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Note that page is still in development. The preliminary sharing of this information is intended to benefit the ETOR initial implementers in preparation for their implementations, with the understanding that some information may change as our development evolves.
APHL’s project methodology includes various tools and methods for managing the ETOR Detor implementation. Key project management elements that will help control the effort are described below.
Communication Management
Effective communication is critical to ensure your project’s success. Together with your Project Manager, the APHL Project Manager will coordinate the assembly and maintenance of a full team contact list. Team members should communicate all relevant information to their counterparts and ensure the Project Managers are copied/included on all information.
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Scheduled calls will be supported by detailed agendas that will be provided and maintained by the APHL Project Manager.
Schedule Management
A high-level schedule template is available here. A unique project schedule for your implementation that reflects the scope and availability will be finalized and approved during prior to beginning your implementation. The schedule will be created by the APHL Project Manager and will be reviewed and approved by both the public health laboratory’s and healthcare organization(s)' Project Managers and Project Sponsors. Once approved, the calendar will be distributed to the entire project team and will be adhered to ensure deliverables are met. Any variance from the schedule will be tracked and managed to ensure a full understanding of impact.
Issue Management
The identification and management of issues will be tracked throughout the implementation to ensure thorough awareness and timely resolution. For our purposes, an issue will be defined as any existing situation that may impede progress on the ETOR Detor project. Issues will be categorized based on their status, priority, type and disposition. Thorough documentation of all project issues will enable:
A visible decision-making and tracking progress for all team members and sponsors
Maintenance of focus on high priority items
A mechanism for reaching consensus
Documented solutions that may serve as a reference tool to assist in future issue resolution
Risk Management
Every project carries a certain amount of risk. For our purposes, a risk will be defined as any potential (not yet occurred) situation that may impede progress on the ETOR Detor project. Our risk management plan will enable us to identify those risks and employ strategies to manage them. Effective identification and development of mitigation plans early in the project, will help ensure our success. Frequent reviews and updates of the risks throughout the project will be critical to ensure the risks do not turn into issues.
A risk log will be created and maintained by the APHL Project Manager and reviewed with your Project Manager and sponsors.
Change Management
It is critical that changes to the project are carefully managed. Changes can have a significant effect on the schedule and quality of the final solution. Our change management process will help ensure that approved changes are beneficial and that they are appropriately communicated and reviewed prior to approval. Example of requests that may require approval include:
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Accept – move forward with the change and adjust the scope, schedule and cost as appropriate.
Deny – provide an explanation for why the change cannot be made and what, if any, adjustments will be put in place instead.
Defer – delay or re-assign the change request decision based on a need for more time or research to be completed prior to a decision being made.
Status Reporting
Status dashboards will be used to provide the project managers and project stakeholders a summary of the current project status and call attention to any significant milestones as well as concerns in the areas of scope, schedule, risks, issues, or changes. Status reports will be prepared by the APHL project manager and delivered weekly.