explain the process of monitoring a project’s status to update project progress and manage changes in a schedule baseline.

Sequence and Schedule Project Activities and Resources

In Part 2 of your Team Project (See attached file for part 2 of the Team project), your team identified project deliverables and related activities for the Casino Medical Center project (See attached file for the Team project scenario). In Part 3, your team will identify tasks for each deliverable’s activities and generate a schedule of activities and resources in Microsoft Project. Working together, you will assign durations for each task and establish relationships and dependencies between the tasks or activities (See part 2 of Team project paper) Once you have sequenced the deliverables and identified subtasks, each team member must enter a part of the information into a Microsoft Project plan. Once each of you has gained experience scheduling the activities in Microsoft Project, your team will determine the resources for the project activities.

To prepare:

  • Review this week’s Learning Resources on scheduling activities and resources in Microsoft Project.
  • Review the Team Project Overview document in this week’s Learning Resources to familiarize yourself with the requirements of this Assignment.
  • Engage in discussion with your team members on how you will collaborate, distribute work, and submit the Assignment.

    Due By Day 1 of Week 9 Monday 10/24/2016 (see above)

    To complete this portion of Part 3 of the Team Project:

  • Upload your individual Microsoft Project plan to Doc Sharing on or before Day 1 of Week 9 so that your team may have sufficient time to review your project and collaborate on the rest of Part 3 in Week 9.

    Required Readings

    Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.

  • Chapter 3, “Project Management”
    • “Scope Control” (pp. 58)
    • “Control Schedule” (pp. 64–67)
    • “Control Costs” (pp. 71–75)

      These three areas of Chapter 3 focus on controlling scope, time, and cost, also referred to as the triple constraints.

      Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.

  • Chapter 3, “Project Management Processes for a Project”
    • 3.5, “Executing Process Group” (pp. 56)
    • 3.6, “Monitoring and Controlling Process Group” (pp. 57)

      These sections of Chapter 3 explore how to coordinate people and resources in accordance with the project management plan. These sections also cover the processes used to track, review, and regulate a project’s performance.

  • Chapter 5, “Project Scope Management”
    • 5.6, “Control Scope” (pp. 136–140)

      This section of Chapter 5 explains the process of monitoring a project’s status and scope. The text also describes how to manage changes to the scope baseline.

  • Chapter 6, “Project Time Management”
    • 6.7, “Control Schedule” (pp. 185–192)

      In these pages of Chapter 6, the authors explain the process of monitoring a project’s status to update project progress and manage changes in a schedule baseline.

  • Chapter 7, “Project Cost Management”
    • 7.4, “Control Costs” (pp. 215–223)

      This section of Chapter 7 reviews the processes used to update a project budget and manage changes to the cost baseline.

      Cortelyou-Ward, K., & Yniguez, R. (2011). Using monitoring and controlling in an electronic health record module upgrade: A case study. The Health Care Manager, 30(3), 236–241.

      Retrieved from the Walden Library databases.

      This article examines the application of monitoring and controlling to an electronic health record module upgrade. The article makes recommendations related to flexibility, tracking changes, teams, milestones, and testing.

      Noblin, A. M., Cortelyou-Ward, K., & Ton, S. (2011). Electronic health record implementations: Applying the principles of monitoring and controlling to achieve success. The Health Care Manager, 30(1), 45–50.

      Retrieved from the Walden Library databases.

      This article explores the principles of monitoring and controlling in the context of an electronic health record implementation. The article also examines issues such as project costs, project progress, schedule controls, quality management, and controlling risks.

      Yin G.-L. (2010). Project time and budget monitor and control. Management Science and Engineering, 4(1), 56–61.

      Retrieved from the Walden Library databases.

      The author of this article describes how time and budget can be successfully controlled during a project’s implementation. The author presents techniques for accomplishing this, as well as describing potential pitfalls.

      Document: Project Management Tools Available for Apple/Mac Computers (PDF)

      This document contains a list of project management tools that are compatible with Apple/Mac computers.

      Required Media

      Laureate Education (Producer). (2013b). Executing, monitoring, and controlling [Video file]. Retrieved from https://class.waldenu.edu

      Note: The approximate length of this media piece is 8 minutes.

      In this presentation, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss the science of executing a project and the art that is involved in the continued monitoring and controlling of it. They talk about the triple constraint of cost, scope, and time and suggest some automated tools and skills that can help in tracking shifting components of a project.

Running head: TEAM PROJECT PART 2 1


Team Project Part 2: Defining the Work Breakdown Structure



Project Management: Healthcare Information Technology


Team Project Part 2: Defining the Work Breakdown Structure

In project management, a work breakdown structure (WBS) is imperative, as it provides a structural view of the decomposed steps of the scope of work required to realize the project’s objectives (U.S. Government Accountability Office, 2009). More importantly, breaking tasks down into simpler forms allow for a more accurate depiction of assigned responsibilities, timelines, and estimation of costs. The purpose of this paper is to provide a summary of the group’s work. Additionally, this paper will include a WBS diagram depicting the high-level deliverables, including the relevant tasks and subtasks for a Medication Administration System (MAS) project at the Casino Medical Center (CMC).

Summary of Group’s Work

Implementation of the electronic health record, comprised of several modules, was completed in the initial phases of the project. In this final phase The MAS, which encompasses an electronic medication administration record (eMAR), Barcode Medication Administration BCMA), and physical administration of medication will be implemented. The MAS will comprise of the following five high-level deliverables; installation, configuration, data migration, testing, deployment, and evaluation. Topmost employees will closely work with the project planning team and key stakeholders to successfully meet each phase of the project. The estimated timeframe for the project’s completion is six months. Over the course of six months, periodic meetings will be held to coordinate MAS implementation while simultaneously engaging project teams. After data migration trails and staff preparation, the team can prepare to go live. The project breakdown is detailed in the WBS (See Appendix).

Installation: Hardware & Application

The project installation phase will involve various hardware and software components. Some of those components include processors, storage, multimedia, personal identification devices (PID), connectivity equipment, and input/output devices, and the business intelligence (BI) Publisher server. The processors will support clinical functions that are data-rich while the storage will involve longitudinal medical records. Displays enhance universal placement and intuitive clinical history presentations. The multimedia will improve single-point presentation regarding multiple data types of patients, hence embracing the ever-expanding hospital (Coplan & Masuda, 2011). To reduce the error rate of medication administration, patient smartcard and high-volume data of the patient are paramount. The input/output devices will help in transmission of data regarding the hospital records. The communication application will enhance constructing healthcare networks to be incorporated into the medical system (Coplan & Masuda, 2011).

Configuration: Screens, Interfaces, & Reports

The EHRS project configuration will involve both the creation as well as maintenance of the physical environment of the operation of the system. It also considers the implementation of the essential software, and hardware infrastructure. For instance, screens will be configured in such a manner that they enhance physical medical administration, while the required medical interface supports the BCMA. The output devices will be set up to support tracking and auditing of the medical reports as well as encourage printing capabilities (Project Management Institute, 2013). The feature will promote clinical documentation. The interface ought to be impressive having a comprehensive view of the medical administration. The server (BI Publisher) configuration screen will help in completing the system integration, hence supporting the connection of server and display for improved medical administration. System integration is crucial as accurate data is needed to maximize the value of the EHRS.

Tested system: Test Scenarios, Customer Acceptance Test, & Integration Test

Test scenario involves the activity of software testing using hypothetical stories that enable the tester in working through the particular test system. A test scenario to be used will be for a similar system involving verifying that the system automatically prompts the administrator of a new login if a patient (user) creates a new profile and logs into the system. The system is expected to alert the administrator. Integration testing involves combining various software modules and testing them as a group. The tested systems will also involve testing laboratory and results reporting modules. Before validation and implementation, the customer acceptance testing which involves the patient receiving the lab results immediately through integrated EHR system, shall be done (Coplan & Masuda, 2011).


The deployment phase encompasses all activities, including training of super-users, required to advance the project from planning and preparation to the day the MAS goes live at CMC (AOHC, 2016). Within this time the project team is responsible for changes in the workflow during the execution process (Coplan & Masuda, 2011). Changing the system from the old way of doing things to the new, is referred to as workflow change. Workflow change is an updated configuration requirement, subsequent configuration change, and modification to a manual step (Coplan & Masuda, 2011). A part of this change includes updates and amendments to policies and procedures. Policies and procedures are in place to assist in the standardization of an organization’s daily functions (Leahy, 2016).

New workflow: Policies & Procedures. When converting from the old workflow to the new workflow, it is important to make sure the policies reflect the changes. The policy should be revised based on the requirements of the new system and the consumer. Since multiple changes are being made simultaneously, it is essential that staff are aware of the policy changes and how to gain access to them. Policy modifications are specific to each organization, which is why those involved in policy changes should have an understanding of the medication administration system (MAS) as well as Casino Medical Center’s culture and dynamics.

Procedure updates will help guide the practices of care providers. Schaeffer (2013) indicated that procedures need to change continually; however, numerous modifications could potentiate errors among staff who are required to follow these procedures. Thus, frequent fluctuations augment staff’s already limited training and comprehension of the new process (Schaeffer, 2013). It is expected that procedures will need adjustments once a new system is implemented; therefore, staff must be familiar with these practices to successfully carry out the new workflow. These policies and procedures will not only serve as a guide for staff but also ensure uniformity when the system goes live and in the future.

Post Implementation: Evaluation

The post implementation phase of a project is equally as important as the other stages in the timeline because successful project completion includes ensuring all systems are functioning as intended and not simply that the system has been implemented. Therefore, this stage which is also known as “closing out”, helps ensure final acceptance of the deliverables of the project by the stakeholders and leadership (CDC, n.d.). During this period, data validation and spot checks of client records by the end-users help to ensure the accuracy of the system (AOHC, 2016). Topmost staff will be available on site for one week to address any Go-Live issues or concerns. After that period, continued support from the Topmost staff will be provided remotely for an additional week. CMC’s IT staff and the super-users will continue to provide on-going support as staff becomes accustomed to the new system.


Work structure breakdown is an essential component of project management. The structure provides clarity on the scope of the project and the deliverables involved. For the implementation of the medication administration system at Casino Medical Center, five deliverables were identified. Each deliverable; installation, configuration, tested system, deployment, and evaluation provide guidance on the upcoming tasks and what’s needed to accomplish them. The work structure breakdown not only defines the end product of our project but serves as a reference for all project work processes to stay within the scope while completing outputs (Coplan & Masuda, 2011).


AOHC (Ed.). (n.d.). EMR implementation planning guide. Retrieved from https://www.aohc.org/sites/default/files/documents/EMR%20Project%20- %20Implementation%20Planning%20Guide.pdf

CDC. (n.d.). Closeout. Retrieved from http://www2.cdc.gov/cdcup/library/pmg/implementation/co_description.htm

Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.

Laureate Education (Producer). (2013c). Planning, part I: Defining projects scope and activities [Video file]. Retrieved from https://class.waldenu.edu.

Leahy, T. (n.d.). The Importance of healthcare policy and procedures. Retrieved from https://www.policymedical.com/importance-healthcare-policy-and- procedures/

Project Management Institute (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.) Newton Square. PA: Author

Schaeffer, J. (2013, July). The Essentials of Policy and Procedure Management. Retrieved from http://www.fortherecordmag.com/archives/0713p18.shtml

U.S. Government Accountability Office. (2009, March 2). Work breakdown structure. GAO Reports, 65–78.

Wu, Z., Schmidt, L., & Wigstrom, M. S. (2010). Product development workflow management based on work breakdown structures. IIE Annual Conference.


Level 1

Level 2

Level 3

Start Date

End Date



Medication Administration System Implementation

1.1 Installation





Topmost (Vendor)

IT project Team









Topmost (Vendor)

IT project team






Tested System


Test Scenarios





IT project team


Integration Tests


Customer Acceptance Test




Policies & Procedures



Project management

& IT team


Super-User Training






Post Implementation:



Data Validation








Addressing Issues & Concerns


End-User Support