial management system are outlined below.
The new system should be an end-to-end enterprise financial management solution designed to meet the needs of the most complex, multinational organizations. The ERP solution should be comprised of a robust set of applications that support all aspects of financial business activities and are listed below:
· Financial and management accounting: Financials provides core accounting and reporting capabilities with scalability to support the requirements of large multinational companies. Key features and functions include the following:
· Fixed asset, accrual, bank, cash journal, inventory, and tax accounting
· General ledger
· Accounts receivable and accounts payable AR/AP
· Fast close functions
· Financial statements
· Parallel valuations
· Financial supply chain management: The module should be a set of applications to help streamline receivables and collections management processes. These integrated solutions should help reduce operating costs and improve cash flow and reduce days' sales outstanding. The application should include the following application functionality:
· Credit management
· Biller direct
· Dispute management
· Collections management
· Treasury applications: The treasury applications should provide robust cash, liquidity, and financial risk management capabilities that enable you to more precisely manage cash, mitigate financial risks, and streamline bank interactions and payment processes. This application should contain the following application functionality:
· Cash and Liquidity Management
· Helps you monitor and manage cash flow and liquidity
· Generates comprehensive and timely cash forecasts and plans
· In-House Cash
· Enables centralized control of banking balances, cash management, and payments
· Reduces costs of interunit payments, transfers, and bank fees
· Treasury and Risk Management
· Models risk scenarios and executes mitigation strategies
· Reduces your organization's financial risk levels and ensures regulatory compliance
· Bank Communication Management
· Streamlines and optimizes corporate-to-bank communications
· Provides straight-through processing, improved payment control, and lower processing costs
Unit 2 Due Date: 7/19/2015
Deliverable Length: 4–5 pages and project plan
Using the financial management software initiative and the project plan that y ...
• Total Experience (in Years): 8 Years 5 Months
• Experienced Software Testing Professional with overall 8+ years of experience,
• Performed Test Automation using QTP , Selenium
• Experience in preparing automation scripts in Linear driven, Modular driven, Data Driven automation frameworks
• Performed Mobile testing , Cloud Testing
• Expertise in Functional, Regression and UAT testing
• Worked on waterfall and agile methodologies
Create three classes for the words An abstract class called Word, a.docxbuffydtesurina
The document outlines the design of a program to classify and display words from an input file. It describes creating classes for words as nouns and verbs that inherit from an abstract word class, as well as classes for linked lists of words that can be unsorted or sorted. The GUI is then described as having two text areas to display the word lists, and menus to open files, quit the program, or filter the lists by part of speech. The input file format of words followed by their part of speech is also specified.
Create an imaginary person you want to write to in your journal. Alt.docxbuffydtesurina
Create an imaginary person you want to write to in your journal. Alternately, it could be a real person, such as a child or a friend from grade school. Start the entry "Dear ___" as if you were writing that person a letter. Then in a brief entry, describe a relative doing something or telling a funny story. Include face and hair details, eyes, body shape and size, and special characteristics, such as a cough or a limp. Put the person in action. You will be graded on the vividness of the detail and action. Detail! Detail!
.
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RUNNING HEAD: ERP SYSTEM IMPLIMENTATION PROJECT 1
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Introduction
Selecting the right project to do from so many available projects is a difficult task. Making choice on the project to do may sound obvious, however, choosing the right project increases the chances of being successful in the project. People should take enough time to choose the kind of project that they intent to do. The success and completion of the project is also affected by the time the individual spent in choosing the project and setting up for success right at the start of the project. It is very fundamental to apply some practically perfect filters to the process of selecting of the project to make sure that the good ones get through and the bad ones are disallowed. This process is a part of the practically perfect project management method as it is the initial step in any successful project. The process of project selection begins with all the potential project going through a repeatable and rigorous and appropriate selection process (Frank, 2011).
The project chosen is the installation of the ERP system. The first question before starting this project is knowing whether there is a need for this system. ERP system purchase should be considered if the firm is faced with issues of disparate data, time lag and operational inefficiencies. The firm that is in an excessive need of manual labor, hardships in reconciling financial and problems in coordination of inventory, sales and manufacturing and extracting sound business data out of the system needs to have this system. There is also an increased need for IT for maintaining the firm operations and the system integration. These are some of the things that make the ERP project necessary. The knowledge on the products offered by the firm, the objectives in the IT and operational infrastructure are critical in choosing the ERP system.
Prior to choosing this project, several factors were considered. There are several decision points that need to be looked at before the project starts. The selection criteria that the project team need to know before the start of the project is needed. There are several considerations to guide in the selection of this project.
Identifying the stakeholders
The ERP system is not like other small software packages in a company that only effects only a section of the firm. It is a large system that has impact on every sector of the business. This makes the stakeholders of this project to include the users from all parts of the company and every level of the company that is affected by the system. This includes the end users who get the information collected or the workers who find that the processes of the firm they are used to have been changed. The stakeholders and the users who are involved ...
GSTi India’s mission is to provide end-to-end IT solutions for clients across the globe by aligning, creating, developing and providing efficient and cost effective services.
This document provides a summary of the job description and projects handled by the author as an Implementation Analyst at Great Eastern from March 2014 to present. It details the key responsibilities of test data preparation, test case writing, user acceptance testing, and project status updates for various insurance product launches and enhancements. Major projects included new life and investment-linked plans, fund changes, and repricing exercises.
Lakshmi VK has over 7 years of experience in Microsoft technologies including ASP.NET, C#, SQL Server, and Agile methodologies. She has worked as a software engineer and module lead on projects in industries such as manufacturing and finance. Her skills include application development, performance tuning, problem solving, and translating business requirements into technical specifications.
This document provides a summary of Ashutosh Sharma's experience, qualifications, and skills. It includes details of his 7.5 years of experience in core banking and internet advertisement testing. Currently he works as a Test Analyst at Fiserv India Pvt. Ltd. in Noida where he is involved in agile methodology testing. Previously he worked as a QA Engineer at Cybage Software Pvt. Ltd. He has experience with various banking projects, tools like Quality Center and ClearQuest, and skills in test planning, execution, and defect management.
Bhagesh Mohan Nayak is an SAP ABAP Consultant with over 5 years of experience. He currently works at Capgemini and has experience working on projects for clients such as Bayer, Lodha Group, ITC Ltd, and MRF Ltd. He has expertise in ABAP, reports, BAPI/BDC, IDOC, user exits, and SAP modules including HCM, SD, and FI. He has a Bachelor's degree in Computer Engineering and skills in programming languages like ABAP, C, and JSP.
Anitha Bade has over 5 years of experience in big data technologies like Hadoop, Hive, HBase, Pig and MapReduce. She currently works as a software engineer at United Health Group, where she provides support for their enterprise data platform and develops utilities. Previously, she has worked on projects involving claims processing, monitoring tools and data migration. She is proficient in technologies such as C#.NET, ASP.NET, SQL Server and Linux/Windows operating systems.
Vasudeo Rane has over 13 years of experience in IT, including 4.5 years as a project manager. He has managed projects for clients like American Express, Target, and Humana. Currently he is a project manager at Infosys working on the Customer Relationship Portfolio System for American Express. He has experience in various roles including development, testing, and project management using both waterfall and agile methodologies.
This document outlines a proposed software project management tool. It describes modules for business development officers, project managers, developers, HR managers, and clients. It identifies common problems like underqualified staff, unclear requirements, and changing tools mid-project. The proposed system would allow online project status inquiries, manage projects and validate requirements. It would generate reports on clients, employees, projects, and tasks. The system aims to improve project management and be user friendly.
6 Steps to Confirm Successful Workday DeploymentZaranTech LLC
Workday HCM Training & Certification provided Online from USA industry expert trainers with real time project experience
Workday HCM Tutorial for Beginners | Learn Workday HCM Online | Workday HCM training - This is a video recording of a Live Webinar presentation by our Sr. SAP Solution Architect and trainer who is also a Manager in handling SAP Implementation projects.
Get More Free Videos - Subscribe ➜ https://goo.gl/5ZqDML
COURSE PAGE: https://www.zarantech.com/workday-hcm-training/
REGISTER FOR FREE LIVE DEMO: http://promo.zarantech.com/free-webinar-workday-hcm/
CONTACT: +1 (515) 309-7846 (or) Email - info@zarantech.com
"workday hcm tutorial"
"free workday hcm training"
"online workday hcm training"
"Best workday hcm training"
"workday hcm training for Beginners"
"Best workday hcm Training"
Reviews / Testimonials from past trainees are saying: https://goo.gl/ZVfnE4
Refer your friends to ZaranTech - http://www.zarantech.com/be-a-friend-tell-a-friend.
The document provides a project charter and plan for upgrading Middlesex School's Sage Millennium fundraising software from version 7.7 to 7.9 Service Pack 2. The project has 7 phases: 1) planning, 2) analyzing the current system, 3) implementing and testing a new system, 4) reviewing new functionality, 5) training users, 6) going live with the new system, and 7) optimizing post go-live. The project aims to have the new system online by the end of the fiscal year on July 15, 2012.
Pm 430 develop a quality management/tutorialoutletPlunkettz
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Quality and Risk Management Plan 1 Quality and Risk Management Plan
1. Abstract/Executive summary
**Please provide ABSTRACT/EXECUTIVE SUMMARY** 2 Quality and Risk Management Plan
2. Work Breakdown Structure 3 Quality and Risk Management Plan 4 3. Activity/Network Diagram
a. Critical Path
The document outlines the requirements and development plan for a CRM application project. It discusses the objectives of providing effective customer relationship management and measuring benefits over traditional systems. It will be developed by a team of four individuals using HTML, CSS, JS, SQL and PHP. The project will go through various stages of development, testing, deployment and effectiveness analysis to incorporate the application into the company's operations and eliminate bottlenecks. Some challenges around integration, communication and unknown factors are also highlighted. Gap analysis will be used during planning and analysis to identify differences between requirements and capabilities.
Swetha Nelluru has over 4 years of experience in information technology and software quality assurance testing. She has expertise in manual testing techniques like regression, functional, integration, and smoke testing. She is proficient with testing tools like Quality Center and has experience testing web and client-server applications. She has worked on several projects in domains like healthcare and manufacturing.
Feature Prioritization Techniques for an Agile PMs by Microsoft PMProduct School
Main takeaways:
-PMs don't need a lot of data points to prioritize the features for the upcoming sprint. They just need to identify the relevant one's.
-PMs should be skilled to strike the balance between agility in making decisions and accuracy of perceived outcomes
-PMs should be able to prioritize the feature requests with minimum data points available and optimum techniques
Sonali Das is a senior test engineer with over 5 years of experience in software testing. She has worked on several projects in domains such as capital markets and customer relationship management. Her skills include manual and performance testing, working with test management and bug tracking tools, and experience in Agile methodologies. She is proficient in testing web and Windows applications on various platforms.
This document contains a summary of Mohanraj Durairaj's professional experience as a Business Analyst with over 10 years of experience in information technology. It outlines his extensive experience in requirements gathering, documentation, software validation, and facilitating meetings. Specific skills and responsibilities are highlighted from his roles at various companies focusing on healthcare IT projects.
Unit 1 Due Date7122015Deliverable Length1–2 pages and projec.docxwillcoxjanay
Unit 1 Due Date:7/12/2015
Deliverable Length:1–2 pages and project plan
The CIO has also informed you that you must select software development methodology for the company's proposed financial management system. Please choose from the following methodologies and create a software development plan:
· Traditional (Waterfall, Incremental, Spiral, etc.)
· Agile (Scrum, Crystal, Adaptive, Feature-driven, DSDM, etc.)
· Extreme Programming (XP)
You will use the software development model that you selected as the basis for your assignments for the remaining weeks of the course. The initial business requirements for the financial management system are outlined below.
The new system should be an end-to-end enterprise financial management solution designed to meet the needs of the most complex, multinational organizations. The ERP solution should be comprised of a robust set of applications that support all aspects of financial business activities and are listed below:
· Financial and management accounting: Financials provides core accounting and reporting capabilities with scalability to support the requirements of large multinational companies. Key features and functions include the following:
· Fixed asset, accrual, bank, cash journal, inventory, and tax accounting
· General ledger
· Accounts receivable and accounts payable AR/AP
· Fast close functions
· Financial statements
· Parallel valuations
· Financial supply chain management: The module should be a set of applications to help streamline receivables and collections management processes. These integrated solutions should help reduce operating costs and improve cash flow and reduce days' sales outstanding. The application should include the following application functionality:
· Credit management
· Biller direct
· Dispute management
· Collections management
· Treasury applications: The treasury applications should provide robust cash, liquidity, and financial risk management capabilities that enable you to more precisely manage cash, mitigate financial risks, and streamline bank interactions and payment processes. This application should contain the following application functionality:
· Cash and Liquidity Management
· Helps you monitor and manage cash flow and liquidity
· Generates comprehensive and timely cash forecasts and plans
· In-House Cash
· Enables centralized control of banking balances, cash management, and payments
· Reduces costs of interunit payments, transfers, and bank fees
· Treasury and Risk Management
· Models risk scenarios and executes mitigation strategies
· Reduces your organization's financial risk levels and ensures regulatory compliance
· Bank Communication Management
· Streamlines and optimizes corporate-to-bank communications
· Provides straight-through processing, improved payment control, and lower processing costs
Unit 2 Due Date: 7/19/2015
Deliverable Length: 4–5 pages and project plan
Using the financial management software initiative and the project plan that y ...
• Total Experience (in Years): 8 Years 5 Months
• Experienced Software Testing Professional with overall 8+ years of experience,
• Performed Test Automation using QTP , Selenium
• Experience in preparing automation scripts in Linear driven, Modular driven, Data Driven automation frameworks
• Performed Mobile testing , Cloud Testing
• Expertise in Functional, Regression and UAT testing
• Worked on waterfall and agile methodologies
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Medical IS Vendor Medical IS Vendor Medical IS Vendor Medical .docx
1. Medical IS Vendor Medical IS Vendor Medical IS Vendor
Medical IS Vendor –––– Project Project Project Project
CharterCharterCharterCharter
Project Name: Health System ImplementationProject Name:
Health System ImplementationProject Name: Health System
ImplementationProject Name: Health System Implementation
2. PJM 6140 Troubled Health System Project Case Study
Background
Healthcare Unlimited, LLC a leading health services company,
embarked on a new product development
project. Healthcare Unlimited needs to expand its clinical data
warehouse (CDW) to ingest third-party
data feeds from medical IS vendor and onsite clinic data to
incorporate this information to downstream
employer group analytics and reporting processes. This
expansion will also be used to develop new
activity reports to message value on these products.
The nature of the company’s business is that it operates in an
extremely competitive environment that
necessitates fast delivery to market so as to prevent competitor
companies from gaining dominant
market share with similar competitive products. Therefore, the
key success factors of the project were
time to market and quality. Cost of delivery was not a major
concern.
3. Scope
The scope of the project was to create a modular software
package to handle medical IS vendor data to
ensure appropriate preventative care is being tracked for
members, including the systems changes, the
vendor medical IS database tables, and medical IS vendor
reporting. The project was divided into
modules consisting of: medical IS DB tables, promote tables,
and medical IS vendor reporting. A project
manager was appointed, but has since left due to personal
reasons.
Time Scales
The launch date was set as December 1, 2015. The product had
to be ready for launch on this date, as all
the marketing material would reflect this date and the launch
had to precede the launch of similar
products from competitors. The project kickoff was May 5,
2015. The tasks that had been completed
prior to May 5, 2015 were the business case compilation and
approval and the project team
establishment.
4. Technology
The systems development was to be done using the MS Visual
Studio programming language and SQL
environment, which was new to the development team. The
developers were sent on MS Visual Studio
programming training two weeks prior to the project start. The
developers were used to working in a
Java programming environment and had not worked with any
MS-oriented languages before. The new
medical IS vendor reports will integrate into the existing
system located behind the intranet. These new
reports, unlike the existing reports, will utilize both SQL Server
and Teradata. SQL Server will control the
security access and parameter selection for the reports. The
application will then send the selected
parameters to Teradata in order to populate the body of the
report.
Infrastructure
Database Servers
• MS SQL Server 2008 R2
• Teradata 14
5. Reporting Servers
• The system will use an SSRS deployment server.
Development Tools
• MS Visual Studio 2008 Shell
• SQL Server Business Intelligence Development Studio
• SQL Server Management Studio
Business Requirements
The current application will display the medical IS vendor
reports. The system generates SQL Server
Reporting Services (SSRS) reports based on user-selected
parameters. Users can choose to view reports
in three formats: Excel 97-2003 (XLS), Portable Document
Format (PDF), or Comma Separated Value
(CSV).
The exported data within Excel or CSV files will contain “user-
friendly” headers and not
database column headers.
6. Scripts will execute on a weekly basis to import the following
vendor sources into the target system:
• Chip Rewards
• Spire
Scripts will execute on a monthly basis to import the following
vendor sources into the target system:
MDLive.
Case Study Summary of Events
Business Case Development
The product development department developed the business
case for the proposed new product,
including projected cost/benefit analysis based on previous
similar products and current market share.
The business case was reviewed by executive management and
approved.
Requirements Definition
7. The product development department developed the
requirements specification for the new product.
These requirements were specified based on the understanding
level of the project team, which had
many years of experience in the company and an extremely
good understanding of the systems. Some
of the finer details of the requirements, such as the reporting
requirements and the final policy
document wording, were not defined at this initial stage. The
outstanding requirements would be
agreed upon during the project, once the users had decided
exactly what they wanted in this regard.
Project Team Appointment
Peter was appointed as the overall project manager. Peter had
been with the company for 15 years and
been involved in numerous projects for new product
developments in the past. He knows the existing
systems intimately and had good working relationships with all
the various departments involved in
product development and launch. The project team appointed
consisted of people from various
departments, all of whom had been involved in previous product
development projects. Their
8. knowledge of the systems and applications is extensive. After
delivery of Module Two, Peter left due to
personal reasons.
Project Kick-off
The product development executive, the sponsor of the project,
chaired the project kick-off meeting,
held on May 5, 2015. She emphasized the importance of the
project to the company, as it would ensure
good returns by getting the new product to market before its
competitors. She stressed that the delivery
date must not be compromised in any way, as this would open
the doors for competitive products and
the opportunity would be missed. The project manager and the
team were asked to get busy
immediately with their planning, and a follow-up meeting was
set for August 5, 2015 to review the
project plans.
Project Plan Development
The project manager had been involved in many similar projects
in the past, and thus knew exactly what
the project entailed. For this reason the plans were based on
9. previous historical information of past
projects. The project plans included only the systems-related
work. The interfacing to other areas, such
as the legal department, marketing, and operations, would be
handled by the project manager at the
specific time required for their input. Project plans were drawn
up using a scheduling tool. The phases
and tasks were detailed, but resources were not allocated to the
tasks. Task dependencies were not put
into the plan.
Project Plan Management
Management of the project plan consisted of updating tasks with
their percentage complete on a
weekly basis. Record of actual hours spent on specific tasks was
deemed not necessary. Each resource
gave an estimate of the percentage complete for each task,
which was used to update the plan.
Resource availability was handled in an informal manner
whereby each resource gave feedback on a
weekly basis regarding his or her workload on the project and
other non-project work responsibilities,
10. such as systems maintenance.
Progress Reporting
Progress reports were produced every two weeks. These
consisted of a progress summary, deliverables
attained, percent complete, risks, issues, and cost information.
(See the most recent Medical IS Progress
Report below.) Minutes were kept for some meetings. (See the
most recent Meeting Minutes below.)
Progress for Period May 5, 2015 – August 5, 2015
Initial progress was good, with all team members working well
together. Programming started almost
immediately, since the team knew the systems so well that they
were able to make some of the
required changes immediately. Some issues were identified with
the user requirements, since not
enough detail was in the requirements document. These issues
were resolved between the
programmers and the users. Some of the programmers
experienced problems when they discovered
they were working on the wrong version of the user
requirements. This was resolved when the users
11. printed out the current version of the requirements for all the
team members to make sure they were
all working on the current version.
Progress was not as fast as desired, due mainly to users
changing their minds about the requirements.
The programmers were very accommodating with such changes
and tried their utmost to keep the users
satisfied. Unfortunately, the number of changes and additional
requirements requested by the users
caused the work to fall behind schedule. When some of the
programmers complained to the project
manager, he said that it was essential that users received what
they wanted, so their changes must be
accommodated, even if it meant having to work extra hours to
catch up.
The programming was also delayed from time to time due to
technical problems experienced with the
new development environment. The company did not have
anyone experienced in the new
development software, thus had to rely on vendor support,
which was a bit lacking due to their
commitments at other companies.
12. Progress for Period August 5, 2015 – October 5, 2015 (two
months before live date)
The sponsor became concerned with the project progress, since
she felt there was a risk of not meeting
the required delivery date. The programmers were working long
hours to try catch up on the project
work, as well as doing their required maintenance and problem
fixing of the live systems. The legal
department said that they may not be able to provide the policy
document wording in time for the live
date, due to other priorities. They said they may have been able
to if they had known about it sooner.
The user department said they may have a problem getting the
test packs ready for user testing, as
some staff were going on leave over the Thanksgiving period.
Initial testing revealed that the performance of some of the
modules was very slow. This was resolved to
some extent when it was found that some of the programmers
had used inefficient coding, as they were
new to the programming language being used. There were also a
number of bugs reported, one of
which causes the product to crash at least once a week. There
are numerous change requests submitted
13. by users for enhancements to the product.
Peter, the project manager, has left, and the project team is in
complete disarray, and there seem to be
issues between the architect and database administrators on just
how the database supports the vendor
reports. As of now the two areas are not working together to
develop solutions for the issues. There also
seems to be a loss of a defined testing strategy, which has
cropped concerns with development and user
acceptance. There is no existing method of capturing reported
issues, or how to handle changes.
Management is unhappy about the project and there is no
established communications method to
inform them about the project status. The project is over budget
by 20%. The vendor is asking for pre-
payment in order to deliver the third and final module for the
final payment of $75,000, which was 75%
of the total vendor cost. The module has not been tested yet.
There is no communications plan, no risk
plan, no systems implementation plan (to define how system
14. implementation testing is handled), and no
total cost of ownership (TCO) fee schedule. There is a conflict
within the project team (e.g., team
members have conflicting roles, or experience time pressure as
a result of working in two positions
within the organization simultaneously).
Medical IS Progress Report
Client VP Operations Project Number W1005
Project Medical IS Vendor Type of Project Development
Project Manager Peter Johnson Reporting Period Start:
End:
1 Progress Summary
Programming work is almost complete and testing has begun.
Unfortunately, it is going to take longer than planned to
complete the programming
due to changes requested by the users and errors made by the
programmers using the new programming language. We are
15. hoping that this time
will be caught up by working overtime and reducing the testing
time planned.
2 Major Activities Completed before Reporting Period
Commenced
2.1 Business case approved
2.2 User requirements document completed
2.3 Programming underway
2.4 Unit testing underway
2.5 Test pack compilation started
3 Major Activities during Reporting Period
3.1 Programming continuing
3.2 Unit testing underway
3.3 Test packs complete
3.4 Implementation plan started
3.5 Changes made per user requests to date
4
16. Deliverables and Milestones
No Description Baseline End
Date
Forecast or
Actual End Date
%
Complete
4.1 Initial project plan
4.2 Approved project charter
4.3 Program code
4.4 System testing
4.5 User acceptance testing
4.6 Go live
4.7 Post implementation audit
4.8 Project acceptance sign-off
5
Risks
18. Plan leave into project
schedule
7 5 35 PJ Open
5.3 Other departments may
not have resources to do
the policy docs and
testing when required
Agree tasks with other
departments
8 6 48 PJ Open
6
Issues
Impact
(1-10)
19. Actionee
Due Date/
Status
Action
6.1 Changes to requirements requested by the users are
causing delays in project delivery
9 PJ Agree final requirements
with the users
6.2 Currently behind schedule with some tasks, but should be
able to catch up without affecting the scheduled delivery
date
9 PJ Work overtime
6.3 Get final policy document wording from legal
department
8 PJ Agree date with Legal Dept.
6.4 Make sure Testers are available for required testing dates 8
PJ Agree resources and dates for
20. testing with user departments
7 List of Scope Change Requests
No Date Description Client
Approval
Impact
7.1 No official change requests to date
8 Major Activities for Next Period
8.1 Complete programming
8.2 Complete and get approval for project charter
8.3 Start system testing
8.4 Start planning for user acceptance test (compile test plan)
8.5 Fix errors and omissions identified during testing
8.6 Compile and agree implementation plan
8 Budget Tracking
Task/Phase Planned Cost
(Baseline)
Actual Cost to
21. Date
Remaining
Cost
Estimate at
Completion
Percent
Variance
Medical IS Vendor 441,650 230,892 210,758 529,980 20%
Meeting Minutes
MEETING DATE: May 15, 2015
PROJECT: Medical IS Vendor
SUBJECT: Weekly Progress
ATTENDEES: James Weary (JW), Peter Johnson (PJ), Tim
Drew (TD), project team members
APOLOGIES: Wanda Jackson (Sponsor)
22. Outstanding from Previous Meeting’s Minutes
Item
Minute
Actionee
Status / Due Date
1. PJ to discuss user requirements changes impact with sponsor
PJ PJ could not get
meeting with sponsor
Meeting Minutes
Item
Minute
Actionee
Status / Due Date
23. 1. Testing plan to be drawn up and testers allocated by the user
department PJ
2. Leave schedule to be drawn up for all project staff to assess
project schedule impact PJ
3. Legal department to give expected completion date for new
policy document wording PJ
4. Machine needs to be booked and set up for training of testers
and running of the user
acceptance test
JW
5. Testers to be identified by user departments and allocated for
testing period required TD
6. Current problems with system performance of the Java code
to be escalated to vendor for
urgent resolution
PJ
Scope Change Requests
Item
Change request description
24. Actionee
Due Date
Status
1. No official scope change requests to date
Next meeting: 06/01/2015 (3pm. – 4pm) - Meeting Room 2.3
The Case of the Troubled Health System Implementation
at Healthcare Unlimited, LLC
The Confidential Memo
Along with you welcoming papers, you received the following
confidential memo from the PROJECT
SPONSOR:
From: Project Sponsor, Healthcare Unlimited, LLC
To: IT Project Manager (you)
Date: September 4, 2015
25. Welcome to Healthcare Unlimited, LLC and congratulations on
accepting the project manager
position for the Medical IS project. It is my sincere hope that
your tenure with Healthcare
Unlimited, LLC will be both productive and rewarding. In this
letter you will find a list of several
critical barriers you need to consider and address as you take
charge of this troubled project.
1) Both your Architect and the Database Administrator
representative on your team
are very competent employees. Unfortunately, during the past
two months they
have created a difficult environment on the team that spurred
higher level of
conflict.
2) Senior management is quite unhappy with the dynamics of
the team and its
inability to address the internal conflict. The rest of the
organization has already
expressed concerns over the lack of motivation and tangible
results with the
team. As a result, you must take this into account if you choose
to restructure the
26. team.
3) The strategic plan for our company highlights the importance
of quality and time-
to-market of all our services. The board of directors is anxious
to see results with
the Medical IS project since it will have a large impact the
strategic direction of
the company.
My door is always open and I look forward to a productive
relationship.
Regards,
Your PROJECT SPONSOR
After reading the memo, you contact the PROJECT SPONSOR’s
administrative assistant to request your
first meeting with her as the new project manager of the
Medical IS project.
Meeting the PROJECT SPONSOR
During your meeting with the PROJECT SPONSOR you realize
27. that her job security hinges on your success
with the project.
You also find out that your team is not fully dedicated to the
project, but team members still spend half
of their time working on other duties in their departments.
Moreover, each one reports to a separate
manager in addition to you. The PROJECT SPONSOR notes:
“The first project manager never considered negotiating with
the various managers to acquire
additional team members from the legal, marketing, and
operations departments to be assigned
full time. He also didn’t consider the early warning signs that
the team conflict was escalating as
a result of their other duties. Projects do not start as ‘red’ and if
they do, they are doomed from
the start. I have to admit, I expected a lot more from him, but
instead felt mislead. At this point,
the board of directors is really unhappy with the lack of
progress on the project. We all need
someone who can take charge, motivate the crew, make any
changes necessary to set this
project on the correct path and ensure its success. I know this
will be a difficult task, but I am
28. confident in your ability to resolve the conflict on the team.
I also have to be honest with you. The previous project
manager complained about not having
control over the decision-making process in the team, because
of the conflict between the
Architect and the Database Administrators’ representative. In
fact, he mentioned that their
competitive and stubborn attitudes about who should actually
make decisions on the project
were ‘out of control.’ As a result, the morale of the team is low.
There is no sense of belonging.
I will support any changes you decide to make, but I want you
to be cautious and think several
moves ahead as to how each of your decisions will impact your
team and our organization. Also,
keep in mind, if you need to train any of your staff, I will
approve the training budget. You just
need to act soon.”
You ask about the skills of your team members. Your PROJECT
SPONSOR informs you that:
1) The Architect has the most technical expertise among the rest
of the team and has
29. been on several prior system integration projects. He was on the
original Medical IS
project team;
2) The Database Administrators’ representative has well
established political
connections in the organization, but lacks credibility among the
rest of the team
members. He has background in project management, but this is
his first technology
project at our company and he is the most recent addition to the
team;
3) The Operations representative has great initiative and
ambition to be on the project,
but her availability is very limited. She is well respected in the
organization for her
ability to round-the-troops behind a common vision. She was on
the original team
that procured Medical IS system contract and knows the most
common issues that
can occur with modifications to such systems. Her current direct
supervisor is flexible
when it comes down to ‘loaning’ her full time to the project, but
30. he needs to be
informed;
4) Your Marketing representative has great problem-solving
skills and an excellent
attention to detail. She was on several prior system integration
projects with our
company. She has previously worked in the Legal team for 3
years before moving to
the Marketing team.
You ask what immediate changes would you like your
PROJECT SPONSOR to see. She reflects:
“One of the most important things is to make sure that before
the project starts, you have a
good plan since a project that is off track costs more to recover
than later. At the present time,
the company is not capable if designating any more resources.
The way I see this, the number
one challenge is the team. You won’t be able to start this
project in isolation. The team is the
key! Yet, since the morale is low that by itself can kill the
project.”
You thank her and promise to provide her with status as soon as
31. you meet with your team and make a
decision. Next, you schedule a meeting with your team.
Meeting the Team
At your first team meeting, the Database Administrators’
representative show up late. Before you even
start the meeting, the Architect comments how important it is
for all to show up on time.
Database Administrators’ Representative:
“From the start, I know this is going to be a team-roast meeting
for me. Before you even start, I
have to say one thing, how do you expect me to make it on time
when yesterday I was handed
ten new requests and had four back-to-back meetings since 8AM
this morning? I can’t clone
myself and you know we are understaffed. This isn’t my first
team meeting and I understand the
importance of being here on time. Perhaps, you can speak with
my Manager next time and ask
him to take away some of these requests.”
Architect:
32. “We all have other responsibilities, but if we are not here on
time, we can’t finish on time and
then we are late for our other tasks. You were aware that the
meeting starts at 10AM. You knew
about it since yesterday. Also, this is not the first time you are
late-”
The Marketing Representative cuts the Architect short:
“I think we should hear what our new project manager has to
say. So perhaps you two can table
this discussion for later.”
The Database Administrators’ Representative:
“I am getting really tired of this. I can’t stand each time either
of you two (the Architect and the
Database Administrator’s Representatives) come into my office
and tell me what I should or
shouldn’t do. We already had this discussion once and I don’t
want to repeat myself. When I
have a priority request, all else is set aside. I don’t think this is
going to change, considering how
33. important some of these requests are for the future of the
company.”
The Marketing Representative:
“I have to say that without many of the software initiatives, the
company will have a hard time
retaining qualified staff to assist with the work on the requests.
The same is true for the
architecture design and for functional units such as Marketing
and Legal. Now, the Medical IS
project is not less important than your requests. In fact, it is
strategically aligned with our fiscal
year’s growth projections and if it fails, none of us will be
around to have this discussion again.
Architect turns to the Database Administrators’ Representative:
“The Design department is in the middle of system design for an
application to assist them with
the software roll-out process. I have been involved with it from
the start and can tell you that no
other member of that team is as problematic and as self-
centered as you. In fact, when the
schedule began to slip on that project, all team members
hunkered down and worked extra hard
34. to meet the established deadlines. We all pitched in and acted as
one unit. No other task was
more important than the project-”
Database Administrators’ Representative interrupts the
Architect:
“Wait a minute! You are misleading the rest of us again. ‘We’
on that project was you, the
Architect, and a member of the Documentations department plus
the complexity of that system
was so low that it hardly mattered to the company. It certainly
is nowhere near the caliber of this
project. Besides, if you knew anything about project
management, you’d know that the intent is
to break down the work into smaller packages and estimate it
properly. Your project manager
had no experience with this and he underestimated the work. As
a result, you all had to work
crazy hours to meet the deadline. I can’t stand incompetence
when it comes to project
management.”
At this point the Database Administrators’ Representative turns