Define a test plan or script identifying major software functionality and hardware to be tested with required outcomes.

Week Four

Write a 1,400- to 2,100-word draft of the third section of your SDLC Final Project. Include the following:

• Testing process summary

o Define a test plan or script identifying major software functionality and hardware to be tested with required outcomes.

• Installation process and training plan summary

o Provide a timeline identifying specific steps, including training, and related resources required to implement the recommended system. Include a narrative explanation with a discussion of effects of project constraints—such as time, conversion method, and so forth—and a description of the recommended plan.

• Documentation plan summary

o Specify and explain each type of documentation, which is required for ongoing technical and user support of the proposed system.
SDLC Project – Team C
Dwana Escourse, La Shauna Berry, Nicholas Felix, Rajesh Thakur
BSA/376
September 7, 2015
Deborah Marshall
SDLC Project – Team C
The process of determining requirements involves the analysts and other team members to gather information. This information is used to figure out exactly what the new system should do, and this information is obtained from as many sources as possible. Examples of these sources are: observing users, reports, previous analysis records, questionnaire forms, previous or current developers, present system procedures, and system administrators. There are several methods of determining requirements and some of those traditional techniques for collecting requirements are:
Interviewing and actively listening to others
Administering questionnaires to providers and end users
Observing system users
Analyzing current system procedures
Reviewing present and previous documents
After using these methods of determining the specific requirements for Patton-Fuller, the analysts on this project team were able to provide a list of confirmed requirements. Along with the list, the team has categorized each system requirement identified as either mandatory or optional. The list includes the following:
Manage and track the appointments of patients – Mandatory
Schedule, reschedule, or cancel appointments – Mandatory
Check patients in and out – Mandatory
View physician’s schedules for open appointments – Mandatory
Track patients for follow-ups and schedule those dates – Optional
Referrals – Optional
Share information (EHR) with other departments – optional
Weekly physician schedule report and comparative analysis report – Optional
Patient pre-op and post-op schedule report – Mandatory
Patient to physician time ratio – Optional
Monthly billing report – Mandatory
The flow chart listed below reflects the proposed flow of the process upon completion of the project. The previous process from beginning to end consumed more time than it needed to. This document will identify a process, and the designed flowchart gives a graphic view into the process that the team is looking to perfect it to become. Designing a flowchart for the process should be completed in order to identify the amount of time, redundancy of calls made to and from the patient, and initiate ideas to make the process more efficient.

Functional allocation is a human factors method used for making decisions on whether a particular function will be accomplished by a person, hardware, software or a mixture of person and technology. The vital nature of people is that they are unpredictable, erratic and random. It is not always the case but it is a true statement that no project manager knows what the future entails. However, when accounting for human factors, one must consider any possible occurrence that could arise when working with people. Some factors may include the following:
Crucial members of the project team have to take a personnel leave for specific reasons and are often considered to be the most committed. There is always that possibility that an unforeseen issue may occur such as a medical issue, personal or family issues, or career circumstances will require that they leave the project.
Disagreements amongst the project team can cause severe issues that can cause the entire project to fall to pieces regardless of how well put together it appears to be.
Every project has outside or outsourced dependencies that are needed or required to complete certain goals or attain specific information. If one of these outside entities fail to provide the expected support from staff it is almost certain to bomb the project regardless of the level of genius it may be.
To account for human factors, the analyst must consider possible error rates, loss of exertion, costs, threats, technological feasibility, morals, ethical concerns, and the aspiration of people wanting to perform the function. Function allocation is also useful for formulating to what degree of computerization is required for a specific system. Function allocation guidelines are often simple and are limited when it comes to allocating functions among people, hardware, and software. It can clearly affect the important values that humans hold dear. For example, if a system is put into place but does not permit a lot of human contact or manipulation, it can lower user satisfaction. To put Functional allocation to work within the work we are doing Patton-Fuller we had to ensure that tasks would be allocated to humans and systems appropriately. In doing this the team can be sure to achieve task goals and support human needs at the same time. The project team will allocate functions to humans in certain instances such as technical limitations, safety protocols, and ethical controls. Also considering that humans must train others, ensuring the task of knowledge requirements, unpredictable or unforeseen problems, and cost efficiency are handled properly is also a team goal. Another human aspect is to base tasks for humans based on the workload, mental support, and personal differences between users, departmental and organizational learning techniques. The allocation of functions will be tasked to machines for such things that exceeds human capabilities or if the system is in a hostile location or environment (fire, flood, etc.).
The proposed system function for Patton-Fuller will be allocated on terms of required hardware, software and human-computer interface (HCI). In order to ensure that the physician’s surgical scheduling is set up properly and follow-up appointments can be accessed through the same system, new tablet PC’s, laptops, and or Notebooks will be needed. The team has also determined that a new server should be implemented specifically for the new Electronic Medical Records (EMR) software that will be installed. Updated scanners and Imaging devices will be needed in order so documents can be scanned and filed electronically making it easier to share patient information. Obtaining an updated version of the network that is currently being utilized will not only help the new system it will bring about a systemic connection with the older version. The team has also suggested that each department head that is directly connected to this project, along with specified stakeholders, and selected project team members be given smartphones that have connection to the system in case the need to activate those human functions such as technical limitations, safety protocols, and ethical controls.
Designing a system and specifying tradeoffs between project costs, scheduling and performance is no easy task but must be done. This is normally done with a specific approach called the “trade-off” approach. The trade-off approach can be defined as a way of trading one thing that may not be necessary for something else that is. For example, Patton-Fuller already has a functional patient management system for the other departments, but they would like an updated version to create a more unified patient experience. This means that they may have to trade-off the electronic signature feature that they love so much so that the new system can be implemented. This process can aid with the technological process to help reduce life cycle cost. Understanding the key to cost and being able to aid in the reduction of project costs is someone who has the ability to allocate funds appropriately for specified products. If a project manager has this skill they can be trusted to make intelligent decisions. Depending on the project, customer or patient need the stakeholders can feel safe in knowing that the design for trade-off approach being used will be cost effective.

The above diagram shows a basic design model that the project team is utilizing to complete the model for Patton-Fuller’s management and stakeholders to see what decisions have been made and the process it will take to meet their requirements.
The above diagram is a program chart that reflects how the project team intends on processing this new patient management system to help with appointment and surgical scheduling conflicts. The actual software designs that are being considered for this particular project are Kareo Medical Billing, Practice Fusion Patient Scheduling Software, and Advanced MD Medical Scheduling Software. After careful review of all the proposed software, the team and stakeholders all agreed that Advanced MD Medical Scheduling Software was the best choice. It offered everything that Patton-Fuller wants including a few of the trade-offs that the team was willing to lose to ensure the project was successful, remained within scope and still cost effective. The network that was selected for the project includes a new Mac Pro Server with 4 processors of 64 GB RAM, an updated version of the Data Center workstations to include Apple IMAC 24” display 3.0 GHZ 16 GB RAM and an updated 6 GB Fiber Link. With these updates the networks will automatically have Wi-Fi and Bluetooth capabilities due to the Superdrive upgrade already installed in the system. The hardware included will be 2 laptops, 2 tablets, 2 PC’s and 4 new smartphones which are all for the surgical department. This decision was the most economical way to proceed because the other departments have already been upgraded with technology, but the surgical department was not up to par.

University of Phoenix Material

SDLC Final Project

Your Learning Team will prepare a paper that applies the SDLC methodology and tools presented in the course. The primary goal is to apply workflow and process management concepts in addressing specific needs of a selected functional area. Assume both parts are presented to an executive management committee. The paper must reflect professional preparation.

Your Learning Team will submit a 4,200- to 5,600-word paper due in Week Five. At minimum, the paper must include the following:

Business objectives with supporting measures of project success
Description of current business process or systems with identification of project scope and boundaries
Any project constraints: financial, time, resources, organizational policies, or culture
Business functional requirements
A description of new business process or systems; utilize process objectives model and system objectives model
Design requirements: input/output design, interface design, data model, network model
A cost/benefit analysis

This cumulative project is due in Week Five. Each week, your team works on a different section of the plan. The team will submit a draft of your work for the week and a team progress report to your facilitator each week. The weekly progress report will reflect the team’s progress as listed in the following weekly breakdown.

Week One

Review the SDLC Final Project requirements.

Week Two

Resource: Service Request pf-001 for Patton-Fuller Community Hospital located on the student website.

Review the Service Request pf-001 for Patton-Fuller Community Hospital.

Define the scope of the project. Identify the associated stakeholders and the preliminary assignments and tasks for each member. Create a detailed outline for each section.

Write a 1,400- to 2,100-word draft of the first section of the SDLC Final Project. Include the following:

Statement of scope and goals

Specify what functions are included in the project.

Supporting measures for success

Specify tangible measures for determining the relative degree of success of the completed project. Measures must correlate with goals specified in the first section.

Summary of project feasibility

Include specific operational, technical, and economic feasibility analysis. Operational and technical issues must specify how each issue is addressed. The economic analysis must include specific benefit and cost areas.

Current business process summary

Provide a flowchart and a separate high-level logical data flow diagram of the process.

Proposed system requirement list

List specific individual requirement needs in measurable and objective terms.

Develop slides matching this content.

Complete the University of Phoenix Material: Team Progress Report

Submit your first-segment draft and the Team Progress Report to your facilitator as separate documents.

Week Three

Write a 1,400- to 2,100-word draft of the second section of your SDLC Final Project. Include the following:

Determination of requirements

Identify specific analysis methods, used to determine user needs.

List of confirmed requirements

Categorize each system requirement identified for last week’s assignment as mandatory or optional.

Proposed system process view

Provide a flowchart of the proposed process.

Functional allocation modeling

Specify how each proposed system function would be allocated in terms of required hardware, software, and human-computer interface (HCI).

Logical system model

Provide a high-level logical data flow diagram of the proposed system.

Preliminary design model

Provide a diagram illustrating the overall logical information architecture.

Design trade-off approach

Specify tradeoffs among cost, schedule, and performance. A fast and inexpensive solution may not adequately address performance requirements.

Detailed design process and specifications

Specify separate recommended decisions for software design, hardware, and networks. Include a resolution of HCI considerations.

Physical system model

Illustrate the recommended decisions in matching information architecture diagrams.

Develop slides matching the new content.

Complete the University of Phoenix Material: Team Progress Report.

Submit your second-section draft and the Team Progress Report to your facilitator as separate documents.

Week Four

Write a 1,400- to 2,100-word draft of the third section of your SDLC Final Project. Include the following:

Testing process summary

Define a test plan or script identifying major software functionality and hardware to be tested with required outcomes.

Installation process and training plan summary

Provide a timeline identifying specific steps, including training, and related resources required to implement the recommended system. Include a narrative explanation with a discussion of effects of project constraints—such as time, conversion method, and so forth—and a description of the recommended plan.

Documentation plan summary

Specify and explain each type of documentation, which is required for ongoing technical and user support of the proposed system.
Develop slides matching the new content.

Complete the University of Phoenix Material: Team Progress Report.

Submit your third-section draft and the Team Progress Report to your facilitator as separate documents.

Week Five

Write a 350- to 700-word draft of the final section of the SDLC Final Project that covers the support and maintenance plan summary

Provide a plan outlining responsibilities and related resources necessary to support and maintain the proposed system, such as software, hardware, and networks.

Combine this and the previous sections into a single 4,200- to 5,600-word paper, making any changes noted in prior feedback

Create a 10- to 12- slide PowerPoint Presentation overview of your final project.

Include detailed speaker notes.

Submit the SDLC Final Proje


 

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