Project Overview
The project seeks to create an avenue through which Medical Informatics would be able to expand the Clinical Data Warehouse (CDW) product, which is one of the critical outcomes that seeks to build on the company's success in the market. One of the key advantages associated with the CDW product is that it allows for the seamless flow of data between vendors related to wellness and clinical data warehouse. The ultimate result is that this works towards advancing the overall possibility of enriching client reporting as one of the critical guarantees associated with the product. Client reporting occurs as one of the ways through which to engage with the client to determine his or her view of the medical approaches taken as part of promoting effective treatment, which would serve towards improving on the quality of service delivery (Sibthorpe, Gardner, & McAullay, 2016).
Project Objectives
Medical Informatics is operating as a market leader and purposes to introduce a new product into the consumer market; thus, highlighting the generalized expectations on how to build on its objectives. From this perspective, it has become essential for the company to focus more on expanding its clinical data warehouse (CDW). The primary aim is to ensure that the data gathered would be able to maximize on areas of wellness and clinical data as part of creating a creating a compromise between business groups and reporting forms. The ultimate result is that this would play a critical role towards ensuring that the company is well positioned towards allowing them to see the real value arising from the new product that they introduce in the consumer market.
Delegate your assignment to our experts and they will do the rest.
Another critical objective that the company ought to consider is the date of delivery while thinking that this is one of the ways through which to build on overall confidence of the consumers. Project deliverables must be completed by the date of delivery while reflecting on a somewhat proactive position that would help make on overall progress to help build productive capacity (Richtnér & Åhlström, 2010). In this case, Medical Informatics has pushed back the date in which the software would go live to September 13, 2018, while the completion date is on September 16, 2018. That means that the company would need to work on its project approaches with the sole intention being towards ensuring that it can complete the project within the set out time. Additionally, this would also mean that the company would be able to create a product that consumers would be able to appreciate.
The third objective for the company would focus on the area of management. Project management serves as one of the principal avenues through which to determine whether a project is built to achieve success or failure, as it determines the generalized perception created from the leadership towards the achievement of the set-out goals (Kerzner & Kerzner, 2017). In the case of Medical Informatics, it would be important for the company to work on its leadership with the specific focus being towards replacing John, who was the previous project manager. The replacement of John would help towards ensuring that the company would be able to build on its capacity to deliver on what is considered as a structured understanding of the project. The ultimate result is that this would work towards making on a proactive positioning that would help towards maximizing on some of the goals that the project has set.
Project Strategy
For the project to achieve what would be considered as a structured approach to success, it is essential to take into consideration several key strategies that would build on its strengths while minimizing its weaknesses.
Existing Problem
The main problem that Medical Informatics is facing revolves around the fact that it lacks a capable project management structure, which becomes a key challenge in ensuring that the company would be able to achieve its set out objective. In this problem, it becomes evident that the company finds itself at a disadvantage in advancing its capacities to build on what would be viewed as a positive angle towards defining its project timing among other factors.
Strengths and Weaknesses
Regarding its forces, Medical Informatics boasts of a strong understanding of the consumer market, which allows for it to deliver on a somewhat effective platform for advanced service delivery. Having a strong knowledge of the market means that it would be much easier to anticipate possible reacts from clients using the new product as part of advancing their capacities to deliver quality services (Polisena, Garritty, Kamel, Stevens, & Abou-Setta, 2015). Additionally, Medical Informatics has a robust financial positioning, which builds on its capacity to establish a clear front through which to prove itself. Having a strong financial backing means that the company would be able to advance its product in a somewhat proactive positioning while maximizing on what would be viewed as a clear understanding of the market. On the other hand, Medical Informatics is facing a fundamental weakness regarding its project timing, as it has failed to build on its ability to time the project effectively to meet its relevant goals.
Opportunities and Threats
When considering its prospects, the primary opening that Medical Informatics would consider is having to expand its CDW further to accommodate a more significant consumer base. Expansion of the current product would mean that the company would be in a somewhat effective position allowing it to build on its position in the market. Another critical opportunity would involve creating a flexible plan that would include a timeline on how to achieve specific objectives. The company would be expected to use the time to its advantage, as this would mean that the company is well positioned towards enhancing its capacity to achieve set out goals. Regarding these threats, Medical Informatics is facing a key threat to the area of timing considering that the project will not be completed within the stipulated timeline.
Solution to the Problem
The leading solution to the problem would involve having to dedicate more resources towards the project, which would mean that the amount of time involved in the project would increase significantly. The idea of having to direct more resources towards the project would expect that the company would be in a better position allowing it to deliver on what would be viewed as a structured understanding of the consumer market.
Project Payback Period
The estimated cost of the project is approximately $25,000 while the effort hours are 1,200 hours, which adds up to 2 months. However, the company is likely to achieve a somewhat useful outcome from the project considering that it would seek to build on its capacity to deliver on set goals. The ultimate result is that this will attempt to change the way the company views the project as part of its investment in the consumer market.
Project Communication Planning
Communication Management Approach
The communication management approach that Medical Informatics would consider is open communication, which would seek to ensure that it builds on a structured avenue for effective communication among its project teams. Open communication allows for easier identification of challenges that are likely to arise during a project to help in the actual implementation of solutions (Moore, Rivera, Bravo ‐ Soto, Olivares, & Lawrie, 2018). The adoption of this communication approach would mean that Medical Informatics would be able to build on its capacity to establish its position from a communication perspective.
Communications Management Constraints
Conflicts between individual team members may be considered as one of the essential communications management constrain that is likely to affect overall capacity for the company to meet some of its key objectives. That means that Medical Informatics would be expected to embark on a process of having to evaluate the possibility of conflicts among individual team members.
Stakeholder Communication Requirements
Stakeholder communication will occur in several phases depending on the type of stakeholder. For internal stakeholders, who are employees, the transmission will occur through structured engagement with the focus being towards ensuring that the stakeholders reflect on the general goals and expectations. An example would be holding regular meetings with the employees to act as one of the ways through which to build on efficiency as part of the communication process. For the external stakeholders, communication will occur through memos, which would be sent to the stakeholders to provide them with information relating to the performance of the company. That would serve as one of the ways through which to ensure that each of these stakeholders is engaged effectively while building on the general understanding that indeed the stakeholders would be in an active position of having to evaluate company performance.
References
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling . John Wiley & Sons.
Moore, P. M., Rivera, S., Bravo ‐ Soto, G. A., Olivares, C., & Lawrie, T. A. (2018). Communication skills training for healthcare professionals working with people who have cancer. Cochrane Database of Systematic Reviews , (7).
Polisena, J., Garritty, C., Kamel, C., Stevens, A., & Abou-Setta, A. M. (2015). Rapid review programs to support health care and policy decision making: a descriptive analysis of processes and methods. Systematic reviews , 4 (1), 26.
Richtnér, A., & Åhlström, P. (2010). Organizational slack and knowledge creation in product development projects: The role of project deliverables. Creativity and Innovation Management , 19 (4), 428-437.
Sibthorpe, B., Gardner, K., & McAullay, D. (2016). Furthering the quality agenda in Aboriginal community controlled health services: understanding the relationship between accreditation, continuous quality improvement, and critical national performance indicator reporting. Australian Journal of Primary Health , 22 (4), 270-275.
