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ABC Development Company has won a contract to design, build and implement

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ABC Development Company has won a contract to design, build and implement an information system for a large Australian company. The Project Manager has two types of resources, Programmers and Designers, to be used in this project. The following table lists the project tasks, their duration in weeks, precedence relationships, durations and resource requirements.

Task

Duration (Weeks)

Predecessors

Programmers (People)

Designers (People)

1

1

3

3

2

2

1

1

1

3

1

1

1

0

4

2

1

0

1

5

2

1

2

1

6

3

2

1

1

7

7

3,6

0

2

8

2

4

1

0

9

4

5

1

0

10

6

5

0

1

11

1

7,8

2

0

12

1

9

1

1

13

3

10

1

2

14

2

11

2

0

15

3

12

0

1

16

4

13

1

1

17

3

14

0

2

18

5

16

1

0

19

4

15,18

1

1

20

2

17,19

1

1

  • ? Project start date is determined as Monday, April 8, 2019

  • ? Schedule the project from the project start date

  • ? Select the standard calendar template of 8 hours/day, 40 hours/week and 20 days/month

  • ? Do not worry about public holidays, assume that everyone works asusual (it’s the new workplace enterprise agreement!)

  • ? There are 8 units (people) of Programmers (P) and 7 units of Designers (D) available

  • ? P cost $80/hour and D cost $120/hour

  • ? Precedence linking dependent tasks is the usual finish-to-start

  • ? All activities are of fixed duration and to be scheduled as soon as practicable. Do not split tasks to reduce resources.

ITEC841 ASSIGNMENTONEPAGE3 SEMESTER1, 2019

YOURCHALLENGE

  1. Submit your MS Project 2016 or 2019 file using your student number as

    the file name through the iLearn (class web site) assignment

    submission tool. See the class web site at:

    https://ilearn.mq.edu.au/
  2. Submit your report, answers to the questions below (AND PART B), as a single pdf file. Make sure that you include your name and student number on the front page. Again, use your student number as the file name.

  3. Late submissions will attract the usual 10% penalty per day. iLearn time stamps all the submissions. You can submit multiple times up to the deadline without penalty.

Answer the following questions in your report:

  1. Provide a table outlining how you allocated the Resources (P1 to P8 and D1 to D7) across the Tasks. What is the minimum number of each resource necessary to ensure that the project is not delayed due to over allocation of resources?

  2. From the Network Diagram, note the critical path in red, and list the tasks in order on the critical path. Include a copy of the Network Diagram in your report.

  3. What is the finish date for the project?

  4. Use the Tracking Gantt Chart to investigate the non-critical activities. The Tracking Gantt groups them and shows the slack time as a blue line at the end of a dependent series. List each of these activities that have a slack time, and indicate the slack time. This is the Free Slack Time. We are not interested in the Total Slack which attributes downstream slack to upstream tasks and can be very deceptive.

  5. How much money is spent for each of the activities 1, 5, 8, 12 and 19?

  6. What is the total project expenditure?

  7. What are the cash flows for each of the one week starting on April 29 and July 8, 2019?

  8. a) What are the peak usages of each of P and D, and b) In which weeks do these peaks occur? We want to know the maximum resources needed for each of P and D, and the exact weeks for each peak usage so that it can be correctly scheduled.

Marking Criteria for Part A

?All 8 questions answered correctly: 10/10

ITEC841 ASSIGNMENTONEPAGE4 SEMESTER1, 2019

  • ? Every error results in the loss of 1 mark; a very minor error will attract a penalty of 0.5 marks

  • ? A pass mark of 5/10 can be awarded if the student has lost more than 5 marks but the reason is due to the cascading effect of one error causing a lot more errors e.g. an incorrect task sequence in the Gantt chart

    PART B RISKMANAGEMENT(10 MARKS)

  1. Consider the trial of the NSW Government Electronic Health Records Project in two regions, geriatrics in the Hunter region, and children in the Westmead area (see Appendix 1 for details of the media coverage).

    Imagine you are the project manager, David Worthington, and you are doing a risk analysis. Construct a table with at least SIX (6) significant risks. Use the column headings as follows:

    Source(s)
    Problem(s)
    Consequence(s)
    Treatment(s)(6 marks)

  2. WriteafewparagraphsdescribingthelimitationsofusingMSProjectto create a baseline project plan for this project. What advice do you have for David Worthington in how to use MS Project to manage this project?

    (4 marks)

Add your Part B answers to the report prepared to answer the questions in Part A.

Marking Criteria for Part B

Element

Excellent to Good (80- 100)

Pass (50–80)

Incomplete (0–50)

Demonstrates understanding or interpretation of key concepts of risk management and MS Project

  • ? Demonstrates high level of understanding of key concepts

  • ? Skillfully organises description of issues and application of functions

  • ? Provides an insightful analysis

  • ? Provides a logical and complete report

  • ? Demonstrates some understanding of key concepts

  • ? Organises description of issues and

    application of functions

    in some cases

  • ? Provides a reasonable

    analysis
    ?Provides a mostly

    complete report.

  • ? Demonstrates little understanding of key concepts

  • ? Little organisation used to describe issues; shows poor application of functions

  • ? Includes an incomplete analysis

  • ? Provides an incomplete report.

ITEC841 ASSIGNMENTONEPAGE5 SEMESTER1, 2019

APPENDIX 1

Health records develop complications

Known software deficiencies have waylaid NSW Health's records system.

By AGNES KING January 31, 2006

NSW Health says the state's first attempt at web-based health records will not exceed its $19.4 million budget despite insider claims of penalties being incurred for missing contractual deadlines.

The department last August was supposed to complete two trial systems - a chronic disease management system in the Hunter region and a child-health information network in the western Sydney suburb of Westmead. That deadline was extended to March 23 for the Hunter and May at Westmead.

A NSW Health source says the project was waylaid by known software deficiencies that the department was meant to have fixed during the project's three-year planning phase.

"There have been deviations from the contract with a number of payments made to Orion (Systems International) because NSW Health didn't meet some of their obligations relating to the provision of data for testing," the source says.

The problems relate to a web messaging language called HL7 (Health Level-7), which makes the extraction and transfer of data over the internet possible.

"Some the of the feeder systems weren't HL7-compliant so part of this (project) was to draw up integration plans, something that's been on the agenda for years but only recently became a priority," the source says.

Hardware purchases were also late, impeding suppliers' access to the host environment and causing key contractual milestones to be missed.

NSW Health's new project manager, David Worthington, said technical difficulties did contribute to delays but that as far as he was aware NSW Health had met all its contractual obligations. But he could not vouch for the terms of the original contract, which were negotiated by NSW Health's former information technology unit, IM&T. The trials would come in on budget, he says.

IM&T was restructured last year into two separate divisions designed to operate at arm's length. Contractual responsibilities were allocated to the Strategic Information Management branch, which handles high-level planning. The branch would not discuss the contracts on confidentiality grounds.

ITEC841 ASSIGNMENTONEPAGE6 SEMESTER1, 2019

The arrangement with Orion is part of a broader contract the department signed early last year with a consortium of technology providers, including LogicaCMG and Healthlink, which all declined to comment on the system. It represents a big slice of the $19.4 million allocated to construction of the Hunter and Westmead systems.

But the process faces legislative hurdles. Mr Worthington says special regulations have been sought to allow information to be shared between the area health services.

The variety of patient administration software used in area health services also posed a major challenge.

"For this system to work we need to uniquely identify each patient to ensure that when a record is added it goes to the right person's file. There's such a mix of old and modern technology, to be able to extract (data) in a common form to this web pool and then feed that up into a screen which makes sense to the average person is an amazingly complex project," Mr Worthington says.

The inclusion of historical data in the online records was ruled out by the complexity of getting the computer systems to talk to each other, he says. Instead, patient profiles will be built from scratch.

This deficiency means the ultimate success of the program hinges on doctors adding information to the database. NSW Health engaged the Bold advertising agency to market its merits. Mr Worthington said feedback from a sample group of 170 GPs showed recognition of the system's ability to improve quality, security and accuracy of medical reports. But as a similar Tasmanian trial proved last year, this means nothing without widespread adoption.

"If you convert the opinion leaders among clinicians it will trigger an 'I'll have what he's got' chain reaction," said Dr Michael Fasher, who at 62 is learning to type so he can take part in the trials. "Practitioners have to find the system allows them to co-ordinate care in a way better than they have previously. The problem with electronic health records is that its value depends on the quality of the information in it. Only doctors can put in quality information, they can't pay someone to input that data. The time cost is a limiting factor."

Dr Fasher says electronic records will happen: "It's just a matter of is this project (being) in advance of its time."

Trial extends online

WHEN the NSW Health Department flicks the switch in March, computer systems at hospitals, emergency departments and a handful of radiotherapy and pathology clinics in the Hunter New England region will begin feeding into a central database information on roughly 10,000 patients over the age of 65.

After a 30-day opt-out period, these patients will then be able to log on via the internet and view their medical records.

ITEC841 ASSIGNMENTONEPAGE7 SEMESTER1, 2019

A second trial in Westmead involves 60,000 youths. (Source:www.smh.com.au, 31/01/06 )

10 September 2006

Healthelink pilot program extends to Sydney's west

The successful electronic health records pilot will extend to areas in Greater Western Sydney during September NSW Minister for Health John Hatzistergos announced today.

Mr Hatzistergos said from September 14, the program would be available to eligible children 15 and under who live in selected areas stretching from Parramatta to Penrith and present to The Children's Hospital at Westmead.

"Healthelinksecurely centralises a patients' records electronically, allowing health professionals to access updated medical records at any time and from any location participating in the trial," Mr Hatzistergos said.

"This will make a big difference to patients and healthcare staff by providing instant access to a patient's medical history without having to contact their GP or wait for paper records to be retrieved.

"The trial will begin in key areas of the hospital such as the oncology ward and will progressively extend to all areas including the emergency department, outpatient clinics and wards.

"Children living in areas with the following postcodes - 2145, 2148, 2150, 2747, 2750 and 2770, will be eligible," he said.

The pilot will progressively expand to include additional facilities in the Greater Western Sydney region, in both the public and private sector over the coming months.

Mr Hatzistergos said the initial phase of the pilot began in the Hunter in March for patients aged 65 and over.

The pilot in the Hunter has been enthusiastically received in the first 6 months of operation with almost all eligible patients who have used a participating health service participating in the trial and just 6 per cent deciding to opt out.

Consumers are starting to register for access to their record so they can review their records electronically and use the chronic care management tools available through Healthelink.

Mr Hatzistergos said he was pleased with Healthelink's developments to date and looked forward to some very positive results at the conclusion of the trial.

ITEC841 ASSIGNMENTONEPAGE8 SEMESTER1, 2019

"Using Healthelink, participants are able to access and update their own healthcare information on a centralised database that is also accessible to participating healthcare providers.

"The trial has the potential to reduce delays and improve the quality of care our patients receive," Mr Hatzistergos said.

NSW Health has begun to register GPs interested in participating. The first GPs to take part in the pilot will access the system from October.

Mr Hatzistergos said that like the initial phase of the pilot in the Hunter area, participation is voluntary.

"Any parent who does not wish for their child to take part will be able to opt out of the pilot easily.

"Privacy and security are key priorities throughout the trial with all patient information held in a secure, password-protected environment and in accordance with health privacy laws," he said.

In addition, all patients enrolled in the Healthelinkpilot will now have the ability to restrict the organisations they allow to access their health record.

ITEC841 ASSIGNMENTONEPAGE9 SEMESTER1, 2019

(Source:www.health.gov.au)

(Source: http://www.healthelink.nsw.gov.au/e-learning/ )

Late 2008 Update (Project still alive, but scope has been drastically reduced)

Healthelink

The Healthelink Electronic Health Record (EHR) pilot is the beginning of NSWHealth’s strategy to provide an online and integrated electronic record of an individual’s health care provided across public and private health settings. The project began planning in 2004 and by March 2006 the Maitland Hospital begancontributing data to Healthelink followed by The Children’s Hospital at Westmeadin September that year.

Currently almost 45,000 people have been enrolled and have a Healthelink electronic health record. There are seven hospitals and nine community health centres directly involved in the pilot and there are over 150 general practitioners participating. The pilot phase of Healthelink includes a potential patient population of 170,000 people in the greater western Sydney and Maitland areas.

Already there are well over 200 healthcare providers who have access to theirpatient’s Healthelink records. These providers work in hospital emergencydepartments, community health and in general practice.

Healthelink in action

For the individual, Healthelink means that for the first time ever people will be able to access a summary of their health information online and free of charge. Those same people can allow others to view their information at their discretion. Individuals will also be able to contribute information to their electronic health record, and then that information will be viewable by their healthcare provider. This means that information can be added as it arises and individuals will not need to recall every detail of their health history every time they visit a new healthcare provider. Those healthcare providers will have access to the same summary information when making their clinical decisions. Overall, individuals will be empowered by Healthelink to participate in decisions about their healthcare through a more detailed knowledge of their own health history.

For the authorised clinician, Healthelink gives access to their patient’s healthhistory, which is built up over time potentially involving many different healthcare providers. Healthcare providers can quickly access a variety of information abouttheir patient’s visits to participating GPs, community health centres and hospitals. This enables providers to obtain a snapshot of their patient’s health. To take justone example, imagine the boon that this access to patient history could provide for a locum doctor in the absence of your regular GP. Healthelink also has the potential to help healthcare providers reduce adverse events by giving them atotal view of their patient’s health careand to reduce unnecessary duplication of testing.

Dr Mukesh Haikerwal, past-President of the Australian Medical Association says,

ITEC841 ASSIGNMENTONEPAGE10 SEMESTER1, 2019

“The great benefit of an EHR is that many of an individual’s details that are usefulfor ongoing management will be assembled in one place. That facilitates better decision making by the practitioner. It can also improve delivery of care by havingaccess to what has already been done, so that you can build on it.”

Progress report

Early feedback indicates that the Healthelink pilot has been a success in terms of its ability to transfer information between multiple providers and provide ready access for clinicians and consumers. The technological capability driving this project is a major achievement given the complexity of sharing information in the healthcare environment. Based on their experiences in the pilot, the overwhelming majority of healthcare providers surveyed were positive about the benefits the EHR can achieve and the potential it can have in effectively delivering healthcare.

The Healthelink EHR pilot will continue to operate until June 2009. Subject to the approval of a business case, a state-wide rollout could commence in 2009-10.

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[Solved] ABC Development Company has won a contract to design, build and implement

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ABC Development Company has won a contract to design, build and implement an information system for a large Australian company. The Project Manager has two types of resources, Programmers and Designers, to be used in this project. The following table lists the project tasks, their duration in weeks, precedence relationships, durations and resource requirements. Task Duration (Weeks) Predecessors Programmers (People) Designers (People) 1 1 3 3 2 2 1 1 1 3 1 1 1 0 4 2 1 0 1 5 2 1 2 1 6 3 2 1 1 7 7 3,6 0 2 8 2 4 1 0 9 4 5 1 0 10 6 5 0 1 11 1 7,8 2 0 12 1 9 1 1 13 3 10 1 2 14 2 11 2 0 15 3 12 0 1 16 4 13 1 1 17 3 14 0 2 18 5 16 1 0 19 4 15,18 1 1 20 2 17,19 1 1 ? Project start date is determined as Monday, April 8, 2019 ? Schedule the project from the project start date ? Select the standard calendar template of 8 hours/day, 40 hours/week and 20 days/month ? Do not worry about public holidays, assume that everyone works asusual (it’s the new workplace enterprise agreement!) ? There are 8 units (people) of Programmers (P) and 7 units of Designers (D) available ? P cost $80/hour and D cost $120/hour ? Precedence linking dependent tasks is the usual finish-to-start ? All activities are of fixed duration and to be scheduled as soon as practicable. Do not split tasks to reduce resources. ITEC841 ASSIGNMENTONEPAGE3 SEMESTER1, 2019 YOURCHALLENGE Submit your MS Project 2016 or 2019 file using your student number as the file name through the iLearn (class web site) assignment submission tool. See the class web site at: https://ilearn.mq.edu.au/ Submit your report, answers to the questions below (AND PART B), as a single pdf file. Make sure that you include your name and student number on the front page. Again, use your student number as the file name. Late submissions will attract the usual 10% penalty per day. iLearn time stamps all the submissions. You can submit multiple times up to the deadline without penalty. Answer the following questions in your report: Provide a table outlining how you allocated the Resources (P1 to P8 and D1 to D7) across the Tasks. What is the minimum number of each resource necessary to ensure that the project is not delayed due to over allocation of resources? From the Network Diagram, note the critical path in red, and list the tasks in order on the critical path. Include a copy of the Network Diagram in your report. What is the finish date for the project? Use the Tracking Gantt Chart to investigate the non-critical activities. The Tracking Gantt groups them and shows the slack time as a blue line at the end of a dependent series. List each of these activities that have a slack time, and indicate the slack time. This is the Free Slack Time. We are not interested in the Total Slack which attributes downstream slack to upstream tasks and can be very deceptive. How much money is spent for each of the activities 1, 5, 8, 12 and 19? What is the total project expenditure? What are the cash flows for each of the one week starting on April 29 and July 8, 2019? a) What are the peak usages of each of P and D, and b) In which weeks do these peaks occur? We want to know the maximum resources needed for each of P and D, and the exact weeks for each peak usage so that it can be correctly scheduled. Marking Criteria for Part A ?All 8 questions answered correctly: 10/10 ITEC841 ASSIGNMENTONEPAGE4 SEMESTER1, 2019 ? Every error results in the loss of 1 mark; a very minor error will attract a penalty of 0.5 marks ? A pass mark of 5/10 can be awarded if the student has lost more than 5 marks but the reason is due to the cascading effect of one error causing a lot more errors e.g. an incorrect task sequence in the Gantt chart PART B RISKMANAGEMENT(10 MARKS) Consider the trial of the NSW Government Electronic Health Records Project in two regions, geriatrics in the Hunter region, and children in the Westmead area (see Appendix 1 for details of the media coverage). Imagine you are the project manager, David Worthington, and you are doing a risk analysis. Construct a table with at least SIX (6) significant risks. Use the column headings as follows: Source(s) Problem(s) Consequence(s) Treatmen...
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