Posted: November 24th, 2014

Project Management (HR Plan).

Project Management (HR Plan).

Qatar Hospitals System Project (QHS) Stakeholder Matrix
Stakeholder    Power    Influence    Media    Interest
Qatar Hospitals (QH)    High    High    Conference, Monthly Reports    Wants a new integrated Hospital System (HS) to keep track of activities.
Project Board    High    High    E-mail, Monthly Reports, Monthly Meetings    Provides the Project Manager with the necessary decisions for the project to proceed

and to overcome any problems
Project Sponsor    High    High    E-mail, Monthly Reports, Financial Reports, Monthly Meetings    Funders of the QH new system project who will have a financial interest

in the project.
Project Manager    High    High    E-mail, SMS, Phone, Records (Monthly reports, Financial reports, etc.), Monthly meetings    Individual managing the QH new system

project and who is responsible for the success of delivering a quality product.
Project Team    High    Medium    E-mail, SMS, Phone, Monthly meetings, Monthly records    QH team that will manage the QH project logistics.
QH Employees    Low    Medium    E-mail, Memorandum    Employees who will use the QH System
QH Patients    Medium    Medium    E-mail, Memorandum    Patients who will indirectly partake in using the QHS.
QH Managers            E-mail, Monthly meetings, Memorandum    Functional Mangers of QH will have a significant interest in QHS.
Emergency Management    Medium    Medium    E-mail, Monthly reports    Will need QHS to directly interface their department with MoI (Ministry of Interior) and Civil Defense
Ambulance Service    Medium    Medium    E-mail, Monthly reports    Will need QHS to directly interface their department with Police and Civil Defense
Software Engineers    Low    Medium    E-mail, SMS, Phone, Monthly meetings    Software Developers of QHS
Hardware Engineers and Network Engineers    Low    Medium    E-mail, SMS, Phone, Monthly meetings    Hardware Specialists for setting up the network for QHS

System Operators of:
•    Commercial off-the shelf (COTS) accounting system
•    Current Hospital System

Low

Low

E-mail, SMS, Memorandum

Operators who maintain or primarily operate the accounting system that should be integrated with QHS

Low
Low
E-mail, SMS, Memorandum
Operators who maintain the current hospital system and is interested in the cutover from the old system to QHS.
Police    High    Medium    E-mail, Memorandum, Monthly records    Government office who has an interest in the incorporation of their system to QHS
Civil Defense    High    Medium    E-mail, Memorandum, Monthly records    Government office who has an interest in the incorporation of their system to QHS
Ministry of Interior    High    Medium    E-mail, Memorandum, Monthly records    Government office who has an interest in the incorporation of their system to QHS
Government    High    High    E-mail, Memorandum, Monthly reports, Monthly records, Occasional meetings    Approves QH System for public hospitals and clinics.
Local Clinics    Low    Low    E-mail, Memorandum    Clinics that are concerned in patient transfers and information from QHS.
Emergency Staff    Low     Low    E-mail, Memorandum, SMS    QH employees that must be dispatched through SMS by the QHS.
System Wristband and Scanner Suppliers (reads bar codes, RFID, and GPS)    Low    Low    E-mail    Provides the supplies for specialized patient wristbands and scanners.
Communication Vendor (i.e. SMS Companies, means of Communication between Stakeholders)    Low    Low    E-mail    Provides communication platform for QHS stakeholders,

particularly for dispatching QH Emergency Staff.
Hospital System Trainers    Low    Low    E-mail, Monthly meetings, Status reports    Trainers that will provide instruction and training for users of the QH

System.
Donors    Low     Low    Memorandum    Funders who voluntarily give financial help for the QHS.
Financial Department    Medium    Medium    E-mail, Monthly Reports, Financial Reports, Monthly Meetings    Has an interest in the budget, projected costs, and other

financial transactions regarding QHS
QH Registration Office

PROJECT OBJECTIVE
To have a new integrated Qatar Hospital System (QHS) that connects their ERP systems to external and significant information systems at a cost that does not exceed QR

2,500,000.

DELIVERABLES
•    A HS with 21st century networking, hardware, and custom software technology and materials.
•    Commercial off-the Shelf (COTS) accounting system that is integrated with Enterprise Resource Planning (ERP) systems used in the HS.
•    Patient Arrival and Transfer system that is incorporated among Police, Civil Defense and Ambulance Service.
•    Specialized wristbands for identifying patients.
•    Hand held scanners that verify patient identification with the new patient wristbands.
•    Interface that is directly links Emergency Room management (ER) and MoI (Ministry of Interior
•    Short Message Service (SMS) messages interface that dispatches the Emergency Staff from their mobile phones.
•    Training guide or information booklet for new QHS users.

MILESTONES
1.    Stakeholders identified and requirements gathered – September 21, 2014
2.    Budget Plan for future expenses and costs – October 5, 2014
3.    HR Plan and Communication Plan – October 26, 2014
4.    QHS components planned and divided – November 16, 1014
5.    Work Breakdown Structure – November 30, 2014
6.    Project Plan completed (including Risk Management) – December 2014
7.    Draft of initial system design – January 2015
8.    COTS accounting system and ERP systems Integration – February 2015
9.    Police, Civil Defense, and Ambulance Service patient arrival and transfer system – April 2015
10.    ER and MoI direct interface – June 2015
11.    Specialized wristbands and hand held scanners – July 2015
12.    SMS Emergency Staff dispatch method achieved – August 2015
13.    Training guide or information booklets for system users – September 2015
14.    QHS tested and tried – October 2015
15.    Final inspection and assessment – November 2015
16.    Cutover from old QHS to new QHS – December 2015
17.    Fully functional new Qatar Hospitals System– March 2016

TECHNICAL REQUIREMENTS
1.    QHS should utilize latest or new generation software, hardware and network equipment that is proven and tested.
2.    Wristbands should have Global Positioning System (GPS), Radio Frequency Identification (RFID), and bar code for patient identification.
3.    Hand held scanners should be compatible with wristbands and can be used to identify patient and get basic patient information.
4.    QHS must have ERP systems that can keep track of patient registration, billing, clinical procedures, equipment tracking, staff scheduling and emergency room

management.
5.    COTS accounting system must include normal purchasing (procurement), general ledger and payroll business applications at the same time is integrated with the

ERP systems mentioned in number 3.
6.    New Hospital System must directly interface to the MoI and ER.
7.    Patient Arrival and Transfer System must be integrated amongst Police, Civil Defense and the Ambulance Service to arrange patient transfers, emergency

situations, and get patient information.
8.    Emergency staff must be sent off through their mobile phones using immediate SMS messages.

LIMITS AND EXCLUSIONS
1.    The QHS will be created based on the specifications or requirements given by the major stakeholders.
2.    Integration between international

CUSTOMER REVIEW
Mohammed Al Maha

Qatar Hospitals System Project (QHS)
Bob Smith
66448789
ID    (A)ssumption or (C)onstraint    Description    Identified by    Date    Added By
01    A    There is an available commercial off-the-shelf (COTS) accounting system that can integrate with Enterprise Resource Planning (ERP) systems.    Linda

Kerr    September 22, 2014    Zhang Li
02    A    Old hospital system (HS) can handle cutover to new HS.    Paul Wyatt    September 23, 2014    John Reed
03    C    The information referred from Civil Defense, Police, and Ministry of Interior (MoI) must only be related to the QHS.    Abdulla Aziz    September 24,

2014    Oscar Wilde
04    A    All emergency staff owns a mobile phone for SMS dispatching obtained specifically for work.    George Rodriguez    September 26, 2014    Kim

Seokjin
06    A    There will be manufacturers for the specialized wristbands with GPS, bar code, and RFID tags for patient identification.    Drake Brown

September 26, 2014    Tanya Burr
07    A    Suppliers of handheld scanners that can read equipment with bar codes, GPS and RFID tags will be contracted.    Ben Matthews    September 28, 2014

Mohammed Yasser
08    C    The special software, hardware, and networking materials used for QHS will be from recent or 21st century technology.    Jane Doe    September 30,

2014    Pauline Winton
09    A    Police and Civil Defense will permit coordination in emergency situations with the Ambulance Service    Maha Al Saad    October 3, 2014    Ashley Greene
10    A    User acceptance testing will be conducted before final launch.    Abdulla Aziz    October 5, 2014    Carlos Bueno
11    C    Total work hours per day will be restricted to 8 hours.     George Rodriguez    October 7, 2014    Eunice Lance

Qatar Hospitals System (QHS) Project – WBS
Work Breakdown Structure Activities
1. Project Plan
1.1.Identify project scope and requirements
1.2.Determine project team members
1.3.Create project charter and scope statement
1.4.Make full plan
1.5.Get sponsor approval
Project plan completed and approved
2. Design
2.1.Analyze current Hospital System (HS)
2.2.Identify proposed systems’ requirements
System requirements defined
2.3.Determine procured systems or items needed
2.4.Create initial design
2.5.Let stakeholders and/or sponsors assess initial design
2.6.Create final draft of system design
2.7.Seek design approval from sponsors
System design created and approved
3. Configure and Develop
3.1.Build software solutions
Required systems and software configured
3.2.Configure hardware and networking solutions
3.3.Organize patient tagging or identification
3.4.Arrange Short Message Service (SMS) dispatch for Emergency Staff
Project and system requirements are achieved
3.5. Conduct documentation
Documentation of configuration and development is complete
3.6.Sign off configuration and development
Systems and items are configured and approved
4. Test
4.1.Examine systems
4.2.Test dispatching emergency staff through SMS
4.3.Check specialized wristbands and scanners
Systems and equipment are examined
4.4.Test user acceptance
4.5.Sign off system test
QHS is tested and approved
5. Train
5.1.Provide training materials
Training guide is created
5.2.Identify potential trainers
5.3.Determine trainers
5.4.Test training materials’ efficiency with trainers
5.5.Train users on the system
User training is complete
6. Cut-over
6.1. Replace old hardware with new hardware
Hardware is replaced
Networking is implemented among devices
6.2.Migrate data to new QHS
Data is transferred to new QHS
6.3.Get sponsor approval for transitioning to new QHS
New QHS is set up and approved
6.4.Go live
3.5.1. Create QHS user guide
3.5.2. Record system architecture design
3.5.3. Define system’s functions for technical documentation
Documentation of configuration and development is complete
3.6.Sign off configuration and development
Systems and items are configured and approved

QHS Project – WBS Dictionary

1.
1.1.
1.2.
1.3.            •
1.4.
1.5.
2.
2.1.            •
2.2.
2.3.
2.4.
2.5.
2.6.
3.
3.1.
3.2.
4.            •
5.
5.1.
5.1.1.
5.1.2.
5.2.            •
5.3.
6.
6.1.
6.2.
6.3.
7.
7.1.            •
7.2.
7.3.
7.4.
8.
8.1.
8.1.1.
8.2.

Qatar Hospitals System (QHS) Project Cost Estimate and Budget

Prepared by: Jamela Erice and Haya Al-Hajiri        Date:    11-2-2014

Note: QR stands for Qatari Riyals

Through research and information from analyzing old projects similar to the QHS Project, the project cost estimate and budget below were created. Based on the work

breakdown structure and other costs present, the deemed funding is assigned for each activity and/or cost. The totalities for each section are calculated and the

totalities’ summation will be the basis of the budget.
# Units/ Days    Cost/Unit/ Days (QR)    Subtotals (QR)    WBS Level 1 Totals (QR)    % of Total
WBS Items
1.     Project Plan                   295000    9%
1.1.Identify project scope and requirements    10    1,000    10000
1.2.Determine project team members    11    2000    22000
1.3.Create project charter and scope statement    11    1000    11000
1.4.Make full plan    84    3000    252000
1.5.Get sponsor approval    0    0    0
2.     Design                   361000    10%
2.1.Analyze current Hospital System (HS)     11    1300    14300
2.2.Identify proposed systems’ requirements    43    2600    111800
2.3.Determine procured systems or items needed    5    1000    5000
2.4.Create initial design    28    2800    78400
2.5.Let stakeholders and/or sponsors assess initial design    9    700    6300
2.6.Create final draft of system design    44    3300    145200
2.7.Seek design approval from sponsors     0    0    0
3.     Configure and Develop                   1196200    22%
3.1.Build software solutions    205    3500    717500
3.2.Configure hardware and networking solutions    51    2300    117300
3.3.Organize patient tagging or identification    18    2600    46800
3.4.Arrange Short Message Service (SMS) dispatch for Emergency Staff    16    1600    25600
3.5. Conduct documentation    289    1000    289000
3.6.Sign off configuration and development    0    0    0
4.      Test                   179000    7%
4.1.Examine systems    40    2600    104000
4.2.Test dispatching emergency staff through SMS    15    1000    15000
4.3.Check specialized wristbands and scanners     15    1000    15000
4.4.Test user acceptance    30    1500    45000
4.5.Sign off system test    0    0    0
5.      Train                    137000    6%
5.1.Provide training materials    22    2200    48400
5.2.Identify potential trainers    8    1200    9600
5.3.Determine trainers    10    1200    12000
5.4.Test training materials’ efficiency with trainers    15    1400    21000
5.5.Train users on the system    23    2000    46000
6.      Cut-over                   152900    6%
6.1. Replace old hardware with new hardware    35    2400    84000
6.2.Migrate data to new QHS    34    2000    68000
6.3.Get sponsor approval for transitioning to new QHS    0    0    0
6.4.Go live    1    900    900

Total:    2321100    60%

#Units/Days    Cost/Unit/Days (QR)    Subtotals (QR)    % of Total
Direct Costs
Workers’ Compensation/             Labor Fees
1. Project Manager    800    370    296000
2.Project Team Members    800    330    264000
3. Software Engineers     800    370    296000
4. Hardware Engineers    800    370    296000
5. Network Engineers    800    370    296000

Total:    1448000    20%

#Units/Days    Cost/Unit/Days (QR)    Subtotals (QR)    % of Total
Indirect Costs
Office Rent    800    450    360000
Reserves               990000

Total:    1350000    20%

Section Total (QR)    % of Total
WBS Items Costs:    2321100    60%
Direct Costs:    1448000    20%
Indirect Costs:    1350000    20%

Total project cost estimate:    QR 5119100

Based on the project cost estimate, the overall estimated budget for the project will be around QR 5,500,000 to QR 6,500,000.

BUDGET APPROVAL
The persons that signed below have reviewed the project cost estimate and approved the budget and funding of the QHS project.
Signature:        Date:
Print Name:
Title:
Role:

Signature:        Date:
Print Name:
Title:
Role:

Signature:        Date:
Print Name:
Title:
Role:

The risk register below has been created to handle potential risks that may affect the Qatar Hospital System (QHS) project. Mitigation plan for each risk has been

calculated to avoid the risk and project delay.
Legend:    High    H    Medium    M    Low    L

ID    Risk Name    Probability    Impact    Risk Weight    Description    Mitigation Plan
1        Incomplete Requirements    L    H    H    Stakeholders provide unfinished system requirements    Confirm given requirements to stakeholders.
2        Bad Scope Definition    L    M    M    QHS Project scope is not defined thoroughly and there are missing statements in scope.    Comprehensively

determine the correct and complete scope. Conduct research from similar projects
3        Scope Creep    M    H    H    Stakeholders add more requirements and uncontrollably increase scope growth.    Verify scope from stakeholders,

limit changing of scope, and avoid scope growth.
4        Gold Plating Scope    M    L    M    Project team members add features not specified in the system requirements    Examine if features are

part of system requirements or scope.
5        Incomplete Project Plan    M    H    H    Project plan is not finished before scheduled date of sponsors’ sign-off.    Use information from

previous Hospital System (HS) projects for reference and planning. Implement great time management.
6        Inaccurate Project Cost Estimates    M    H     H    Cost estimate is not précised and miscalculated.    Take into account all expenses

needed and calculate approximation. Confirm derived estimate with project team.
7        Under-budget     M    H    H    Budget may not cover all project expenses.    Analyze project details, components, etc. and determine

appropriate budget. Save contingency reserves.
8        Withdrawal of Financial Support    L    H    H    QHS sponsors might stop funding the project.    Contract termination fee will be given to

project team, outsourced companies.
9        Poor Project Schedule    M    M    H    Project tasks are not specified nor scheduled based on the work breakdown structure (WBS).

Identify tasks and schedule these activities based on the QHS Project WBS in accordance to activity relationships.
10        Over or Under scheduled Activities    M    M    M    Activities have unsuitable duration. Some may have short or long lead and/or lag time.

Determine best duration for each activity. Lead and lag time are resolved and specified.
11        Missing Scheduled Activities    M    M    M    Activities that should be done before another activity starts/finishes are not identified.

Establish clear and effective activity relationships.
12        Late Project Start    L    M    M    The QHS project started late and is behind schedule.    Configure schedule to catch project end by

arranging activities’ durations.
13        Disapproval from Project Sponsors    L    H    H    Sponsors disapprove and do not sign off during sign-off milestone.    Change item of

disapproval and improve deliverable to satisfy sponsors.
14         Deficient Procured Software/Companies/Items      L    M    M    Outsourced software, companies or items are not efficient for the project.

Replace software, companies, or items.
15        Infeasible Design    L    H    H    QHS Project Design is insufficient and impractical for project configuration and development.    Pattern

the design to the scope and determine system design that clearly plans creation, configuration and development of QHS.
16        Slow System Component Assembly    L    M    M    Creating and assembling system components is taking longer than expected.    Adjust

activities to compensate with the time wasted or procure/hire people to help.
17        Failure to integrate with other system    L    M    M    QHS cannot integrate with Police, Civil Defense, Ministry of Interior (MoI) and other

systems.    Figure the system error. Secure a working middleware to integrate systems.
18        Incompatible System Components     L    M    H    System components are unsuited and not compatible to each other.    Use software and

hardware that complement each other and versions/materials that are up-to-date.
19        Failure to Transfer Old HS to New HS    L    H    H    Cutover from old HS to new HS failed. HS in hospitals are not operational.

Simultaneously use old HS with new HS. After 6 months, run the new QHS independently.
20        Ineffective System Guide    L    M    M    System guide is unclear and not helpful for users. System guide might be too simple or too

complex.     System guide is written in not too complex words and technical terms will be explained and defined.
21        Inadequate Training    L    M    M    User training is not enough and users do not fully understand the system.    User training will be

conducted in one to two months with assistive trainers.
22        Inaccessible or Low Quality Users Interfaces    L    M    H    User interfaces cannot be accessed or the interface is poorly created.    Design

and create meticulous user interface that aims simplicity and efficiency.
23        Final Phase Delay    M    H     H    Delay in finishing the project.    Organize and adjust schedule accordingly.
24        Product Rejection    L    H    H    The users or stakeholders reject the product of the project which is a new QHS.    Create prototypes

before moving to major milestones. Modify the product to satisfy stakeholders.
25        Project Team Member Slacking    L    M    L    A project team member is not doing his assigned tasks and is not finishing his work    Replace

project team member.
26        Unavailable Project Manager    L    M    H    Project manager is missing and cannot perform his duties.    Temporarily replace project

manager with a project team member until he/she returns.

Communication Example:
Recipient    Document    Format    Document Date/
E-mail Title    Receipt/Contact Information    Frequency
Government    E-mail    E-mail    2nd-9-2014
Application for approval of QHS    Receipt of QHS application.
Approves QH System for public hospitals and clinics.    7
Ministry of Interior:
E-mail    E-mail    6th-9-2014
Incorporation of QHS with Ministry’s system    Statement of Approval from the Ministry.
Government office with interest in the incorporation of their system to QHS
5
Civil Defense:
Memorandum    Hardcopy    Incorporation of their system to QHS    Acknowledgement report and statement of approval.
Government office with interest in incorporation of their system to QHS    6
Local Clinics:
Memorandum    Hardcopy        Acknowledgement report.
Clinics concerned in patient transers and information from QHS    10
Emergency Staff:
SMS    S/W    Emergency Dispatch    Instant Action.
QH employees that must be dispatched through SMS by QHS    10
Suppliers (System Wristband and Scanner):
E-mail    Email    6th-9-2014
Suppliers for specialized wristband and scanners    A brochure and price catalogue.
Provides the supplies for specialized patients wristbands and scanners
6
Communication Vendor:
E-mail    E-Mail    1st-9-2014
Provision of communication platform for QHS stakeholders(QH Emergency Staff    Statement of acknowledgement and approval.
Provides communication platform for QHS stakeholders (Dispatching QH Emergency Staff)    4
Hospital System Trainers:
Status reports    Hardcopy        Trainers that will provide instruction and training for users of the QH system    18
Donors:
Memorandum    Hardcopy    Funding for QH System    Acknowledgement and letter of commitment.
Funders voluntarily giving financial help for the QHS
10
Financial Department:
Monthly Report    Hardcopy    Financial Transactions    Financial Statement.
Interested in the budget,project cost,and other financial transactions regarding QHS
5
Commercial off-the-shelf accounting:
Memorandum    Hardcopy    Integration of accounting system to QHS    Statement of compliance.
Operators maintaining or primarily operating the accounting system that should be integrated with QHS    7
Current Hospital System:
Memorandum    Hardcopy    Cutover from the current old hospital system to QHS(New system)    Statement of compliance.
Operators maintaining the current hospital system and are interested in the cutover from the old system to QHS    7

Stakeholder    Document    Format    Contact    Due
Customer Management    Status Report    Hard Copy / Intranet    Ali Al Akbar, Hafsa Gupta    1st of month
Customer Business Staff    Status Report    Hard Copy    Juan Silva    1st of month
Internal Tech Staff    Status Report    Email    Badr Jassim    1st of month
Training Subcontractor    Training Plan    Intranet    Francis Lee    June 22nd
S/W Vendor    Agile Plan    Email    Adil Amer    May 10th
H/W Vendor    Install Plan    Email    Dara Ahmed    June 1st
NOTE:
Put titles and document dates on email headings.
Have recipients acknowledge receipt.

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