Project Management Critical Access Hospital †Myassignmenthelp.com

Questions: Describe abour the: 1. BC-MAR HIT planning?. 2. BC-MAR HIT design?. 3. BC-MAR HIT selection?. 4. BC-MAR HIT implementation?. 5. BC-MAR HIT integration?. 6. BC-MAR HIT testing?. 7. BC-MAR HIT evaluation?. 8. BC-MAR HIT support/maintenance?. Answer: Activities to be conducted by the project manager The higher management of the critical access hospital is interested in the sequential implementation and adaptation of a Best of Fit Electronic Health Record management system within the organization. The project manager in concern has been vested with the responsibility of overlooking the inclusion of the barcode MAR system within the said EHR system. In order to conduct the integration of the barcode MAR system within the EHR system in concern, the project manager requires to perform the under mentioned work packages: 1. BC-MAR HIT Planning: Researchers Botchkarev and Finnigan (2015) are of the opinion that the following activities need to be performed for the fulfillment of the planning stage of the project: Defining the scope of the project undertaken Setting the goal of the project Designing and developing the project management documents Designing and documenting the change management process of the project. 2. BC-MAR HIT Design: The designing phase of the said project should include the following activities: The users of the system need to be identified (Joslin Mller, 2015). The specific requirements of the BC-MAR system need to be identified. The essential utilities of the system need to be identified. 3. BC-MAR HIT Selection The selection of the appropriate barcode MAR system, so as to integrate it with EHR system of the hospital, would be successful only after the completion of the following activities: Gathering information about the barcode MAR system solutions that are readily available in the market (Mller Sderlund, 2015). Comparing the functionalities available with the readily available systems with those identified in the stage above. Selecting the appropriate solution. 4. BC-MAR HIT Implementation: Procurement of the system. Developing implementation documents. Conducting a pilot project (Patanakul, 2015). 5. BC-MAR HIT Integration Developing integration management plans Developing change management plans Incorporating the BC MAR modules in the HER system 6. BC-MAR HIT Testing Unit testing. White Box testing (Mller Sderlund, 2015) Black box testing. 7. BC-MAR HIT Evaluation Integration testing Experts Evaluation User evaluation 8. BC-MAR HIT Support/Maintenance Training employees Evaluating efficiency of system Incorporating changes in the system (Botchkarev Finnigan, 2015). Conclusion The primary objective of this report was to shed some light on the responsibilities of a project manager associated with an information system project: the project being aimed at the inclusion of the barcode MAR system (popularly known as the BC MAR) system within a pre-existing Electronic Health Record management system. In the light of the discussions made in the section above, it can be said that the implementation of the bar code MAR system would facilitate the process of digitalizing the information associated with the facilities provided to the patients. The strategic goal of the hospital is to include an electronic health record system which would lead to the ultimate digitalization of all patient records: thus, the incorporation of the BC MAR system would indeed facilitate the task of meeting the goals of the organization. References Botchkarev, A. Finnigan, P. (2015). Complexity in the Context of Information Systems Project Management.Organisational Project Management,2(1), 15. https://dx.doi.org/10.5130/opm.v2i1.4272 Joslin, R. Mller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts.International Journal Of Project Management,33(6), 1377-1392. https://dx.doi.org/10.1016/j.ijproman.2015.03.005 Mller, R. Sderlund, J. (2015). Innovative approaches in project management research.International Journal Of Project Management,33(2), 251-253. https://dx.doi.org/10.1016/j.ijproman.2014.10.001 Patanakul, P. (2015). Key attributes of effectiveness in managing project portfolio.International Journal Of Project Management,33(5), 1084-1097. https://dx.doi.org/10.1016/j.ijproman.2015.01.004