In the contemporary world, project management has become one of the most important concepts in a successful implementation of new projects across all sectors of the economy. Health facilities like hospitals have also adopted this idea so as to ensure that projects undertaken are done in the right manner (Schwalbe, 2015). Such organized planning and implementation of projects within the healthcare sector has helped these institutions in ensuring that their budget remains within scope and that they still attain the desired result. This paper aims at developing a project plan for a new porters information system within the hospital setup. It will commence by giving the project description and scope, including the deliverables and acceptance criteria of the planned project. The role and responsibility of different individuals involved will also be analyzed. Additionally, it will give detailed information on the project budget management, risk, quality, and sustainability.

Service Level Agreement

Project Description

The current project aims at introducing an electronic information system, which will be used by porters within the hospital. The foremost idea of this project is to ensure that the transportation services within the hospital are effective and efficient (Odegaard, Chen, Quee, & Puterman, 2007). Such improvement is necessary to the hospital, because porters services are one of the major areas which can determine a patients outcome as well as their satisfaction. The manual slow dispatch system is not welcoming to most clients, and thus the change is warranted.

By implementing this project, the hospital management aims at achieving three primary goals. These goals include an increase in customers satisfaction, reduction in porters labor force, and having efficient time management within the hospital setup. To achieve these aims, the administration intends to ensure that the following objectives are attained. First, dispatch time should be reduced by 40% within the first year of implementation. Human resources involved in the porters services will also be reduced by 15% in the first year of the project. Finally, customer satisfaction should be maintained above 85% annually after the implementation.

To fully implement this project, several technological aspects must be ensured. First, the management will need to set up a control room, where the system will be designed and monitored. Porters will also need to be provided with portable electronic devices like smartphones to connect with the system (Odegaard et al., 2007). The hospital also needs to provide stable wireless Internet on its premises.

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Once implemented, the projects success will be quickly evaluated using the available tangible measures. First, the success will be assessed by the average dispatch time within the hospital setup. A significant reduction in this period means that the project is a success (Odegaard et al. 2007). Secondly, the net income from the hospital operational services will also indicate if the project is a success. An increase of the revenue can be caused by higher efficiency in the hospital transportation leading to a reduction in cost.

Project Expected Deliverables

For a proper planning and implementation of the project, several deliverables will be required. First of all, these will include milestone reports, which describe the status of the project (Schwalbe, 2015). In these reports, a project governance plan and project schedules will be defined. The project governance report, on the one hand, will explain how the project is managed. On the other hand, the project schedule report will include the timeline and work allocation per set deadlines.

The project will also involve the software deliverables. The current project is an information system related work, and thus relevant software needs to be provided (Schwalbe, 2015). It is expected that such software will be developed in three phases, of which two will be the trial phases. Software will also be associated closely with system deliverables. Since this project aims at producing a new technological system, there must be phases dedicated to hardware introduction, integration with software, and other related processes. The result of these processes will be part of the system deliverable.

Lastly, the project will come to an end with a training program. Once all the other milestones have been achieved, the software delivered, and system integration has occurred, the hospital staff needs to receive training (Schwalbe, 2015). Under the training program, training design and training curriculum will be the main required reports.

Acceptance Criteria for the Project

The acceptance criteria for the project will include the testing of restoration from a backup. The project completion will only be confirmed if the hospital is provided with a way of replicating data and retrieving such data if the need arises (Odegaard et al., 2007). Such a contingency measure may become necessary in the future if a disaster occurs. The backup and restoration will work as business recovery plans.

The second acceptance criterion required is the business continuity plan. Any project faces a risk of a disaster, which can paralyze the operation within the hospital setup. Such incidence can be very undesirable, as it can even lead to the death of some patients due to delays (Odegaard et al., 2007). The project, thus, can be perceived as complete only if there is a business continuity plan, which will ensure no hospital operations are disrupted even in the event in system malfunction.

Users acceptance testing will also be an acceptance criterion in this project. This testing has to be successfully completed and accepted by the project executives (Odegaard et al., 2007). Such completion will mean that all staff within the hospital are ready for the new electronic porter system, and thus it can be launched.

Project Assumptions, Risks, and Constraints

For this project, the hospital has two main assumptions. First, the organization assumes that there is an existing supply of skills, both from within and outside of the hospital, that will help in the project execution (Schwalbe, 2015). Those from within will be required to ensure no radical changes occur to the overall system, while those from the outside will bring in more expertise on the issue. The second assumption is that vendors will deliver within the allocated time frame. The hospital can influence its departments to work within the time given, but when it comes to an external source, one can only hope for the best.

Risks associated with this project include the resistance from hospital staffs and failure to integrate with hospital operations. In some cases, employees may refuse to accept the change, and that can cause a significant challenge at the actual implementation stage of the new process. However, training may serve a positive role in such situation (Schwalbe, 2015). Lack of integration can also occur if the project is not well inspected. Such risk can cause a much worse situation than the current porter system.

Concerning constraints, the organization will have to work within limited budget and time. The budget must be adhered to without unnecessary changes, and thus the project must face this restriction (Schwalbe, 2015). On the other hand, time also needs to be followed, and deadline adhered at, to avoid delays.

Roles and Responsibilities

Table 1

Project Roles and Responsibilities Matrix

Name (Pseudonym)

Job Title

Role in Project

Responsibilities in Project

Internal/ External

Communication Needs

Weldon Kaman

Project Manager

The overall supervisor of all project affairs

Planning and defining the scope of the project.

Having strategic influence and team leadership.

Ensuring all deliverables and acceptance criteria are met.

Internal

To chair of the board for executive support.

With other senior managers in the project for proper execution.

Jane Harran

Senior information technology manager

Ensure hospital policy on IT is maintained

Provide access to hospital policies on IT

Coordinate internal IT staffs with external experts

Internal

To the external IT experts for integration and smooth operations.

To project manager and IT staffs on the progress within the IT section.

Veronica Cocky

Chair of the hospital board

Represent project interests with the hospital top management

Explain project progress in the broad of directors

Channel in which project manager gets funds from payers

Internal

To the payer when sourcing out funds.

To other broad members convincing them to support the project.

To project manager on the progress of the project.

Hunter Symone

Information technology expert

Main expert on the new system

Provide the needed know-how and experience on how to implement the new program.

Direct the needed software and hardware

External

With internal IT manager when integrating their teams.

With project manager on the progress in system development.

Gilberta Great

Procurement manager

Purchase of needed items

Purchase the needed hardware and software.

Buy other items to be used in control room.

Internal

With project manager about available funds and their use.

To the internal and external IT experts about the needed items.

Elizabeth Harrys

Vendor

Availing needed items

Sells the needed hardware and software to the organization

Sell other office items that are necessary to the system development

External

With the procurement manager on the things needed and when they should be provided.

Samuel Kabugo

Quality control officer

Monitoring the project

Ensure that the project implementation meets the required health and ethical standards.

External

With the project manager when discussing tests and monitoring.

To both internal and external IT expert when discussing implementation steps.

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Note. The table is compiled using the information from Kerzner (2013).

Strategies for Maintaining the Project Budget

Strategies to Be Applied

To maintain the project budget, three strategies, that will be utilized, include continually forecasting the budget, regularly predicting resource usage, and keeping the team informed. Continuously forecasting the budget means doing several periodic budget oversights to see any anomalies (Kerzner, 2013). If any abnormality occurs, it should be addressed immediately before the budget overrun becomes unmanageable. Such periodic forecasting will ensure smooth budget spendings until the end of the project without any surprises along the way.

The project manager should also ensure that resource usage is regularly estimated. Just like in case of the budget forecasting, the resources overrun can be very critical in the determination of cost. When resources are not controlled, the workers can misuse them without proper care (Kerzner, 2013). For example, in this project, more electric cables may be used than necessary, thus spending the money required for other purchases. This strategy will, thus, prevent such unnecessary use of resources, which can lead to budget overrun.

Lastly, keeping the team informed is also a good strategy to ensure they attain their full capability. Kerzner (2013) observes that employees need to be involved in communications about the affairs of the project, so that they can work in a dedicated manner. If the project manager communicates with them about the project, they will feel that they are part of it, thus avoiding wasted work time, which would lead to more spending.

Challenges and Opportunities

When continuous forecasting of the budget is used to control the budget, it can result in some challenges. First, it can lower the quality of work in the project by limiting spending even to areas that are justified (Kerzner, 2013). It can also be very costly, as it will require a qualified finance officer to do the forecasting. However, the downsides can be mitigated by accepting changes in the budget when justified.

Regularly forecasting resource usage can also lead to several challenges if not conducted in the right manner. First, it may result in extra costs of hiring a qualified analyst to monitor the usage of resources. Such new expenses can impact the project budget in a negative way, thus lowering its capability to meet the intended goals. Too much limitation on resources can also lower staff motivation, thus lowering their productivity and work quality (Kerzner, 2013). Such challenges also can be limited by ensuring that the forecasting is done within the working staff without any external individual involved.

Keeping the team informed can also be challenging, as it can prove to be difficult in some situations. First, having the right channel of communication can sometimes be difficult, thus leading to poor communication. Secondly, some project members, particularly those opposed to the project, can use this as a chance to frustrate it (Kerzner, 2013). However, such challenges can be avoided if the project manager handles the communication personally, and speaks directly to staff as well as their managers, thus avoiding chances of misleading information.

Comparison of Positive Outcomes

These strategies can give different positive outcomes to the project. First, continually forecasting the budget can be paramount in preparing the project manager to sourcing extra funds if needed in advance to avoid any delays in the later days of the project. The strategy also ensures that no major variation occurs to the initial budget. Regularly forecasting resource usage also influences the usage of resources in a positive manner. The needed result of this strategy is that the project is developed in the most efficient and most economical way possible (Kerzner, 2013). It ensures that only the right amount of items is used in the right place at the right time of the project. Lastly, keeping the team informed also influences the outcome positively. Such open communication ensures that workers are motivated at all times, thus increasing the efficiency and productivity. In the end, the job done on this project should be simultaneously a high quality and economical one.

Risk Management, Quality Management, and Sustainability

Plans to Manage Risks in the Project

The porter's electronic information system project has several risks associated with it. However, with proper planning they can be managed and their effect neutralized. The financial risk is one of the primary concerns, and it mainly focuses on the adequacy of the budget in terms of achieving the project goals (Turner, 2016). Such risk will be managed by reviewing other similar projects implemented at other major hospitals. Financial risk can also be avoided by strictly adhering to reputable information.

Another significant risk that faces this project is the strategic risk. Here, the primary concern is if the project can hinder other hospital operations due to huge funding to the project. The major plan of avoiding this risk is having direct project links to the existing policies on the porters roles in the hospital. Such direct connection will ensure that the project remains necessary to the organizations overall performance even in the event of fund limitation (Turner, 2016). Lastly, the operation-technical risk of potential interruptions to normal operations also exists. Such risk can be managed by having consultations between the responsible managers and experts.

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Strategies for Managing Quality Within the Project

The approach to maintaining high quality is focused around a project quality management strategy. This is a document produced at the commencement of the project, outlining all the required standards during the implementation process; such document will, thus, be important to the project manager in ensuring quality during implementation (Turner, 2016). A quality control strategy will also be employed to ensure that the contents of the strategic plan are realized within given scope. The control measures are imperative to the quality, as they ensure requirements like quality inspections and testing are done within the required time and in the required manner.

A quality assurance strategy also has to be adopted outside the company quality methods. Such assurance can be outsourced from a reputable organization, which has a vast experience in porters or other similar systems (Turner, 2016). An external assurance will, thus, serve a useful role of indicating that the project has complied with the required quality.

Strategies for Sustainability in the Project

One strategy that will be applied to ensure sustainability is the maintenance strategy. The new porters information system will need adequate care to retain its value to the hospital operations. Such care will be provided by quick and efficient repairs if they are needed, and by having a periodic overall system check. Another way of ensuring sustainability is through the expansion strategy (Turner, 2016). The technological world is changing in a fast-paced manner, and thus this system is expected to be outdated within a short period. However, if room for modification and improvement is left, then such outdating process can be mitigated.

Tools/Techniques to Manage Quality in the Project

One technique which should be applied is the quality meeting method. Several members from the project and other responsible departments will be involved in such meetings (Turner, 2016). The use of such meeting is entirely justified, as it provides insight from a wider perspective required in the porter's section. Porters are people, and thus decisions concerning their operations must be made with thorough consideration; hence meetings are warranted.

Control charts shall also be used as a tool for managing quality. These charts are used to show a long-term effect in aspects like service delivery and efficiency (Turner, 2016). When a positive variation occurs, it means there is positive change that may have been brought by the project. However, an opposite outcome demonstrates that changes are needed. This tool is valuable, as it perfectly fits the porter systems and it can be used in evaluating productivity as well as service delivery within a small margin of error.

Conclusion

In conclusion, the above exegesis has developed a project plan for a new porters information system within the hospital setup. It has given the project description and the scope including the deliverables and acceptance criteria of the planned project. The role and responsibility of different individuals involved have also been critically analyzed. Additionally, it has given detailed information on the project budget management, risk, quality, and sustainability. The project aims at introducing a new porters system in the hospital, using modern technological devices. The strategy to maintain the project budget has identified three means which include continually forecasting the budget, regularly predicting resource usage, and keeping the team informed. Lastly, several risks as well as quality and sustainability management have been briefly discussed.

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