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Procurement
Project Charter
Do cu me nt Ve rsio n: 1 .0
Last Saved: 5/1/2005
Review Draft
Approved by Project Team
PMS Procurement
Project Charter
Table of Content
STRATEGIC VISION 3
PROJECT OVERVIEW 3
GOALS AND OBJECTIVES 4
PROJECT SCOPE 5
DELIVERABLES 5
PROJECT DESIGN ASSUMPTIONS 5
TIME LINE OF KEY PROJECT MILESTONES 7
PROJECT ORGANIZATION 8
TEAM MEMBERS 8
ROLES 9
PROJECT MANAGEMENT 10
RISKS & RISK MANAGEMENT APPROACH 10
ISSUE AND SCOPE MANAGEMENT 12
COMMUNICATION PLAN 12
signatures 14
377846052.doc Page 2 of 14
PM System Procurement
Project Charter
STRATEGIC VISION
The mission of the clinic is included here..
The project vision is to invest in people, business process improvements, technology infrastructure and
new practice management system to provide operational stability and to support growth and relevant
operational objectives for next 5 to 7 years.
PROJECT OVERVIEW
We are engaged in a procurement process for a new practice management system (PM system) for our
clinics and health centers. The new system will replace the current PM system. This system has served
us well but has several significant limitations. It has been recently concluded that further investment in
the current PM system should cease and an integrated PM system from an established vendor be procured
to replace it. We have also identified a need to develop the internal IS/IT resources required to manage
and operate the new system.
The goals set for this project are to have a signed contract for new PM system on a tightly controlled time
line, and to have begun the process of building the internal capacity to successfully implement, manage,
and operate the system into the future. We have engaged consultants to design and participate in a project
to select PM system and contract with a vendor in this time frame. To accomplish these goals, the project
will require:
Commitment from project stakeholders including organizational management, clinic
management, project team, and technology staff
The availability of resources (including significant staff time) to assure the completion of high
quality deliverables by the consultants
A clinic project leader to handle the day to day communications and logistics
Rapid response and decision-making by stakeholders, executives, managers, and other project
participants within their defined scopes of authority
The PM system procurement project described in this proposal will include four distinct phases: Project
Initiation, RFP Development, System/Vendor Selection, and Vendor Contracting.
Several high-level goals and objectives have been identified. These can also be considered guiding
principles as the team moves though the system selection process.
The PM system must be "user friendly" to facilitate effective training and operations in a fast
paced environment. The consultants will help clearly define “user friendly” so this requirement
can be included in the RFP and objectively evaluated during the selection process.
The PM system must support the organizational goal of growth, having the capacity to scale up to
20 clinics.
The PM system must facilitate better utilization of our current facilities and staff, allowing for as
many as 200,000 patient visits a year by 2010.
The PM system needs to provide staff with a tool to enhance operational efficiencies, enabling
staff to provide better and faster service to patients.
The PM system needs to be compatible with best of breed Electronic Medical Records (EMR)
applications or be an integrated system with PM system/EMR components, although full blown
EMR functionality is not on the near term horizon.
The PM system needs to have available or easily developed interfaces to some existing internal
software applications.
The PM system needs to provide interconnectivity with all our sites to be able to track patients
who seek services at multiple sites.
The PM system needs to be flexible to change with business, data, billing, and reporting needs.
An "open" database with the ability to analyze data and generate reports on all data elements that
are captured and stored in the system is desired. Ease of reporting with a commercially available
report-writer is a must.
The PM system needs to have the ability to effectively navigate the PM system using both
keyboard commands and a mouse.
The application must be compatible with current technology standards to enable interoperability
with other applications, ease of reporting and access to data for research, analysis, and reporting.
The vendor must demonstrate stability, longevity, and a strong, proven record of excellent
customer support.
The vendor and product must demonstrate proven knowledge and experience in California in
similar setting as ours, including services, regulatory and funding.
The application must support multi-site scheduling and integrate with use of a call center.
The PM system must have the flexibility to offer web-based functionalities that will allow us to
take advantage of new business models, to gain productivity advantages through online
appointment functionality, and to leverage the capabilities of the Internet within the system.
The technical architecture of the PM system must provide for scalability so we will not outgrow
the system and built in redundancy so there is no single point of failure. Mission critical systems
require this capacity.
The technical architecture of system and software must provide easy path to creating and setting
up complete redundant, co-processing center for disaster recovery.
We require a system that supports the requirements of their total organizational, including
growing the donor base, providing community outreach services, and building the activist base.
PROJECT SCOPE
Deliverables
Project Charter
Project Timeline/Work Breakdown Structure
Operational Assessment, Needs Assessment, Process Flow Diagrams and System Design
Technology Management Assessment
Functional Requirements
Technical Requirements
Request for Proposal (RFP) Document
Vendor/System Overview Analysis
Proposal Evaluation Criteria and Worksheet
Site Visit Evaluation Worksheet
Vendor Interview Evaluation Criteria Worksheet
Vendor Interview Agenda, Scenarios and Participant Criteria
Due Diligence Analysis
Functional and Technical Specifications
Best and Final RFP
Contract Appendices
Legal Review of Contract and Appendices
Contract with PM system Vendor
Project Design Assumptions
The following is a list of assumptions used as the basis for the design of this project:
Three or four vendors will be considered based on their organization’s proven ability to deliver
and support PM system systems in California.
There are several separate but related projects that need to be coordinated with this one. The
reengineering, redesign, and standardization of clinic, billing, and inventory workflow procedures
will be finalized as the contract is being negotiated with the vendor of choice. An upgrade of the
technology infrastructure will need to be completed by the implementation phase of the project.
Time is of the essence as the ability as the current system will not adequately serve our needs
going forward.
The PM system project is a high priority project to the organization and the management team
will support staff to assure that they will be able to participate and contribute in a timely and
effective manner.
A detailed project plan and time line will be maintained throughout the project. This time line of key
milestones provides a high-level overview of the project.
PROJECT ORGANIZATION
Team Members
Consultant
Clinical Services
Support Consultant
Project Management and
Specification
Development
Roles
Role Responsibility
PROJECT MANAGEMENT
PM system will be a separate project that the contracting phase of this project.
must be tightly integrated with this one.
5 Interdepartmental decision-making and Err on the side of more frequent communication,
coordination is not yet tested. A major project perhaps opting for more frequent but shorter
of this nature has not been undertaken with meetings. Document all rationale and reasoning
the current senior executives, and a “give-and- behind decisions that could result in
take” process will be key to the success of the policy/procedure requirements during system
PM system selection. implementation and operations.
6 A new clinic will open during the course of The project manager will keep a complete list of
the project. planned opening and needs, along with the
planned service offerings and staffing concerns.
Project milestones and deliverables will need to
be coordinated accordingly.
7 Project timeline: there is very little slack in Monitor the project timeline on a constant basis
the project to account for unanticipated to determine if tasks are on track and, if not, see
delays. if additional resources applied to the task can
bring it back on schedule.
8 Resource Constraints: When staff are pulled Identify in advance where input or participation
away from already full time positions, there is in the process will be required from staff and
not an easy way to back fill. leadership. The management team has identified
this project as ‘high priority’ and will make the
resources available to complete the project
successfully.
9 Vacations and leaves: It is likely that over the Make sure that key project members inform the
duration of this project key participants will project manager of pending vacations and leaves
go on leave or vacation. and manage critical path deliverables to account
for these scheduled absences.
10 HIPAA compliance is a moving target, Vendors will need to be certified as HIPAA
specifically with regard to security and compliant and have proven HIPAA compliant
transactions/code sets. installations that can be verified. Their track
records will need to be evaluated.
11 Computer literacy of staff: a new system may Engage clinicians in the planning process,
have a higher set of computer skills stressing potential benefits of using the PM
requirements that he current system, and system features to improve patient care. Include
while most staff members have some all staff in regular updates concerning project
experience as they are cross-trained for front progress. We will prepare a comprehensive
and back office, the licensed clinical staffs are training plan when the PM system is selected that
not currently using the computers. accounts for new system requirements and
different learning styles of staff members.
12 Coordination between teams, analysts, and Consultants will participate in stakeholder and
consultants PM Project Team meetings as required. All
project members will follow established project
communications protocols.
13 For optimal results, project participants must Stakeholders, project manager, analysts, and
be willing to compromise to achieve the big- consultants will need to keep the focus of the
picture organizational goals project on the organizational goals and be
flexible.
14 Coordinating fund raising efforts with PM Fund development staff will be included in
system project project communications and they will be invited
to participate in the project at appropriate times.
SIGNATURES
The signing of this document by the Stakeholders and Project Manager listed below acknowledges that
each signer has reviewed this document and is in agreement with its content.
Stakeholders
Date
Date
Date
Project Manager
Date