Group 07 Project V Asia Pacific College Clinic System

Table of Contents Project Title Project Members Project Professor Project Adviser Project Team Company Profile Business Case Executive Summary Issue Anticipated Outcomes Recommendation Justification Business Case Analysis Team Problem Definition Project Overview Strategic Alignment Cost Benefit Analysis Alternatives Analysis Project Charter Executive Summary Project Purpose/Justification Project Description Risks Project Key Deliverables Summary Milestone Schedule Summary Budget Project Approval Requirements Project Manager Project Management Approach Project Technical Approach Product Development Methodology Technical Architecture Project Management Plans Stakeholders Strategy Management Plan Key Stakeholders Stakeholder Analysis Scope Management Plan Introduction Scope Management Approach Roles and Responsibilities Scope Definition Project Scope Statement Work Breakdown Structure Scope Verification Scope Control Cost Management Plan Introduction Cost Management Approach Measuring Project Costs Reporting Format Cost Variance Response Process Cost Change Control Process Project Budget Scope Change Introduction Schedule Management Approach Schedule Changes and Thresholds Scope Change Staffing Management Plan Introduction Roles and Responsibilities Project Organizational Charts Staffing Management Change Management Plan Introduction Change Control Board Roles and Responsibilities Change Control Process Communications Management Plan Introduction Communications Management Approach Communications Management Constraints Stakeholder Communication Requirements Roles Project Team Directory Communication Methods and Technologies Communications Matrix Guidelines for Meetings Communication Standards Communication Escalation Process Glossary of Communication Terminology Quality Management Plan Introduction Quality Objectives Quality Management Plan Quality Management Approach Requirements Continual Improvement Quality Assurance Quality Control Quality Control Measurements Risk Management Plan Introduction Top Three Risks Risk Management Approach Risk Identification Risk Qualification and Prioritization Risk Monitoring Risk Mitigation and Avoidance Risk Register Procurement Plan Introduction Procurement Risk Procurement Risk Management Cost Determination Procurement Constraint Contract Approval Process Decision Criteria Performance Matrix for Procurement Activities Implementation Plan Executive Summary Transition Approach Transition Team Organization Workforce Transition Workforce Execution During Transition Subcontracts Property Transition Government Furnished Equipment (GFE) Incumbent Owned Equipment Intellectual Property User Accounts and Passwords Knowledge Transfer Schedule Handover and Acceptance Sponsor Acceptance

Project Title

E-CLINIQ

Project Members

Project Professor

NAME	POSITION	EMAIL
Jose Eugenio Quesada	PROJMAN Professor	[email protected]

Project Adviser

NAME	POSITION	EMAIL
Roselle Wednesday L. Gardon	PROJMAN Adviser	[email protected]

Project Team

NAME	EMAIL
Darcy Kaizer L. Medina	[email protected]
John Angel Manahan	[email protected]
Kurt Jordan Cadenas	[email protected]
Jan Patrick Navarette	[email protected]
Churchill Capagngan	[email protected]

Company Profile

Registered Name	Registered Name
Address	3 Humabon Place, Magallanes Makati City, 1232
Telephone Number	(+632) 852 9232 loc. 420
Email	[email protected]
Line of Business	Health Service Provider
Type of Customers	Patients (APC Students, Faculty, Staff, Employee)
Year Established	1991
Administrator	Jojo F. Castillo
Number of Employees	1

The APC Medical Clinic is a healthy facility under the institution, Asia Pacific College, that provides medical services to students. These services can include physical and mental health care and are provided by a professionally prepared school nurse which is Ms. Ana Mae Torre along with APC’s affiliated Doctor and Dentist.

Business Case

Executive Summary

Issue

The current system of Asia Pacific College’s Clinic for managing health records and inventory is inefficient and time-consuming because of this it is negatively impacting the efficiency and effectiveness of the health services we provide to the students and faculty. The process of managing physical records is consuming valuable clinic space and is prone to errors, while the lack of a scheduling system has resulted in walk-in patients and long queues, creating an unsatisfactory experience for patients. The process for generating summary reports of services is also time-consuming and requires significant manual effort. Additionally, the current communication process for notifying students of appointment cancellations is inadequate, leading to confusion and frustration among our student population. To address these issues and improve the overall management of health records, scheduling, and communication, it is necessary to implement a new and improved system that will streamline these processes, reduce errors, and enhance the overall experience to not only the patients but also the clinic.

Anticipated Outcomes

The proposed project to digitize the health record system and add a scheduling system is expected to result in significant improvements in the efficiency and effectiveness of the health services provided by the APC clinic. By implementing features such as CRUD (Create, Read, Update, Delete) operations for health records, the system will provide a faster and more accurate management of health records generated by the clinic's services such as student physical check-ups, dental examinations, consultations, first aid, and emergency treatment. The new system will enable clinic staff to easily access and update patient records, reducing the time required for record-keeping and allowing for more efficient patient care.

The addition of a scheduling system with a table and calendar view of appointment schedules will allow users to manage their appointments, avoiding scheduling conflicts and reducing wait times easily and efficiently for walk-in patients. As a result, the overall experience for students and faculty using the clinic's services is expected to improve significantly, leading to increased satisfaction and a higher level of trust in the clinic's ability to provide quality care. Furthermore, the digitization of health records will allow for easier sharing of information with other medical providers, as well as a more secure and efficient system for storing and accessing records. The project is anticipated to result in a more streamlined and effective health record and scheduling system, improving the clinic's ability to provide high-quality health services to its student population, and enabling the clinic to better serve the healthcare needs of the campus community.

Recommendation

Based on the analysis of the current health record and scheduling system, it is recommended that Asia Pacific College invest in a new digitized health record and scheduling system. This new system will eliminate physical records, free up valuable clinic space, and enable easier sharing of information with other medical providers. In addition, the implementation of a scheduling system with a table and calendar view of appointment schedules will reduce wait times for patients and improve the overall experience for students.

While SMS notification was not implemented due to budget constraints, it is recommended that APC implement it, if possible, to further improve patient experience and streamline communication with students regarding their appointments. Despite this limitation, the recommended investment in this project is still expected to result in significant improvements in the efficiency and effectiveness of the health services provided by Asia Pacific College's clinic, leading to increased satisfaction and a higher level of trust in the clinic's ability to provide quality care. Therefore, it is recommended that Asia Pacific College move forward with the proposed project and allocate the necessary resources to ensure its successful implementation.

Justification

The proposed project to digitize the health record system and add a scheduling system is necessary to address the current inefficiencies and limitations in the clinic's health record and scheduling processes. The current system is time-consuming and error-prone, leading to long wait times for walk-in patients, physical records that consume valuable clinic space, and a lack of timely communication with students regarding appointment cancellations. The absence of a scheduling system has resulted in an unmanageable queue of patients and has caused students to walk in for their physical and dental check-ups, which is not an optimal solution. Furthermore, the manual process of generating summary reports of services is time-consuming, which detracts from the quality of patient care and limits the clinic's ability to respond to the healthcare needs of the campus community.

The proposed project will address these issues by providing faster and more efficient management of health records generated by the clinic's services, such as student physical check-ups, dental examinations, consultations, first aid, emergency treatment. The digitization of health records will eliminate the need for physical records and free up valuable clinic space while enabling easier sharing of information with other medical providers. The addition of a scheduling system will reduce wait times for patients and provide a more efficient way of managing appointments, avoiding scheduling conflicts and improving the overall experience for students. These improvements are expected to lead to increased satisfaction and a higher level of trust in the clinic's ability to provide quality care, enhancing the reputation of the clinic and the university.

Business Case Analysis Team

Table 1 demonstrates the groups comprising experts who will collaborate to develop the plan, and their specific responsibilities in the project are the following:

ROLE	DESCRIPTION	NAME
Project Manager	Oversee the business case and be responsible for executing the project.	John Angel Manahan
Quality Assurance Analyst	Assigned for quality assurance. Assist in monitoring and guiding the project toward successful completion.	Kurt Jordan Cadenas
Project Team Member	Provide technical support for the project.	Jan Patrick Navarrete
Project Team Member	Provide technical support for the project.	Churchill Capagngan
Project Team Member	Provide technical support for the project./p>	Darcy Kaizer Medina
Executive Sponsor	Provide guidance to the project.	Jojo F. Castillo

Problem Definition

Problem Statement

Asia Pacific College’s Clinic is encountering problems when it comes to handling patient records, that includes managing and organizing the records due that the current method they are using on making the records are through traditional means of pen and paper. This kind of method can be prone to human error or data loss as paper type record can be vulnerable to damages from accidents such as water spill, crumpling, and misplacement. This is also relevant for the inventory record as they need to manually update the clinic’s inventory to track the items being distributed to the patient in need.

One thing the clinic staff is concerned about is the number of people who will undergo medical exams during the enrollment period, as Asia Pacific College clinic only has a small amount of workforce and can be overrun by the people. This can cause delays for the people who wish to enroll.

Organizational Impact

The implementation of this project could have a significant impact on the clinic of Asia Pacific College as it will allow the staff to organize the records and reduce the time spent looking for specific data. This also reduces the staff's workload and organizes the queuing of patients coming to the clinic. Overall, this project will be able to digitize the clinic of Asia Pacific College, making their work more efficient without overthinking that much on human-related errors.

Technology Migration

The migration process of existing physical records will undergo scanning by the staff, while the database will be integrated into Asia Pacific College’s Database.

Project Overview

Project Description

The goal of the project is to digitize the handling of health records in Asia Pacific College’s clinic, that would allow the staff to monitor, organize, and update the said records. As well as having an appointment system to control the patient’s queue, avoiding the time consumed for the patient side as well as minimizing the crowd that will fall in line in the clinic. This will also provide an inventory system where the clinic staff can monitor the stock of medicine and ask for a requisition request when needed.

Goals and Objectives

E-Cliniq aims to automate the record-keeping processes and add an appointment system to Asia Pacific College’s clinic, which would improve the efficiency and handling time of processes. This system addresses the common business problem of unorganized queues, manual record-keeping, and inventory management, which can lead to human errors. By implementing the system, the school’s clinic can achieve the following objectives:

• Lessen the time when fetching health records from the tables in the system
• Migrate 100% of patient records to a digital database integrated to the existing database of Asia Pacific College.
• Inventory of medicine would be tracked digitally for restocking and management.
• Provide a way to schedule appointments online which will also give notifications
• Provide user training to the clinic staff to ensure effective implementation and adoption of the system.

Project Performance

The system project will be considered successful if it achieves the following performance metrics:

• Quick fetching of records and security of records: This could be measured by the seconds it will take to search for a health record compared to searching for it in the filing cabinets.
• Reduction of paper used:This could be measured when the health records are migrated 100% to the digital database integrated into the existing database of Asia Pacific College.
• Decrease inventory management time:This could be measured by the seconds it will take to manage the inventory compared to the hours it will take to manually count all the stocks.
• Better appointment experience:This could be measured through how many people will queue in a day compared to how many people walk in when there was no appointment system implemented.
• Effective implementation: This could be measured by comparing the cost of maintaining the integrated platform compared to efficiency of it.
• User adoption: This could be measured by the percentage of users actively using the integrated system.

The E-Cliniq project will be deemed successful if it meets these performance measures, accomplishing its objectives of increasing operational effectiveness and improving patient experience in Asia Pacific College's clinic.

Project Assumptions

Here are the preliminary assumptions to the proposed system:

1. The project team will have access to all data and materials from the clinic required for the system's development, design, and implementation.
2. Asia Pacific College will be the one to implement the system, which has reliable internet connectivity and appropriate hardware and software to support the digital platform.
3. The clinic staff and patients are willing to adopt and learn the new system, with minimal resistance to change.
4. The project team possesses the technical and management skills required to build and implement the system on schedule, within budget, and with the least possible interference with the school clinics' regular operations.
5. The system will abide by all applicable data privacy and security laws, protecting the privacy and accuracy of patient records.
6. The system will be scalable to accommodate future growth and changes in the needs of dental clinics.
7. The system will integrate with the school’s database to synchronize student data to the application.
8. Both clinic personnel and patients will benefit from the system's user-friendly interface, which will require little training to operate properly.

Project Constraints

Here are the preliminary constraints to the proposed system:

1. The system is not 100% working at the moment, which may cause some delay in the deployment of the system.
2. E-Cliniq must be able to integrate with the existing system of the school, which is the RAMS portal, the project team needs to communicate with the developers working on the RAMS portal to be able to integrate the database to the system.
3. Data privacy and security must comply with the privacy and security regulations the school implements with all the data that circulates within their system.
4. The system must be user-friendly and accessible to the clinic staff, patients, and other relevant stakeholders by providing features that will allow the users to access the system anytime, and anywhere.
5. The system must be user-friendly and accessible to the clinic staff, patients, and other relevant stakeholders by providing features that will allow the users to access the system anytime, and anywhere.
6. Development, implementation, and maintenance of E-Cliniq requires investment such as being able to send over notifications and alerts through SMS that will consume cellular load. The project should be carefully budgeted to ensure that it can be used by the clinic with small cost but high efficiency.

Major Project Milestones

Here are the major project milestones to the proposed system:

1. Interview and assessment with the client and nurse to identify what features are needed in the system and other things such as workflow, data collection, and reporting needs by April 29, 2022
2. Designing and developing the E-Cliniq system which includes an easy-to-understand user interface, data entry, storage, and retrieval feature. The system should be designed to meet the specific needs of the school clinic by May 16, 2023.
3. Have the system be tested by the relevant stakeholders that will regularly use the said application in development to ensure that the requirements are met and working as intended which may include user acceptance testing and functional testing by May 23, 2023.
4. Implementation of E-Cliniq and provide proper training to operate the system properly to clinic staff and other relevant stakeholders by May 31, 2023
5. Migrate existing paper records to the system and integrate the database of RAMS portal to E-Cliniq to ensure that the data is up to date by June 7, 2023.
6. Launching the system for the school to use by June 10, 2023.
7. Maintenance and updates on E-Cliniq which includes bug fixing, adding features as needed, troubleshooting, and addressing user feedback by June 26, 2023, onwards.

Strategic Alignment

By aligning the E-Cliniq system with the overall goals and objectives of Asia Pacific College’s clinic, the clinic will be able to maximize efficiency and increase productivity of the stakeholders involved and it will ensure that it will contribute to the long-term plans of the clinic.

APC’s clinic aims to digitize all existing and future medical records of students and employees.

The system project aligns with this goal by having an online repository of all existing medical records by having them scanned to the system and all future medical records which will help the clinic save space and search for records in a timely manner. The project will contribute to the overall success of the clinic and help them become efficient.

APC’s clinic aims to continuously innovate and improve the services they provide to meet the changing needs of the patients.

The system project aligns with this goal by digitizing processes that the clinic used to do manually which will allow the clinic staff to effectively minimize search times of records and manage appointments to avoid long queues of walk-in patients. With this, the project will help the clinic be competitive and efficient.

APC’s clinic aims to enhance the satisfaction of the patients

The project aligns with this goal by improving the experience of patients in terms of quality and time spent queueing to the clinic which will help minimize queues and maximize the quality of services. With this, the project will continue to satisfy the patients of APC’s clinic.

Cost Benefit Analysis

To assess the feasibility of the proposed project to digitize the health record system and add a scheduling system to Asia Pacific College's clinic, a cost benefit analysis has been conducted. This analysis aims to compare the costs associated with implementing the project against the anticipated benefits it is expected to bring.

Benefits

• Save Time Finding Records:The digitized health record system and scheduling system are expected to significantly reduce the time and effort required for managing records, generating reports, and scheduling appointments. This will result in improved efficiency and productivity for the clinic nurse.
• Improved record-keeping:The system will improve the accuracy and security of patient records, reducing the risk of errors and loss of records.
• Enhanced patient experience:The new system will enable easier appointment scheduling, and provide timely notifications to patients, resulting in a better overall experience for students and faculty using the clinic's services.
• Saves Room Space:By eliminating most of the physical records and implementing a digital system, valuable clinic space will be freed up for other storage of clinic equipment.

Cost

• Ongoing maintenance costs:Once the system is implemented, there will be ongoing costs associated with maintaining and supporting the system, including bug fixes, updates, and technical support.
• Operational costs: The cost of operating the system, including internet connectivity and there may be licensing or subscription costs for software and cloud storage services.
• Development and implementation costs:This includes the cost of developing the digital health record and scheduling system, which involves software development, database integration, and user interface design. Additionally, there may be costs associated with training the clinic staff to use the new system effectively.

Alternatives Analysis

An alternative analysis for E-Cliniq system for Asia Pacific College’s clinic include the following options:

Option 1: Do nothing (status quo)

In this option, the school would continue to use the traditional system of keeping physical copies of medical records in filing cabinets, have patients walk in regularly, and do inventory manually.

Pros: No upfront costs or disruption to existing processes and systems.

Cons: Potential for ongoing challenges related to the current manual process, including difficulties, and long searching times for specific health records, long queues in the clinic and long times in processing the inventory of the clinic which causes delays and inaccuracy. These issues could result in inefficiency.

Project Charter

Executive Summary

Asia Pacific College's clinic is seeking to upgrade its current Health Record System (HRS) by digitizing the system and integrating a better scheduling system. The current system involves physical records stored in filing cabinets, a physical logbook for appointments, and no system for scheduling. The project aims to provide faster management of health records and appointment schedules and include features such as clinic staff login for security solutions, CRUD operations, and a table and calendar view of the appointment schedules. The project also seeks to reduce paper usage by 40-60%, track inventory properly, and generate reports quickly. The project's significance is to address the concerns over the current system and provide better customer service for the nurse, clinic administrators, students, and employees. The proposed system's features include virtual consultation forms, an SMS notification feature, direct scheduling and rescheduling functions, and a generated summary report of clinic services. The project's scope is to provide a digitized solution for the current HRS and scheduling system, and the system will have limitations regarding data input and privacy concerns for medical staff outside the school.

Project Purpose/Justification

Business Need/case

The clinic wishes to improve the quality of patient services by upgrading their health record system to a more efficient and accurate digitized system. The current system has several limitations that result in delayed access to patient information and increased chances of errors. The new system would streamline the process of storing and accessing patient information, reduce the risk of errors, and improve the overall efficiency of the clinic.

The business case for the clinic is that the upgrade to the health record system would result in several benefits, including improved patient outcomes, increased patient satisfaction, reduced medical errors, and increased efficiency in the clinic's operations. The new system would also allow for better data analysis and reporting, which would enable the clinic to make data-driven decisions and improve its overall performance. Additionally, the upgraded system would be more scalable and adaptable, allowing the clinic to keep pace with changes in healthcare technology and regulations.

Overall, the business case for the upgrade to the health record system is strong, as it would result in significant improvements to patient care and clinic operations, as well as a potential competitive advantage in the healthcare market.

Business Objectives

The objective of the clinic as business are as follows:

• To enhance the quality of patient services by providing accurate and up-to-date health information in real-time.
• To improve the efficiency of the clinic's operations by reducing administrative tasks and manual processes.
• To ensure compliance with relevant health care regulations and standards.
• To increase patient satisfaction by improving the overall experience of the clinic's services.

Project Description

Project Objectives and Success Criteria

• To optimize appointment scheduling by implementing an algorithm that evenly distributes patients based on their medical needs, time availability, and preferred healthcare provider, ultimately reducing patient waiting times, avoiding overcrowding, and improving the clinic's efficiency.
• To develop a digital health record system that can efficiently store and retrieve patient records, eliminating the need for physical storage and enabling easy access to patient information.
• To optimize report generation by reducing bottlenecks in the system, resulting in faster generation of patient reports that include appointment and treatment details as well as current medicine inventory levels.
• To provide an email notification feature that provides updates to patients about their appointment schedules, weekly healthcare reminders and other medical information.

Requirements

The functions of the project are implemented within the program.

Constraints

The application shall provide analytics with basic insights on the clinic services. The developers will not complete data input for all existing health records during the implementation of the project, this task would befall on the clinic staff as they have administrative privileges when it comes to managing sensitive health records of the students. Medical staff, such as dentists and doctors, outside the school would require approval from one of the personnel in the clinic to access the students’ health records for privacy reasons.

Assumptions

A list of assumptions for the project:

• The project team will have access to the necessary hardware and software to implement the new health record system.
• The current data in the old system is accurate and complete and can be effectively migrated to the new system.
• The project will be completed within the allotted time frame, with no major delays or unforeseen issues.
• The new system will be compliant with relevant standards for health record keeping and privacy.
• The end-users will be receptive to the new system and will receive sufficient help to be able to use it effectively.
• The project will not require major changes to existing business processes or workflows.
• The project team will be able to effectively communicate with the clinic staff throughout the project lifecycle to ensure project success.

Preliminary Scope Statement

This project aims to conduct a thorough requirements analysis, systems design, and implementation for Asia Pacific College's clinic health record system. It involves the installation, configuration, testing, and training of the new system, and the migration of data from the old system to the new one while maintaining data accuracy and integrity. The project's objective is to deliver a modern, efficient, and secure system that meets the needs of the healthcare industry and is fully operational for the clinic staff to use effectively. No hardware or infrastructure replacement is included in the project scope.

Risks

Here are some high-level risks that could potentially impact the success of the Asia Pacific College's health record system upgrade:

• Technical challenges: There could be unforeseen technical issues during the implementation of the new system, which could cause delays in the release such as programmers falling ill or personal emergencies.
• Data privacy and security breaches: The new system will store sensitive health information, which could potentially be targeted by hackers or inadvertently accessed by unauthorized personnel.
• User resistance: There may be hesitation from the college staff/students and medical personnel in adopting the new system due to a lack of familiarity or discomfort with technology.
• Migration issues: The migration of physical records could take more time than anticipated due to the high volume of records already present in the clinic.

Project Key Deliverables

The following deliverables are as follows:

• A clinic management system which includes patient record management, appointment management, inventory management, and report generation.
• Complete documentation created during the process.

Summary Milestone Schedule

The project Summary Milestone Schedule is presented below. As requirements are more clearly defined this schedule may be modified. Any changes will be communicated through project status meetings by the project manager.

Project Milestone	Target Date (mm/dd/yyyy)
Project Start	03/25/2022
Complete Solution Design	06/13/2022
Prototype Showcase	01/23/2023
Final Project Showcase	03/03/2023
Project Complete	03/05/2023

Summary Budget


Project Approval Requirements

The requirements for the project entail that the objectives and client pain points be solved during the implementation of the project, these would be:

• Digitization of the patient health records.
• Creation and launching of the scheduling system.
• Easier generation of reports for the clinic.

Project Manager

The project manager for the E-Cliniq project is Mr. John Angel Manahan. His team that he manages is called Project V which is made up of his classmates from the same course. As the Project Manager, he is responsible for overseeing the planning, execution, and evaluation of the project, as well as managing the budget, timeline, and resources. He also coordinates with the stakeholders, partners, and beneficiaries of the project, ensuring that their needs and expectations are met.

Project Management Approach

The Project Sponsor has the authority to green light the execution of plans and any necessary changes. Meanwhile, the Project Manager oversees project management and carries out the project according to the Project Plan. The project team will be made up of CS students.

The Project Manager will collaborate with all resources to plan the project. The Project Sponsor will review and approve all project and budget management plans and make all funding decisions. Any approval authority delegated to the Project Manager must be in writing and signed by both the Project Sponsor and Project Manager.

Project Technical Approach

Product Development Methodology

Our method of product management is a fusion of agile and conventional project management frameworks. To enable quick iterations and ongoing stakeholder feedback, we'll use agile methodologies like Scrum. To guarantee that the project is delivered on time and within budget, we will also use conventional project management techniques like Waterfall.

The steps in the methodology are as follows:

• Initiation
• Planning
• Execution
• Monitoring and Controlling
• Closure

We will maintain constant contact with the client throughout the whole product development life cycle to make sure the project is on track and satisfies their needs. To make the product simple to use and intuitive, we will also give user experience and design top priority.

Technical Architecture

The technology architecture that will be used to build E-Cliniq is contemporary, cloud-based, and optimized for performance, security, and scalability. To enable modular and flexible development, our team will use microservices architecture. The system will be housed on a trustworthy and safe cloud platform, making it accessible from any location in the world. To secure the system from online dangers and unauthorized access, we will also employ best-in-class security measures.

The system will be housed on an exceptionally reliable and safe cloud platform (AWS), making it available from any location in the world. The developers will also employ top-notch security measures to guard the system against online dangers and unwanted access. The E-Cliniq project's technical architecture is built to guarantee the application's effectiveness, dependability, and security. The architecture is client-server based.Using an application server as the server and a web browser as the client.

The system shall be developed using PHP and MySQL server with Laravel for its framework. The user interface of the E-Cliniq system is designed with PHP. The developers studied the Laravel framework to design the system.

Project Management Plans

Stakeholders Strategy Management Plan

Introduction

This Stakeholder Management Plan aims to provide a comprehensive and practical framework for effectively managing the E-Cliniq project's stakeholders. The implementation of E-Cliniq is dependent on the cooperation and support of all stakeholders involved. Stakeholder management is an integral part of the project management process, and identifying, analyzing, and prioritizing stakeholders is essential for project success.

The objective of the E-Cliniq Stakeholder Management Plan is to ensure that all stakeholders are identified, engaged, and effectively managed throughout the project lifecycle. These are the objectives of this plan:

• Identify all stakeholders involved in or affected by the E-Cliniq project and assess their level of interest, influence, and impact.
• Establish effective communication channels with project stakeholders to ensure that they are informed, consulted, and included in project-related decision-making processes.
• To develop and implement a plan for stakeholder engagement that will guarantee the support and buy-in of all stakeholders.
• Anticipate and effectively manage any stakeholder resistance, conflict, or competing objectives.
• To monitor and evaluate stakeholder engagement throughout the project lifecycle and make any necessary adjustments to guarantee project success.

Effective stakeholder management can yield numerous benefits for the E-Cliniq project, including improved project outcomes, decreased risks, increased stakeholder satisfaction, and an enhanced reputation.

Identification of every stakeholder who will be reached by the project is essential. Stakeholder identification, according to the IEEE Standards Association (2019), is the process of identifying all people or organizations who will be impacted by the project or have the potential to influence its result. The ability to manage stakeholder expectations, reduce negative effects, and secure stakeholder buy-in is why effective stakeholder identification is essential to project success. To identify stakeholders, apply the technique below:

1. Stakeholder Mapping: This method entails identifying stakeholders, comprehending their requirements, interests, and concerns, and mapping them according to their level of involvement and impact with the project. You can carry out this process by:
   • Creating a stakeholder list: This entails compiling a list of all prospective stakeholders, both internal and external, who may be influenced by the project.
   • Stakeholder analysis: This entails determining the stakeholders' level of interest, influence, and impact on the project's success. An interest-power grid or stakeholder matrix can be used to conduct the study.
   • Prioritizing stakeholders: In this step, stakeholders are ranked according to their level of involvement, interest in the project, and possible effect on its outcome.
2. Engagement of StakeholdersAfter the stakeholders have been identified, the following step is to involve them in all phases of the project. This entails:
   • Creating a stakeholder engagement strategy that describes how the project team will interact with each stakeholder, what information they will share, and how they will manage stakeholder expectations.
   • Creating communication channels that includes developing ways for the project team to efficiently communicate with stakeholders.
   • Maintaining stakeholder involvement entails being in touch with stakeholders throughout the course of the project, giving them regular updates, and attending to any issues they might have.

Key Stakeholders

Name	Position	Internal/External	Project Role	Contact Information
Jojo F. Castillo	Clinic Administrator	Internal	Project Sponsor	[email protected]
Ana Mae J. Torre	Clinic Nurse	Internal	Internal User of the System	[email protected]
APC Doctor	Doctor	Internal	Internal User of the System
APC Dentist	Dentist	Internal	External User of the System
APC Students	Students	External	External User of the System	@student.apc.edu.ph
APC Faculty, Staff, & Employee	Faculty, Staff, & Employee	External	External User of the System	@apc.edu.ph

Stakeholder Analysis

Name	Power/Interest	Current Engagement	Potential Management Strategies
Jojo F. Castillo	High/High	Supportive	Sir Jojo is very approachable and an open-minded person. Manage closely and update him with the project’s progress
Ana Mae J. Torre	Low/High	Leading	Ms. Ana has been very engaged with the project team in terms of the project outcome. Keep her informed on the project decisions and progress.
APC Doctor	Low/High	Neutral	Keep them informed on the specific project development that is relevant to them.
APC Dentist	Low/High	Neutral	Keep them informed on the specific project development that is relevant to them.
APC Students	Low/Low	Neutral	Monitor their perspectives, provide general updates on the project’s development.
APC Faculty, Staff, & Employee	Low/Low	Neutral	Monitor their perspectives, provide general updates on the project’s development.

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Scope Management Plan

Introduction

The Scope Management Plan for E-Cliniq is an essential component of the project that defines the project's objectives, deliverables, and constraints; it will be updated throughout the project to ensure clear communication and scope management. The project team will collaborate closely with project stakeholders to assure delivery success that is in line with the project's scope and limitations.

Scope Definition:The scope of the E-Cliniq will be defined through the following activities:

1. Requirements gathering: The project team will collect and record system requirements using a number of methodologies, including user interviews and group discussions.
2. User Stories: The project team will construct user stories that outline the system's functionality from the end user's perspective. These user stories will be prioritized according to their business importance and used to direct the development process.
3. Scope statement:Inputs such as user stories and requirements will be used to draft the scope statement. The deliverables, exclusions, and limits of the project will all be outlined in this document.
4. Scope baseline:Incorporating the scope statement and the user stories into a project management plan will provide the scope baseline. It will be continually revised as the project develops to account for new requirements.

Scope Documentation: The scope of the E-Cliniq will be documented in the following ways:

1. Requirements documentation:A requirements specification document will be created to record the system's needs.
2. Project management plan: Everything that needs to be known about the project's scope will be included in the project management plan, from the scope statement to the scope baseline and beyond.

Scope Control: A requirements specification document will be created to record the system's needs.

1. Scope verification: The project team will employ agile testing methods to ensure the project's final products are up to par with the project's stated goals and objectives.
2. Scope change control: A thorough change control process will be implemented to oversee any alterations to the project's scope, and its effects on time, money, and quality will be evaluated.
3. Scope change review: Every requested shift from the project's original scope will be subject to a review to determine whether or not it is essential, achievable, and in line with the project's goals.

Scope Management Approach

1. John Angel Manahan, the project manager, will be given the authority and responsibility for scope management. He will collaborate closely with Jojo Castillo, the project sponsor, and other important stakeholders to define and manage the project's scope.
2. A detailed Statement of Work (SOW), Work Breakdown Structure (WBS), and Scope Statement will be created to describe the project's scope. Before work starts, the project sponsor and other stakeholders will review and approve these documents, which will clearly explain the project deliverables, tasks, and requirements.
3. The project's scope will be assessed and confirmed using quality checklists, measures of worker performance, and routine comparisons of project development with the baseline scope. The scope change process will be used to identify and remedy any deviations from the scope baseline.
4. For the E-Cliniq project, the scope change procedure entails the Project Manager submitting a scope change request, with the project sponsor giving final approval. Any alterations to the project's scope must be thoroughly assessed to make sure they are in line with its objectives and aims and won't have a detrimental effect on the project's budget or timeline.
5. The project sponsor and other important stakeholders will accept and approve the final deliverables, and the project manager oversees making sure that all project requirements have been satisfied. Once all deliverables have been accepted and any outstanding problems have been fixed, the project will be declared to have been successfully completed.

Roles and Responsibilities

The following roles and responsibilities have been assigned in relation to scope management:

1. Project Manager: The scope of the project must be established and documented, and any changes to the scope must be controlled and approved by the project manager.
2. Product owner: The product owner oversees illustrating the stakeholders' demands and objectives and making sure the project adds value to the company.
3. Project Team: The project team oversees confirming the project's scope and, if necessary, submitting change requests.
4. Stakeholders: Stakeholders are in charge of offering feedback on the project's requirements and scope and of authorizing changes to that scope as necessary.

Scope Definition

The scope of this project includes the development of a single system that combines the functionality of patient record management, appointment scheduling, and inventory management to be used by the APC Clinic. This system will include features such operating hour that can prevent any appointments from being set during non-operating hours, notification system for appointment cancellations, and reporting feature for appointment and inventory.

The system will also include an improved record management process to enhance the efficiency and effectiveness of the Clinic.

Project Scope Statement

The E-Cliniq project's deliverables and the labor required to produce them are described in the project scope statement.

Product Scope Description:

The E-Cliniq system will be a web-based tool that allows clinic nurse to manage patient records, appointments, and inventory. It also allows users to see their personal records in the clinic, schedule their own appointments, and receive notifications regarding their appointment. This system will include features such as digitized patient records, setting operating hours, and report generation.

Product Acceptance Criteria:

The E-Cliniq will be considered complete and accepted by the customer when it meets the following criteria:

1. All features and functionalities specified in the project scope statement have been developed and tested using the test cases created by the Quality Assurance Team.
2. The system has been successfully deployed within the Asia Pacific College environment.
3. The system has received positive feedback from users during UTA phase.
4. The system has been thoroughly documented and user manuals have been created.

Project Deliverables

The following deliverables are as follows:

1. A fully functional scheduling system which can accommodate the number of patients mentioned in the project objectives.
2. Electronically accessible health records that can be retrieved by authorized staff.
3. Report generation based on the criteria requested based on appointments and inventory
4. Complete documentation created during the process.

Project Constraints-The application shall provide analytics with basic insights on the clinic services. The developers will not complete data input for all existing health records during the implementation of the project, this task would befall on the clinic staff as they have administrative privileges when it comes to managing sensitive health records of the students. Medical staff, such as dentists and doctors, outside the school would require approval from one of the personnel in the clinic to access the students’ health records for privacy reasons.

Project Assumptions- A list of assumptions for the project:

1. The project team will have access to the necessary hardware and software to implement the new health record system.
2. The project will be completed within the allotted time frame, with no major delays or unforeseen issues.
3. The new system will be compliant with relevant standards for health record keeping and privacy.
4. The end-users will be receptive to the new system and will receive sufficient help to be able to use it effectively.
5. The project will not require major changes to existing business processes or workflows.
6. The project team will be able to effectively communicate with the clinic staff throughout the project lifecycle to ensure project success.

Work Breakdown Structure

image::https://asiapacificcollege.sharepoint.com/:i:/s/PROJMANT3SS201SF201/ERKdYUOK0k1NiVTe4aaSgW8BHq7Hq6TnswMjoWSRQ6UYig?e=AfCOB1[7.2.6.]

The Work Breakdown Structure presented here represents all the work required to complete this project.

Asia Pacific College Clinic System

1. Initiation
1.1 Assemble Project Team
1.2 Identify Project Client and Stakeholders
1.3 Develop Project Charter
1.4 Deliverable: Submit Project Charter
1.5 Project Charter Signed/Approved

2. Planning
2.1 Preliminary Scope Statement
2.2 Project Team Kickoff Meeting
2.3 Assign Project Tasks
2.4 Create Stakeholder Management Strategy
2.5 Create Scope Management Plan
2.6 Create Schedule Management Plan
2.7 Create Cost Management Plan
2.8 Submit Deliverables
2.9 Milestone: Project Plan Approval

3. Execution
3.1 Project Team Kickoff Meeting
3.2 Verify & Validate User Requirements
3.3 Design System
3.4 Procure Hardware/Software
3.5 Install Development System
3.6 Develop Patient Record System
3.7 Develop Appointment System
3.8 Develop Inventory System
3.9 Finalize E-Cliniq
3.10 Test E-Cliniq
3.11 Deploy System in Test Environment
3.12 User Training
3.13 Resolve Issues After Testing
3.14 Deploy in APC Environment

4. Control
4.1 Project Management
4.2 Project Status Meetings
4.3 Risk Management
4.4 Update Project Management Plan

5. Closeout
5.1 Audit Procurement
5.2 Document Lessons Learned
5.3 Update Files/Records
5.4 Gain Formal Acceptance
5.5 Archive Files/Documents

Scope Verification

The project team will use various techniques for scope verification to guarantee that the E-Cliniq project deliverables satisfy the original scope. These methods include:

1. Quality Checklist:
   • Quality checklists are tools used to ensure that the project deliverables meet the predefined quality standards. It can be used to verify that the software features are functioning as expected and that they meet the stakeholders' requirements.
2. Work Performance Measurements:
   • Work performance measurements are used to track the progress of the project against the project plan and performance metrics. It can be used to verify that the project is progressing as planned, and that the project deliverables are being completed according to schedule.
3. Scope Baseline:
   • The scope baseline is a document that contains the approved project scope statement, the WBS, and the WBS dictionary. The project team can use it as a reference point to verify that the project deliverables are in line with the project scope statement.
4. Formal Acceptance:
   • Formal acceptance is the final stage of project scope verification, where the stakeholders formally accept the project deliverables as meeting the project requirements and objectives. This can be achieved through a series of tests and demonstrations that verify that the software features meet the stakeholders' requirements and expectations.

Scope Control

Scope control is an essential part of project management that involves monitoring and controlling the project's scope to ensure that it remains within the defined parameters. To effectively control the project's scope, it is crucial to have a change control process that outlines the procedures for making changes to the scope baseline. The following is a comprehensive scope control plan that details the change process for making changes to the scope baseline for the E-Cliniq project:

1. Scope Change Request:
   • The first step in the change process is to identify the need for a scope change and document it in a scope change request.
   • The scope change request should include a detailed description of the change, its impact on the project, and the reason for the change.
2. Scope Change Evaluation:
   • Once a scope change request has been submitted, the project team should evaluate the change request to determine its impact on the project.
   • The evaluation should consider the impact on the project's objectives, schedule, budget, resources, and quality.
3. Scope Change Approval:
   • If the scope change is deemed necessary and feasible, the project team should seek approval from the project sponsor or steering committee.
   • The approval should be documented in writing, including the approved change and any associated modifications to the project plan or baseline.
4. Scope Change Implementation:
   • Once the scope change has been approved, the project team should implement the change and update the project plan and baseline accordingly.
   • The implementation should be done in a controlled and coordinated manner to ensure that the project objectives and constraints are not compromised.
5. Scope Change Communication:
   • Throughout the change process, it is crucial to communicate any scope changes and their impacts to all stakeholders.
   • The communication should include the reasons for the change, the approved change, and any modifications to the project plan or baseline.
6. Scope Change Documentation:
   • Finally, all scope changes should be documented in a change log, including the scope change request, evaluation, approval, implementation, and communication.
   • The change log should be updated regularly and be available for review by stakeholders to ensure transparency and accountability.

Cost Management Plan

Introduction

As healthcare continues to evolve, the implementation of the E-Cliniq system has become essential for Asia Pacific College’s clinic. E-Cliniq is a system where a digital version of a patient's medical record can be accessed and updated in real-time by authorized personnel of the clinic. The use of the E-Cliniq system in a school clinic can significantly improve the quality of health care provided to students and school staff, medicine inventory management, setting and managing appointments.

This cost management plan will outline the various costs associated with implementing the E-Cliniq system to the school clinic, including hardware and software expenses, training and support costs, and ongoing maintenance and upgrades. By following this cost management plan, the school clinic can successfully implement the E-Cliniq system and provide high-quality healthcare services to their students.

Cost management responsibilities:

• The Project Sponsor will be responsible for cost management of the project and will be the primary point of contact for all cost-related issues.
• The Project Manager will be responsible for monitoring project costs and ensuring that they are within the approved budget.

Cost change Approval:

• All cost changes must be approved by the Project Sponsor before they are implemented.

Budget format and standards:

• The budget will be presented in a clear concise format using an Excel spreadsheet.
• The budget will be broken down into individual line items with detailed cost estimates for each item.

Cost Management Approach

The cost management approach for the E-Cliniq will be based on the following principles:

a. Clear definition of costs: - The project team will work closely with the stakeholders to carefully take notes of the project's costs, including hardware, labor, and hosting expenses..

b. Cost estimates: - The project developers will use cost estimation techniques to ensure the project budget is accurate and realistic using bottom-up estimation.

c. Cost management roles and responsibilities: - Clear roles and responsibilities for cost management will be defined and communicated to all project team members.

d. Approval process for changes: - A formal process for approving changes in the project or the budget for the project will be established and implemented. Details are discussed in the Cost Change Control Process section.

e. Reporting and communication: - Regular cost reports will be prepared and shared with stakeholders including the project sponsor, team, and management. Details are discussed in the Reporting Format section.

By practicing these principles and practices, the project team will be able to effectively manage costs and ensure that the project stays on budget.

Measuring Project Costs

The Cost Management Plan for the E-Cliniq System project will include a detailed approach for measuring project costs using Earned Value Management (EVM) (citation needed). This will involve capturing and reporting on various Earned Value metrics, such as:

1. Budgeted Cost of Work Scheduled (BCWS) or Planned Value (PV) – This will measure the budgeted costs of the work that was planned to be completed at a specific point in time.

Example:
To calculate the BCWS or Planned Value, we need to multiply the total labor cost of the TESTING WBS by its percentage of completion: BCWS = Total labor cost of TESTING WBS x Percentage of completion = (PHP 300,000) x 33.71% = PHP 101,130 Therefore, the Budgeted Cost of Work Scheduled (BCWS) or Planned Value (PV) for the TESTING WBS is PHP 101,130.

2. Budgeted Cost of Work Performed (BCWP) or Earned Value (EV) - This will measure the budgeted costs of the work that has been completed at a specific point in time.

Example:
To calculate the Budgeted Cost of Work Performed (BCWP) or Earned Value (EV), we need to know the percentage of work completed for each task or WBS element.

Assuming that the percentage of completion for each of the Testing Phase tasks are as follows:

• Week 26: Testing Phase 1 - 100%
• Week 27: Testing Phase 2 - 75%
• Week 28: Testing Phase 3 - 50%
• Week 29: Testing Phase 4 - 25%

Then, we can calculate the Budgeted Cost of Work Performed (BCWP) or Earned Value (EV) as follows:

EV = BCWS x % of work completed
EV = (₱300,000 x 33.71%) + (₱75,000 x 8.43% x 0.75) + (₱75,000 x 8.43% x 0.50) + (₱75,000 x 8.43% x 0.25)
EV = ₱101,130 + ₱4,732.50 + ₱3,155 + ₱1,577.50
EV = ₱110,595

Therefore, the Budgeted Cost of Work Performed (BCWP) or Earned Value (EV) is ₱110,595.

3. Actual Cost of Work Performed (ACWP) or Actual Cost (AC) - This will measure the actual costs incurred for the work that has been completed at a specific point in time.
Example:
Assuming that the Actual Cost for the TESTING WBS is PHP 120,000, then:
AC = PHP 120,000

Therefore, the Actual Cost of Work Performed (ACWP) or Actual Cost (AC) is PHP 120,000.

These metrics will be used to perform cost variance analysis (CV), schedule performance index (SPI), and cost performance index (CPI) to measure the project's cost performance over time. To assist in capturing these metrics, the project team will use project management software that is capable of tracking and reporting on EVM metrics. This software will also be used to forecast future project costs, and to review cost performance over time, across work packages or schedule activities.

1. Cost Variance (CV) measures the difference between the actual cost and the planned cost of the project. It is calculated by subtracting the actual cost from the planned cost. A negative CV indicates that the project is over budget, while a positive CV indicates that the project is under budget.
   Example:
   
   To compute the Cost Variance (CV), we need to subtract the Actual Cost of Work Performed (ACWP) or Actual Cost (AC) from the Budgeted Cost of Work Performed (BCWP) or Earned Value (EV). From the previous example, the BCWP or EV is ₱110,595, and the ACWP or AC is ₱120,000.
   
   CV = EV - AC
   CV = ₱110,595 - ₱120,000
   CV = -₱9,405
   
   Therefore, the Cost Variance (CV) for the Testing WBS is -₱9,405. A negative CV means that the project is over budget.
   
2. Schedule Performance Index (SPI) measures the project's schedule performance by comparing the planned schedule to the actual schedule. This index is calculated as the ratio of the BCWP to the BCWS. It is calculated by dividing the earned value by the planned value. A value of 1 indicates that the project is on schedule, while a value less than 1 indicates that the project is behind schedule, and a value greater than 1 indicates that the project is ahead of schedule.
   
   Example:
   From the previous computations, we have:
   Earned Value (EV) = ₱110,595
   Planned Value (PV) = ₱101,130
   Plugging these values into the formula, we get:
   
   SPI = EV / PV
   SPI = ₱110,595 / ₱101,130
   SPI = 1.093
   
   Therefore, the Schedule Performance Index (SPI) is 1.093. This indicates that the project is ahead of schedule, as the SPI is greater than 1.
   
3. Cost Performance Index (CPI) measures the project's cost performance by comparing the actual cost to the planned cost. This index is calculated as the ratio of the BCWP to the ACWP. It is calculated by dividing the earned value by the actual cost. A value of 1 indicates that the project is on budget, while a value less than 1 indicates that the project is over budget, and a value greater than 1 indicates that the project is under budget.
   
   Example:
   To calculate the Cost Performance Index (CPI), we need to use the following formula:
   CPI = EV / AC
   where:
   EV = Earned Value (BCWP)
   AC = Actual Cost (ACWP)
   From the previous computations, we have:
   EV = ₱110,595
   AC = ₱120,000
   
   CPI = EV / AC
   CPI = ₱110,595 / ₱120,000
   CPI = 0.9216
   
   Therefore, the Cost Performance Index (CPI) is 0.9216. This means that for every one peso spent, the project has earned only 0.92 pesos of value. This indicates that the project is behind budget and may need to take corrective actions to bring the costs in line with the planned budget.
   
   In summary, the Cost Management Plan will ensure that the project costs are effectively managed and controlled throughout the project’s lifecycle by using Earned Value Management metrics, schedule performance index, and cost performance index. These metrics will help the team to identify the areas where the project is underperforming and take corrective actions to bring the project back on track.
   

Reporting Format

The ideal reporting format for the cost management plan of the Dispatch Directory system project would likely be a detailed spreadsheet or table. This format should include all relevant cost information such as project budget, actual costs incurred, projected costs, and any variances or discrepancies.

In addition, the format should be easily understandable and accessible to all stakeholders, including the project team, stakeholders, and management. A bar chart can also be included to provide visual representation of costs.

The reporting format for the cost management plan of the Dispatch Directory system project would include the following elements:

1.Executive Summary:
A brief overview of the cost management plan including the project’s overall budget and major cost variances or issues.br> 2.Budget Overview:
A detailed breakdown of the budget for the project that includes the total project cost and cost of other resources (e.g., Labor, Hosting, Equipment, etc.).
3.Cost Variance Analysis:
A detailed analysis of any variances between the project’s actual costs and the budgeted costs. This should include a detailed explanation of the causes of the variances, the impact on the project and any action taken to address them. 4.Budget Forecast:
A projection of the project’s future costs, including any potential cost variances and their potential impact on the project.
5.Approval and Sign-off:
A section for the project manager and other key stakeholders to review, approve and sign off on the cost management plan.
6.Appendices:
Any additional documentation or supporting materials such as detailed cost and breakdowns, invoices or change requests.

Cost Variance Response Process

The Cost Variance Response process for the E-Cliniq system will be as follows:
1.Control Thresholds:
- The project will have control thresholds set for cost variance.
- These thresholds will be set at 10% and 20% of the total project budget.
- If the project triggers any of these thresholds, it will be considered a cost variance.

2. Identification of Variance:
- The project Manager will be responsible for identifying any cost variances and reporting them to the Project Sponsor.

3. Analysis of Variance:
- The Project Manager will analyze the variance to determine the root cause of the problem and develop options for corrective action.
- The Project Manager will also consider the impact of the variance on the project schedule and scope.

4. Presentation of Options:
- The Project Manager will present the options for corrective action to the Project Sponsor.
-- The options will be based on the root cause of the variance and impact on the project schedule and scope.

5. Approval of Corrective Action:
- The Project Sponsor will review the options and approve an appropriate action to bring the project back on budget.
- This may include increasing the budget, reducing the scope or quality or implementing other corrective actions.

6. Implementation of Corrective Action:
- The Project Manager will implement the approved corrective action and monitor the results.
- The Project Manager will also update the project schedule and budget accordingly.

7. Reporting:
- The Project Manager will report on the cost variance, corrective action taken and the results of the corrective action in the Monthly Project Status Report.
- The Project Manager will also provide updates on the project budget and schedule.

The Cost Variance Response process will be an ongoing process throughout the project lifecycle. The project Manager will be responsible for monitoring and controlling the project costs, and the Project Sponsor will be responsible for approving any corrective actions needed.

Cost Change Control Process

The cost change control process will include the following steps:

1. Identification of the cost change:
- Any proposed changes to the project budget or costs must be identified and documented on a cost change request form.

2. Analysis of the cost change:
- The proposed change will be analyzed by the project team to determine the potential impact on the project schedule, resources, and overall budget.

3. Approval of the cost change:
- The cost change request will be reviewed and approved by the project sponsor and other relevant stakeholders.

4. Implementation of the cost change:
- Once approved, the cost change will be implemented in accordance. The cost change control process will follow the established project change request process. Approvals for project budget/cost changes must be approved by the project sponsor.

5. Tracking and monitoring of the cost change:
- The project team will track and monitor the cost change's impact on the project schedule and budget, and any necessary adjustments to ensure it is still on track.

6. Reporting on the cost change:
- The cost change will be reported in the monthly status report along with any relevant financial information and any corrective actions.

The cost change control process will be implemented to ensure that any changes to the project budget are identified, analyzed, and lastly, approved promptly. This will help minimize the impact of cost changes and maximize productivity and will make sure that the project is still on track.

Project Budget

 

Scope Change

Introduction

The schedule management plan is made to ensure that all project activities are completed on time, within budget, and to the satisfaction of stakeholders. An effective implementation of this schedule management plan is essential for this project's success, as it allows teams to prioritize tasks, allocate resources, and track progress towards project goals.

This plan outlines the approach and methods that the team utilized to manage the project schedule and provides a general overview of the key elements that should be included in the plan, such as the project schedule, milestones, dependencies, and resource requirements.

The plan also identifies the roles and responsibilities of the project team members responsible for implementing and maintaining the schedule management plan. By outlining these key elements, the schedule management plan helps to ensure that everyone involved in the project is on the same page and working towards the same objectives.

In the following sections, we will provide more detailed information on each of these key elements and explain how they will be integrated into the overall project management process. By following this plan, we can ensure that our project is completed on time, within budget, and to the satisfaction of all stakeholders.

Schedule Management Approach

The project team will use ProjectLibre as our scheduling tool, as it is a user-friendly open-source project management tool that the team is familiar with. The software will be used to create a detailed project schedule that outlines all project activities, milestones, and deadlines. The schedule will be updated regularly to ensure that all team members are aware of their assigned tasks and deadlines. Using ProjectLibre will help us to effectively manage the project schedule and ensure that the project is completed on time and within budget.

After careful consideration and evaluation, our team created an initial draft of the schedule milestones and estimated the duration of each milestone throughout the project. The following milestones have been identified:

Milestone	Timeline
· Project Charter	1st month
· Project Approval	2nd month
· Developing the Website	3rd to 8th month
· Complete Test Plan	9th month
· Finalizing the Document	10th month

The following are the roles and responsibilities involved in developing a schedule:

Role	Responsibility
Project Client	· Approves Scope Management Plan. · Provides high-level scope definition (Project Charter). · Reviews escalated scope issues and provide direction for resolution. · Approves major scope change requests. · Overall decision-making responsibility for Scope Management activities.
Project Manager	· Overall responsibility for scope management. · Oversees the development of the Scope Management Plan. · Oversees the scope change management process. · Approves scope change requests within his/her authority. · Escalates scope and change issues. · Ensures that scope changes are incorporated into appropriate project documents
Project Team Members and Subject Matter Experts (SMEs)	· Help develop the project scope statement. · Submit scope change requests. · Review Scope Change requests when assigned. · Provide feedback as and when required. · Participate in team-level scope change reviews.
Independent Verification and Validation (IV&V) Project Adviser	· Provides an ongoing independent review and analysis of project scope management practices. · Monitors scope changes and provide feedback. · Approves major scope change requests. · Approval of all documentation throughout the project.
Stakeholders	· Key providers of requirements, scope, and the recipients of project deliverables associated with the project benefits. Most of the project deliverables will based on their operations in the business and enhancing their business operations and environment.

Schedule Control

For the project's duration, the schedule will be updated regularly to ensure it remains current and reflects any changes to the project plan. After careful consideration, the team has decided to give daily updates to each other regarding the assigned tasks to each member. They have also made schedule reviews with the project adviser that will be conducted at regular intervals on Monday 12:45pm to 1:30pm to assess progress and identify any potential issues that may impact on the project timeline.

The project team has also concluded to meet with the stakeholders weekly. The project manager will be responsible for providing regular updates to stakeholders, including the project team, project sponsor, and other key stakeholders. The team will also send daily progress reports to ensure that stakeholders are informed of project status.

If there are any updates or problems the team might encounter, the project manager will be responsible for overall schedule management, including the development, maintenance, and updating of the project schedule. The project team will be responsible for providing input on schedule development and for ensuring that project tasks are completed according to the schedule. The project sponsor will be responsible for providing guidance and support to the project manager as needed, and for ensuring that the project is aligned with organizational objectives.

Schedule Changes and Thresholds

To ensure the project stays on track, it is important to set boundaries on the project schedule. Any schedule changes that exceed these boundaries require a schedule change request, which must be approved by the project sponsor before being implemented.

For this project if any of the following apply, a schedule change request must be submitted to the project stakeholder for approval, if not, then submission is made for approval to the project manager:

• The suggested change is to limit the length of deliverables of a given Sprint Backlog during the project's development phase, to make it obvious that adding something to the duration does not indicate extending the work across the full duration.
• Changes to the scope statement must be taken into consideration to prevent conflicts during the project's documentation phase. The project team must compile every mistake in the document before expanding the work packages by 5% or more to reflect the changes in all the documentation.
• A different way to implement the changes is to either cut or extend the project's overall timetable by 10% or more.

Scope Change

If a problem arises that requires a substantial change in the project scope, it is best to propose a scope change. Note that the project manager and team must assess the status of the project schedule and determine how the scope change will impact the schedule and its resources moving forward. Any project team member or project client may ask to change the project's scope. All change requests must be submitted in a project change request document to the project advisor. Following that, the project manager will go over the requested change to the project's scope. After deep consideration of the project team and it is important to advise with the project adviser that will either reject the request for change if it does not fit in with the project's goals or schedule a meeting with the project client and project team to discuss further. Following initial approval from the project client and project adviser, the project manager will communicate the scope change to the project sponsor and all relevant stakeholders before any implementation occurs.

Staffing Management Plan

Introduction

A key factor in E-Cliniq's success is the human resource plan. The project calls for a well-organized and qualified team to complete it because it is a full clinic management system designed to efficiently manage patient data, appointments, and inventory. The Human Resource Plan's goal is to describe the approaches and steps required to recruit and oversee the project team members throughout the project lifecycle.

To guarantee that the correct people with the relevant experience and abilities are assigned to the right responsibilities within the project, effective human resource management is essential. The Human Resource Plan aims to increase productivity, improve collaboration, and reduce the risks related to understaffing or skill gaps by carefully identifying and assigning resources.

Roles and Responsibilities

E-Cliniq's project organizational chart gives a visual depiction of the project team and the connections among the important stakeholders. The project manager, who oversees overseeing the project's resources, scope, and schedule, is often listed above the project sponsor in the organizational chart. To contribute to the system's needs and take part in user testing, an internal user of the system, such as the APC Nurse, Doctor, and Dentist, are added. To get input on the system's usability and functionality, external users (APC Patients) may also be incorporated. Each stakeholder's roles and responsibilities are made clear by the organizational chart, ensuring that everyone is on the same page with the project's goals and objectives.

Role	Authority	Responsibility	Competency
Project Sponsor	Approves the business plan and spending plan for the project. Provides resources and strategic direction. Aids in securing stakeholder procurement. Key problems and conflicts are resolved by them. They can distribute project resources and give the go-ahead for high-impact adjustments to the project's scope, schedule, and budget.	Ensures that the project provides the planned benefits and value and is in line with the organization's strategic goals and objectives. Oversee and advise the project manager at a high level. Obtain resources and backing from important stakeholders. Contribute by updating the company on the status and advantages of the project.	Has the ability to effectively communicate with a variety of stakeholders. Strong leadership and strategic thinking skills. Has comprehensive knowledge of the organization's mission, objectives, and values. Can gather materials and support for the endeavor.
Project Manager	Full authority to make decisions on the project. Can distribute project resources and give the go-ahead for low-impact adjustments to the project's scope, timetable, and budget.	Control and oversee all aspects of the project, including its planning, implementation, monitoring, and closeout. Make sure that the project's goals are attained on schedule, within budget, and with the required level of quality.	Strong project management, communication, and leadership abilities. Experience with complicated project management.
Quality Assurance Analyst	Authorized to make and demand edits on both the document and program to ensure the quality of the system that the project manager will submit to the product owner is following the scope and limitations.	Responsible for making sure that the product has zero errors and works as intended both in documentation and the actual program itself.	Expected to have an eye for detail to ensure that the document and seamless, aligned with the program and has no problems.
Developer Team	Authorized to make technical decisions and recommendations regarding software development and programming. Can access and utilize the necessary tools, software, and resources required for their development tasks. Collaborate with other teams or departments to gather requirements, clarify specifications, and resolve technical issues.	They are responsible for delivering high-quality software solutions within the defined timelines and project objectives. They are accountable for ensuring that the developed software meets the functional and non-functional requirements as specified. They have the responsibility to adhere to coding standards, software development methodologies, and best practices.	They are expected to possess strong programming skills and expertise in the relevant programming languages and technologies. They should have a solid understanding of software development principles, methodologies, and design patterns. They should be proficient in troubleshooting and debugging software issues and finding efficient solutions.
Internal User of the System (APC Nurse, Doctor, Dentist)	Uses the system in the manner intended to achieve tasks. Feedback on the performance, functionality, and usefulness of the system.	Complete tasks utilizing the system in the intended manner. Make sure the data is accurate and full. Inform the project team of any systemic flaws or challenges. Comment on the performance, functionality, and usefulness of the system.	Knowledge of the activities and work processes for which the system is being used. Understanding the facts and data needed to finish the allocated work tasks. Competency in system utilization as well as fundamental computer abilities.
External User of the System (APC Patients)	Uses the system to access, receive, and deal with service requests. Updates the status of service requests. Shuts off finished service requests.	In a timely manner, review and react to service inquiries. Keep service request status information current and correct. As necessary, communicate with internal stakeholders to finish service requests. Finish off any open service requests.	Understanding of the processes, tools, and resources needed to finish service requests. The capacity to recognize and resolve technical problems. Understanding the significance of keeping the system's data accurate and up to date.

Project Organizational Charts

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Staffing Management

A crucial element in guaranteeing the project's effective execution is the staffing management plan for E-Cliniq. Throughout the project lifetime, it describes the tactics and procedures for recruiting, supervising, and releasing human resources.

• Acquisition of human resources will be done in a timely manner to ensure that the necessary skills and expertise are in place when needed. This may include recruiting new hires, hiring contractors, or utilizing internal staff. The timeline for resource acquisition will be aligned with the project schedule to ensure that resources are available when needed.
• Training for any resources with identified gaps in skills required will be provided to ensure that they have the necessary knowledge and capabilities to perform their roles effectively. This may include both on-the-job training and formal training programs.
• Performance reviews will be conducted regularly to assess the performance of team members and identify areas for improvement. These reviews will also provide feedback on how well team members are meeting the project's expectations and objectives.
• A rewards and recognition system will be implemented to acknowledge and motivate outstanding performance. This may include bonuses, promotions, and other incentives.

It is significant to note that other factors, such as organizational health and safety, government and/or regulatory compliance, and others, may be included in staffing management depending on the project's scope. It relies on the industry's particular rules and regulations, as well as the setting where E-Cliniq is being used. If the project is bound by rules and regulations relating to data protection and security, government and regulatory compliance may be considered. If the project calls for the use of tools or technologies that could put team members at risk, organizational health and safety may also need to be considered.

To keep it in line with the goals and needs of the project, the Staffing Management Plan will be periodically reviewed and revised as required. The project manager must carefully examine the rules and specifications that apply to the project in question to ascertain whether any other elements need to be included in the workforce management strategy.

Role	Project Responsibility	Skills Required	Number of Staff	Performance Reviews	Recognition and Rewards
Project Manager	Plan, execute, and close projects effectively and efficiently. Ensure the project meets the objectives and goals. Manage project risks and issues. Coordinate with stakeholders and team members.	Leadership Communication Problem-solving Time management Technical skills related to the project	Depends on the scope and complexity of the project. Determined in collaboration with other stakeholders	The project manager will conduct regular performance reviews with team members to assess their progress, provide feedback, and address any issues.	The project manager will implement a recognition and rewards system to motivate team members and encourage high performance.
Project Team Leader	Lead a project team and ensure the project is delivered on time, within budget, and to the required quality standards. Define project objectives and develop a detailed project plan. Monitor and manage project risks, issues, and dependencies. Communicate project progress and status to stakeholders and senior management. Manage project scope, budget, and resources	Leadership Communication Planning and organizing Risk management Budget management Technical skills related to the project	Depends on the scope and complexity of the project. Determined in collaboration with other stakeholders.	The project leader will work with team members to set achievable performance goals and track their progress throughout the project.	The project leader will implement a recognition and rewards system to motivate team members and encourage high performance.
Project Team Member	Collaborate with other team members to achieve project goals. Complete tasks assigned by the project leader or manager. Report progress and status to the project leader or manager. Participate in project meetings and contribute to discussions. Manage their time and work effectively to ensure project tasks are completed on time and within budget.	Technical skills related to the project. Communication Collaboration and teamwork Problem-solving Time management	Depends on the scope and complexity of the project. Determined in collaboration with other stakeholders	The frequency and format of performance reviews will be determined based on the project's needs and the company's policies.	The project leader or manager will implement a recognition and rewards system to motivate team members and encourage high performance.
Executive Sponsor	Provide strategic direction and leadership for the project. Ensure the project is aligned with the organization's goals and vision. Allocate resources and secure funding for the project. Act as the primary point of contact between the project team and senior management Monitor project progress and provide guidance and support to the project team	Leadership Strategic thinking Communication Decision-making Risk management Budget management	The executive sponsor is typically a high-level executive or member of the board of directors. May be supported by a project management office or other support staff.	The executive sponsor may conduct performance reviews of the project leader or manager to ensure they are meeting the organization's standards and goals for the project. They may also receive updates and progress reports from the project leader or manager	The executive sponsor may recognize and reward the project team for their achievements and progress towards the project's goals. They may also provide opportunities for career growth and development for the project team members, as well as for the project leader or manager.

Change Management Plan

Introduction

The Change Management Plan outlines the strategies and processes to effectively manage and implement changes within the E-Cliniq project. Change is inevitable in any project, and its successful management is crucial for ensuring smooth transitions, minimizing disruptions, and maximizing project outcomes.

This plan serves as a roadmap to proactively address and navigate the complexities associated with change, while focusing on the people, processes, and systems involved. By following this plan, the project team can effectively anticipate, assess, communicate, and implement changes, ensuring the project remains aligned with its objectives and stakeholders' expectations.

Change Control Board

The Change Control Board (CCB) plays a crucial role in the E-Cliniq project, ensuring that changes are carefully evaluated, authorized, and effectively implemented. By reviewing proposed changes, assessing their impact, and making informed decisions, the CCB helps maintain project stability and uphold its overall success. Here are the members of the Change Control Board for the E-Cliniq project:

Change Control Board Roles	Roles	Name	Contact	Responsibilities
Change Control Board Chair	Project Sponsor	Jojo Castillo	[email protected]	As the Change Control Board (CCB) Chair, the Project Sponsor takes on the responsibility of making decisions on change requests and ensuring stakeholder engagement. They align changes with project objectives, establish and enforce change governance, and consider risks associated with proposed changes.
Change Control Board Member	Project Manager	John Angel Manahan	[email protected]	The Project Manager plays a crucial role in assessing and analyzing change requests, providing insights on the potential impacts of proposed changes on project scope, schedule, and resources. They contribute their expertise in project management to evaluate the feasibility of changes and provide recommendations to the CCB. The Project Manager actively participates in CCB meetings, collaborates with stakeholders, and ensures effective communication and implementation of approved changes.
Change Control Board Member	Project Team Member	Kurt Jordan Cadenas	[email protected]	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests
Change Control Board Member	Project Team Member	Churchill Capangan	[email protected]	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests.
Change Control Board Member	Project Team Member	Jan Patrick Navarrete	[email protected]	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests.
Change Control Board Member	Project Team Member	Darcy Medina	[email protected]	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests.

Roles and Responsibilities

Name	Project Roles	Responsibilities
Jojo Castillo	Project Sponsor	As the Change Control Board (CCB) Chair, the Project Sponsor takes on the responsibility of making decisions on change requests and ensuring stakeholder engagement. They align changes with project objectives, establish and enforce change governance, and consider risks associated with proposed changes.
John Angel Manahan	Project Manager	The Project Manager plays a crucial role in assessing and analyzing change requests, providing insights on the potential impacts of proposed changes on project scope, schedule, and resources. They contribute their expertise in project management to evaluate the feasibility of changes and provide recommendations to the CCB. The Project Manager actively participates in CCB meetings, collaborates with stakeholders, and ensures effective communication and implementation of approved changes.
Kurt Jordan Cadenas	Quality Assurance Analyst	As the person assigned to ensure the quality of the product. The quality assurance analyst plays a crucial role in finalizing both the documentation and the product itself to make it aligned and consistent, and to make sure that the system itself adheres to the scope and limitations on the documentation end of the product.
Churchill Capangan	Project Team Member	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests.
Jan Patrick Navarrete	Project Team Member	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests.
Darcy Medina	Project Team Member	Team Members bring valuable insights into the impact of proposed changes on project execution and delivery. They provide input on the feasibility and practicality of implementing changes within the project team's capabilities and resources. The Project Team Member actively participates in CCB meetings, contributes to discussions, and assists in evaluating the potential risks and benefits associated with change requests.

Change Control Process

(https://github.com/apcjlquesada/APC_2022_2023_3rd_Term_PROJMAN/assets/122800822/d4af502d-c5f4-4cdb-b013-ffa3cfc777c4)

Process Step	Description	Change Log Status
Identification	This step involves recognizing and documenting potential changes to the project, such as scope modifications, schedule adjustments, or resource reallocations. It is crucial to capture and document these changes accurately to initiate the change control process.
Request	In this step, a formal request is submitted, providing detailed information about the proposed change, including its rationale, impact on project objectives, and any associated risks or benefits. The change request acts as a formal communication channel for stakeholders to express their desired modifications.	Submitted
Evaluation	During this step, the proposed change is carefully evaluated to determine its feasibility, potential impact on project constraints, and alignment with project objectives. The evaluation involves assessing the technical, operational, financial, and organizational aspects of the change to make an informed decision.	In Review
Decision Making	Based on the comprehensive review, the change request is either approved or rejected. If approved, necessary actions are taken to incorporate the change into the project, including updating plans and communicating with stakeholders. If rejected, a clear explanation is provided, along with any alternative solutions or recommendations.	Approved/Denied
Implementation	Once a change request is approved, the implementation phase begins. This step involves executing the necessary actions to implement the approved change within the project. Activities may include updating project documents, modifying deliverables, adjusting schedules, allocating resources, and coordinating with relevant stakeholders. The change is implemented following established procedures, ensuring proper communication, collaboration, and adherence to project objectives and requirements.	In progress -> Closed

Communications Management Plan

Introduction

The Communications Management Plan is a critical component of the E-Cliniq project as it outlines the communication strategy and protocols for the project team and stakeholders. The plan defines the following:

• The plan details the information to be communicated, such as project updates, progress reports, risks, and issues, including the level of detail and format.
• The plan specifies the communication methods to be used, such as meetings, email, telephone, web portal, etc., to ensure timely information for all stakeholders.
• The plan sets the frequency of project communications, both formal and informal, to keep stakeholders regularly informed.
• The plan defines the roles and responsibilities of team members and stakeholders in communication, including who disseminates project information.
• The plan addresses the specific communication needs of all stakeholders, such as language requirements and accessibility.
• The plan allocates resources for communication, such as budget and personnel, to ensure effective and efficient communication.
• The plan sets protocols for communicating sensitive or confidential information, including authorization for release.
• The plan establishes a process for managing changes in communication or the communication process, including proposal, review, and approval of changes to ensure consistency throughout the project.
• The plan outlines the flow of communication within the project, including information sharing between team members, stakeholders, and other project partners to ensure timely information for all stakeholders.
• The plan identifies any internal or external constraints that may affect project communications and outlines how these constraints will be addressed.
• The plan specifies any standard templates, formats, or documents to be used for communicating project information to provide consistent and accurate information to all stakeholders.
• The plan includes an escalation process for resolving any communication-based conflicts or issues that may arise during the project to ensure timely resolution of communication-related issues.

Overall, the Communications Management Plan is a key tool that helps to ensure that all stakeholders are informed, and that communication is effective and efficient throughout the E-Cliniq project.

Communications Management Approach

The most effective approach to managing communications for the E-Cliniq project would involve combining proactive and reactive strategies.

Proactively, regular project status meetings will be conducted to keep all stakeholders well-informed and updated on the project's progress. The project manager will regularly meet with the project team, providing updates, progress reports, and addressing any risks or issues. This approach will offer stakeholders a comprehensive overview of the project's status and potential obstacles. Additionally, a dedicated project website and web portal will be established, granting stakeholders convenient access to project-related information such as meeting minutes, documents, and status reports.

Reactively, an escalation process will be established to promptly address any conflicts or issues related to communication. The project manager will be readily available to respond to stakeholders' questions or concerns, offering support and guidance when necessary.

Moreover, a change control process will be implemented to manage any alterations in communication or the communication process. This process will involve obtaining approval from the Change Control Board and ensuring stakeholders are promptly informed of any changes. Overall, this approach guarantees that the project team and stakeholders remain well-informed, while effectively handling any communication-related challenges that may arise.

Communications Management Constraints

The Communications Management Constraints for the E-Cliniq project are an important part of the overall project management plan. These constraints define limitations and boundaries that may affect the project’s communication processes and strategies. By identifying and addressing these constraints, the project team can proactively develop solutions to mitigate potential challenges and ensure smooth information flow.

This section of the Communications Management Plan provides an overview of key constraints that may impact the project’s communication processes, including internal and external factors, technological limitations, and regulatory requirements.

Communications management constraints for the E-Cliniq project may include:

1. Limited budget for communication tools and resources such as video conferencing software, project management software, or hiring a dedicated communications team may be a constraint.
2. Limited access to certain stakeholders located in remote locations or with limited access to certain forms of communication may be a constraint.
3. Limited availability of team members due to other commitments or responsibilities may be a constraint.
4. Language barriers may require translation services or additional resources to facilitate communication.
5. Confidentiality of some project information may require special handling and communication protocols.
6. Resistance to changes in communication processes or tools by some stakeholders can make it difficult to implement new communication strategies.
7. Technical difficulties with communication tools and systems can be a constraint.
8. Time constraints due to tight project deadlines can make it challenging to schedule and hold regular communication meetings.

Stakeholder Communication Requirements

This section of the Communications Management Plan outlines the specific communication needs of stakeholders and how they will be met throughout the project's life cycle.

The Stakeholder Communication Requirements are a crucial part of the E-Cliniq project as they detail the specific communication needs of all stakeholders. Effective communication is essential for completing the project on time, within budget, and to the satisfaction of all stakeholders. By identifying and addressing stakeholders' communication requirements, the project team can proactively manage expectations, build trust, and foster collaboration.

This section of the Communications Management Plan outlines stakeholders' specific communication needs and how they will be met throughout the project's lifecycle.

The E-Cliniq project would probably require stakeholder communication needs such as:

1. Regular project updates: It is imperative to consistently inform all stakeholders about the project's progress, including the disclosure of any emerging issues or risks.

2. Clear and concise communication: Project-related information needs to be conveyed in a manner that is easily understood and succinct, ensuring stakeholders comprehend the message effectively.

3. Accessibility:Communication should be accessible to all stakeholders, considering any language or accessibility requirements they may have.

4. Timely communication: Information should be communicated promptly, guaranteeing that stakeholders receive it in a timely manner, without delays.

5. Confidentiality:Sensitive or confidential information must only be shared with relevant stakeholders and handled securely to maintain confidentiality.

6. Customized communication: Communication should be tailored to meet the specific needs of each stakeholder, considering their level of involvement in the project and their respective roles.

7. Two-way communication: Effective communication involves active participation from both parties, allowing stakeholders to provide feedback and seek clarification through meaningful dialogue.

8. Feedback mechanisms: Mechanisms should be in place to facilitate stakeholder feedback on the communication process, ensuring continuous improvement and effectiveness.

Roles

Role	Responsibilities
Project Sponsor	An executive at a senior level who offers financial resources and strategic guidance for the project.
Project Manager	The person in charge of the planning, execution, and completion of E-Cliniq. The project manager leads the project team and ensures that the system is finished within the designated timeframe, budget, and quality standards.
Quality Assurance Analyst	The person assigned to ensure the quality and consistency of both the documentation and system.
Key Stakeholders	Individuals or groups with a vested interest in E-Cliniq, including the APC Administrator, Nurse, Doctor, Dentist, and Patients who rely on the system for their daily operations.
Development Team	A person responsible for the technical aspects of E-Cliniq, such as the system's architecture, database design, and software development. The team ensures that the system satisfies the necessary technical specifications and standards while being scalable, secure, and reliable.

Project Team Directory

The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.

Name	Position	Internal/External	Project Role	Contact Information
Jojo F. Castillo	Clinic Administrator	Internal	Project Sponsor	[email protected]
Ana Mae J. Torre	Clinic Nurse	Internal	Internal User of the System	[email protected]
APC Doctor	Doctor	Internal	Internal User of the System
APC Dentist	Dentist	Internal	Internal User of the System
Roselle Wednesday L. Gardon	Director, Computer Science	External	Project Adviser	[email protected]
John Angel Manahan	Project Manager	Internal	Project Manager	[email protected]
Kurt Jordan Cadenas	Quality Assurance Analyst	Internal	Development Team	[email protected]
Churchill Capagngan	Team Members of Operations	Internal	Development Team	[email protected]
Darcy Medina	Team Members of Operations	Internal	Development Team	[email protected]
Jan Patrick Navarrete	Team Members of Operations	Internal	Development Team	[email protected]

Communication Methods and Technologies

The E-Cliniq project requires a deep understanding of the communication methods and technologies used to effectively communicate with stakeholders. It’s important to consider the capabilities and limitations of each method and technology to ensure stakeholders receive timely and efficient information. This includes determining the appropriate methods for delivering project updates, progress reports, risks, issues, and other relevant information.

It’s important to consider the cost and feasibility of using different technologies, as well as any security or privacy concerns. By carefully selecting the most appropriate communication methods and technologies, the project team can ensure that all stakeholders are kept informed and that the project’s communication objectives are met.

When determining the best communication methods and technologies for E-Cliniq, several factors should be considered. These include:

• The scope and complexity of the project: Web portals and project management software are frequently the best option when dealing with large-scale and complex projects since they make it easier to gather information and give all stakeholders easy access.
• The technical proficiency of the stakeholders: For stakeholders without technical proficiency, direct communication techniques like email and phone may be the best option.
• The type of information being communicated:Using secure techniques like encryption and password-protected portals may be necessary when dealing with sensitive or confidential material.
• The project's budget and resources: Communication strategies and technology should be chosen in accordance with the project's allotted budget and resources.

Based on the factors mentioned earlier, it is recommended that the E-Cliniq project use a combination of communication methods and technologies such as project management software, email, telephone, and video conferencing to keep all stakeholders informed and meet the project's communication objectives.

Communications Matrix

Channel	From	To	Type	Frequency	Delivery Media
Project Planning	Project Manager	Stakeholders	Meeting	Once Before the start of the project	Microsoft Teams
Release Planning	Project Manager, Project Team	Stakeholders	Meeting	Once before start of the project Updated when necessary	Microsoft Teams, Email
Sprint Planning	Project Manager	Project Team	Meeting	Once a week	Microsoft Teams
Management Processes	Project Manager, Project Team	Stakeholders	Artifact	Once Before start of the project Updated when necessary	Microsoft Teams, Email
Product Backlog	Project Manager	Project Team	Artifact	Once every week	Microsoft Teams
Project Update	Project Manager	Project Team	Meeting	Once every week	Microsoft Teams

image::https://asiapacificcollege.sharepoint.com/:i:/s/PROJMANT3SS201SF201/Edy00JKNppJHobAornVUo5wBci1yQngw1cc6WNBSilZiBg?e=CQd12l[Communication]

Guidelines for Meetings

Meetings are a crucial part of effective communication in any project, including the E-Cliniq project. To ensure productive, efficient, and effective meetings, it’s important to establish clear guidelines. These guidelines should include information on the purpose of meetings, roles and responsibilities of attendees, and procedures to follow during meetings.

With well-defined guidelines, project team members and stakeholders can be better prepared for meetings and participate more effectively. The project manager can also ensure that meetings are conducted consistently and organized to avoid confusion and misunderstandings.

Below are the meeting guidelines for E-Cliniq project:

• Purpose:Meetings serve as an essential tool for discussing project status, finding solutions to problems, and reaching decisions for the E-Cliniq project.
• Scheduling:It is important to plan meetings in advance and at times that are convenient for all participants. Meeting invitations and scheduling are the project manager's responsibilities.
• Attendance:Unless they have a legitimate excuse, all project team members and stakeholders are required to attend meetings. Team members should let the project manager know as soon as possible if they won't be able to attend.
• Agenda:Prior to the meeting, an agenda specifying the subjects to be covered and the desired results should be distributed. Doing agendas will make sure that everyone is ready and that the meeting is kept to schedule.
• Minutes:Minutes of the meeting should be recorded and given to all participants within 24 hours. A summary of the conversations, the conclusions made, and the assigned action items should all be included in the minutes.
• Decisions: Whenever achievable, decisions should be reached by consensus. If agreement cannot be obtained, the project sponsor will have final say.
• Follow-up:The project manager oversees making sure that action items are followed up on and finished on schedule.
• Communication:Project updates and problems are discussed during meetings. Participants should be urged to speak honestly and openly.
• Technology:Accessible technology should be used during meetings for all participants. This could involve web conferences, video conferences, or teleconferences.
• Time management:Meetings must begin and end on schedule, and they must not last longer than arranged. This will make sure that attendees aren't kept waiting, and the project will finish on time.
• Evaluation:To ensure that meetings are successful and that participants are happy with the results, they should be frequently evaluated. Any problems must be resolved, and improvements made.

Communication Standards

The best communication standards for the E-Cliniq project may include the following:

• File Naming Convention: Creating a standardized file naming convention for files and documents shared on the project will help assure simple information access and organization.
• Web portal/Network Tool: By using a common platform, such as SharePoint or project management software, for project communication, team members and stakeholders can collaborate more effectively and have easier access to information.
• Video conferencing: Team members and stakeholders that are spread out geographically can benefit greatly from using video conferencing platforms like Google Meets, Zoom, Skype, etc.
• Communication protocols: Sensitive data can be protected by having a standard communication protocol in place that specifies who is authorized to share it and how it should be shared.

Communication Escalation Process

The ideal and best communication escalation process for the E-Cliniq project would involve the following steps:

1. Identify the issue:The first step for the project team in escalating a communication-related issue is to identify the issue that needs to be escalated.
2. Attempt to resolve the issue within the team: The project team should first try to resolve the communication-related issue within the team by discussing it with relevant team members and finding a solution.
3. Involve a communication manager: If the communication-related issue cannot be resolved within the team, the team should involve a communication manager or a designated person responsible for communication within the organization. This person will act as a liaison between the project team and stakeholders to help resolve the issue.
4. Escalate to higher management: If the communication-related issue still cannot be resolved, it should be escalated to higher management for further review and resolution.
5. Document the issue and resolution: During the escalation process, it’s important to document the issue, the steps taken to resolve it, and the final resolution to keep proper records for future reference.
6. Review and Improve: After the escalation process, it’s important to review the process to identify areas for improvement for future escalations.

The escalation process should be flexible and adaptable to the specific needs of the project. The project team should regularly review the escalation process to ensure it remains effective and efficient in addressing communication-related issues.

Glossary of Communication Terminology

Term	Definition
Communication Plan	A written document that details the plan for how the project team and stakeholders will communicate and the protocols they will follow.
Stakeholder	A person or entity that holds a vested interest or concern in the project.
Communication Method	The methods or channels through which information is communicated, including but not limited to meetings, email, telephone, or web portal
Communication Frequency	The frequency at which project communications are disseminated.
Communication Objective	The intended result or objective of a specific communication.
Communication Flowchart	A graphical representation illustrating the movement or transfer of information within a project.
Escalation Process	A protocol or set of steps for effectively resolving conflicts or issues related to communication.
Communication Matrix	A tabular format presenting the communication needs or specifications for a project.
Communication Standards	Predefined templates, formats, or documents commonly employed for communication purposes within a project.
Communication Constraints	Various factors that can impose limitations or influence the effectiveness of project communications.
Communication Guidelines	Guidelines or protocols to follow when conducting meetings, teleconferences, and other types of communication.
Communication Technology	Technological tools and platforms utilized for communication, including SharePoint, message boards, and video teleconferencing.
Communication Escalation Process	A procedure for escalating communication-related issues or conflicts that cannot be resolved internally within the project team.
Communication Approaches	To solve communication issues, several tactics and solutions are used, making sure that all interested parties are kept informed and that the project's communication goals are achieved.

Quality Management Plan

Introduction

The purpose of this quality management plan document is to establish an approach to quality management, encompassing all the stages of the E-Cliniq system’s lifecycle from designing, development, to implementation of the system and maintenance. By following this plan, the APC Clinic can minimize the time needed in maximizing the workload needed to finish.

Quality Objectives

• Quality assurance: Implement quality assurance processes and procedures to validate the functions, performance, and usability of the system.
• Testing: Validating and verification of all the functions must be done to ensure that the system adheres to the expectations of the relevant stakeholders.
• Risk Management: Identify potential risks and vulnerabilities of the E-Cliniq system both internal and external.
• Training and competence: Ensure that the roles and responsibilities of relevant stakeholders are established and have proper training on how to use the E-Cliniq system.

Quality Management Plan

• Test-driven development – the system will be continuously evaluated by relevant stakeholders throughout its development stage to ensure that it lives up to the expectations of the users.
• Project completion – when the system has achieved its objectives, risk management will be managed, and maintenance will be provided upon request.
• Acceptance criteria – the acceptance criteria are once all the objectives of the system has been completed.
• Continuous integration – maintenance and updates will be held for the system by the developers

This Quality Management Plan provides a structured and systematic approach to ensure the highest level of quality in the design, implementation, and operation of the E-Cliniq system. By adhering to this plan, the APC Clinic can improve data accuracy, and optimize the overall efficiency of their management processes.

Quality Management Approach

E-Cliniq uses an Agile and Scrum method continuous testing processes to make sure that the system meets or exceeds the expectations of all relevant stakeholders.

The following are the roles and duties for the quality management plan:

Role	Description
Project Manager	Facilitates the team overall, setting up the acceptance standards cooperates with the product sponsor and development team to enhance the final product.
Quality Assurance Analyst	In charge of quality assurance and ensuring that the final system satisfies the relevant stakeholders.
Project Development Team	Responsible for the development of the system and adhere to the established acceptance standards.
Project Sponsor	Has the final decision on everything regarding the project.

The approach will include the following steps:

1. Define quality standards –The Project Manager and Sponsor would define and follow quality standards based on Agile and Scrum method and requests of the client with the focus of delivering the objectives.
2. Quality planning –The team closely collaborates with the stakeholders to identify and ensure the project requirements are met alongside prioritizing the most notable features. The development team will create a product backlog to view the changes made and set the quality goals to ensure that each version of the system has significant changes approaching the objectives of the quality standard.
3. Quality control –This measures sprint implementations to ensure that the product meets the defined requirements and quality goals.
4. Quality Assurance – This would put the measures in place to prevent defects and issues from occurring in the first place, as the team would do various testing methods and processes to ensure the project is being executed according to the established standards and guidelines.
5. Continuous Improvement –The team would recommend someone from the development team of the system as the developer for future updates, improvements, and fixes for the project
6. Communication –The team will maintain communication with the relevant stakeholders, so they would be aware of the changes, plans, status, and feedback if needed.

The development team will incorporate Agile and Scrum method practices, including user experience, sprints, and retrospectives, to make sure that the quality of the system throughout the system’s lifecycle meets the client's expectations and the needs of the relevant stakeholders. In addition, a risk management plan will be made to identify and mitigate potential risks throughout the system’s lifecycle.

Overall, the Quality Management Plan of the E-Cliniq will prioritize delivering a high-quality product that meets the client’s requirements through Agile and Scrum method.

Requirements

E-Cliniq system will be fully functional, user-friendly, and compatible with devices that have access to a browser, and internet connection as the quality management plan will contain both the system and process quality standards.

Requirements for product quality.

• E-Cliniq will be fully functional and adhere to the objectives’ technical requirements.
• The user-interface must be user-friendly to all the relevant stakeholders and users. The developers will train relevant users first-hand.
• The system would collaborate with the clients’ request and have maintenance upon request.
• The system requires devices that has access to a web browser and internet connection.

Requirements for ensuring quality of process.

• The development team will implement an ongoing process of testing and quality assurance to ensure that the system meets all technical specifications and requirements.
• The development team will conduct regular sprint reviews to identify and promptly address any quality issues.
• The development team will follow a defined configuration management process to ensure consistent development, testing, and deployment of the system.

Compliance Demonstration

• E-Cliniq will be evaluated by relevant stakeholders against the established quality requirements and standards before deployment.
• The development team will maintain comprehensive documentation of all testing and quality assurance activities, which will be made available to the client upon request.
• The development team will conduct a formal acceptance test with the client to ensure that the system meets their requirements and expectations.
• The development team will provide ongoing support and maintenance services to ensure that the system continues to meet the established quality standards over time.

Continual Improvement

The development team would prefer to suggest a developer from the team to ensure that the system can be improved, updated, and fixed whenever problems arise while still upholding the quality standards.

Quality Assurance

The QA process for E-Cliniq will be integrated into the Agile and Scrum method to ensure that the quality is achieved through collaborative effort and continuous improvement as the following steps will be undertaken:

• Defining quality standards – The project manager will collaborate with the relevant stakeholders to define and document the quality standards for the project in the quality management plan as the quality standards will constantly be communicated to everyone.
• Quality metrics – The development team will use quality metrics to track and report on the project's performance against the quality standards.
• Continuous improvement -The developers would use the feedback to modify changes requested by the stakeholders to ensure the quality of the system.
• Compliance with industry standards -The developers would ensure that the E-Cliniq system would adhere to relevant standards such as accessibility standards, security standards, and data privacy regulations.
• Reviewing feedback -The developers would constantly review feedback to improve and modify changes of the system.

The Project Manager will closely monitor the quality assurance metrics. Any breach of these standards will be reviewed and corrected by the Project Manager and Project Sponsor. The development team will receive regular feedback from relevant stakeholders. The quality assurance procedure will also be reviewed frequently to find and implement improvements.

Quality Control

In Agile and Scrum methodology, quality control is embedded into the development process, and the focus is on continuous testing and quality feedback. The Quality Control process the E-Cliniq System will involve the following steps:

• Reviewing feedback – The developers would constantly review feedback to improve and modify changes of the system.
• Continuous testing and feedback: The project team will perform continuous testing to identify defects and ensure that the product is meeting customer requirements. The testing will be automated wherever possible.
• User Acceptance Testing (UAT): The relevant stakeholders will evaluate the system to ensure it satisfies their needs and expectations. The UAT will be performed at the end of each sprint, and any necessary modifications will be made based on feedback from the users.
• Compatibility Testing: The E-Cliniq system will be evaluated on multiple platforms, including mobile devices and browsers, to ensure compatibility and address any difficulties that may arise when the system is used in various settings.
• Continuous Monitoring: After deployment, the development team will monitor the effectiveness of the E-Cliniq system. This will involve keeping an eye on important performance measures including response time, and system uptime. This will provide essential information to aid with any system upgrades and identify any problems or bottlenecks. The following quality metrics will be used to monitor and assess the system's performance:
  • Test Coverage: The percentage of the system that has been evaluated.
  • Test Case Pass Rate: The percentage of test cases that have been passed.
  • Response Time: The time taken for the system to respond to user requests.
  • System Uptime: The percentage of time the system is available and functioning as expected.
• Tracking and Documenting Quality Evaluations: The development team will track and document the outcomes of the Quality Control process, which will be used to monitor the project's progress and the effectiveness of any remedial actions that are taken.

In conclusion, the quality control process for the E-Cliniq system will be an integral part of the development process, with a focus on continuous testing, user feedback, and performance monitoring. The project team will continuously monitor and assess the quality of the product as part of the Quality Control process, ensuring that it meets the required quality standards and customer requirements.

Quality Control Measurements

The Agile and Scrum techniques will be employed to promote continuous inspection and modification throughout the project lifecycle for the E-Cliniq system, which will adopt a transparent and collaborative approach to quality control.

To guarantee that the product fulfills the standards and criteria, quality control measures will be made at each stage of the development process and documented on a shared, viewable platform, such as a project management tool, as opposed to a static spreadsheet or table.

The following details will be on the platform:

• Measurement date
• Measurement type (e.g., automated testing, code review, peer review, user story acceptance)
• The measurement's findings (such as passed/failed, the number of flaws discovered, and the percentage of code coverage)
• Requirements and standards for comparison
• Member of the team in charge of measuring
• Team member responsible for assessing the measurement results.
• Taking any required corrective actions
• The date that the remedial measures were finished.

Dashboards and other visual tools will be used to track the quality control measurements in real-time so that all team members can readily access and comprehend the data. The dashboards will draw attention to patterns and problem areas so that the team can act fast and make the necessary adjustments. The quality control metrics will be reviewed, and the method will be adjusted as necessary during routine team reviews such as sprint reviews and retrospectives. Together, the group will pinpoint potential improvement areas and put any found problems into practice.

In conclusion, the E-Cliniq system will use Agile and Scrum approaches to implement a collaborative and dynamic quality control strategy. To make sure the product satisfies the standards and needs, the team will regularly assess the product's quality and make the required improvements. On a common platform, all quality control measurements will be collected and tracked in real-time. The team will collaborate to address any problems and implement any necessary improvements.

Risk Management Plan

Introduction

The E-Cliniq system aims to provide an Electronic Health Record and Appointment system for the Asia Pacific College’s Clinic.

The development team's duties and responsibilities, the risk assessments plan, and an overview of the risk management process are all included in the risk management plan. The plan will also describe the risk monitoring and management procedures and risk response tactics. The plan's effectiveness will be judged by how quickly threats are identified and dealt with.

The following are information that are considered when developing a Risk Management Plan for the project, E-Cliniq:

•Identifying Risk: The E-Cliniq system development, implementation, and operation project group ought to be aware of any potential dangers. Risks may appear from several unusual places, including technical problems, legal requirements, cybersecurity, and human factors. Risks should be identified and then evaluated for both chance of occurrence and potential effects on the project.

•Risk Monitoring: Risk management is an ongoing activity that needs regular observation and evaluation. To guarantee that risk management procedures are still effective, risks are updated, and new risks are discovered, the project team should establish a frequent review process. All stakeholders should be informed of any changes during the review process, which should be open and transparent.

•Contingency Plans: The project team needs to create backup plans for major risks that could have a significant impact on the project's success. Plans for alternatives ought to specify the actions needed to lessen the risk's effects and keep the project moving forward. As the project develops and new risks are discovered, these strategies should be periodically reviewed and modified.

•Risk Mitigation Tactics: The project team should create a plan for minimizing or avoiding the risks after having identified and assessed the risks. Prioritizing mitigation tactics should be done in accordance with how well they reduce risk and how easily they can be implemented in terms of both time and money. Contingency planning, redundancy, risk transfer through insurance, and the creation of fallback processes strategies.

The E-Cliniq System development team will ensure that the project is executed effectively, satisfying all objectives while avoiding potential risks by taking these extra considerations into account in a risk management plan.

Top Three Risks

1. The E-Cliniq system would not synchronize the information of the patients being recorded if the internet connection is disrupted and/or lost during the process.
2. The information cannot be transferred/exchanged safely if the internet connection is lost and if there was a problem/issue that unexpectedly occurs with the router that connects the devices together.
3. The data in the E-Cliniq system can be vulnerable with risks when it comes to new employees being hired since the core data, which is the patient’s recorded data, can be interacted by the employees.

Risk Management Approach

The steps below are to help in being able to manage risks in the E-Cliniq system:

•Risk Identification and Assessment: The risks will be listed in a risk register together with details about their likelihood of happening, potential effects, and description. The identified risks will be assessed in terms of their likelihood of occurring and their effect on the project. The project team will rank each risk according to severity using the risk matrix. Risks with an elevated level of severity will be prioritized for either mitigation or contingency planning.

•Risk Monitoring: Risks will be continuously monitored during the project. To ensure that risks are being effectively managed, the project team will frequently review the risk register. As further threats are found and added to the risk register throughout the project, the risk assessment process will be repeated.

•Risk Mitigation: Plans for risk mitigation will be developed for risks having a high effect and likelihood of occurrence. The risk-mitigation strategies will be included in the mitigation plans. The project team will also decide on fallback plans for risks that cannot be minimized.

•Risk Communication: Risk communication is the process of alerting relevant parties—including the project sponsor, the project team, and other stakeholders—about risks and related management strategies. If any risks are identified, assessed, and dealt with, the project team will keep all stakeholders informed and maintain regular communication.

Risk Identification

During risk assessment meetings, the development team and relevant stakeholders were asked to identify and evaluate risks to the project's success. The dangers that were found were listed in a risk registry.

The risks discovered during the risk assessment meeting were documented in a manner consistent with the Agile risk management plan. To guarantee that new risks are found, and old risks are efficiently managed, the risk register is updated on a regular basis. The development team will keep an eye on and manage risks all the way through the project. The following are the project's potential risks for the E-Cliniq system:

•Human Error: Errors made by relevant stakeholders, having the potential of having an influence on the system.

•Security Vulnerabilities: The initiative runs the risk of being exposed to security lapses or data loss, both of which might have dire repercussions.

•Unforeseen Circumstances: There is a chance that unanticipated events (such as connection loss) could have an unexpected effect on the system.

Risk Qualification and Prioritization

The development team will regularly review and update the risk record to make sure that risks are prioritized appropriately. The risks mentioned in the risk records were classified and evaluated using a probability-impact matrix. Risks that would have a significant effect on the project and a high possibility of occurring were given top consideration. Determining the probability and impact of each risk after analyzing potential risks related to the E-Cliniq system. Following is an overview of the likelihood of risks and their effects on the project:

• Extreme: Risks that could seriously harm the system and have an extremely high possibility of happening.
• High: Risks that could have a significant impact on the system and have a high chance of happening. The development team must immediately address these risks and create mitigation plans for them.
• Medium: Risks that have an average chance of happening and a fair impact on the system. To prepare for these risks, mitigation plans should be created, and these risks should be continuously monitored.
• Low: Risks that have a small impact on the system and a low likelihood of occurring. Periodically monitoring these risks will allow for the development of mitigation plans in case that they occur.
• Negligible: Risks that have little chance of happening and negligible effect on the project. These dangers can be disregarded.

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Technical Risks:

• High probability and high impact.
• Lack of technical expertise to develop the system.
• Failure of the new system to integrate with the current systems.

Resource Risks:

• Medium probability and medium impact.
• Inadequate resources for the project.
• Security Risks.
• Medium probability and medium impact.
• Unauthorized access to the system.

Risk Monitoring

The E-Cliniq Risk Management Plan offers a framework for actively tracking risks throughout the project. To do this, it is crucial to closely document the process, including defining the circumstances that might set off risks, and to regularly monitor risks during the system lifecycle.

The high-scoring risks will be incorporated into the project schedule, and the risk manager will be given responsibility for their monitoring. This will make it easier for the project manager to decide when hazards need to be closely monitored and when the risk manager should provide project team meetings with updates. The risk manager will oversee monitoring the risk trigger circumstances. The project manager will also make sure that the project team is informed of the risks that have been identified and their potential effects on the project. Any new risks or modifications to existing risks should be reported to the risk management by the project team so that they can be evaluated and given the appropriate level of priority.

The agile risk management methodology, which emphasizes flexibility and constant improvement, will be used by the development team. To guarantee that the system’s goals and quality standards are met, the effectiveness of the risk management plan will be periodically evaluated and changed, as necessary.

Risk Mitigation and Avoidance

The project team will develop the risk management plan based on the value that each risk is given. The first stage in risk mitigation and avoidance is to identify and prioritize the potential risks. Strategies to prepare for likely delays could include preparing backup plans, allocating more resources, or changing project deadlines. The project team should determine which risks have the highest likelihood and potential impact and then establish plans to reduce or eliminate those risks. The project manager has the following main factors and choices to think about:

•Resource Allocation: The project manager must make sure the team has the necessary resources, including competence, abilities, and expertise, as well as access to tools and equipment, for the system to be effective and efficient. The project manager oversees the system, making sure that the team has access to these resources to complete the system on schedule and within the allocated budget.

•Risk Assessment: To effectively estimate and manage potential hazards, the development team should do a detailed analysis of them. Early in the project, the risk assessment should be finished, and the project manager should move quickly to identify and reduce any potential risks.

•Contingency Planning: The project team must develop backup plans for emergencies to be ready for potential dangers. The project manager is responsible for supervising the creation, validation, and testing of these strategies for each potential risk.

•Agile Approach: Risk management can be done in a flexible and quick manner by using the Agile methodology. The team's use of the Agile methodology, which permits continual risk management and the capacity for change, must be ensured by the project manager.

•Communication: The project manager must encourage open and transparent communication between the development team and relevant stakeholders to reduce risks and avoid misunderstandings.

Risk Register

Each risk, its likelihood, potential repercussions, and any mitigation steps will be fully explained in the risk register, which will be maintained throughout the project. The risk register will be reviewed and updated frequently to make sure it accurately reflects the state of the project at the present time. The risk registry, which will be stored in a central location, will be accessible to all relevant stakeholders.

This risk management strategy is often in line with the Agile methodology and places an emphasis on early and frequent risk discovery, collaborative risk management, and continuing risk monitoring. By foreseeing and resolving potential risks, the E-Cliniq system development team can decrease the effects and increase the likelihood that the project will succeed. The risk register will be based on the following standards:

• Risk ID - Each risk will receive a special identification number.

• Risk Description - The risk event will be clearly and concisely described.

• Risk Category - Risks will be categorized as technical, organizational, or legal.

• Risk Owner - Will oversee keeping an eye on and managing every risk.

• Probability - On a scale of 1 to 5, with one denoting the lowest chance and five denoting the highest, the likelihood of a risk occurring is evaluated.

• Impact - On a scale of 1 to 5, where 1 represents the least significant impact and five represents the most significant impact, the risk's potential impact on the project is evaluated.

• Risk Score - To calculate the overall risk score, the likelihood and impact scores are compounded.

• Mitigation Strategy - explains the precise steps that must be taken to reduce the risk.

• Status - The current state of the risk, including whether it is open, ongoing, or closed, is also recorded.

• Target Resolution Date - predicted day that the risk will be resolved.

RISK ID	RISK RANK	RISK	DESCRIPTION	CATEGORY	DESTINATION/ OWNER	PROBABILITY	IMPACT	STATUS
RISK001	1	Technical Risk	The system may not work well with current hardware and software systems, which could lead to errors and delays in the system.	Technology	Project Lead	High	High	In Progress
RISK002	2	Resource Risk	There is a chance that there will not be enough resources available to finish the project on schedule, which will cause delays and cost overruns.	Organizational	Project Manager	Medium	Medium	In Progress
RISK003	3	Security Risk	Data breaches and cyberattacks pose a threat that could compromise sensitive data.	Technical	System Developer	Medium	Medium	In Progress
RISK004	4	Technical Risk	The users may not be able to understand how to use the system initially.	Technical	User	Medium	Medium	In Progress

Procurement Plan

Introduction

The Procurement Management Plan plays a crucial role in the successful completion of the project by outlining the project's procurement requirements and how the procurement process will be managed, from developing procurement documentation to contract closure. The primary goal of this plan is to ensure timely procurement of necessary items within budget and meeting the required quality standards.

This plan specifies the types of items to be procured, provides justification statements and timelines for procurement, determines the contract types to be used, identifies associated procurement risks, and outlines risk mitigation strategies. It also describes the process for determining costs, evaluating suppliers, and utilizing standardized procurement templates and documents.

Furthermore, the plan addresses the management of multiple suppliers (if applicable), the contract approval process, decision criteria, and the establishment of contract deliverables and deadlines. It explains how procurement and contracts align with the project's scope, budget, and schedule, highlights any procurement-related constraints, and provides guidance to sellers regarding baseline requirements such as contract schedules and work breakdown structures (WBS).

Effective vendor management is a critical aspect covered in this plan, including the identification of prequalified sellers (if applicable). Lastly, the plan establishes performance metrics for procurement activities to ensure continuous monitoring and control of the procurement process throughout the project's life cycle.

In summary, this Procurement Management Plan is carefully designed to meet the project’s procurement needs efficiently and effectively, emphasizing quality, cost, and schedule considerations. It serves as a clear and concise roadmap, ensuring alignment and information sharing among all stakeholders involved in the procurement process.

Procurement Risk

Procurement plays a vital role in project management by acquiring goods, services, or works from external sources. Procurement risks encompass potential challenges that can arise during the procurement process and have the potential to hinder the project's overall success. Thus, it is crucial to proactively identify and mitigate these risks to minimize their impact on the project's outcomes.

The E-Cliniq project involves procurement activities that carry inherent risks, which include but are not limited to the following:

1. The availability and allocation of internal resources, such as team members or equipment, could impact the procurement process.

2. Delays in the project timeline or missed deadlines within the team could affect the ability to procure necessary items or services within expected timeframes.

3. Ensuring the quality of internally procured items or services is crucial to avoid rework, delays, or compromised project outcomes.

4. Poor cost management within the project can create risks in procuring necessary resources within the allocated budget.

5. Ineffective communication and coordination among team members involved in procurement activities can lead to misunderstandings, delays, or errors.

6. Inadequate documentation or incomplete records related to procurement activities can create risks in tracking decisions, maintaining transparency, and ensuring compliance.

Procurement Risk Management

1. Risk Identification:

a. Identify possible procurement risks unique to the E-Cliniq project, considering internal procurement activities.

b. Evaluate previous experiences, lessons learned, and project limitations to identify potential risks.

c. Engage key stakeholders, including team members, in the process of identifying risks to gather a wide range of perspectives.

2. Risk Assessment:

a. Assess the likelihood and consequences of each identified procurement risk.

b. Prioritize risks based on their seriousness and potential impact on project goals.

c. Utilize qualitative and quantitative analysis methods, such as risk probability and impact assessment, to evaluate risks.

3. Risk Mitigation:

a. Develop risk mitigation strategies and action plans for high-priority procurement risks:

1. Avoidance and Reduction: Take steps to avoid high-risk activities or situations and implement measures to reduce the likelihood or impact of identified risks.

2. Contingency Planning: Develop backup plans and alternative courses of action to ensure project progress in case of risk occurrence.

3. Communication and Documentation: Foster open communication channels, collaborate with stakeholders, and maintain comprehensive documentation to promptly address risks and capture lessons learned.

4. Risk Monitoring and Control:

a. Consistently keep track of identified procurement risks throughout the duration of the project.

b. Routinely assess the efficiency of risk mitigation measures and make necessary adjustments.

5. Documentation and Lessons Learned:

a. Record all identified procurement risks, including their assessment, mitigation strategies, and implementation specifics.

b. Establish a centralized repository for documentation related to procurement risks.

c. Apply the lessons learned to future projects to enhance procurement practices and strengthen risk management capabilities.

6. Continuous Improvement:

a. Cultivate an environment of continuous improvement by actively seeking feedback and suggestions from project team members.

b. Integrate feedback and improvements into future iterations of the procurement risk management approach.

Cost Determination

The Cost Determination section of the Procurement Management Plan outlines the processes and considerations for determining the costs associated with procuring goods, services, or works for the E-Cliniq project. It adheres to the guidelines and principles outlined in the PMBOK Guide for Procurement Management.

1. Cost Estimation Approach:

• Utilize established cost estimation techniques, such as parametric estimation, analogous estimation, or bottom-up estimation, to determine the projected costs of procurement items.

• Consider historical data, industry benchmarks, and expert judgment to enhance the accuracy and reliability of cost estimates.

• Document the methodology and assumptions used in cost estimation to ensure transparency and facilitate future reference.

2. Request for Quote (RFQ):

• Prepare comprehensive RFQs to solicit pricing information and cost estimates from potential vendors or suppliers.

• Clearly define the scope of work, specifications, and any performance requirements to ensure accurate cost proposals.

• Include provisions for vendors or suppliers to provide breakdowns of their costs, including labor, materials, and any additional expenses.

3. Cost Analysis and Evaluation:

• Analyze and evaluate the cost proposals received from vendors or suppliers to assess their reasonableness, completeness, and adherence to the project's budgetary constraints.

• Review the pricing details, cost breakdowns, and any associated terms and conditions to ensure alignment with the project's objectives and quality standards.

• Consider any risks or contingencies identified in the cost proposals and evaluate their potential impact on the overall project cost.

4. Cost Negotiation:

• Engage in negotiations with vendors or suppliers to achieve the best value for the project while maintaining a balance between cost, quality, and schedule.

• Seek opportunities for cost savings through potential discounts, volume pricing, or alternative procurement strategies.

• Document any negotiated changes to the costs and ensure that they are properly incorporated into the contractual agreements.

5. Cost Baseline:

• Establish a cost baseline that reflects the approved and agreed-upon costs for the procurement items.

• Use the cost baseline as a reference point for monitoring and controlling project expenditures throughout the procurement process.

• Ensure that the cost baseline aligns with the project's overall budget and is integrated into the project's financial management systems.

By following the Cost Determination section of the Procurement Management Plan, the E-Cliniq project will have a structured approach to determine and manage the costs associated with procurement activities. This ensures that costs are estimated accurately, vendors or suppliers are evaluated effectively, and negotiations are conducted efficiently to achieve the project's objectives within the defined budgetary constraints.

Procurement Constraint

The procurement management process of the E-Cliniq project must consider the following constraints:

1. Budget constraints: The project operates within a defined budget, necessitating cost-effective procurement practices. Procurement activities must be planned and executed in a manner that aligns with the allocated budget.
2. Technological constraints: The E-Cliniq project requires specific technological capabilities, and vendors must possess the necessary expertise to meet those requirements. Technological constraints influence the selection of vendors and the procurement of appropriate products and services.
3. Vendor selection constraints: The procurement process adheres to the organization's policies and procedures for selecting vendors. Vendors are evaluated based on predetermined criteria, including factors like their past performance and financial stability, ensuring that only qualified vendors are considered.
4. Buyer/seller relationship constraints: The E-Cliniq project has predefined requirements for the buyer/seller relationship, encompassing communication protocols, documentation standards, and reporting mechanisms. These constraints govern the interactions between the project team and vendors throughout the procurement process.
5. Resource constraints: The availability of internal resources, such as personnel, needs to be considered during the procurement process. Efficient allocation of resources is essential to ensure the smooth execution of procurement activities.

These constraints should be carefully considered throughout the procurement process of the E-Cliniq project to ensure that project requirements are met while staying within the project's timeline and budgetary limitations.

Contract Approval Process

The Contract Approval Process outlines the procedures and steps involved in approving contracts for the E-Cliniq project. It adheres to the guidelines and principles outlined in the PMBOK Guide for Procurement Management.

1. Contract Review and Evaluation:
• The procurement team or contract review board reviews and evaluates contracts from vendors or suppliers. This includes assessing terms, pricing, deliverables, and other provisions to ensure compliance with project requirements.

2. Approval Authority:
• Clearly define the roles and responsibilities of individuals or entities with the authority to approve contracts within the project organization. Ensure that the approval process follows organizational policies and procedures for contract approvals.

3. Contract Approval Criteria:
• Establish criteria for evaluating and approving contracts, considering technical feasibility, financial viability, legal compliance, and alignment with project objectives. Ensure that the criteria align with procurement objectives, strategic goals, and risk management considerations.

4. Contractual Negotiation:
• Engage in negotiations with the selected vendor or supplier to finalize contract terms and conditions, including pricing, deliverables, timelines, quality standards, and other relevant aspects for a mutually beneficial agreement.

5. Documentation and Recordkeeping:
• Maintain accurate documentation of the contract approval process, including approval records, contract versions, amendments, and relevant correspondence. Establish a centralized repository or contract management system for efficient storage and management of contract-related documents.

6. Approval Signatories and Execution:
• Identify authorized signatories responsible for signing and executing approved contracts. Ensure the signing process complies with legal requirements, internal policies, and regulatory obligations.

7. Contract Communication:
• Communicate the approved contracts to relevant stakeholders, including the project team, vendors, suppliers, and any other involved parties. Provide clear instructions and expectations regarding the implementation of the contracts and the associated deliverables.

By adhering to the Contract Approval Process, the E-Cliniq project ensures a structured and regulated approach to contract approvals. This fosters transparency, accountability, and compliance with project requirements, legal obligations, and organizational policies.

Decision Criteria

The Decision Criteria outlines the key factors to consider when making procurement decisions for the E-Cliniq project.

1. Technical Specifications: Assess procurement item specifications to meet project requirements. Consider compatibility, interoperability, and compliance with standards.
2. Quality and Reliability: Assess vendors' quality and reliability based on past performance, references, certifications, and reviews. Consider their ability to consistently meet project quality standards.
3. Cost and Value for Money: Examine the costs of procurement items or services, including purchase price, maintenance expenses, licensing fees, and ongoing costs. Evaluate the value for money by comparing costs to expected benefits, performance, durability, and long-term value.
4. Vendor or Supplier Experience: Evaluate the vendors' or suppliers' experience, reputation, financial stability, technical expertise, past performance, and ability to fulfill contractual obligations when considering their suitability for providing similar products or services.
5. Delivery Schedule: Evaluate the vendors' or suppliers' capacity to meet the project's delivery schedule and milestones by considering factors such as lead time, production capacity, logistics, and potential risks or delays in the supply chain.
6. Risk Management: Assess the vendors' or suppliers' risk mitigation capabilities and their proactive approach to managing risks. Evaluate the potential risks associated with each procurement option, including supplier reliability, product/service performance, contractual risks, and market volatility.
7. Contractual and Legal Considerations: Assess the contractual terms and conditions, such as warranties, intellectual property rights, liability clauses, termination conditions, and dispute resolution mechanisms, for potential contracts. Ensure compliance with relevant laws, regulations, and organizational policies when entering into contractual agreements.
8. Stakeholder Alignment: Evaluate the alignment of the procurement decision with the needs and expectations of key stakeholders, including project sponsors, end-users, and regulatory authorities. Consider their input, requirements, and any specific preferences or constraints they may have.

These decision criteria ensure that the selected vendors or suppliers, products, or services align with E-Cliniq’s technical requirements, quality standards, budgetary constraints, and risk management considerations.

Performance Matrix for Procurement Activities

The Performance Metrics outlines the key indicators and metrics that will be used to monitor and assess the effectiveness of procurement processes and activities.

1. Procurement Cycle Time:
• Measure the time taken from the initiation of a procurement activity to its completion, including vendor selection, contract negotiation, and contract signing.
• Evaluate the procurement cycle time to ensure that it aligns with project schedules and does not cause delays in project execution.

2. Cost Variance:
• Compare the actual procurement costs with the planned or budgeted costs for each procurement activity.
• Calculate the cost variance to identify any significant deviations from the planned costs and take corrective actions if necessary.

3. Supplier Performance:
• Evaluate the performance of suppliers based on predefined criteria, such as adherence to contract terms, delivery schedule compliance, quality of products or services, and responsiveness to issues or concerns.
• Use supplier performance ratings or scorecards to track and assess the overall performance of suppliers throughout the procurement process.

4. Quality Assurance:
• Establish metrics to monitor the quality of procured goods, services, or works.
• Measure the adherence of suppliers to specified quality standards, product/service performance, defect rates, and customer satisfaction.

5. Contract Compliance:
• Monitor and assess the compliance of vendors or suppliers with contractual obligations, terms, and conditions.
• Track contract deliverables, milestones, reporting requirements, and any other contractual obligations to ensure that suppliers fulfill their contractual commitments.

6. Risk Management Effectiveness:
• Evaluate the effectiveness of risk management strategies and actions taken to mitigate procurement-related risks.
• Monitor the identification, assessment, and mitigation of risks throughout the procurement process and assess the impact on project objectives.

7. Customer Satisfaction:
• Gather feedback from project stakeholders, end-users, and customers regarding their satisfaction with the procured goods, services, or works.
• Use surveys, feedback forms, or other means to measure and evaluate customer satisfaction levels.

8. Cost Savings or Value Added:
• Measure the cost savings achieved through effective procurement practices, such as negotiating favorable pricing, optimizing resources, or identifying alternative suppliers.
• Assess the value added by the procured goods, services, or works in terms of improved project performance, productivity, or operational efficiency.

By tracking and analyzing these performance metrics, the project team can identify areas for improvement, make data-driven decisions, and ensure that procurement activities contribute to the overall success of the project. Regular monitoring and evaluation of these metrics will help in maintaining transparency, accountability, and continuous improvement within the procurement process.

Implementation Plan

Executive Summary

As the E-Cliniq project nears completion, a transition out plan has been created as part of the project closeout to guarantee a seamless transfer of the system to its new owners. The goal of this plan is to offer a high-level overview of the transition procedure, including the background of the contract, the state of the system now, and the anticipated transition to the new owners. Our company worked with the client to develop E-Cliniq to enhance their delivery procedures. The project's goals were effectively met by the system throughout its first year of use. The system is now becoming the client's property as per the contract agreement. The system is now functioning and stable.

All required functionalities have been tested and validated, and user training has been completed. As we transition out, we aim to ensure that the client is equipped with all necessary documentation and support to manage and maintain the system effectively. The new owners will receive all project deliverables, including technical documentation, user manuals, and source code, to ensure they have a comprehensive understanding of the system. We will also provide knowledge transfer sessions to the new owners, covering system operations, maintenance, and troubleshooting. The transition out plan for the project includes a detailed timeline with a focus on a smooth and successful handover to the new contractor. The user training process has been finished, and all necessary functionalities have been tested and validated. As we leave, we want to make sure the client has access to all the information and assistance they need to efficiently administer and maintain the system. To make sure the new owners have a thorough understanding of the system, all project deliverables will be given to them, including technical documentation, user manuals, and source code. Additionally, we will offer the new owners knowledge transfer sessions covering system operations, maintenance, and troubleshooting. The project's transition out plan comprises a thorough timetable with an emphasis on a successful and seamless handover to the next contractor.

User training and go-live will take place at the end of August 2023 as part of the transition plan's execution phase. Documenting lessons learned, updating files and records, obtaining official acceptance, archiving files and papers, and convening a project closeout meeting are just a few of the crucial tasks that are included in the plan's closeout phase. The project closeout meeting is slated to take place at the end of September 2023; however, these activities will last the entire month. The transition team will collaborate closely throughout the process to guarantee a seamless handover and reduce any disruptions to the project's operations.

The team will be made up of various roles, such as the Project Manager, Project Team Members, and Quality Assurance. The project team hopes to achieve a successful and seamless handover to the new contractor while preserving the quality of the project's deliverables by adhering to this transition strategy and timeframe. The overall goal of the transition out plan is to guarantee that the client receives a fully functional and long-lasting system and that our company successfully completes the project.

Transition Approach

Overall Approach: Since there is a need for continuity and little disturbance to continuing activities, the Transition Out strategy for the E-Cliniq Project will take a phased transition approach. With this strategy, the risk of downtime and service interruption is reduced because knowledge, assets, and responsibility are gradually and methodically transferred to the new team.

The transition approach will include the following steps:
1.Communication Plan: All stakeholders will be informed of the transition plan, timetables, and expectations thanks to the communication plan.
2.Transition Planning: The clinic staff will be involved in the development of the transition plan, which will contain a comprehensive timeline of all the tasks that must be accomplished throughout the transition.
3.Knowledge Transfer: To guarantee that the clinic staff has the requisite expertise and information to support the system, knowledge transfer will take place through a variety of channels, including documentation, instruction manuals, as-built materials, and formal training sessions.
4.Staffing: The project team will reduce their headcount during the transition to the bare minimum needed to support knowledge transfer and transition operations.

Timeline:
The project's transition out plan consists of a detailed timetable of tasks that must be completed to smoothly transition from the incumbent contractor to the clinic staff. Execution and closeout are the two primary stages of the transition plan.

User training and go-live events are part of the execution phase and are scheduled for August 28 through August 31. Documenting lessons learned, updating files and records, receiving official approval, archiving files and documents, and holding a project closeout meeting are all part of the closeout phase. The dates of these events are September 1 through September 29. To guarantee that all transition tasks are completed on time, the timetable offers a precise schedule for each activity. The thorough preparation and execution of each task as specified in the timeframe will determine whether the transition strategy is successful. Assumptions:
The following assumptions will be made for the transition approach:
1.APC Medical Clinic Nurse can take part in the transition and get knowledge transfer on-site and online meetings.
2.To promote knowledge transfer, the project team will give the clinic personnel all required paperwork, instruction, and training materials.
3.APC will give the APC Medical Clinic all required hardware and software licenses to support the system.
4.After the transition is over, the APC Medical Clinic employees will be equipped with the skills and knowledge required to support the system.

Transition Team Organization

Roles and Responsibilities:
1.Project Manager: Overall in charge of the transition's success. The Project Manager will oversee the transition team, make sure that all tasks related to the transition are finished on schedule, work with the customer, and guarantee adherence to the transition strategy.
2.Developers: In charge of contributing technical knowledge to the project. To comprehend the system and create a plan for the transfer, the developers and technical lead will collaborate closely with the project team. The developers will also oversee liaising with the new contractor to facilitate a seamless transfer of technical expertise. In charge of offering subject knowledge expertise on project areas. To guarantee a seamless transfer of knowledge and skills, the Developers will collaborate closely with the QA and Clinic staff.
3.Quality Assurance Analyst: It is their responsibility to make sure all deliverables adhere to the transition plan's quality requirements. To provide quality measurements and make sure that all transition operations are finished to a high standard, the QA will collaborate closely with the Project Manager.
4.Project Team Members: Accountable for helping by utilizing their system-specific knowledge and expertise. To ensure a seamless transfer of knowledge and skills, they will collaborate closely with the TPM, developers, SME, and Clinic staff members.

Roles	Responsibilities
1.Project Manager:	Overall, in charge of the transition's success. The Project manager will oversee the transition team, make sure that all tasks related to the transition are finished on schedule, work with the customer, and guarantee adherence to the transition strategy.
2.Developers	In charge of contributing technical knowledge to the project. To comprehend the system and create a plan for the transfer, the developers and technical lead will collaborate closely with the project team. The developers will also oversee liaising with the new contractor to facilitate a seamless transfer of technical expertise. In charge of offering subject knowledge expertise on project areas. To guarantee a seamless transfer of knowledge and skills, the Developers will collaborate closely with the QA and Clinic staff.
3. Quality Assurance Analyst:	It is their responsibility to make sure all deliverables adhere to the transition plan's quality requirements. To provide quality measurements and make sure that all transition operations are finished to a high standard, the QA will collaborate closely with the Project Manager.
4. Project Team Members:	Accountable for helping by utilizing their system-specific knowledge and expertise. To ensure a seamless transfer of knowledge and skills, they will collaborate closely with the TPM, developers, SME, and Clinic staff members.

Workforce Transition

A crucial component of the E-Cliniq project's transition out plan is staff transformation. Determining and sharing the workforce plan of time is crucial for a seamless and effective transition. To decide the best course of action for the workforce, the Transition Project Manager will collaborate closely with the customer, the existing and new contractors, and the transition team.

This can entail keeping on with the existing workforce, transferring them to the new contractor, or hiring whole new personnel. The workforce must be notified of any changes in a timely and polite manner; therefore, communication will be crucial in this process.

To ensure that all personnel are aware of their options and are given the appropriate support throughout the transition process, the Transition Project Manager will closely collaborate with HR and management. The employees will also get the necessary training or retraining to ensure that they are fully prepared to continue offering high-quality services both during and after the transition phase. To guarantee that the project is successfully finished on time and within budget, the workforce transition strategy will be constantly evaluated and amended as required.

Workforce Execution During Transition

During the transition period of the E-Cliniq project, work will still need to be performed they are as follows:

•User Training: This will entail creating and distributing training materials to inform users of the new system. The training sessions will probably last three days and include both classroom and hands-on instruction.
•Go Live: This will be the new system's official launch. Before releasing the system to users, the team must make sure that all systems are set up and operating properly. Final system testing and confirming that all data has migrated properly will probably be required for this.
•Document Lessons Learned: The lessons learned throughout the project will be documented during this phase. This includes determining the team's strengths and weaknesses as well as the areas for growth. The document will be used to ensure that best practices are adopted moving forward and to provide guidance for future initiatives.
•Update Files/Records: The team will oversee updating all pertinent files and records to indicate the project's completion during this phase. This can entail keeping old copies of specific papers or adding new information to contracts and agreements.
•Gain Formal Acceptance: Obtaining the customer's formal approval that the transition has been successfully completed is part of this phase. The team will have to guarantee that all deliverables have been made and that the client is happy with the new system.
•Archive Files/Documents: Archiving all project-related files and papers is part of this phase. Contracts, agreements, project plans, and other pertinent documents may be included.
•Project Close Out Meeting: A project close out meeting with all stakeholders will take place during the transition's final stage. This will be a chance to talk about the project, as well as any accomplishments or areas that could be used better, and to make sure that any lingering problems have been fixed.

Subcontracts

There are presently no contracts or subcontract agreements relating to this project, hence no transfer, transition, or related agreements are required.

Property Transition

Government Furnished Equipment (GFE)

This element of the transition plan is not applicable because Government Furnished Equipment (GFE) is not involved in the E-Cliniq project.

Incumbent Owned Equipment

The equipment that the incumbent owns and will keep is something that needs to be made very clear. The strategy should include whether the new contractor or customer will have the choice to purchase or utilize any equipment required to support the client's applications and services. The strategy should also outline a timetable for ownership transfer as well as any supporting paperwork, including purchase agreements or bills of sale.

If APC can offer the appropriate equipment upon transition in the instance of the E-Cliniq project, the project team might not be required to transfer the equipment to the APC Medical Clinic. To facilitate a smooth transition and prevent any potential conflicts or misunderstandings, it is still crucial to explicitly define which equipment is owned by the incumbent and which will be supplied by APC. To make sure that all necessary equipment is available and appropriately transported, the project team should closely collaborate with APC and APC Clinic.

Intellectual Property

To ensure a smooth transfer of all pertinent data, supplier and subcontractor information, service agreements, original drawings, or plans, it is crucial to take IP (Intellectual Property) handling into account during the transition phase of the E-Cliniq project. Non-disclosure agreements (NDAs) between the incumbent and the client are one of the many legal issues that arise from IP.

The following steps will be taken to ensure proper handling of intellectual property during the transition:

1. Identification of all relevant intellectual property:The project's entire intellectual property portfolio, including but not limited to design documents, patents, trademarks, copyrights, software code, and any proprietary data or trade secrets, will be identified.
2. Evaluation of contractual agreements:To ensure compliance during the transition, the current contractual agreements regarding intellectual property ownership and transfer will be reviewed and evaluated.
3. Negotiation of new agreements:To ensure the right ownership and transfer of any intellectual property, new agreements will be written between the incumbent, new contractor, and customer if there are any conflicts or shortcomings in the existing ones.
4. Protection of intellectual property:Adequate safeguards, including nondisclosure agreements (NDAs) and other legal procedures, shall be put in place to guarantee the preservation of any intellectual property during the transition time.
5. Transfer of intellectual property:All relevant intellectual property will be transferred once the transition process is complete in accordance with the current contract arrangements. Depending on the conditions outlined in the agreements, the intellectual property will either be transferred to the new contractor, the client, or retained by the incumbent.

By following these steps, E-Cliniq can ensure a smooth and secure transition of all intellectual property related to the project.

User Accounts and Passwords

As part of the transition plan for the E-Cliniq project, it is important to address the transition of user accounts and passwords. The following details the steps and considerations for this aspect of the property transition:

1. User Account Inventory• It is crucial to compile an exhaustive inventory of all user accounts and their associated privileges. System administrators, outside vendors, and end users should all be included in this inventory of internal and external users. The inventory should also make it abundantly clear which accounts are inactive or no longer necessary for the system.
2. Password Security• Security must be maintained during the transfer, and this can be done by resetting or deactivating all user passwords. This action will stop unauthorized users from accessing the system and its data. Users should be told to change their passwords to a temporary one issued to them before the changeover takes place. As a result, all users should be required to create new, secure passwords throughout the transition by the new contractor or system owner.
3. Account Transition and Disablement• The next duty is to decide which accounts will go through the transition process and which accounts will be terminated after taking care of the inventory and password security measures. To ensure a smooth transition, the transition strategy should specify in detail who is responsible for managing the transfer of accounts and passwords. • If it becomes necessary to disable accounts, the transition plan should provide detailed instructions on how to do so. This is essential to guarantee that access privileges for fired workers, independent contractors, or third-party vendors are swiftly canceled.
4. Table of User AccountsA table listing all user accounts that will either go through the transition or be disabled must be included in the transition plan. This table needs to list each account's username, associated email address, and applicable access rights. The table should also state if the account will be transitioned or disabled, along with any transition instructions.

Finally, it should be noted that transferring user accounts and passwords is a crucial part of E-Cliniq’s transitioning its property. A seamless and safe transfer can be achieved by following account transition and disablement processes, adhering to a complete inventory, implementing password security measures, providing a user account table, and following the account transition and disablement procedures.

Knowledge Transfer

Documentation/Manuals:

• The APC Medical Clinic will receive instructions and documentation from the project team and senior developer.
• A project overview, system architecture, functional requirements, technical specifications, and other pertinent information will be included in the documentation to aid clinic employees in understanding the system and how it functions.
• Step-by-step instructions on how to carry out system-related tasks are provided in the manuals.

Training:

• To guarantee that they completely comprehend the system and its procedures, the APC Medical Clinic personnel will receive individualized training from the project team and senior developer.
• The personnel at the APC Medical Clinic will also have access to online training materials and tools that can assist them advance their system-related knowledge and abilities.

To make sure that the knowledge transfer is successful and that any concerns or problems are dealt with as soon as possible, regular check-ins and meetings will be organized between the project team, senior developer, and APC Clinic as part of the Knowledge Transfer Plan. To make sure the clinic staff has access to the most recent information, any modifications or changes to the system will be documented and communicated to them.

Schedule



Handover and Acceptance

The transition plan's completion, which will contain all necessary deliverables and documentation, will signal the start of the handover and acceptance procedure. To examine the transition plan and make sure that all requirements have been completed, the project team will subsequently arrange a formal handover meeting with the project sponsor and other pertinent stakeholders.

The project team will give the project sponsor and other important stakeholders a presentation of the finished transition plan as well as all necessary paperwork and deliverables at the handover meeting. After reviewing the information, the project sponsor and other involved parties will talk about any unresolved problems or issues.

The project sponsor and other stakeholders will sign the formal acceptance document, which will serve as proof that the handover was successfully completed once all issues have been resolved. Along with the signatures of all parties who have examined and accepted the materials, the acceptance document will also include a checklist of all necessary deliverables and paperwork.

The process for resolving any unresolved issues or worries that may come up after the handover is finished will also be described in the handover and acceptance section. This can entail using a formal dispute resolution procedure or putting corrective measures in place to deal with any flaws found.

Overall, the contract transitions out plan's handover and acceptance section will offer a precise and thorough roadmap for finishing the handover process and guaranteeing that all stakeholders are happy with the results.

Sponsor Acceptance

This project acceptance document establishes formal acceptance of all the deliverables for the E-Cliniq project. The E-Cliniq project has met all the acceptance criteria as defined in the requirements document and project scope statement.