APHL’s project methodology includes various tools and methods for managing the ETOR 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.

The following will serve as our primary tools for communication during the implementation:

• In-Person interactions during on-site visits

• Emails & phone calls

• Weekly status meetings

• Monthly sponsor meetings

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 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 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:

• A key milestone date change (either forward or backward)

• A key team member change

• Any APHL, Public Health Laboratory or Healthcare organization change to a contractual commitment

• Any change to either solution functionality or operational usage

Any requested change will be documented via both a change request form (completed by the submitter) and the change control log (completed by the APHL project manager). Once the APHL project manager has fully reviewed the request and understands the impact of the change, it will be reviewed with all stake holders to ensure it is necessary and beneficial to the overall project goals. A decision will be made by the stakeholders to either:

• 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.