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Deloitte RFID RFP Project Final ReportTeam 10 Consulting
Kyle McBride
Patrick Weiler
Dervasha Buckery
Joseph DelliGatti
Thomas Wittman
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Table of Contents Project Charter 3Business Case 5Financial Analysis 9Proposed Personnel 10Team Contract 11Stakeholder Register 13Stakeholder Management Strategy 14Gantt Chart 16Responsibility Assignment Matrix 17Resource Usage 18Risk Register 19Meeting Agenda 20Change Request Form 21Client Acceptance 23Future Opportunities for Engagement 25Lessons Learned Report 26Deliverable Website 28
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Project Charter
Project Title: Keystone Hospital RFID Project
Project Start Date: 1/22/13 Projected Finish Date: 2/1/15
Budget Information: $2 million
Project Manager: Kyle McBride, Phone: (814) 777-4214 [email protected]
Project Objectives:
Prevent the loss/theft of medical devices, thereby reducing replacement costs Implement RFID cards into major medical equipment Implement a tracking system for the RFID devices Train staff to use the devices Improve efficiency in hospitals
Main Project Success Criteria:
To fulfill all objectives in the time allotted and within the budget while creating a successful way to monitor and track hospital equipment.
Approach:
We will establish a contract with the stakeholder and a relationship with our client Any situations that we find are going against our standard procedures will first be
approved by the client before acted on We will plan on having a team member who is constantly monitoring and controlling this
project throughout the duration The triple constrains will be evaluated on a regular basis to ensure the project stays on
course. All situations pertaining to the project will be handled by a group with a unanimous
decision to determine the outcome.
Roles and Responsibilities
Role Name Organization/
Position
Contact Information
Lead Dan Welsh Project Sponsor [email protected]
Internal Consultant
John Chen Sponsors Liaison [email protected]
Project manager
Kyle McBride Team Leader [email protected]
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Team member Joseph DelliGatti RFID Expert [email protected] member Dervasha Buckery IT Specialist [email protected]
Team member Thomas Wittman Financial Expert [email protected]
Team member Patrick Weiler HR Specialist [email protected]
Sign-off: (Signatures of all above stakeholders. Can sign by their names in table above.)
Comments: (Handwritten or typed comments from above stakeholders, if applicable)
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Business Case for Deloitte RFID RFP ProjectDate: 3/25/13
Prepared by: Patrick Weiler
1.0 Introduction/ Background
Team 10 Consulting is a recently composed team capable of wide variety skills; we are unmatched in our ability to adapt to new environments. We find the most efficient and practical solutions possible within the scope of the project. We base our success solely on the satisfaction of the client.2.0 Business Objective
Team 10 Consulting is company that strives on ethical behavior and respect to customers in all environments. Our profitability comes second to our outstanding performance and quality in the IT world. We focus on technological advances in the work place on a wide variety and scale; networking, infrastructure, intranet and more, are specialties of Team 10 Consulting.
3.0 Current Situation and Problem/Opportunity Statement
Keystone Hospital is suffering financially from lost and stolen devices within the facility. Team 10 Consulting has the opportunity to reduce costs created by lost equipment within the facility by implementing a technologically advanced system that will use RFID Tags to efficiently track equipment and reproduce their locations on a convenient database accessible by staff. Keystone is also looking to expand on their hospital by adding an extension to the hospital. The new extension will also require the use of RFID tags on medical devices.
4.0 Critical Assumption and Constraints
Our proposal suggests installing brand new hardware and software throughout the facility to facilitate for the new system. Our staff must actively upkeep the system until we can effectively train and transition it onto the Keystone Hospital staff. The system will require
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cooperation among the Hospital staff.
5.0 Analysis of Option and Recommendation
There are 3 options for addressing the situation:
1. Take no action, the hospital is still profitable and will continue to be so if the situation is not addressed.
2. Outsource the issue to an external company, which would handle the issue within their own hardware, software and staff.
3. Purchase new hardware and software which would be installed within the Hospital and train the current staff to operate it.
Giving the acceptance criteria we find Option 3 to be the most logical.
6.0 Preliminary Project Requirements
1. Asset Loss Management: By adding a wireless tag to the asset and inserting wireless readers at critical locations, e.g. the trash chute, laundry chute, etc. an alarm can be generated when a tagged medical device is detected in one of these locations, preventing the loss of the high value asset. The same high value assets can also be the target of theft, similar reader-alarms could be stationed at exits if equipment is taken outside without authorization.
2. Asset Utilization Management & Real-time Location Reporting: Medical staff routinely hoard critically needed medical devices that are in short supply, thereby exacerbating the very equipment shortage they are trying to compensate for, and creating frequent but artificial “out of stock” situations. There is also a productivity loss due to time spent searching for a working piece of equipment. Equipment shortages are most often a consequence of broken equipment left sitting in a corner indefinitely, reducing the pool of available assets, or unused equipment in the wrong closet, sitting there indefinitely and further reducing the pool of available assets.
3. Equipment Calibration and Maintenance: An RFID tag on the asset and a wireless
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network of readers could be used to instantly locate any piece of diagnostic equipment. A database containing asset information, tag number and next calibration date can be used to automatically generate a report showing which pieces of diagnostic equipment are now due or past due for re-calibration and can automatically pinpoint the asset’s location in the facility.
4. Asset Cleaning: By adding a wireless tag to the asset, a management report can be generated that identifies the current location of every asset. This helps technicians instantly identify the location of a desired piece of equipment. Alarms can be generated when a piece of equipment has been stationary for more than ~48 hours, indicating potential need for sterilization. Alerts from idle, dirty or broken assets can be used to trigger a work order and automatically populate work order request forms.
5. Inventory: Health care facilities must periodically inventory physical assets for accounting purposes. In some cases, the ability to electronically locate an asset and count how many exist eliminates the need to physically walk through the entire facility and do a manual count. This significantly reduces the time and labor required to perform an asset inventory.
7.0 Budget Estimate and Financial Analysis
The proposed budget is $2 Million with 5% of that going directly to the Hospital Support Staff. See Exhibit A.
8.0 Schedule Estimate
The project is to be completed within 2 years with a transition period throughout the last six months between our staff and the Keystone Hospital Staff. The life of the system is indefinite with the exception of any lost of broken equipment. The hospital’s extension will require an additional four months to the current schedule.
9.0 Potential Risks
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Cannot meet budget leading to project scope not being met due to cost constraints. Fail to meet scope leading to change of critical path, project milestones are not met or are changed. Schedule conflicts between Project Management and Keystone leading to delays project and scope misalignment. The RIO is less than 10% not meeting the project goal for payback, project is not worth investment.
10.0 Exhibits
Exhibit A: Financial Analysis
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Financial Analysis
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Proposed Personnel
Position Title 1: Team 10 Consulting. Team 10 consulting will be responsible for research, design, and planning pertaining to
the project. Kyle McBride will be the team project manager. Dervasha Buckery will be the IT specialist. Joseph DelliGatti will handle RFID technology Thomas Wittman will be the financial expert.
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Patrick Weiler will be the Human Resources expert. This team has been industry leaders for decades. Team 10 will require to be paid by hour (project staff-$35, company specialists-$40). The team will need 2 years total, with flexible hours based on the timeline
(min.40hr/person). Team 10 is skilled in the fields of consulting and project organization.
Position Title 2: 3rd Party security firm. This team will provide security analysis and consulting for servers/network. 15yrs of experience is required, and a project resume will be needed. This group will be paid by hour ($35/hr). The private security firm will be needed for 1 month of security testing and server
probing. Relevant experience based off of project resume in Network and server security,
knowledge pertaining to RFID security is a bonus.
Position Title 3: Keystone supplied staff Project manager liaison to meet monthly and staff assistants for constant project work. Staff needed for this position will be determined by Keystone Payment is also determined by keystone for its selected staff. This team will be working as liaison during project meetings and as assistants throughout
the length of the project. A good background in IT, Project management, and Network and Server administration.
Referenceshttp://www1.salary.com/Information-Services-Consultant-Salary.html
http://www.indeed.com/salary/Information-Security-Analyst.html
Team ContractProject Name: Team 10 - Deloitte
Project Team Members Names and Sign-off:
Name Sign-off on Team Contract
Joseph DelliGatti
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Patrick Weiler
Dervasha Buckery
Thomas Wittman
Kyle McBride
As a project team, we will:
Code of Conduct:
● Respect and listen to each other’s ideas● Be responsible for our own parts of the project
Participation Expectations:
● Attend all group meetings unless an excuse is present● Complete all work on time● Stay focused on relevant work during meeting times
Communication:
● Establish communication though Google Docs● Setup group texting● Respond to messages and emails within reasonable amount of time for planning purposes
Problem Solving Expectations:
● Think together and make decisions as a group● Discuss any issues until we come to a unanimous decision● Consider all influences and consequences when making decisions specifically when it
affects our SMEs Meeting Guidelines:
● Pick meeting times that work for everyone’s schedule● Let the other members know ahead of time if unable to attend meeting● Show up on time to meetings● Come prepared
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● Deliver Meeting Agenda 48 hours prior to the meeting time● Deliver Meeting Minutes within 24 hours following the meeting
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Stakeholder Register for Deloitte RFID RFD ProjectPrepared by: Dervasha Buckery Date: 3/24/13
Name Position Internal/External Project Role Contact Information
Dan Welsh SME/Client External Client/Sponsor [email protected]
Kyle McBride
Project Manager
Internal Project Manager
Joseph DelliGatti
RFID Technology Specialist
Internal Team Member [email protected]
Dervasha Buckery
IT Specialist Internal Team Member [email protected]
Thomas Wittman
Financial Expert
Internal Team Member [email protected]
Patrick Weiler
Human Resource Expert
Internal Team Member [email protected]
3rd Party Security Firm
Security specialist
External Security specialist
KeyStone Supplied Staff
Team Members
External Team members
Keystone Hospital CIO
Hospital CIO/Client
External Client/sponsor [email protected]
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Stakeholder Management Strategy for Deloitte RFID RFP Project
Prepared by: Dervasha Buckery Date: 3/24/13
Name Level of Interest
Level of Influence
Potential Management Strategies
Dan Welsh High High Dan key focus of this project is for it to meet all of the triple constraints. Make sure he is updated on all progress of the project through emails and short conference calls. Make sure all progress or options are fully explained and backed by valid resources.
Kyle McBride
High High Kyle likes for things to be presented in a professional and orderly manner. Make sure that all deliverables and presentations are reviewed by him before being presented.
Joseph DelliGatti
High High Joseph need to be updated on the requirements of the RFID technology so risk are avoided. Give him access to all requirement and scope documents and request that he is present at all client meetings.
Dervasha Buckery
High High Dervasha is concerned about the software implementation of the project, keep her up to date on all RFID changes.
Thomas Wittman
High High Thomas likes to meet all cost deadlines of the project , make sure all cost information is being communicated with him efficiently through Resource WBS Sheets used by each team member on the project.
3rd Party Security Firm
Low High Security Firm has many other projects they are also working on at this time so it can be easy for our project to lose priority with them. Keep them as updated as possible on the progress and timeline of the project. Consult them on security matters of the project every now and then so they can feel they have a presence in the work that is being done thus far.
Keystone Supplied Staff
Medium Medium The Keystone staff has been supplied to assist us in the implementation of the project. We need to make sure they feel included and apart of our team by having weekly meeting with them and taking into considerations there suggestions.
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Keystone Hospital CIO
High High The Chief Information Officer is in charge of the IT department at Keystone Hospital. He/she will have a lot of control and management over this project. He/she will be informed of any updates on the project throughout the length of the project.
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Work Breakdown Structure for Phases 4 and 5
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Responsibility Assignment Matric for Deloitte RFID Project
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Who Does What When Report
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Risk Register for Deloitte RFID Project
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Focus: Project Status Meeting
Date: Thursday, March 28, 2013
Time: 12:30pm
Location: Keystone Hospital Conference Room 203
Chair: Naj Raham
Attendees: Deloitte Project Manager, Keystone Sponsor and Staff
Objective: To Update Keystone Hospital with the Status of the project and to address any challenges that have surfaced.
Agenda:
Introduction/Background: Naj Raham (2 minutes)
Brief description of current status ( 5 minutes) Overview of Cost Breakdown and Scalability (10 minutes)
o Hardwareo Softwareo Scalability
Overview of Scheduled Work (5 minutes)o Future visitso Work flowo Contact info for workers
Overview of Technology Utilized (15 minutes)o Samples o Demo video
Next Steps (Outcomes of this meeting):
Complete first site visit today Next month’s plan
o Integrating staff o Visit hospital’s new extension
Next Meeting: Thursday, April 23, 2013 / 9:45AM / IST Room 113
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Project Status Meeting
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Change Request Form
Project Name: Deloitte RFID Keystone Hospital
Date Request Submitted:
Title of Change Request:
Change Order Number:
Submitted by: (name and contact information)
Change Category: Scope Schedule Cost Technology Other
Description of change requested:
The cost has changed due to the new addition to the hospital where there is going to be about 2,400 new devices requiring RFID tags along with 3 floors which all need RFID nodes and antennas. The scope has been changed as well giving the team 4 more months to complete the project before the overall completion of the project.
Events that made this change necessary or desirable:
The events that changed the scope and cost of the RFID project was Keystone desire to extend their patient capacity 40%. Keystone wanted to have the RFID technology in the new 60,000 square foot 3 story building that will be located near the original hospital.
Justification for the change/why it is needed/desired to continue/complete the project:
Our client desired to have a universal system to track hospital equipment in both of its building not just the original work site. To do this they needed to extend both the budget and scope for completion of both building.
Impact of the proposed change on:
Scope: 4 monthsSchedule: increase hours/rehire additional staff Cost: $700,000 Staffing: IT manager Risk: Basic technology risks associated with RFID tagsOther:
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Suggested implementation if the change request is approved:
Our process for the duration of the project will remain largely the same. The current changes will require an extended schedule timeline and an increase of cost to accommodate the new RFID implementations and the new staff added to the project. There will also be the possibility of added risks to the project changes.
Required approvals:
Name/Title Date Approve/Reject
Dan Welsh 4/16/13
Johnny Chen 4/16/13
Kyle McBride 4/16/13
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Client Acceptance/Project Completion Form
Project Name: Keystone RFID Tag Project
Project Manager: Kyle McBride
I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on behalf of our organization. My (Our) signature(s) attest to my (our) agreement that this project has been completed. No further work should be done on this project.
Name Title Signature Date
Kyle McBride Team Manager
Thomas Wittman Team Member
Joe DelliGatti Team Member
Patrick Weiler Team Member
Dervasha Buckery Team Member
Dan Walsh Client/SME
Johnny Chen Client/SME
1. Was this project completed to your satisfaction? Yes No
2. Please provide the main reasons for your satisfaction or dissatisfaction with this project. The Keystone RFID tag project was completed and met the triple constraints which were one of our main concerns. The team was under budget and the new system saves the hospital money and time finding our equipment without misplacing it. The project team was also able to implement the same system in a new building located near the original work site.
3. Please provide suggestions on how our organization could improve its project delivery capability in the future.
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The team could have gone above and beyond using more of the budget to implement a better/more expensive system or using the remaining money to ensure the system does not become out of date in the future.
Thank you for your inputs.
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Future Opportunities for Engagement
Prepared by: Kyle McBrideDate: 4/18/2013
To: Dan Welsh and the Keystone Hospital Staff
Mr. Welsh, and fellow stakeholders,We at Team 10 Consulting would like to personally thank you for your cooperation with us thus far. As per our agreement in the contract, now is our first scheduled update on the project since the addition of the new wing. Here is our schedule moving forward:
• We are currently in the executing phase of the main wing of the hospital.• We are still planning how to engage the new wing, and awaiting a reply from the new IT Manager.• Once the executing phase in building 1 is complete, we will move forward with implementing the system in the new wing in building 2. As we are currently 1 year ahead of schedule, I am sure we can finish on time.• Visits will be more frequent, but during each visit we will be addressing both buildings.• Closing ceremonies will be held off until the additional building is finished, as we would prefer to wrap up both at the same time.
As we understand, you are pleased with our work thus far. In the spirit of hospitality, we offer future opportunities to work together with you. Here at Team 10, we are always looking for the next big development in technology, and have a few suggestions for moving forward:
• An integrated tracking system for staff, using RFID• An integrated tracking system for patients, using RFID• Set-up tracking stations throughout the hospital, to more easily locate assets
Upon request we can offer a more in depth schedule, and an updated copy of our Work Breakdown Structure. We look forward to talking with you again during our next visit to the Philadelphia area.
Sincerely,The Team 10 Staff
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Lessons Learned Report
Prepared by: Thomas Wittman, Dervasha Buckery Date: April 18, 2013
Project Name: Deloitte RFID RFP Project
Project Sponsor: Dan Welsh
Project Manager: Kyle McBride
Project Dates: April 23,2012
Final Budget: $567,644.00
1. Did the project meet scope, time, and cost goals?The project did meet the scope, time, and cost goals both before and after the hiccup changes. Before the hiccup changes our team was given $2 million to build a RFID system that would be deployable within 18 months. The system we built allowed us to be cost efficient and at the earliest stages of the project we were on the right track to having the project finish under budget and under time. When the client gave us our hiccup change, which would increase the number of devices and the space requirements we were providing the system for, this was proven to be an easy task because we had kept our budget and schedule on time from the beginning of the project. Therefore, we our able to meet all our goals.
2. What was the success criteria listed in the project scope statement?Our project success criteria was to full all objectives in the time allotted and within the budget while creating a successful way to monitor and track hospital equipment for the Keystone hospital staff.
3. Reflect on whether or not you met the project success criteria.The success criteria listed in the scope statement was to meet the triple constraint goals of cost, time and scope for this project. The cost goals were to stay within a budget of $2 million which with the hiccup was later increased to an additional $700,000. The time goal was to have the project active by the 18 months and with the hiccup this time was increased to an additional 4 months. The scope was to provide Keystone hospital with a better resource for eliminating the loss of equipment in their hospital(s) and this was provided through an RFID system. By reviewing all the information above it can be said that this project was completed within the listed criteria.
4. In terms of managing the project, what were the main lessons your team learned?In terms of managing the project our team learned how to work within the triple constraints of scope, time, and cost. We learned how to analysis and revised financials so that they could align with meeting the goals of a project. The project team also learned how to conduct conference calls with both clients and (SME’s)
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higher management. Overall, we learned how to take constructed criticism and reapply it to a project in order to drive or achieve a solution.
5. Describe one example of what went right on this project.One element of this project that went right or was completely successful was the budgeting, which went very well. Our project team did a great job with research and was able to find materials that helped keep the budget as low as possible without affecting the quality of our new systems. Our client stressed that this project should stay within the cost goals and out team worked promptly and diligently to make sure that our budget aligned with the client’s goals of the project.
6. Describe one example of what went wrong on this project.One element of the project that could have been detrimental to the success of the project was the project’s team original financial analysis of the project. In our original financial analysis, we used the whole budget in fear of Keystone cutting down on the cost of the project. We essentially, wanted to show the client that all parts of the budget would be used. However, we realized that by allocating or using the whole budget we were not leaving the team room to implement change in cost if, it would later be needed. Therefore, we revised our financial analysis to allow more freedom for future changes.
7. What will you do differently on the next project based on your experience working on this project?Based on our experience with working this project, on future projects we would seek to interact with the stakeholders (client) more frequently because once a month was not sufficient time to allow all questions or inquiries to be reviewed. The team would also schedule meeting more effectively so there is a set time and place where everyone can work on the project as a group. Therefore, looking to make sure that the time we spend on developing and working on the project is productive.
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