The Health-Care IT System - Risk Management and Project Handover - Term Paper Example

Name Institution Course Lecturer Date Executive Summary Following closely to the Australian Standards AS/NZS ISO 31000:2009, a risk management plan can be implemented for a nation-wide IT system in Australian health-care. The plan is meant to be used in implementing IT system stages to deliver efficient and effective record keeping and management system that can be used by different stakeholders in the health-care setting. The development of an IT project and particularly when covering a wider scope like in this case of Australia wide health sector can be very challenging. Major negative threats may hamper the project success and lack of up-to-date information may make it hard to exploit positive opportunities in the process of delivering project deliverables. Risk management plan will be critical for project decision-making supported by risk analysis, evaluation and processes to monitor them. It will ensure that unwanted outcomes are kept to acceptable minimum by involving software and technology suppliers involved with a shared view of risk and managing them. Table of Contents Executive Summary 1 Table of Contents 2 1.0 Introduction 3 2.0 Project scope 4 3.0 Risk Analysis 5 3.1 Risk Identification 5 3.1.1 Major risks and approaches (Risk Management). 6 a). Time Factor 7 b). Change Management 8 c). Monitoring 9 d). Managing expectations and Project Handover 10 4.0 Risk Management 11 4.1 Planning and Monitoring 11 4.2 Risk responsibilities 12 4.3 Communication and Reporting 13 4.4 Risk tolerance 13 References 15 1.0 Introduction This is a Risk Management Plan based on a temporary project intended to compile records systems and assist in development and implementation of new IT program for Australia wide General Practitioners, specialists, patients’ health insurance and hospital staffs to access sensible patient data in the new database system. There is a need of an electronic records or document management system in the health-care. To promote knowledge integration across health-care organization and resources sharing and IT system can reduce duplication of effort, reduce inefficiency, streamline information resources and support changing organizational goals. As part of the process, health-care information technology management system will be developed to integrate data from access databases and provide core technology and data infrastructure to support health-care functional requirements. The work plan contains a detailed examination of aspects to be considered throughout the project and tasks towards risk management. The proposed new electronic document or records management system can be established to capture all the electronic transactions that pertain to spheres of health-care databases. The electronic document management system will hence operate along a paper-based record keeping system. A hybrid system is paramount to be considered in order to ensure that, in case the electronic record management system fails to be implemented, there will still be record keeping tools that will function effectively. In developing a new IT system for Australia wide health care, the tools or databases techniques involved in the project will be implemented in compliance with the standards set, relevant legislation and recommendation in the Australian Standards AS/NZS ISO 31000:2009. Risk involves the uncertainty of outcome which can either be a negative threat or a positive opportunity. However, for a project to achieve its objectives there is a need to take some amount of risk. Risk is a critical factor to consider during project management. In managing the project, the risks need to be controlled and contained in order for a project to be successful (Zolkafli, et al, 1). Records management is a very critical role for any service-based organization like health-care organizations. The report acknowledges the need to support risk management through offering relevant training, policy and procedure and guidance in the process of project implementation. 2.0 Project scope The main organizational objectives of this new IT project is to provide a number of tools that are necessary for supporting record keeping and retrieval across the health-care setting. The tools will in turn assist staffs and relevant stakeholders to meet health-care needs, the regulatory and legal obligations as well as broader community expectations according to relevant and set standards. Through the methodology of design and implementing record keeping systems, the project will promote selection and development of a new electronic records management system to be linked to health-care information management system. It will create health-care specific subjects, topics, activities and functions to b e merged and connect various organizations for administrative and functional records. It will implement a merged IT system across health-care institutions and train staffs on its use. By creating health-care specific functions, the project will also identify policy, procedures, and record management tools to support the IT system. To envisage the areas that might be prone to risks, the key stages of the methodology to be followed in project implementation should be considered. There are quite a number of stages that are critical in an electronic recordkeeping system. First, there is a need to investigate on the broad environment in which health-care organization operates. In turn, the functions and activities the health-care organization performs can be analyzed. Secondly, it is good to analyze and identify health-care organizational requirements in making and keeping records in relation to the functions and activities. Thirdly, in assessing how the existing systems and its extent in meeting the requirements, it is possible to identify and select record keeping strategies for meeting the requirements. Fourthly, the last stage will involve designing a record keeping system to incorporate the organizational strategies, implement a record keeping system and evaluate its performance. It is a rare incidence to have a nation-wide project and considering that the health-care sector connects to other major departments offering health-related support and services, it is highly foreseeable that the IT system presents high uncertainties. The project will involve quite a number of teams; require high coordination and monitoring processes which makes it critical to have a risk management plan in place (Thamhain, 21). 3.0 Risk Analysis 3.1 Risk Identification Risk identification looks at potential risks that faces the project and can be grouped according to categories and a starting point for looking for solutions. An attempt to make judgments about risks can start by brainstorming and identifying potential risks. At some point, hurried or incorrect decisions can lead to some risks. A risk log involves a list of all identified risks with detail for each and its status (Highsmith, 23). Risk log works as a control tool for Project Manager in order to provide the quick reference to major risks that faces the project. The Project Manager also identified the required monitoring activities and the persons in charge of taking care of certain risks. There are quite a number of risks identified for IT system project as discussed below. 3.1.1 Major risks and approaches (Risk Management). Risk management manages the project exposure to risks by considering the probability of risks occurrence and the potential impacts in case it occurs. In turn, risk management manage involves a process of taking actions for keeping exposure to acceptable level and in a cost-effective way. A risk management cycle can promote the way a project risks are managed (Thamhain, 23). There are a number of stages to consider for IT deliverables guided by risk analysis and management as indicated in the diagram below: Fig. 1.0: Risk Management Cycle AS/NZS ISO 31000:2009. Risk evaluation will follow to access the probability and impact of risks. The probability and frequency of risk happening as well as its impact on organization continuity will be considered. The risks impact can be evaluated through the critical elements of time, benefit, quality, resources and people to be involved (Persson, 512). Suitable risk responses can be broken down into five types including risk prevention, reduction, transference, acceptance and contingency. Each of the above five activities can be taken in project process depending on suitability and project stage. There are a range of options that will have to be identified to treat risks and prepare for implementing management plans. Control action are then put in place and in most cases, control is concerned with cost as it has to offer money related to control. It is acknowledged that the health-care IT project will involve wide-range of new tools to consider for deliverables. In turn, other new projects with a perceived higher priority can take the resources assigned for the project away. a). Time Factor There is great deal to be achieved in limited period of the project. Planned or unplanned infrastructure or systems upgrades can arise in the process or middle of the project. The project allocated time may end up delaying by weeks or days. Despite the project teams’ best intentions, the plan can blow out due to assigned new responsibilities. Data casting may necessitate revision and additions to information management systems. In deploying each product for different departments, staff may show the need to consult more compared on what was built on the project plan. In addition, each stage of project relies on national standardization organization approval which can delay depending on internal resources available to them. Failure of the project to plan for contingencies like illness in its scope may lead increased time. The suggested solution to the time factor is to make variations where possible to project methodology to encroach on quality and at the same time save time. Some of the phases and stages like identification of health-care services and activities as well as recordkeeping requirements can be combined. It will also call for project plan to be reviewed and particularly at the end of every stage to maintain the project on the track. Committees and supervisors should be informed of timing problems so as to negotiate any changes to the plan. Additionally, the staffs to inherit the tools will be kept informed of project progress to deal with easier and residual tasks. b). Change Management Change management is one of three major difficulties in the project of this nature. The project IT system will impact on every staff in and out the health-care sector and particularly those creating and receiving records. The users will need to adjust and shift the classification of records. Majorly, records will no longer be classified by subject like in manual databases but highly on functions and activities with new electronic terms. Eventually, it will take time to learn as some staffs can find it difficult to adjust to new processes and use of new technology. Unanticipated requirements changes may occur in the process necessitating change in scope, ne or unplanned requirements due to additional demands and modification of the current requirements. This results in rework and additional work. In managing the risks, some solutions are proposed. A significant part of project can be taken to deal with issues concerning change management as well as reassessing each project stage. Change management issues will have to ensure that the project will take information management system as integral part of project where presentations and discussions will focus on both. The project sponsor and members in health-care information management committee will be involved to champion the project. Throughout the project, staff will be informed of project progress through meetings, discussions, health project newsletters, Intranet and sources that promote the project aims and objectives. Regular consultation sessions like briefings, training and one-to-one discussions with staff is very important. The suppliers and installation teams will ensure to set up suitable feedback and mechanisms like systems for registering quality controllers, help desk, workshops and issues. When each deliverable is complete, it can be made accessible through Intranets together with the related policy, templates, guidelines and quick reference manuals. Project development team will ensure that training needs are identified for record management and tools in induction training. c). Monitoring Monitoring is a significant issue to consider in risk management. In the process of implementing, the project owners and suppliers of technology may bring something new through a detailed impact analysis even if the requirements may not change. The new findings can significantly cause delays. In case it is realized that the departmental use of records management system is sporadic and can deteriorate over time, tighter controls are needed if the project is to succeed. There are suggested solutions to control the project. The project will define the mechanisms like induction and training, quality control, monitoring regimes and reinforcing support to senior management. There is a higher possibility in coding taking longer time than the anticipated. In turn, estimates are proven wrong in most cases. Development teams can end up taking longer times than it would be expected. Unforeseen software upgrades can arise from poor planning and problems with health-care intra-departmental communication. Where the department that is responsible for upgrading software lack the required skills for proper planning or generally lacks a culture of planning, thing will come up in the process of the project. In other cases, failure to communicate the detailed plan to different project teams can lead to the risk. The risk shall be approached by involving the users in the design of deliverables to explicitly agree with them and lower the scope from veering off the plan. Ultimately, the options for changes in later stage of the project cannot be removed but can be agreed on so as to consider allocation of more resources than improving the project with the initial assigned resources. That way, the risks of reduced time to finish the project and lack of resources will be reduced. d). Managing expectations and Project Handover Managing expectations is necessary for this project in case some users of IT system happen to expect too much from final project results and particularly due to involved technology. In case the solution fails their prior expectations, the users may react negatively. There will be a need to make it clear when communicating with staffs of what exactly the new system will accomplish and what it will not. The issue can be addressed along with promoting an effective handover. As the project temporally involves the suppliers and products developers, there will be a need to identify and work with proposed health-care IT staffs that will work and maintain the IT system, keep training current, manage additional needs for data entry, data management system and continue will implementation. As a suggested solution, it is recommended to keep information management personnel who will inherit the project involved. The knowledge of all project phases will impact on their understanding of and future responsibilities in maintaining and upgrading the IT system Project brings change and any change incurs risk. Change means moving forward with the use of new technology and methods. The work of Project Board is to support and promote risk management. After understanding, the risks, they accept the time and resources and determine the implication of countermeasures. Risk management policies as well as the benefits of risk management need to be clearly communicated to staff. Supervision will involve the project manager and IT infrastructure team will supervise the project phases. The role of special projects will be headed by a manager who will supervise input of electronic document management. In addition, the project officer from National Archives Australia assigned to the project will check and advice on every stage to promote compliance with designing and implementation of record keeping systems. 4.0 Risk Management 4.1 Planning and Monitoring Planning and resourcing is the first step to promote the selected options and implementing them in actions to plan for changes, work on new or modify a certain project package. The quality, resources and actions required are set at planning. A detailed plan of action that identifies the plans, stages, additional activities and contingency plan is developed. Resourcing accounts for assigning actual resources to conduct work and actions to prevent reduce or transfer risks (Bannerman, 2131). Secondly, monitoring and reporting follows for the actions selected to address risks. Monitoring will involve a process of checking whether the executed actions have a desired effect, identify early warning signs, model trends, predict potential signs and opportunities and check the effectiveness of the overall risk management applied (Persson, 524). 4.2 Risk responsibilities The project manager will seek assistance from information management staff on a regular basis who will also connect to staff within health-care with skills, knowledge and experiences in; activities and functions performed in the health-care sector, records management practices for health-care and the current tools. The staff members with different skills will be called to discuss the record keeping issues, to comment on drafts, assist in training other staffs and facilitate consultation. The group which will act as a representative of the health-care sector will be kept informed about the project progress to keep the project tools up-to-date after its completion. However, health-care staffs’ involvement will be on irregular basis. Therefore, it is expected that they will be notified according to project phases to ensure adequate preparation and delivery of the right information. A Project Manager takes the responsibilities of ensuring that the risks are identified, recorded and reviewed regularly. On the other hand, the Project Board carry out some main responsibilities like to notify the Project Manager of external risk of exposure. Secondly, they make decisions on recommended reaction the Project Manager make to the risk. Thirdly, they strike a balance between the potential benefits and the level of risk the project might achieve. They also notify program management of risks that may affect project’s ability to meet corporate objectives (Saatçioglu, 692). Staff and stakeholders will be involved where in stage 1; assistance will be required from information managers to gain access of suitable sources. Short interviews need to be conducted with records and corporate managers in regard to recordkeeping, corporate goals and risk management. In stage 2, discussion with a few representatives in key business unit is needed. The information will confirm a number of unit activities and identify them adequately. Training sessions will be mandatory for all staff to learn how to use different IT databases. Hours can be divided for training on re-named files and use of electronic tools. In stage 3, short discussions are required with stakeholders groups as well as with the groups responsible for managing risk within the organization. Additional feedback from key personnel will also be involved. 4.3 Communication and Reporting Communication is important between the organization program levels and the project (Saatçioglu, 701). Reporting arrangements will promote quality control. Project coordinator will report to the project manager fortnightly to note the project’s progress. The project coordinator will still report to Special projects manager as required. When and where relevant, the project progress and report will be submitted to health-care IT Infrastructure Project reference group who represents and work with the project team to examine additional implementation issues. Regular information should be availed to Information Management Steering Group and publish the record on Intranet. Formal reporting will also be done to Chief Information Officer. Project documentation will also be submitted to the Australian National Archives at the end of project stages to promote quality checks. Documentation is also necessary and can be submitted to the parties interested or made accessible o the Intranet. 4.4 Risk tolerance The Project Manager and the Board will determine the amount of risk they would tolerate. In most cases, the perceived importance of a risk determines how it will be tolerated (Bannerman, 2120). The health-care IT system is a very important project and will deliver quite a number of benefits and cost saving measures. The financial risks involved with budget adjustments through incorporation of relevant parts of IT programs can be tolerated. The project involves quite a number of human skills and political influence and since in performing additional changes will involve extensive planning; new deliverable seen in the process of the project can be tolerated despite the increased costs and changes of time schedules. Product quality may be affected depending on electronic programs to be incorporated. However, depending on the extent of use and view of product’s delivery, lack of expected quality will be tolerated. References AS/NZS ISO 31000:2009. Risk management - Principles and guidelines- SAI Global Bannerman, Paul L. "Risk and risk management in software projects: A reassessment." Journal of Systems and Software 81.12 (2008): 2118-2133. Highsmith, Jim. Agile project management: creating innovative products. Pearson Education, 2009. Persson, John Stouby, et al. "Managing risks in distributed software projects: an integrative framework." Engineering Management, IEEE Transactions on56.3 (2009): 508-532. Saatçioglu, Ömür Y. "What determines user satisfaction in ERP projects: benefits, barriers or risks?." Journal of Enterprise Information Management 22.6 (2009): 690-708. Thamhain, Hans. "Managing risks in complex projects." Project Management Journal 44.2 (2013): 20-35. Zolkafli, U. K., et al. “Risks in Conservation Projects.” Jurnal of Design+ Built, (2012): 5(1). Read More