G06 Wonder Pets PRIMS - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki
NAME |
|
Jose Eugenio L. Quesada |
NAME |
|
Ryan John Perez |
NAME |
ROLE |
|
Byron Louis Rabajante |
Project Manager |
|
Clart Kent Nailgas |
Scrum Master |
|
Shannelien Mae Catingub |
Full-stack Developer |
|
Erika Alessandra Daduya |
Full-stack Developer |
|
John Keisuke Miyabe |
Full-stack Developer |
|
Reycel John Emmanuel Carcueva |
Full-stack Developer |
Company Name: |
Asia Pacific College |
Company Logo | |
Address: |
Address |
Contact Number: |
+63917 123 45678 |
Line of Business: |
Line of Business |
Type of Customers: |
Local home and business customers |
Stakeholders: |
Stakeholder name |
Number of Employees: |
Number of Employees |
This document presents the business case for the development of the Patient Record and Interaction Management System (PRIMS) at Asia Pacific College Clinic. PRIMS is a digital solution designed to streamline healthcare services at Asia Pacific College by automating clinic processes such as patient record-keeping, appointment scheduling, report generation and inventory management. The project’s objectives include reducing the time spent locating patient information by about one minute and smooth scheduling with no conflicts. Furthermore, automated monthly reports will be generated in approximately two minutes. The project assumes timely delivery, effective system performance, and positive user feedback. It also ensures strong data security, operational improvements, and alignment with project requirements. However, the system will be accessible only to Asia Pacific College students and staff and can only be accessed by devices such as laptops, desktops and mobile devices with a stable internet connection.
The project will be developed over a one-year period using existing free resources while allocating a total budget of ₱654,177.80. Most of this amount is dedicated to staff and labor costs (₱558,000), ensuring the project is completed efficiently and meets all requirements. Additional expenses include ₱9,000 for cloud hosting, ₱40,177.80 for integrating HubSpot’s AI-driven tools, ₱2,000 for domain and SSL registration, ₱2,000 for training and support, and ₱3,000 for legal and compliance documentation. The project will undergo six phases such as Pre-Development, Project Proposal, Design and Modeling, Development, Testing, and Deployment. These milestones will ensure a structured approach, which will lead to a high-quality, secure, and user-friendly system that meets the clinic’s needs.
Other information regarding the project is in following sections where it provides the overview of the proposed system, detailing the operational challenges currently faced by the clinic, the expected outcomes and benefits, recommendations for implementing a modern solution, and the justifications for adopting this technology to enhance efficiency and effective health care services.
The APC Clinic is experiencing several operational challenges that hinder the effectiveness and efficiency of its processes. Patient records are stored in overloaded file cabinets, making record retrieval slow and inefficient. Appointment management relies on Microsoft Teams, which lacks features for tracking, rescheduling, and confirming appointments. Monthly reports are time-consuming to compile due to scattered, paper-based data. Additionally, the absence of an inventory system results in frequent stockouts, risks associated with expired medications, and unmonitored overstocking.
This project is expected to deliver significant benefits to all involved parties, including stakeholders and key stakeholders. For the stakeholders it will provide a clear, structured implementation path that improves efficiency, reduces manual workload, and supports better system maintenance and monitoring. The clinic will gain a modern, digitized platform that enhances daily operations and data accessibility.
The key stakeholders will experience faster and more reliable access to medical services. They will benefit from fast appointment system and accurate health records, nurses will be supported by tools that reduce routine burdens and minimize errors, and executives will gain valuable insights through automated reporting and better oversight of clinic operations.
To improve operations and support better healthcare services, it is recommended that the APC Clinic adopt modern technology solutions tailored to clinical workflows. This initiative should focus on automated systems that promote efficiency and reliability in handling clinical tasks.
The implementation of modern technology solutions at the APC Clinic is justified by the significant improvements these systems will provide. Quantitatively, implementing the proposed systems will reduce the time spent on record retrieval from several minutes to just 2 minutes, ensure zero conflicts in the appointment schedule, and cut down the time for generating monthly reports from hours to under 2 minutes. These improvements improve productivity and patient satisfaction, reduce administrative costs and errors in clinical processes. Failing to implement these solutions will result in continued problems. The reliance on outdated, paper-based systems will further hinder the clinic’s ability to scale, leaving it vulnerable to delays, errors, and missed opportunities to improve patient care. Therefore, adopting these technological solutions is essential to ensure the clinic remains competitive, efficient, and capable of meeting both current and future demands.
Name | Role | Description |
---|---|---|
Clart Kent Nailgas | Scrum Master | He ensures the team follows Scrum principles, supports the agile workflow, and helps keep the development process smooth and organized. In the context of PRIMS, he plays a key role in keeping the team on track, promoting collaboration, and making sure progress stays aligned with project goals |
Byron Louis Rabajante | Scrum Team Member (Developer, Designer) | He ensures the team follows Scrum principles, supports the agile workflow, and helps keep the development process smooth and organized. In the context of PRIMS, he plays a key role in keeping the team on track, promoting collaboration, and making sure progress stays aligned with project goals |
Shannelien Mae Catingub | Scrum Team Member (Developer, Designer) | She is responsible for overseeing the team’s adherence to Scrum principles, making sure the development process stays organized and on track. Her role helps maintain a steady workflow and encourages collaboration throughout the project. |
Erika Alessandra Daduya | Scrum Team Member (Developer, Designer) | She is responsible for designing the user interface and user experience of PRIMS, ensuring it is intuitive and accessible. Additionally, she contributes to project documentation, ensuring that all design and development processes are well-documented and aligned with project goals. |
Reycel John Carcueva | Scrum Team Member (Developer) | He ensures the team follows Scrum practices and supports an agile approach to development, helping keep everything running smoothly. His role helps the team stay focused, work efficiently, and adapt quickly to changes throughout the project |
John Keisuke Miyabe | Scrum Team Member (Developer) | He makes sure the team communicates effectively and meets its goals. His role is essential in maintaining momentum and delivering PRIMS features on time |
Nurse Ana Mae Torre | Stakeholder | She reviews the project specifications and overall scope making sure everything lines up with the goals. She makes sure that the deliverables meet the requirements and get approved as needed |
Jose Eugenio Quesada | Class Adviser | He guides the team, helping us stay within the academic standards and offering advice on how to manage the projects scope and deliverables effectively. |
The APC Clinic is a community-based healthcare provider that offers basic medical services, including consultations, health monitoring, and medication dispensing. However, the clinic still relies heavily on manual processes such as paper records, physical filing, and basic communication tools. These outdated systems are causing several issues that affect daily operations and patient care.
The APC Clinic is experiencing operational inefficiencies due to outdated and manual processes across critical areas of its healthcare service delivery. Medical records are stored in physical filing cabinets, which can be a lot, and makes it hard to find a specific record amongst all the existing ones, leading to significant delays in retrieving patient information. Appointment scheduling is though Microsoft teams which is a platform not dedicated to clinical services such as scheduling.
Additionally, the process of making monthly summary reports is time-consuming and error-prone, as it relies heavily on manually recorded, paper-based data that is difficult to consolidate. Another problem is that the clinic has no inventory system. This causes frequent medicine shortages, the use of expired supplies, and poor buying decisions. These issues can harm patients and raise costs.
These problems reduce the clinic’s efficiency and make it harder to provide timely, safe, and organized care. Staff spend extra time on manual tasks instead of focusing on patients. There’s also a higher risk of medical and administrative errors. Ultimately, these challenges lower the quality of service and increase operational costs. Overall, these problems make it hard for the clinic to provide fast and effective care. They also lower staff productivity and increase the chances of making mistakes.
The Patient Record and Interaction Management System (PRIMS) is a digital solution designed to streamline healthcare services for students and faculty of Asia Pacific College. PRIMS aims to enhance efficiency by automating patient record-keeping, appointment scheduling, and clinic inventory management. The system will reduce manual paperwork, improve data accuracy, and support timely medical interactions within the campus health clinic.
The main aim of this project is to develop an automated clinic system for the Asia-Pacific College (APC) Clinic. This system will streamline and digitalize the clinic's processes to improve efficiency, accuracy, and patient care. The key features and objectives of the system include the following:
- Retrieve medical records faster.
- Allow patients to schedule appointments online and receive timely notifications.
- Generate a summary of reports faster.
- Track and manage the clinic’s medication and supply inventory.
- Locate Medical Records in Approximately 1 Minute: By implementing an electronic health records (EHR) system, the project aims to reduce the time taken to locate a specific medical record by approximately 1 minute. This will enhance the clinic’s efficiency in handling patient information and providing timely care since an EHR system can reduce the time spent locating medical records by offering better organization, faster search capabilities, real-time access, and improved workflows.
- Zero Conflicts in Schedule: The online appointment scheduling system will ensure there are no conflicts in schedules by providing real-time updates and notifications to patients and healthcare providers. This system will help avoid double booking and ensure smooth appointment management.
- Generate Monthly Summary Reports in About 2 Minutes: The automated reporting tools will compile data from the clinic’s operations and generate comprehensive monthly summary reports in approximately 2 minutes. This will significantly reduce the time and effort required for manual report generation, allowing staff to focus more on patient care.
- Timely Delivery: The project is completed within the planned academic timeline, meeting all defined milestones.
- System Effectiveness: The platform fulfills all functional requirements and handles typical usage scenarios smoothly.
- User Acceptance: Feedback from students, faculty, and clinic staff reflects satisfaction with usability and usefulness.
- Security & Stability: The system demonstrates strong data protection measures and maintains consistent uptime.
- Operational Impact: The clinic experiences measurable improvements in workflow efficiency, accuracy, and service speed.
- Requirement Alignment: The final product aligns with all approved specifications and stakeholder expectations.
- Access to the PRIMS system will be strictly limited to students and staff of Asia Pacific College.
- As a web-based platform, PRIMS requires a stable internet connection and can only be accessed through desktops, laptops, or mobile devices.
- The system will be developed and documented for only 12 months which starts at third term of academic year 2023-2024 to first term of academic year 2025-2026.
Key Milestones | Target Date (MM/DD/YY) |
---|---|
Project Start | 03/25/2024 |
Project Charter Signed/Approved | 04/25/2024 |
Project Management Documents Signed/Approved | 05/27/2024 |
Front-end theme and user role planning | 05/28/2024 |
System Modeling Diagrams Finalization | 06/28/2024 |
UI Design Finalization | 07/01/2024 |
Internal Testing Complete | 12/02/2024 |
Initial Prototype Release | 01/10/2025 |
Final Prototype Completion | 04/23/2025 |
Project Deployment | 04/25/2025 |
Submission of Documentation | 05/05/2025 |
System Handover to the ITRO | 07/10/2025 |
Project Closeout | 07/10/2025 |
By aligning the PRIMS (Patient Record and Information Management System) project with the goals and vision of Asia Pacific College’s clinic, the system will serve as a strategic enabler that enhances operational efficiency, supports patient-centered care, and contributes to the clinic’s long-term digital transformation.
APC’s clinic aims to centralize and digitize all medical records of students, faculty, staff, and other stakeholders.
The PRIMS project supports this goal by providing a secure and structured online platform for storing, managing, and accessing medical records. It significantly reduces the need for physical storage, allows easy retrieval of patient data, and ensures records are updated in real time. This not only improves record accuracy and availability but also contributes to better clinical decision-making.
APC’s clinic aims to streamline appointment scheduling and reduce unnecessary waiting times.
PRIMS aligns with this goal through its appointment booking feature that allows patients to view available slots and schedule consultations online. Clinic staff can manage availability, and the system ensures that approved appointments are displayed clearly. This minimizes walk-in congestion and enhances service efficiency, especially with the clinic’s limited staff.
APC’s clinic aims to modernize services and adopt systems that adapt to patients’ evolving needs.
The project enables digital access to services such as appointment tracking, automated notifications, and updated medical records. By replacing manual procedures with automated workflows, PRIMS helps staff focus more on patient care rather than administrative tasks, thereby fostering a more agile and responsive clinic environment.
APC’s clinic aims to improve patient satisfaction through convenient and accessible healthcare services.
PRIMS enhances the overall patient experience by reducing paperwork, wait times, and miscommunication. With mobile-friendly access, clear interfaces, and prompt service updates, the system ensures that patients feel informed, cared for, and supported throughout their clinic visit.
This project requires a modest investment of ₱9,000, which is dedicated solely to cloud deployment and hosting services that are necessary to run the system online. This low-cost implementation is possible because the project will not incur additional costs or expenses for personnel, hardware, or software. The development team has made use of existing school infrastructure, such as available computers and internet access, and has relied on free, open-source technologies to build and maintain the system. Additionally, the project will be developed and managed internally by students or staff as part of their academic or institutional responsibilities, eliminating the need for external labor costs. Despite the minimal financial outlay, the expected benefits to Asia Pacific College’s clinic operations are substantial. These include improved access to patient records, reduced administrative workload, better appointment management, accurate and timely reporting, and enhanced patient communication. All these improvements will contribute to a more efficient and responsive healthcare service on campus, justifying the project’s value well beyond its limited cost.
Alternatives | Estimated Cost | Ease of use | Risk | Impact | Time to Implement |
---|---|---|---|---|---|
Do nothing and continue with manual processes | ₱0 | ★☆☆☆☆ (Very Poor) | HIGH | LOW | Immediate |
Use Excel + Cloud Storage | ~₱8,000/year (Google Workspace Basic or Microsoft 365 for 5 users | ★★☆☆☆ (Poor) | MEDIUM | MEDIUM | 1–2 weeks |
Buy a clinic software | ₱30,000–₱60,000/year (e.g., serious Philippine EHR solutions like SeriousMD, NowServing, or Medcurial) | ★★★★☆ (Good) | LOW | HIGH | 1–2 months |
Build a custom system (via PBL) | ₱0 (Free labor, may need ₱5,000–₱10,000 for server/domain) | ★★★★★ (Very Good) | LOW | HIGH | 3-6 months |
Recommendation based on Alternative Analysis
Option 4: developing a custom clinic management system is the most cost-effective and impactful solution for the APC Clinic. Since it will be tailored to the clinic’s exact needs, it offers excellent ease of use and long-term benefits. While it may take longer to implement and requires oversight, it avoids expensive annual fees and supports more relevant features. A small investment in hosting and maintenance ensures sustainability.
A web-based system is being developed for Asia Pacific College's (APC) clinic to address several operational challenges. Currently, the clinic struggles with managing and storing physical medical records, preparing monthly summary reports, scheduling appointments effectively, and communicating schedule updates promptly. These inefficiencies lead to time consumption and potential schedule conflicts. The primary objective of this project is to create and deploy a comprehensive system that facilitates student check-ins, manages medical records electronically, tracks medication inventory, and enables online appointment scheduling. By implementing these features, the clinic aims to streamline its processes and enhance the experience for both staff and patients. The project is scheduled to span the academic year from the third term of A.Y. 2023-2024 in March 2024 to the third term of A.Y. 2024-2025 in June 2025. The target audience includes APC students, staff, faculty members, and guests. The expected outcomes include the successful development and deployment of the clinic system, ensuring it meets the needs and garners satisfaction from the entire APC community.
This project offers a comprehensive clinic management system that serves both patients and APC nurses. For patients, it provides features such as appointment booking and cancellation. For APC nurses, it includes tools for managing medical records, tracking medical inventory, and overseeing appointments.
- Locate Medical Records in 2 Minutes
- Zero Conflicts in Schedule
- Generate Monthly Summary Reports in About 2 Minutes
The Patient Record and Interaction Management System, also known as PRIMS, project at Asia Pacific College’s Clinic is designed to streamline healthcare access for students and faculty. By enabling effortless appointment scheduling with nurses and managing clinic inventory, PRIMS aims to improve the efficiency and effectiveness of healthcare services on campus.
Objectives
- • Fast retrieval of medical records allows staff to quickly access patient medical histories, records, and improves service efficiency
- • Patients can conveniently book, reschedule, or cancel clinic appointments through the platform.
- • Generates accurate and up-to-date summary reports on clinic activities and patient visits.
- • Tracks usage and availability of medications and medical supplies in real time, helping prevent shortages and overstocking.
- • Sends automatic reminders and alerts for upcoming appointments, low inventory levels, and important health updates to keep both staff and patients informed.
Success Criteria
- Project Completion on Time – The project is delivered within the planned schedule, meeting all milestones and deadlines.
- Functionality and Performance – The system operates as intended, meeting functional requirements and handling expected workloads efficiently.
- User Satisfaction – Positive feedback is collected through surveys ensuring the system meets user needs.
- Security and Reliability – The system is secure, with no major vulnerabilities, and maintains high availability with minimal downtime.
- Efficiency Improvement – The project enhances operational workflows, reducing manual work, errors, or processing time.
- Compliance with Requirements – The final product adheres to all documented requirements, ensuring stakeholders' expectations are met.
The project team should develop a comprehensive list of high-level requirements that define the essential parameters within which the PRIMS project must operate. These requirements serve as critical guidelines and are informed by inputs from the project sponsor, clinic personnel, stakeholders, and the development team.
This project must meet the following requirements to ensure successful implementation:
- • The PRIMS system must undergo thorough testing in a controlled environment prior to deployment.
- • Deployment of the system must not disrupt existing clinic operations.
- • The solution must support secure and efficient retrieval of student medical records.
- • Appointment scheduling and inventory management features must be fully functional and user-friendly upon launch.
Additional requirements may be introduced as needed, subject to the approval of the project sponsor, as the project progresses.
The PRIMS project is bound by several key constraints that were considered throughout its development and implementation. First, the project is to be completed and refined within a fixed 12-month timeframe, from March 2024 to June 2025. Financially, the total budget is ₱654,178.80, allocated across various components such as staff compensation, cloud deployment, domain and SSL, legal compliance, training and support, and AI-driven tools. While no costs were incurred for hardware—since development devices were already available—and software development relied on free tools, necessary expenses were directed toward deployment infrastructure and personnel. This required the team to carefully manage funds while ensuring the system’s quality and compliance. The system must also operate within a defined scope, being a web-based platform accessible only to the APC community and compatible with common desktop and mobile devices. Additionally, it must comply with data protection regulations such as HIPAA and the Data Privacy Act of 2012, which impose strict requirements on how sensitive health data is stored, accessed, and secured.
The following assumptions are made for the successful execution of the PRIMS project:
- • The project team will have continuous access to a local development environment with the necessary tools (e.g., Laravel, MySQL, Composer) for development and testing.
- • Accurate and complete student and staff records will be available from the registrar’s database for integration into the PRIMS system.
- • The project will be completed within the defined academic timeline, across the three school terms allocated for development and deployment.
- • The system will comply with relevant data privacy laws and standards, including the Data Privacy Act of 2012 and HIPAA guidelines.
- • Stakeholders (clinic staff, doctors, and students) will be cooperative and willing to participate in system testing, feedback, and eventual adoption.
- • Basic training and system documentation will be provided to end-users to ensure smooth transition and usage of the new system.
- • The project team will maintain clear and consistent communication with clinic personnel, the IT advisor, and relevant APC departments throughout the development lifecycle.
The project is designed to that enables students, faculty, staff, alumni, guests, and parents of APC to schedule appointments with clinic nurses online, retrieve medical records efficiently, track and manage clinic inventory, and generate summary reports on clinic activities. The system will feature secure digital storage of patient health records, real-time inventory tracking to monitor stock levels and expiration dates, automated appointment notifications for patients, and monthly reporting functionalities to support planning and decision-making. Additionally, the project will be a web-based platform accessible through desktops, laptops, and mobile devices, requiring an internet connection. Furthermore, while this document captures the high-level scope, requirements, and goals, further details will be progressively elaborated as the project moves forward.
Since PRIMS stores sensitive health records of students, one of the biggest concerns is keeping that information secure. If someone gains access without permission, whether it's a hacker or even someone from inside who access should not have, it could expose personal medical details. That kind of leak can lead to serious issues like identity theft or loss of trust from students. Plus, it could get the school in trouble legally if it violates the Data Privacy Act. This is why strong security measures, like encryption and strict access controls, are essential.
If the system goes down due to server issues, bugs, or even internet problems, it could really disrupt clinic operations. Students might not be able to book appointments, and the staff could be locked out of important records, which is a big problem especially in urgent situations. Even short outages can cause a lot of frustration and might make people hesitant to rely on the system in the future. If downtime happens frequently, it could damage the system’s reputation and lead users to go back to manual processes.
A system like PRIMS is only as good as the data inside it. If records are entered incorrectly or get lost due to software errors, it could lead to big problems like a student receiving the wrong treatment or the clinic running out of important supplies. These kinds of mistakes often come from simple human error, but they can have serious consequences. If there’s no proper backup or validation in place, corrupted or missing data could set the clinic back and shake users’ confidence in the system.
The following deliverables of this project are as follows:
A web-based system that streamlines healthcare access for students and faculty of Asia Pacific College.
- • Patient Record Management Module
- • Appointment Scheduling
- • Clinic Inventory Management
- • Reporting Tools
System Architecture & Design: All necessary prototype, diagrams and descriptions to communicate how the system is structured, how components interact, and how data flows throughout the system.
Project Management Documentation: All the written records, plans, and tools used to manage a project effectively.
Key Milestones | Target Date (MM/DD/YY) |
---|---|
Project Start | 03/25/2024 |
Project Charter Signed/Approved | 04/25/2024 |
Project Management Documents Signed/Approved | 05/27/2024 |
Front-end theme and user role planning | 05/28/2024 |
System Modeling Diagrams Finalization | 06/28/2024 |
UI Design Finalization | 07/01/2024 |
Internal Testing Complete | 12/02/2024 |
Initial Prototype Release | 01/10/2025 |
Final Prototype Completion | 04/23/2025 |
Project Deployment | 04/25/2025 |
Submission of Documentation | 05/05/2025 |
System Handover to the ITRO | 07/10/2025 |
Project Closeout | 07/10/2025 |
The project budget will be allocated solely for deployment, as hardware interfaces are readily available, and software interfaces are completely free. The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project.
The project budget will be allocated primarily for deployment and labor, as hardware interfaces are readily available, and software interfaces are mostly free. The following table summarizes the planned cost components and estimated costs required for the successful completion of the project.
Project Component | Component Cost | Justification |
---|---|---|
Personal Resources | ₱40,000 | Compensation for developers, testers, and analyst over the entire project duration. |
Hardware | ₱0 | Devices used for development |
HubSpot's AI-driven tools | ₱40,177.80 | The cost covers the integration of HubSpot's AI-driven tools for automated communication, user interaction tracking, and system efficiency. |
Cloud Deployment & Hosting | ₱9,000 | Hosting the system online via cloud provider (Alibaba) |
Domain & SSL | ₱2,000 | Purchase value of the domain that is going to be used. |
Training and support | ₱2,000 | Preparation for deployment and support for clinic staff. |
Legal & Compliance | ₱3,000 | Covers creation of data privacy policies, terms of use, and patient consent to comply with R.A. 10173 (Data Privacy Act of 2012) |
Subtotal | ₱96,177.80 | |
Staff/Labor | ₱558,000 | Covers all necessary tasks and efforts required to complete the project efficiently and meet all specified requirements. |
Total | ₱654,178.80 |
The PRIMS project will be considered for final approval based on the following criteria:
- Completion of core deliverables: including digitization of patient health records, deployment of the PRIMS system, and implementation of automated report generation features.
- System testing and validation must be completed: with test results reviewed and signed off by the project manager and IT advisor.
-
Formal approval will be granted by the Project Sponsor upon:
- Verification that all documented objectives have been met.
- A successful presentation/demo of the deployed system to clinic stakeholders.
- Submission of all project documentation, including technical and user guides.
Mr. Byron Louis Rabajante has been appointed as the Project Manager for the Patient Record Interactive Management System (PRIMS) Project. Mr. Rabajante is responsible for ensuring that all tasks, timelines, and deliverables are met, and for keeping communication clear and consistent throughout the project.
Mr. Rabajante also leads a team of six members, each contributing to areas like development, design, and documentation. The team will work closely together, with clearly defined roles, to make sure both the technical and administrative sides of the project are handled effectively.
The stakeholder management strategy will be applied to identify and effectively engage all relevant stakeholders involved in the development of the Patient Record Inventory Management System (PRIMS) for Asia Pacific College. This web-based solution is designed to streamline the school clinic’s operations by enabling efficient medical record retrieval, appointment scheduling, and inventory management. A structured development process, covering requirements analysis, system design, user role definition, and prototype creation will be followed to ensure that each feature aligns with the clinic’s operational needs and enhances the overall experience for both students and clinic personnel.
The key stakeholders identified for this project include individuals and groups who play significant roles in its planning, execution, and impact. Byron Louis Rabajante, Clart Kent Nailgas, Erika Alessandra Daduya, Shannelien Mae Catingub, John Keisuke Miyabe, and Reycel John Carcueva are core members contributing to the project's development and implementation. Mr. Ryan John Perez provides leadership and oversight, ensuring that the project aligns with institutional goals and standards. Nurse Ana Mae Torre and Doc. Jun Avendaño is responsible for providing healthcare insights and ensuring the system meets medical service requirements. Lastly, the broader community of APC students, staff, and faculty members are essential stakeholders, as they will be the primary users and beneficiaries of the project. Their needs, feedback, and engagement are crucial for the project's success and long-term sustainability.
Key stakeholders include all groups and individuals who are impacted and indirectly support the project. The success of the project relies on the active involvement and collaboration of key stakeholders. Their participation, expertise, and engagement are critical to aligning the solutions with operational needs, ensuring effective implementation.
Name |
Power/Interest |
Current Engagement |
Potential Management Strategies |
Byron Louis Rabajante |
High/High |
Leading |
Include in decision making, regular progress reviews. |
Clart Kent Nailgas |
High/High |
Leading |
Manage closely and involve in key decisions. |
Shannelien Mae Catingub |
High/High |
Leading |
Manage closely and involve in key decisions. |
Erika Alessandra Daduya |
High/High |
Leading |
Manage closely and involve in key decisions. |
Reycel John Emmanuel Carcueva |
High/High |
Leading |
Manage closely and involve in key decisions. |
John Keisuke Miyabe |
High/High |
Leading |
Manage closely and involve in key decisions. |
Ryan John Perez |
High/High |
Supportive |
Engage regularly; provide management support and project updates. |
Nurse Ana Mae Torre |
Low/High |
Supportive |
Keep informed of progress and engage in usability testing. |
Dr. Jun Avendano |
Low/High |
Neutral |
Keep informed of project status and timelines. |
APC Students |
Low/Low |
Neutral |
Gather feedback as future users or assistants in patient interaction. |
Parents |
Low/Low |
Neutral |
Provide general awareness about the system; share updates only when directly relevant. |
Staff |
Low/Low |
Neutral |
Monitor feedback periodically to identify usability issues. |
Faculty Members |
High/Low |
Neutral |
Keep informed of project milestones; engage selectively for academic/research alignment or endorsement. |
Scope Management is the collection of processes that ensure the project includes all the work required and only the work required to complete the project successfully. The Scope Management Plan outlines how the scope will be defined, developed, validated, and controlled. It clearly specifies the roles and responsibilities regarding scope and serves as a guideline for managing and controlling what is and is not included in the project.
Project Scope Management follows a five-step process:
-
1. Collect Requirements
- This is the process of determining, documenting, and managing stakeholder needs and expectations. It involves gathering requirements through techniques such as interviews, questionnaires, workshops, and observations. The goal is to capture both functional and non-functional requirements to guide the project's design and execution.
-
2. Define Scope
- This process involves developing a detailed project scope statement that clearly defines the boundaries of the project, the deliverables, the assumptions, and the constraints. The scope statement serves as a reference point for all future project decisions and ensures all stakeholders have a shared understanding of the project goals.
-
3. Create Work Breakdown Structure (WBS)
- This process breaks project deliverables down into progressively smaller and more manageable components, known as work packages at the lowest level. This hierarchical decomposition helps with estimating cost and time, assigning resources, and tracking progress, making the project easier to schedule, monitor, and control.
-
4. Verify Scope
- This is the process of formalizing acceptance of the completed project deliverables. It involves reviewing deliverables with the project to ensure they meet the agreed-upon scope and obtaining sign-off for completion. It is closely tied to the quality control process.
-
5. Control Scope
- This process involves monitoring the project and product scope and managing changes to the scope baseline. It ensures that any scope changes are evaluated and approved through a formal change control process to prevent scope creep the uncontrolled expansion of project scope without adjustments to time, cost, and resources.
This section provides a summary of the Scope Management Plan for the Patient Record and Interaction Management System. It outlines how project scope is defined, controlled, and validated throughout the project lifecycle.
The Project Manager is responsible for managing and controlling the project scope. He ensures all work aligns with the approved Scope Statement and Work Breakdown Structure. On the other hand, the Project Sponsor holds the authority to approve or reject scope changes. The University IT Team and Enrollment Office staff support the scope definition and contribute to deliverables.
The project scope is defined and documented using:
- • Project Scope Statement
- • Work Breakdown Structure (WBS)
- • WBS Dictionary
- • Statement of Work (SOW)
To ensure all work aligns with the project scope:
- • Quality Checklists will be used during designing and testing phases to confirm completion of requirements.
- • Scope Baseline will be reviewed regularly to monitor alignment with project deliverables.
- 1. Initiation – Any stakeholder may raise a change request.
- 2. Documentation – All requests must be submitted using the standardized Scope Change Request Form.
- 3. Impact Analysis – The Project Manager will analyze the change's impact on cost, time, and resources.
- 4. Review & Approval – The Change Control Board (CCB), consisting of the Project Sponsor and Project Manager, will review and approve or reject the request.
- 5. Implementation – Approved changes will be added to the revised Scope Baseline and communicated to all stakeholders.
The final deliverables will be reviewed and approved by the Project Sponsor. A formal Project Scope Acceptance Form will be signed upon confirmation that all work has been completed according to the approved scope.
Name |
Role |
Responsibility |
Nurse Ana Mae Torre |
Project Sponsor |
Defines project vision, approves scope and guides process. |
Byron Louis Rabajante |
Project Manager |
Oversees project planning, execution, and delivery. |
Clart Kent Nailgas |
Scrum Master |
Keeps the project on track and facilitates scrum meetings. |
Erika Alessandra Daduya |
Developer |
Leads development process. |
Shannelien Mae Catingub |
Developer |
Leads documentation process for every project aspect. |
John Keisuke Miyabe |
Developer |
Performs quality assurance testing. |
Reycel John Emmanuel Carcueva |
Developer |
Performs quality assurance testing. |
Mr. Ryan John Perez |
Project Adviser |
Provides expert guidance, advice on systems development and documentation. |
Dr. Jun Avendano |
Doctor |
Gives the requirements of the proposed project. |
- • Development of a secure, web-based Patient Record and Interaction Management System (PRIMS) for Asia Pacific College’s Clinic.
- • System access restricted to Asia Pacific College affiliates, including students, parents, alumni, guests, faculty, and staff.
- • Features include patient record management, appointment scheduling, and clinic inventory tracking.
- • Accessibility via internet-enabled devices (desktops, laptops, and mobile phones) through web browsers.
- • Public or external medical institutions have access to the system.
- • Offline functionality or standalone desktop software.
- • Development of native mobile applications.
- • Integration with external hospital or healthcare systems.
The project aims to implement a web-based system for managing student health records and clinic interactions within the school clinic. The project will deliver a fully functional, secure, and user-friendly clinic management platform for the Asia Pacific College Clinic. It will replace manual, paper-based procedures with a centralized digital system that automates appointment scheduling, electronic medical records management, report generation, and inventory tracking.
The project will be accepted upon meeting all functional, performance, and usability requirements agreed upon by the stakeholders. The modules must be fully operational based on their defined use cases and must perform accurately under expected conditions. The system should demonstrate consistent behavior, efficient processing, and an intuitive user interface suitable for its intended users. Security is a critical component of the acceptance criteria. The system must enforce appropriate access controls, ensure data confidentiality, and comply with relevant privacy and data protection standards. All sensitive information must be securely stored and transmitted. Before final acceptance, the system must successfully complete all required testing phases, including functional, performance, and security testing. Training materials and user documentation must be provided, and users must be able to operate the system independently following orientation. The project will be considered accepted only after successful User Acceptance Testing (UAT) and formal approval from the designated stakeholders.
The project will have the following module:
- • Patient Record Management Module
- • Appointment Scheduling
- • Clinic Inventory Management
- • Reporting Tools
Other requirements include:
- • Consolidated Project Management Documents
- • Relevant Technical Documentation
- • System Design
- • Prototype/Wireframe
The scope of this clinic system project will be limited in several ways to maintain focus and ensure successful delivery within the defined timeline. Access to the system will be restricted exclusively to individuals affiliated with Asia Pacific College, including students, parents, alumni, guests, faculty, and staff. The system will not be available to the public or external medical institutions. As a web-based platform, the clinic system will require a stable internet connection for access and will not support offline functionality. It will be accessible only through internet-enabled devices such as desktops, laptops, and mobile phones, with no standalone desktop software or native mobile applications being developed. Additionally, the system will not include any telemedicine features such as video consultations or integration with external hospital systems. Furthermore, the project will not cover support or maintenance services beyond the 12-month academic development timeline unless otherwise agreed upon.
The project must be completed within the current academic term, with a fixed deadline for full system deployment. Furthermore, the team for this project is composed of a small number of student developers and advisors. Existing equipment and IT infrastructure will be used for development and deployment. The project also has a limited budget, which will be held only for services that are needed for deploying the project.
It is assumed that clinic staff will actively participate in system testing and provide timely feedback during the development phase. It is also assumed that data provided by the clinic for testing is accurate and complies with institutional privacy policies. Furthermore, it is assumed that there will be no significant changes in project requirements once development begins, and that stakeholder decisions will be made promptly to avoid delays.
This Work Breakdown Structure (WBS) outlines the major phases and detailed tasks involved in the development of the Patient Record Interactive Management System. This serves as a roadmap for the project’s execution by breaking down the overall scope into sections, including initiation, planning, execution, control, and closeout. This structure also helps in monitoring progress, managing risks, and ensuring the successful deployment of the system at Asia Pacific College.
1.0 Patient Record Interactive Management System
-
1.1 Initiation
- 1.1.1 Evaluate Project Topic & Feasibility
- 1.1.2 Create Business Case
- 1.1.3 Create Project Charter
- 1.1.4 Identify Stakeholders
- 1.1.5 Deliverable: Submit Project Charter
- 1.1.6 Project Sponsor Reviews Project Charter
- 1.1.7 Project Charter Signed/Approved
-
1.2 Planning
- 1.2.1 Create Stakeholders Management Strategy Plan
- 1.2.2 Create Stakeholder Analysis
- 1.2.3 Create Scope Management Plan
- 1.2.4 Create Schedule Management Plan
- 1.2.5 Create Cost Management Plan
- 1.2.6 Create Work Breakdown Structure
- 1.2.7 Create Human Resource Management Plan
- 1.2.8 Create Quality Management Plan
- 1.2.9 Create Risk Management Plan
- 1.2.10 Create Communications Management Plan
- 1.2.11 Create Change Management Plan
- 1.2.12 Create Implementation Plan
- 1.2.13 Deliverable: Submit Documents
- 1.2.14 Project Team Meeting
- 1.2.15 Project Sponsor Reviews Documents
- 1.2.16 Milestone: Documents Signed/Approved
-
1.3 Execution
- 1.3.1 Project Kickoff Meeting for Analysis and Design
- 1.3.2 Verify & Validate System/User Requirements
- 1.3.3 Design System
- 1.3.3.1 Develop Requirements Analysis
- 1.3.3.2 Develop System Analysis
- 1.3.3.3 Create System Wireframe
- 1.3.3.4 Create UI/UX Design
- 1.3.4 Set Up Development Environment
- 1.3.5 Develop Core Features
- 1.3.5.1 Log In
Scope verification ensures that the project deliverables align with the originally defined project scope and that all deliverables are formally accepted by the customer or sponsor. This process is critical in preventing misunderstandings and rework and helps ensure project success. Deliverables should be reviewed and formally accepted throughout the project lifecycle, not just at the end. This incremental approach to acceptance enables early detection of issues, timely feedback, and smoother project progression.
For this project, the project team will use the following techniques and tools to verify that deliverables meet the original scope requirements:
-
Quality Checklists
- Quality checklists are predefined lists of items, tasks, or deliverables that must be reviewed or completed. These checklists help ensure consistency and completeness in the deliverables and confirm that all required features and functionalities have been implemented as defined in the scope.
-
Work Performance Measurements
- These are quantitative indicators such as progress reports, earned value analysis, and performance metrics that show how the deliverables align with the project scope, budget, and timeline. By analyzing work performance data, the team can verify whether scope-related requirements are being met.
-
Scope Baseline
- The scope baseline, which consists of the project scope statement, the Work Breakdown Structure (WBS), and the WBS dictionary, serves as the official point of reference for all deliverables. Verification involves comparing the actual project outputs against this baseline to ensure alignment and detect any deviations.
-
Formal Acceptance
- Formal acceptance involves obtaining documented confirmation from the customer or sponsor that the deliverables meet the agreed-upon criteria. This usually requires a signature or written approval and serves as a legal acknowledgment that the deliverables are complete and satisfactory.
By consistently applying these verification techniques, the project team can ensure that all outputs of the PRIMS are delivered according to the defined scope and are formally accepted in a timely and structured manner.
Scope control is the process of monitoring the status of the project scope and managing changes to the scope baseline. It ensures that all scope changes are properly evaluated, documented, and either approved or rejected through a formal process. The main objective is to prevent scope creep, which refers to uncontrolled and unauthorized changes that can impact project cost, schedule, and quality.
Scope control involves:
- 1. Monitoring Scope Performance
The project team continuously monitors work performance to ensure that all deliverables align with the approved scope. This includes tracking progress against the Work Breakdown Structure (WBS) and verifying that completed tasks match what was originally planned.
- 2. Managing Scope Changes
-
Any proposed changes to the scope are handled through a formal change control process. This includes:
- • Change Request Submission – Stakeholders submit a change request detailing the proposed modification.
- • Impact Analysis – The project team evaluates the impact of the change on time, cost, resources, and quality.
- • Change Control Board (CCB) Review – A designated authority, such as a project manager or change control board, reviews and approves or rejects the change.
- • Documentation Update – Approved changes are reflected in the scope baseline, WBS, project plan, and other related documents.
- • Communication – All relevant stakeholders are informed of the approved changes and how they affect the project.
-
3. Tools and Technique Used
- • Variance Analysis – Compares actual project performance against the scope baseline.
- • Trend Analysis – Identifies patterns that may indicate potential scope issues.
- • Project Management Software – Tracks tasks, deliverables, and scope changes in real-time.
By implementing robust scope control practices, the project team can ensure that the PRIMS remains aligned with the original goals and constraints, while also allowing for necessary and properly managed adjustments.
The Schedule Management Plan for the Patient Record Interactive Management System (PRIMS) outlines the approach used to define project activities, sequence tasks, estimate durations, and develop a comprehensive project timeline. Utilizing Agile methodology, the plan ensures iterative development, timely feedback, and flexible adjustments throughout the project lifecycle. It also includes procedures for tracking progress, managing changes, and ensuring the schedule aligns with the overall objectives of enhancing healthcare access and inventory control at Asia Pacific College’s clinic.
The Schedule Management Approach for PRIMS establishes a clear framework for planning and controlling the project timeline. It identifies key roles and responsibilities within the development team, outlines major milestones such as system design, implementation, testing, and deployment, and specifies the scheduling tools (e.g., Gantt charts, task boards) to be used. Agile sprints will guide the iterative development, with weekly check-ins and backlog refinements ensuring adaptability. This approach facilitates consistent communication, early identification of delays, and timely delivery of project components.
Scheduling Tool/Format
Agile project management tools such as Jira and OpenProject will be utilized to effectively manage the project schedule. These platforms facilitate iterative planning, real-time progress tracking, and seamless team collaboration.
Jira will support sprint planning, task delegation, and monitoring team performance through features such as Kanban boards and burndown charts. Meanwhile, OpenProject will be used to create and maintain a Gantt chart, allowing clear visualization of timelines, task dependencies, and key milestones.
Together, these tools will help maintain an organized workflow and ensure that project objectives are met on schedule.
Schedule Milestones
The project timeline may be adjusted as requirements evolve throughout development. Any updates to the schedule will be communicated by the project manager during regular status meetings. A summary of the key project milestones is outlined below:
Key Milestones | Target Date (MM/DD/YY) |
---|---|
Project Start | 03/25/2024 |
Project Charter Signed/Approved | 04/01/2024 |
Project Management Documents Signed/Approved | 05/01/2024 |
Front-end theme and user role planning | 04/27/2024 |
UI Design Finalization | 05/05/2024 |
System Modeling Diagrams Finalization | 08/16/2024 |
Initial Prototype Release | 01/10/2025 |
Internal Testing | 01/12/2025 |
Final Prototype Completion | 03/13/2025 |
Project Deployment | 07/07/2025 |
Submission of Documentation | 07/08/2025 |
System Handover to the ITRO | 07/09/2025 |
Project Close out | 07/10/2025 |
The Schedule Control section defines how the project timeline for the Patient Record Interactive Management System (PRIMS) will be monitored and maintained throughout the development cycle. It includes procedures for evaluating progress, implementing schedule changes, communicating updates, and assigning responsibilities to ensure the project remains on track.
Weekly Progress Reports: The development team will submit weekly progress reports summarizing completed tasks, upcoming activities, identified risks, and any delays. These reports ensure transparency and keep all stakeholders informed of the project’s current status.
Project Dashboard: A live project dashboard, managed through tools such as Trello or Jira, will provide real-time tracking of sprint progress, task completion, and team performance metrics. This enables quick identification of bottlenecks or issues requiring attention.
Status Meetings: Weekly sprint review and planning meetings will be conducted to assess progress, realign goals, and make informed decisions about any required adjustments. These sessions support continuous communication and team coordination throughout the project lifecycle.
Roles and responsibilities
- Scrum Master: Collaborates with the Project Manager and Product Owner to track progress and resolve schedule-related issues.
- Product Owner: Oversees task prioritization, ensures deliverables align with the timeline, and recommends adjustments when necessary.
- Development Team: Engages in weekly review sessions, reports task progress, and flags potential delays early to maintain schedule integrity.
- Stakeholders: Participate in milestone reviews and provide input on timeline changes during monthly meetings.
- Project Advisers: Monitor the overall schedule to ensure it aligns with both project objectives and academic requirements.
Setting boundary criteria defined by the project adviser and stakeholders is essential in establishing the schedule parameters for the Patient Record Interactive Management System (PRIMS). These boundaries ensure that the development process remains aligned with the approved timeline and objectives. Any circumstance that may lead to a significant deviation from these parameters requires a formal schedule change request.
The change request must include a detailed analysis of the modification’s impact on the project schedule, available resources, and deliverables. It should also outline the reason for the change, any associated risks, and proposed mitigation strategies. This structured approach ensures that all major schedule adjustments are carefully evaluated, documented, and approved, promoting transparency and accountability throughout the development lifecycle.
Approved scope changes in the PRIMS project, such as the addition of new system modules, adjustments to existing features, or revised user requirements, may require updates to the project schedule. These changes will be reviewed by the project team to determine their effect on current sprint timelines, workload, and resources.
This evaluation will assess how the scope of change aligns with in-progress tasks and whether existing deadlines or staffing levels need adjustment. By handling scope changes methodically, the PRIMS project minimizes disruption, maintains schedule integrity, and ensures the final system remains aligned with its goals and user needs.
A digitized clinic system is crucial in modern healthcare as it significantly enhances efficiency, accuracy, and accessibility in managing patient information. By replacing manual records with electronic data management, clinics can streamline administrative tasks, reduce human error, and ensure that critical patient information is securely stored and easily retrievable. This not only improves the quality of care but also allows healthcare providers to make faster, more informed decisions. Additionally, a digital system supports better coordination among staff, facilitates appointment scheduling, billing, and reporting, and ultimately contributes to a more organized, reliable, and patient-centered healthcare experience.
The Cost Management Plan is a vital component of this project as it ensures that all financial resources are properly planned, monitored, and controlled throughout the project lifecycle. It provides a structured approach to estimating, budgeting, and managing expenses, helping the team avoid overspending and ensuring that the project stays within its allocated budget. By defining how costs will be tracked and reported, the plan supports informed decision-making and early identification of potential financial issues. This level of control not only promotes accountability but also increases the chances of project success by aligning expenditures with project goals and stakeholder expectations.
The cost management approach for the Patient Record Interactive Management System (PRIMS) will be based on the following principles:
- Estimation of Cost – The team will utilize a bottom–up approach and analogous estimating to estimate the costs in developing and deploying the system.
- Cost Baseline – Based on the estimated cost of the project, the project team will propose a budget that will cover all costs. The budget will be reviewed and approved by the project sponsor.
- Cost Control – The team will monitor the actual costs and compare them with the approved budget to make sure the project is on track financially.
- Proper report and communication – Regular costs report will be produced and distributed to the project team, stakeholders, and the project sponsor.
The ideal reporting format for the cost management plan for PRIMS should be easily understandable and accessible to all stakeholders, including the project team and stakeholders. The reporting format for the cost management plan would include the following elements:
- Executive Summary – Brief overview of the cost management plan.
- Cost breakdown – Provides a detailed description of how the total project costs is distributed across various categories.
- Cost Variance Analysis – An analysis of any variances between project actual costs and budgeted costs. Explanation of the cause of the variances and its impact on the project and how to deal with it.
- Budget Forecast – Shows future spending based on current trends. This includes discussion of possible risks that can increase costs and strategies to mitigate them.
- Cost tracking and Reporting Frequency – Explains how the team will continue to monitor costs. It is also indicated here how often reports will be created and what tools will be used to keep the whole team aligned and accountable.
- Approval and sign off – This section is where the stakeholder will sign to approve the report.
- Appendices (if needed) – This contains any supporting documents.
This section of the Cost Management Plan explains how cost and schedule variances will be monitored and addressed. If the project’s financial or time performance moves beyond acceptable limits, a structured process will be followed to correct the course and ensure the project remains viable and aligned with its objectives.
For PRIMS, specific thresholds have been established. These thresholds are based on the Cost Performance Index (CPI) and the Schedule Performance Index (SPI). If either CPI or SPI falls below 0.8 or rises above 1.2, it indicates a significant variance from the plan either overspending or being under budget to a problematic degree which requires corrective action.
When a variance crosses the threshold:
- Initial Review and Reporting - The Project Manager will identify the issue and analyze the cause of the cost or schedule variance. This initial assessment will be reported to the Project Sponsor within five business days from the time the variance is identified.
- Corrective Action Proposal - The Project Manager will prepare and present a set of options to address the variance. These options may include increasing the budget, adjusting the project scope, revising quality expectations, rescheduling activities, or reallocating resources.
- Sponsor Decision and Approval - Once the Project Sponsor selects the most appropriate corrective option, the Project Manager has three business days to submit a formal Cost Variance Corrective Action Plan. This plan will include:
- A description of the corrective steps to be taken
- An estimate of how these actions will affect the overall project
- Metrics or indicators to measure the success of the corrective actions
- Plan Implementation and Integration - After the corrective plan is approved, it will be incorporated into the overall project plan. The necessary updates will be made to the project schedule, budget documents, and stakeholder reports to reflect the new course of action.
The cost change control process ensures that any adjustments to the project’s budget are managed in a structured and transparent way. For the PRIMS project, cost changes will follow the same procedures outlined in the overall project change control process, unless specific cost-related requirements are identified.
All proposed changes that impact the project budget, whether increasing, decreasing, or reallocating funds, must go through the formal change request process. This involves documenting the reason for the change, assessing the financial and operational impact, and evaluating the risks and benefits of implementing the change.
No budget or cost adjustments will be made without proper authorization. All cost-related change requests must be reviewed and approved by the Project Sponsor before any changes are implemented. This ensures that financial accountability is maintained and that resources are aligned with project priorities.
Once approved, the updated budget figures will be reflected in the official project documentation and communicated to all relevant stakeholders. Any change in cost will also trigger a review of the project schedule, scope, and resource plans to ensure alignment across all areas of project execution.
This process helps maintain control over project finances and prevents unauthorized or unmanaged spending.
The budget for this project is detailed below. Costs for this project are presented in various categories.
Task | Description | Estimated Hours | Rate (PHP/hour) | Cost (PHP) |
---|---|---|---|---|
1.0 Initiation | ||||
1.0.1 | Identify Client | 32 | 200 | 6,400.00 |
1.0.2 | Evaluate Project Topic & Feasibility | 32 | 200 | 6,400.00 |
1.0.3 | Lean Canvas | 40 | 200 | 8,000.00 |
1.0.4 | Business Case | 40 | 200 | 8,000.00 |
1.0.5 | Project Charter | 48 | 200 | 9,600.00 |
1.0.6 | Identify Stakeholders | 40 | 210 | 8,400.00 |
1.0.7 | Milestone: Project Charter Signed/Approved | 8 | 200 | 1,600.00 |
Subtotal | 48,400.00 | |||
1.1 Planning | ||||
1.1.1.1 | Stakeholders Management Strategy Plan | 56 | 200 | 11,200.00 |
1.1.1.2 | Stakeholder Analysis | 56 | 210 | 11,760.00 |
1.1.1.3 | Scope Management Plan | 72 | 210 | 15,120.00 |
1.1.1.4 | Schedule Management Plan | 72 | 200 | 14,400.00 |
1.1.1.5 | Cost Management Plan | 72 | 210 | 15,120.00 |
1.1.1.6 | Work Breakdown Structure | 24 | 210 | 5,040.00 |
1.1.1.7 | Human Resource Management Plan | 48 | 210 | 10,080.00 |
1.1.1.8 | Quality Management Plan | 48 | 210 | 10,080.00 |
1.1.1.9 | Risk Management Plan | 48 | 200 | 9,600.00 |
1.2.1.10 | Communications Management Plan | 56 | 200 | 11,200.00 |
1.2.1.11 | Change Management Plan | 48 | 210 | 10,080.00 |
1.2.1.12 | Implementation Plan | 32 | 210 | 6,720.00 |
1.1.2 | Milestone: Project Management Documents Signed/Approved | 8 | 200 | 1,600.00 |
Subtotal | 132,000.00 | |||
1.3 Development | ||||
1.3.1 | Project Kickoff Meeting for Analysis and Design | 8 | 200 | 1,600.00 |
1.3.3.1 | Milestone: Front-end theme and user role planning | 8 | 200 | 1,600.00 |
1.3.3.2 | Create System Wireframe | 176 | 210 | 36,960.00 |
1.2.3.3 | Create Use Case Diagram | 24 | 210 | 5,040.00 |
1.3.3.4 | Create Data Flow Diagram | 24 | 210 | 5,040.00 |
1.3.3.5 | Create Activity Diagrams | 24 | 200 | 4,800.00 |
1.2.3.6 | Create Entity Relationship Diagram | 24 | 200 | 4,800.00 |
1.2.3.7 | Milestone: UI/UX Design Finalization | 8 | 200 | 1,600.00 |
1.2.3.8 | Milestone: System Modeling Diagrams Finalization | 8 | 210 | 1,680.00 |
1.2.4 | Set Up Development Environment | 8 | 210 | 1,680.00 |
1.2.5.1 | Log In | 104 | 210 | 21,840.00 |
1.2.5.2 | Appointment | 200 | 210 | 42,000.00 |
1.2.5.3 | Notification | 120 | 210 | 25,200.00 |
1.2.5.4 | Inventory | 184 | 210 | 38,640.00 |
1.2.5.5 | Patient Medical Record | 168 | 210 | 35,280.00 |
1.3.6.1 | Summary Reports Generation | 168 | 200 | 33,600.00 |
1.3.6.2 | AI Chatbot | 56 | 200 | 11,200.00 |
1.3.7 | Milestone: Initial Prototype Release | 8 | 200 | 1,600.00 |
Subtotal | 274,160.00 | |||
1.3 Implementation | ||||
1.3.1 | Execute Test Cases | 264 | 210 | 55,440.00 |
1.3.2 | Execute Quality Testing | 112 | 210 | 23,520.00 |
1.3.3 | Milestone: Final Prototype Completion | 8 | 200 | 1,600.00 |
1.3.4 | Milestone: Project Deployment | 8 | 200 | 1,600.00 |
Subtotal | 82,160.00 | |||
1.4 Closeout | ||||
1.4.1 | Create User Manual | 48 | 210 | 10,080.00 |
1.4.2 | Milestone: Submission of Documentation | 8 | 200 | 1,600.00 |
1.4.3 | Milestone: User Training and System Handover to ITRO | 40 | 200 | 8,000.00 |
1.4.4 | Milestone: Project Sign-off | 8 | 200 | 1,600.00 |
Subtotal | 21,280.00 | |||
Total Cost | 558,000.00 |
The Work Breakdown Structure presented here represents all the work required to complete this project.
1.0 Patient Record Interactive Management System
-
1.1 Initiation
- 1.1.1 Identify Client
- 1.1.2 Evaluate Project Topic & Feasibility
- 1.1.3 Create Lean Canvas
- 1.1.4 Create Business Case
- 1.1.5 Create Project Charter
- 1.1.6 Identify Stakeholders
- 1.1.7 Project Charter Signed/Approved
-
1.2 Planning
- 1.2.1 Create Project Management Documents
- 1.2.1.1 Create Stakeholders Management Strategy Plan
- 1.2.1.2 Create Stakeholder Analysis
- 1.2.1.3 Create Scope Management Plan
- 1.2.1.4 Create Schedule Management Plan
- 1.2.1.5 Create Cost Management Plan
- 1.2.1.6 Create Work Breakdown Structure
- 1.2.1.7 Create Human Resource Management Plan
- 1.2.1.8 Create Quality Management Plan
- 1.2.1.9 Create Risk Management Plan
- 1.2.1.10 Create Communications Management Plan
- 1.2.1.11 Create Change Management Plan
- 1.2.1.12 Create Implementation Plan
- 1.2.2 Documents Signed/Approved
- 1.2.1 Create Project Management Documents
-
1.3 Development
- 1.3.1 Project Kickoff Meeting for Analysis and Design
- 1.3.2 Design System
- 1.3.2.1 Front-end Theme and User Role Planning
- 1.3.2.2 Create System Wireframe
- 1.3.2.3 Create Use Case Diagram
- 1.3.2.4 Create Data Flow Diagram
- 1.3.2.5 Create Activity Diagrams
- 1.3.2.6 Create Entity Relationship Diagram
- 1.3.2.7 UI/UX Design Finalization
- 1.3.2.8 System Modelling Diagrams Finalization
- 1.3.3 Set Up Development Environment
- 1.3.4 Release 1
- 1.3.4.1 Log In
- 1.3.4.2 Appointment
- 1.3.4.3 Notification
- 1.3.4.4 Inventory
- 1.3.4.5 Patient Medical Record
- 1.3.5 Internal Testing Complete
- 1.3.6 Release 2
- 1.3.6.1 Summary Reports Generation
- 1.3.6.2 AI Chatbot
- 1.3.6.3 Initial Prototype Release
-
1.4 Implementation
- 1.4.1 Execute Test Cases
- 1.4.2 Execute Quality Testing
- 1.4.3 Final Prototype Completion
- 1.4.4 Project Deployment
-
1.5 Closeout
- 1.5.1 Create User Manual
- 1.5.2 Submission of Documentation
- 1.5.3 User Training
- 1.5.4 System Handover to the ITRO
- 1.5.5 Project Sign-off
-
1.1 Initiation
Level |
WBS Code |
Element Name |
1 |
1 |
Patient Record Interactive Management System |
2 |
1.1 |
Initiation |
3 |
1.1.1 |
Identify Client |
3 |
1.1.2 |
Evaluate Project Topic & Feasibility |
3 |
1.1.3 |
Create Lean Canvas |
3 |
1.1.4 |
Create Business Case |
3 |
1.1.5 |
Create Project Charter |
3 |
1.1.6 |
Identify Stakeholders |
3 |
1.1.7 |
Project Charter Signed/Approved |
2 |
1.2 |
Planning |
3 |
1.2.1 |
Create Project Management Documents |
3 |
1.2.1.1 |
Create Stakeholders Management Strategy Plan |
3 |
1.2.1.2 |
Create Stakeholder Analysis |
3 |
1.2.1.3 |
Create Scope Management Plan |
3 |
1.2.1.4 |
Create Schedule Management Plan |
3 |
1.2.1.5 |
Create Cost Management Plan |
3 |
1.2.1.6 |
Create Work Breakdown Structure |
3 |
1.2.1.7 |
Create Human Resource Management Plan |
3 |
1.2.1.8 |
Create Quality Management Plan |
3 |
1.2.1.9 |
Create Risk Management Plan |
3 |
1.2.1.10 |
Create Communications Management Plan |
3 |
1.2.1.11 |
Create Change Management Plan |
3 |
1.2.1.12 |
Create Implementation Plan |
3 |
1.2.2 |
Documents Signed/Approved |
2 |
1.3 |
Development |
3 |
1.3.1 |
Project Kickoff Meeting for Analysis and Design |
3 |
1.3.2 |
Design System |
3 |
1.3.2.1 |
Front-end Theme and User Role Planning |
3 |
1.3.2.2 |
Create System Wireframe |
3 |
1.3.2.3 |
Create Use Case Diagram |
3 |
1.3.2.4 |
Create Data Flow Diagram |
3 |
1.3.2.5 |
Create Activity Diagram |
3 |
1.3.2.6 |
Create Entity Relationship Diagram |
3 |
1.3.2.7 |
UI/UX Design Finalization |
3 |
1.3.2.8 |
System Modelling Diagrams Finalization |
2 |
1.3.3 |
Set Up Development Environment |
2 |
1.3.4 |
Release 1 |
3 |
1.3.4.1 |
Log In |
3 |
1.3.4.2 |
Appointment |
3 |
1.3.4.3 |
Notification |
3 |
1.3.4.4 |
Inventory |
3 |
1.3.4.5 |
Patient Medical Record |
2 |
1.3.5 |
Internal Testing Complete |
2 |
1.3.6 |
Release 2 |
3 |
1.3.6.1 |
Summary Reports Generation |
3 |
1.3.6.2 |
AI Chatbot |
3 |
1.3.6.3 |
Initial Prototype Release |
2 |
1.4 |
Implementation |
3 |
1.4.1 |
Execute Test Cases |
3 |
1.4.2 |
Execute Quality Testing |
3 |
1.4.3 |
Final Prototype Completion |
3 |
1.4.4 |
Project Deployment |
2 |
1.5 |
Closeout |
3 |
1.5.1 |
Create User Manual |
3 |
1.5.2 |
Submission of Documentation |
3 |
1.5.3 |
User Training |
3 |
1.5.4 |
System Handover to the ITRO |
3 |
1.5.5 |
Project Sign-off |
Level 1 |
Level 2 |
Level 3 |
Patient Record Interactive Management System |
1.1 Initiation |
1.1.1 Identify Client 1.1.2 Evaluate Project Topic Feasibility 1.1.3 Create Lean Canvas 1.1.4 Create Business Case 1.1.5 Create Project Charter 1.1.4 Create Business Case 1.1.6 Identify Stakeholders 1.1.7 Project Charter Signed/Approved |
1.2 Planning |
1.2.1 Create Project Management Documents 1.2.1.1 Create Stakeholders Management Strategy Plan 1.2.1.2 Create Stakeholders Analysis 1.2.1.3 Create Scope Management Plan 1.2.1.4 Create Schedule Management Plan 1.2.1.5 Create Cost Management Plan 1.2.1.6 Create Work Breakdown Structure 1.2.1.7 Create Human Resource Management Plan 1.2.1.8 Create Quality Management Plan 1.2.1.9 Create Risk Management Plan 1.2.1.10 Create Communications Management Plan 1.2.1.11 Create Change Management Plan 1.2.1.2 Create Implementation Plan 1.2.2 Documents Signed/Approved |
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1.3 Development |
1.3.1 Project Kickoff Meeting for Analysis and Design 1.3.2 Design System 1.3.2.1 Front-end Theme and User Role Planning 1.3.2.2 Create System Wireframe 1.3.2.3 Create Use Case Diagram 1.3.2.4 Create Data Flow Diagram 1.3.2.5 Create Activity Diagrams 1.3.2.6 Create Entity Relationship Diagram 1.3.2.7 UI/UX Design Finalization 1.3.2.8 System Modelling Diagrams Finalization 1.3.3 Set Up Development Environment 1.3.4 Release 1 1.3.4.1 Log In 1.3.4.2 Appointment 1.3.4.3 Notification 1.3.4.4 Inventory 1.3.4.5 Patient Medical Record 1.3.5 Internal Testing Complete 1.3.6 Release 2 1.3.6.1 Summary Reports Generation 1.3.6.2 AI Chatbot 1.3.6.3 Initial Prototype Release |
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1.4 Implementation |
1.4.1 Execute Test Cases 1.4.2 Execute Quality Testings 1.4.3 Final Prototype Completion 1.4.4 Project Deployment |
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1.5 Closeout |
1.5.1 Create User Manual 1.5.2 Submission of Documentation 1.5.3 User Training 1.5.4 System Handover to the ITRO 1.5.5 Project Sign-off |
Level |
WBS Code |
Element Name |
Definition |
1 |
1 |
Patient Record Interactive Management System |
The overall project, covering all phases and deliverables. |
2 |
1.1 |
Initiation |
Establishing the foundation, objectives, and project feasibility. |
3 |
1.1.1 |
Identify Client |
Determines the primary recipient and user group of the system to align project objectives. |
3 |
1.1.2 |
Evaluate Project Topic & Feasibility |
Assess the relevance, scope, and practicality of developing a system. |
3 |
1.1.3 |
Create Lean Canvas |
One-page business model outlining the problem, solution, target users and key metrics. |
3 |
1.1.4 |
Create Business Case |
Justify the project’s value, including expected benefits, risks, and return on investment. |
3 |
1.1.5 |
Create Project Charter |
Formally document the project’s objectives, scope, stakeholders, and constraints. |
3 |
1.1.6 |
Identify Stakeholders |
Assesses stakeholder influence, expectations, and interests. |
3 |
1.1.7 |
Project Charter Signed/Approved |
Approval from the sponsor or client to proceed to the planning phase. |
2 |
1.2 |
Planning |
Developing a structured roadmap for execution. |
3 |
1.2.1 |
Create Stakeholders Management Strategy Plan |
Defines how to manage stakeholder engagement throughout the project. |
3 |
1.2.2 |
Create Stakeholder Analysis |
Identifies stakeholders and assesses their interests and influence. |
3 |
1.2.3 |
Create Scope Management Plan |
Outlines how the project scope will be defined and controlled. |
3 |
1.2.4 |
Create Schedule Management Plan |
Establishes procedures for developing and controlling the project schedule. |
3 |
1.2.5 |
Create Cost Management Plan |
Determines how project costs will be estimated, budgeted, and managed. |
3 |
1.2.6 |
Create Work Breakdown Structure |
Breaks down project deliverables into manageable components. |
3 |
1.2.7 |
Create Human Resource Management Plan |
Outlines team roles, responsibilities, and staffing approach. |
3 |
1.2.8 |
Create Quality Management Plan |
Defines quality requirements and how they will be met. |
3 |
1.2.9 |
Create Risk Management Plan |
Identifies potential risks and strategies for mitigation. |
3 |
1.2.10 |
Create Communications Management Plan |
Establishes how information will be shared among stakeholders. |
3 |
1.2.11 |
Create Change Management Plan |
Outlines how change requests will be managed and approved. |
3 |
1.2.12 |
Create Implementation Plan |
Provides a strategy for transitioning the system into use. |
3 |
1.2.2 |
Documents Signed/Approved |
Approval of all planning documents from relevant stakeholders. |
2 |
1.3 |
Development |
Execution of design, coding, testing, and refinement of the system. |
3 |
1.3.1 |
Project Kickoff Meeting for Analysis and Design |
Initiates the execution phase and aligns team on design goals. |
3 |
1.3.2 |
Design System |
Create the blueprints for system structure and interface. |
3 |
1.3.2.1 |
Front-end Theme and User Role Planning |
Decide on the UI layout and define access levels for users. |
3 |
1.3.2.2 |
Create System Wireframe |
Draft visual mock-ups showing layout and structure. |
3 |
1.3.2.3 |
Create Use Case Diagram |
Illustrate user-system interactions. |
3 |
1.3.2.4 |
Create Data Flow Diagram |
Map the flow of information within the system. |
3 |
1.3.2.5 |
Create Activity Diagrams |
Model step-by-step workflows for key operations. |
3 |
1.3.2.6 |
Create Entity Relationship Diagram |
Show relationships between data entities. |
3 |
1.3.2.7 |
UI/UX Design Finalization |
Finalize the user interface and user experience designs. |
3 |
1.2.3.8 |
System Modelling Diagrams Finalization |
Complete and approve all system design diagrams. |
3 |
1.3.3 |
Set Up Development Environment |
Install and configure tools, platforms, and frameworks. |
3 |
1.3.4 |
Release 1 |
First build of the system with essential modules. |
3 |
1.3.4.1 |
Log In |
Implement secure user authentication. |
3 |
1.3.4.2 |
Appointment |
Enable patients to book clinic appointments. |
3 |
1.3.4.3 |
Notification |
Allow automated reminders and status updates. |
3 |
1.3.4.4 |
Inventory |
Track clinic medical supplies and stock levels. |
3 |
1.3.4.5 |
Patient Medical Record |
Store and retrieve patient history and treatment data. |
3 |
1.3.5 |
Internal Testing Complete |
Ensure all features from Release 1 are tested and debugged. |
3 |
1.3.6 |
Release 2 |
Second build with additional functionalities. |
3 |
1.3.6.1 |
Summary Reports Generation |
Generate health reports, visit history, and appointment logs. |
3 |
1.3.6.2 |
AI Chatbot |
Smart assistant for general inquiries and guidance. |
3 |
1.3.6.3 |
Initial Prototype Release |
Release the working version for stakeholder feedback. |
2 |
1.4 |
Implementation |
Final system testing, deployment, and user onboarding. |
2 |
1.4.1 |
Execute Test Cases |
Run functional and integration tests for all modules. |
3 |
1.4.2 |
Execute Quality Testings |
Perform usability, security, and performance assessments. |
3 |
1.4.3 |
Final Prototype Completion |
Finalize and freeze the build for launch. |
3 |
1.4.4 |
Project Deployment |
Deploy system on a live server for public or institutional access. |
2 |
1.5 |
Closeout |
Formal conclusion of the project and turnover to operations. |
3 |
1.5.1 |
Create User Manual |
Document how to use system features for end-users. |
3 |
1.5.2 |
Submission of Documentation |
Submit all project-related plans, reports, and outputs. |
3 |
1.5.3 |
User Training |
Conduct training sessions for clinic staff and users. |
3 |
1.5.4 |
System Handover to the ITRO |
Transfers the system and responsibilities to the ITRO. |
3 |
1.5.5 |
Project Sign-off |
Closes the project formally, including lessons learned and resource release. |
The Human Resources Management Plan outlines the strategy for managing and coordinating the human resources required to successfully complete the project. Its purpose is to ensure that the project team is appropriately structured, staffed, trained, and managed throughout the project lifecycle. This plan defines how roles and responsibilities are assigned, how staff will be acquired and developed, and how performance will be monitored and rewarded. The project manager and project team will use this plan as a guide to make informed decisions regarding team management, conflict resolution, resource allocation, and overall team effectiveness. A well-defined Human Resources Management Plan enhances communication, clarifies expectations, and contributes to the overall success of the project.
To ensure smooth project execution, roles and responsibilities for each team member and stakeholders must be clearly defined. This includes identifying the scope of authority, specific tasks to be performed, and required competencies.
Role | Authority | Responsibility | Competency |
---|---|---|---|
Project Sponsor | High-level authority to approve budget, major changes, and overall direction | Provides direction and approves major changes that affect project scope, cost, or timeline. | Strategic planning, decision-making, leadership |
Project Manager | Full authority on project decisions, resource allocation, and schedule control | Oversee all project phases, manage team and budget, ensure objectives are met | Leadership, project management, communication, risk management |
Developer Team | Authority limited to assigned tasks | Complete assigned tasks, report progress, participate in meetings | Task-specific technical skills, time management, collaboration |
Quality Analyst | Authority to halt or reject non-compliant outputs | Review deliverables, ensure they meet quality standards | Quality assurance, attention to detail, testing skills |
Users | Influence through feedback and usage patterns | Provide input on requirements, test usability, and validate features | Operational knowledge, communication, user engagement |
A crucial element in ensuring the successful implementation of PRIMS is the development and execution of a well-defined Staffing Management Plan. This plan outlines the strategies and processes for acquiring, developing, managing, and releasing human resources throughout the project's lifecycle. It ensures that the project has the right people with the right skills at the right time.
- Acquisition of Human Resources - Human resources will be acquired in a timely and strategic manner to align with the project’s milestones and phases. This may involve internal reassignment, contracting external professionals, or hiring new staff. The acquisition process will be synchronized with the PRIMS project schedule to avoid delays and ensure that all required competencies are covered when needed.
- Training and Development - Team members with skill gaps related to PRIMS will undergo appropriate training. This may include mentoring, formal workshops, or certification programs in relevant tools or technologies. Ensuring staff readiness will improve efficiency, reduce risks, and support quality outcomes.
- Performance Reviews - Regular performance evaluations will be conducted to assess individual contributions, track progress against responsibilities, and identify areas for growth. These reviews will foster accountability, encourage open feedback, and guide team members toward meeting project goals and deliverables.
- Rewards and Recognition - A structured system will be implemented to reward exceptional performance and motivate team members. Recognition methods may include verbal acknowledgments, certificates of excellence, bonuses, or professional development opportunities. Encouraging a culture of recognition will contribute to sustained morale and productivity throughout the PRIMS project.
- Compliance and Safety - Depending on the scope and deployment environment of PRIMS, additional staffing considerations may be required. These include:
- Government and Regulatory Compliance: If PRIMS handles sensitive information, compliance with data protection laws (e.g., the Data Privacy Act) and industry-specific regulations will be strictly observed.
- Organizational Health and Safety: If the project involves fieldwork, hardware installation, or physical interaction with technical systems, proper safety measures and training will be mandatory to protect staff and minimize risk.
The Quality Management Plan for the Patient Record Interactive Management System is a necessary component of the project plan. It defines the system’s specific quality requirements and standards, ensuring that deliverables are developed to meet or exceed stakeholder expectations. This plan promotes a collaborative, iterative approach inspired by Agile methodologies such as Scrum, promoting continuous feedback and improvement throughout the project lifecycle. Additionally, it provides a structured framework for addressing quality-related issues and clearly outlines the roles and responsibilities of each team member.
This Quality Management Plan consists of five components: Quality Management Approach, Quality Requirements/Standards, Quality Assurance, Quality Control, and Quality Control Measurements. The project team’s goal is to deliver a secure, user-friendly, and reliable web-based clinic system that aligns with high-quality development and deployment standards by following the principles outlined in this plan.
Below are the primary objectives of the Quality Management Plan:
- Ensure the project meets or exceeds the expectations of the client and stakeholders;
- Define the quality standards that will be used to evaluate the project and its deliverables;
- Clearly assign roles and responsibilities to team members in support of quality objectives;
- Identify and resolve any potential quality issues;
- Establish a system to monitor, control, and maintain project quality consistently across all stages.
Overall, this Quality Management Plan provides a comprehensive framework for monitoring, managing, and improving the quality of project deliverables from initiation to completion. It details the processes, responsibilities, and tools necessary to proactively identify, track, and resolve quality concerns. By adhering to this plan, the team is equipped to deliver a high-quality solution that supports the goals of both the client and the end users.
The Quality Management Approach for the Patient Record Interactive Management System (PRIMS) project will follow Agile and Scrum methodologies. This approach will allow both the project team and the client to make necessary changes whenever needed. It emphasizes iterative development, frequent collaboration with the client, and continuous improvement to achieve and deliver high-quality outcomes throughout the project lifecycle.
Quality will be integrated into every phase of the project, with all team members responsible for maintaining and improving it. The following are the roles and responsibilities for the quality management plan:
Role | Responsibility |
---|---|
PROJECT MANAGER | Ensures that all deliverables are completed on time and meet the stakeholders’ quality requirements. Oversees overall adherence to quality processes. |
PROJECT ADVISER | Reviews project deliverables and provides feedback during documentation and implementation stages to support continuous improvement. |
QUALITY ASSURANCE TESTER | Verifies that all features and components meet the defined success criteria. Facilitates communication on quality issues between the development team and the project manager. |
SCRUM MASTER | Promotes adherence to the Scrum framework, facilitates collaboration, removes impediments, and ensures quality practices are embedded throughout development. |
DOCUMENTATION TEAM | Maintains accurate and organized documentation, including weekly and status reports, as well as minutes of meetings. Ensures traceability and transparency. |
DEVELOPMENT TEAM | Develops high-quality deliverables in accordance with project timelines and success criteria. Participates in quality control processes like code reviews and testing. |
Every aspect of the project will involve the integration of quality management, which will be the responsibility of the entire team. Feedback and interaction from the client will always be the priority of the team to improve the project. Here are the several key principles and approaches that the team followed to ensure a high level of quality.
- Define Quality Standards - The team will establish clear quality benchmarks aligned with Agile values and Scrum practices, ensuring the focus remains on delivering value to the end user.
- Quality Planning - Regular collaboration with stakeholders will be conducted to define requirements and prioritize features. This includes maintaining the Product Backlog and setting quality goals to guide development efforts.
- Quality Control - During each sprint, quality control activities such as testing, peer reviews, and sprint reviews will be performed to ensure deliverables meet defined standards and identify any issues early.
- Quality Assurance - Preventive measures, including standardized coding practices, documentation protocols, and test-driven development, will be applied to minimize defects and uphold quality throughout the project.
- Continuous Improvement - The team will engage in frequent reflection through Sprint Retrospectives and stakeholder feedback analysis. Identified improvements will be integrated into future iterations to enhance overall project quality.
- Communication - Ongoing communication with stakeholders will be maintained to keep them informed of quality status and receive continuous input for improvement. Transparency will be key to achieving shared understanding and alignment.
The Quality Requirements/Standards for the Patient Record Interactive Management System (PRIMS) cover both product and process aspects to ensure the successful delivery of a secure, user-friendly, and reliable web-based clinic management system. The project team will define, document, and comply with these requirements throughout the development lifecycle to meet expectations.
Requirements for Product Quality:
- The PRIMS system will be fully functional and aligned with the technical requirements stated in the project scope and objectives.
- The user interface will be designed to be intuitive and accessible for all users, including students, parents, clinic staff, and administrators.
- The system will support secure login using institutional credentials, ensuring only authorized users can access relevant records.
- Data privacy and protection will be enforced in accordance with the Data Privacy Act of 2012, including encryption of sensitive health records and access restrictions based on user roles.
- The development team will carry out ongoing testing, including unit, integration, and user acceptance testing, to ensure the system meets all functional and non-functional requirements.
- Regular sprint reviews and retrospectives will be conducted to identify issues early and implement necessary improvements.
- All project deliverables will be reviewed by both the product owner and the development team before being presented to the client.
- The team will use version control tools (e.g., GitHub) to track, document, and manage changes made to the system.
- A defined configuration management process will be followed to maintain consistency and reliability during system development and deployment.
- The PRIMS system will be tested and reviewed against established quality requirements and standards prior to deployment.
- The development team will maintain comprehensive documentation of all testing phases, bug fixes, and quality assurance activities, which will be accessible to the client upon request.
- A formal acceptance testing phase will be conducted with the client to verify that the final product meets expectations and is ready for use in a live environment.
- Post-deployment, the development team will offer ongoing support and maintenance to ensure the system remains functional, secure, and compliant with quality standards over time.
The project will follow an Agile-based quality assurance approach focused on collaboration, adaptability, and continuous improvement. Key QA activities include:
- Defining Quality Standards – The team will collaborate closely with stakeholders to set clear quality expectations and document them in the quality plan.
- Quality Metrics – Performance will be monitored using defined metrics to ensure the system meets quality benchmarks.
- Feedback Review – User and stakeholder feedback will be regularly reviewed to identify issues and opportunities for improvement. The feedback will be used to guide improvement efforts.
- Compliance Checks – The system will comply with relevant standards such as security, accessibility, and data privacy regulations.
- Continuous Improvement – Insights from audits and metrics will guide enhancements to both the product and development process.
The quality control process for the system will be embedded into the Agile methodology, emphasizing continuous testing, user feedback, and performance evaluation to ensure the system aligns with both quality standards and stakeholder expectations. The following steps will be undertaken:
- Continuous Testing and Feedback - The development team will conduct regular testing throughout the project lifecycle to detect defects early and ensure the system meets functional requirements. Feedback from each testing cycle will be used to guide improvements in subsequent iterations.
- User Acceptance Testing (UAT) - At the end of each sprint, a group of stakeholders or end users will evaluate the system's features and performance. Their feedback will be essential in determining whether the system meets their needs and expectations, and any identified issues will be addressed before moving forward.
- Compatibility Testing - The system will be tested on multiple platforms, including different browsers and mobile devices, to ensure consistency and responsiveness across environments.
- Continuous Monitoring - After deployment, the system’s performance will be monitored closely, focusing on metrics such as response time, system uptime, and user activity. This will help identify any potential issues and provide insights for future updates.
- Tracking and Documenting Quality Evaluations - All quality control efforts and their outcomes will be documented thoroughly. These records will be used to assess project progress, ensure accountability, and inform decisions for ongoing improvements.
- Continuous Improvement - Quality control activities will not end at deployment. The team will continue to seek opportunities for refinement by reviewing testing data, feedback, and system performance over time.
To ensure that the system meets established standards and customer requirements, the project will implement a collaborative quality control measurement process that aligns with Agile and Scrum methodologies. This process encourages continuous assessment, transparency, and prompt corrective action throughout the development lifecycle.
All quality control measurements will be logged and tracked using a shared, easily accessible platform such as a project management or Agile board. This platform will be visible to all stakeholders and support data-driven decision-making.
The following details will be on the platform:
- Measurement date
- Measurement type (e.g., QA testing, source 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
- Team member in charge of carrying out corrective measures
The dashboards and reporting features within these tools will help highlight trends and problem areas, enabling the team to quickly identify any issues and take timely corrective actions. Regular project meetings, such as sprint reviews and retrospectives, will be held to review quality metrics, discuss challenges, and adjust our quality control approach as needed.
By thoroughly documenting quality control measurements and findings across these platforms, our team can ensure that the clinic system meets defined quality standards, continuously improves based on feedback, and delivers a reliable and secure solution for Asia Pacific College.
The nature of the PRIMS project, being a web-based system for managing clinic appointments, medical records, and inventory at Asia Pacific College, introduces several potential risks that could affect its reliability, security, and user adoption. These risks stem from data sensitivity, technical limitations, and operational dependencies within the clinic.
Given PRIMS' role in improving clinic efficiency and supporting student healthcare, a robust risk management plan is essential. This plan equips the development team with a structured framework for identifying, assessing, and mitigating risks throughout the project lifecycle to ensure system integrity, minimizing disruptions, and maintaining user confidence.
- Data Privacy and Security Breaches: PRIMS will handle sensitive student health records and clinic inventory data, making it a potential target for unauthorized access, data breaches, or misuse. A lack of strong encryption, access controls, or secure authentication could compromise student confidentiality and violate data protection policies, leading to legal and reputational consequences for both the system and the institution.
- Inaccurate or Delayed Data Entry by Clinic Staff: One significant risk is the potential for clinic staff to input incomplete, incorrect, or outdated information into the system. Since PRIMS relies on real-time and accurate data for medical records, inventory levels, and appointment scheduling, any inconsistencies may lead to misdiagnoses, inventory shortages, or appointment conflicts. This could compromise the system’s reliability and disrupt clinic operations, affecting the overall user experience and efficiency.
- System Downtime or Data Loss: PRIMS must reliably store and retrieve critical data such as appointment schedules, medical histories, and inventory levels. System crashes, database failures, or inadequate backup protocols could lead to data loss or prolonged downtimes. This would disrupt clinic operations, delay medical services, and result in the loss of trust among users and administrators.
The PRIMS project will follow a proactive and systematic risk management approach to identify, assess, and address potential threats throughout development and deployment. Risks will be prioritized based on likelihood and impact, with mitigation plans assigned accordingly. New risks will be escalated immediately for prompt action.
Nurse Ana will be informed of critical risks and will help guide mitigation strategies to ensure they align with clinic operations. The risk plan will be regularly reviewed and updated based on project developments and stakeholder feedback to maintain system reliability and security.
This section outlines the methods used by the project team to systematically identify potential risks associated with the development, implementation, and operation of the Patient Record Interactive Management System (PRIMS).
A combination of research, consultation, and internal analysis was employed to ensure a comprehensive understanding of possible risk factors:
- Expert Consultation: The team engaged with IT professionals, healthcare staff, and system users familiar with medical record and inventory systems in academic or clinical environments. These discussions provided valuable insights into common risks in health-related digital platforms, such as data breaches, system usability issues, and integration challenges.
- Review of Similar Projects: Previous student projects and case studies involving clinic management systems and health information platforms were reviewed to identify recurring technical and operational risks. Lessons learned from these systems helped shape preventive measures and best practices for PRIMS.
- Internal Risk Assessment Discussions: A focused risk assessment session was held with the development team and the project adviser to identify vulnerabilities specific to PRIMS across different phases—planning, development, deployment, and usage. Key areas of concern included system downtime, data accuracy, user training, and security protocols.
PRIMS project identified risks are evaluated based on their likelihood of occurring and the severity of their potential impact on medical record integrity, appointment scheduling, and inventory management. This classification ensures that high-risk issues such as cybersecurity threats and data loss are prioritized for immediate action. Each risk is assigned a priority level (Low, Medium, or High) to help guide mitigation strategies and resource allocation. This structured scoring helps the team focus on critical areas that could affect operational reliability and patient service quality.
A continuous and proactive approach to risk monitoring will be maintained throughout the PRIMS development and deployment cycle. This ensures early identification of emerging issues, timely intervention, and alignment with both project and clinic goals.
Core Components of the PRIMS Risk Monitoring Plan:
- Ongoing Risk Evaluation: Risks will be reviewed regularly during development milestones and after each sprint cycle to track changes and identify new risks.
- Assigned Risk Ownership: Each major risk will be assigned to a specific team member, who will be responsible for monitoring status updates, coordinating mitigation steps, and reporting to the project manager.
- Alignment with Project Phases: Critical risks will be linked to key deliverables such as inventory module deployment or integration with the clinic’s scheduling system to ensure a timely resolution.
- Regular Reporting: Risk updates will be discussed in bi-weekly meetings with the project manager and Nurse Ana (Clinic Representative) to maintain transparency and ensure rapid response to urgent risks.
- Centralized Risk Register: All risk-related information will be documented in a centralized system to support traceability, review, and audit requirements throughout the PRIMS lifecycle.
By embedding this structured risk monitoring framework into the workflow, PRIMS can maintain system stability, protect sensitive medical data, and ensure continued support for students and clinic staff.
The PRIMS project team ranks identified risks based on their likelihood and potential impact, focusing on those that could most significantly disrupt the development, deployment, or long-term use of the system. Mitigation strategies will involve a combination of avoidance, reduction, and acceptance techniques, all aimed at ensuring the system's security, data integrity, and operational reliability.
Mitigation Strategies Considered:
- Scope Control and Development Planning: Establish a well-defined project scope with clear requirements, timelines, and deliverables. A formal development process will help prevent scope creep and ensure consistent outputs across all project stages.
- Stakeholder Engagement: Maintain regular communication with Nurse Ana to gather feedback, address operational concerns early, and align system features with actual user needs and expectations.
- Technical Resource Readiness: Ensure that all necessary tools, infrastructure, and technical support are available for system implementation. Training will be provided as needed to address knowledge gaps among users and team members.
- System Performance and Scalability: Design PRIMS to handle future expansions such as increased appointment volume or additional inventory tracking without compromising performance or reliability.
- Data Protection and Compliance: Adopt security best practices for storing medical records, managing user access, and protecting inventory data. Ensure compliance with health data privacy regulations and clearly inform users about data usage and consent policies.
The risk mitigation strategy will remain adaptable as new challenges arise. The centralized risk register will be consistently updated to reflect current risk status, mitigation efforts, and any changes, allowing the PRIMS team to remain agile while prioritizing system quality and security.
The Risk Register for this project serves as a comprehensive log of all identified risks, capturing their probability, potential impact, priority level, and corresponding mitigation plans. Risks are evaluated both at the project’s outset and continuously throughout its lifecycle during risk management meetings led by the Project Manager. The development team and stakeholders work together to identify and categorize risks according to their likelihood and severity.
Each risk includes:
- A brief description of the risk
- Likelihood of occurrence (e.g., High, Medium, Low)
- Impact level on the project
- Priority rating based on combined likelihood and impact
- A mitigation plan to reduce or address the risk
- The designated risk owner responsible for monitoring and responding
As part of this plan, the following top risks have been identified:
Risk ID | Description | Category | Owner / Description | Probability | Impact | Status |
---|---|---|---|---|---|---|
01 | Unauthorized access or data breach of sensitive patient records | Security | Project Manager | Likely | High | In Progress |
02 | Low user adoption due to unfamiliarity with the digital system | Operational/Change | Project Sponsor | Possible | High | Planned |
03 | Data loss due to hardware failure or improper backups | Technical | IT Support Lead | Possible | High | In Progress |
04 | Inadequate user training causing misuse or errors in data handling | Resources | Training Coordinator | Possible | Medium | Planned |
05 | Scope creep from adding extra features beyond initial plan | Project | Project Manager | Possible | High | In Progress |
06 | Delays in appointment scheduling integration with existing systems | Technical | Integration Specialist | Possible | Medium | Planned |
07 | Non-compliance with data privacy laws and healthcare regulations | Compliance | Compliance Officer | Unlikely | High | Planned |
08 | Performance degradation during peak usage times | Technical | Project Manager | Possible | High | Planned |
09 | Insufficient inventory tracking causes stockouts or excess supply | Operational | Inventory Manager | Possible | High | In Progress |
10 | Delays in stakeholder approvals impacting project timeline | Project | Project Sponsor | Possible | Medium | In Progress |
The purpose of the Communications Management Plan is to establish how communication will be handled throughout the project. This plan outlines the methods, responsibilities, and requirements for sharing project information among stakeholders. It ensures that all communication is timely, clear, and effective.
The Communications Management Plan includes the following:
- The type of information that will be communicated, including the required level of detail and the format to be used
- The methods of communication such as meetings, emails, phone calls, or online platforms
- The schedule or frequency for distributing information, covering both formal and informal communication
- The individuals or roles responsible for delivering project information
- The communication needs of all stakeholders involved in the project
- The resources allocated specifically for communication tasks within the project
- The procedures for handling sensitive or confidential information and the individuals who must authorize its release
- The process for managing changes to the communication strategy or methods
- The expected flow of communication throughout the project lifecycle
- Any internal or external constraints that may impact project communications
- The standard templates, formats, or documentation required for communication
- The escalation procedure for addressing and resolving communication-related conflicts or issues
This plan serves as a guide to ensure consistent and efficient communication among all project participants.
Our strategy centers on fostering open and efficient communication among all project participants. By defining clear roles and responsibilities, we ensure messages are delivered by the right people at the right time. We rely on a mix of regular meetings, detailed documentation, and collaboration platforms to keep everyone aligned. Adapting communication styles and tools to meet stakeholder preferences helps reduce confusion and supports timely decision-making. This approach promotes transparency and teamwork throughout the project lifecycle.
Key aspects of the Communications Management Approach include:
- Consistency: All project communications will follow defined guidelines, templates, and formats to ensure clarity and uniformity.
- Timeliness: Information will be delivered according to a predefined schedule or as needed based on project activities or milestones.
- Relevance: Communications will be targeted to the appropriate audience, ensuring that stakeholders receive only the information they need.
- Accessibility: All communications will be stored and shared through accessible platforms or channels to allow stakeholders to retrieve information easily.
- Responsibility: Specific team members or roles will be assigned to manage, create, and distribute communications throughout the project.
- Adaptability: The communication plan may be reviewed and adjusted as the project evolves, based on feedback, risks, or changes in scope.
- Confidentiality: Sensitive or confidential information will be handled with care, and access will be limited to authorized personnel only.
- Escalation: A clear escalation process will be in place to resolve communication issues or conflicts promptly.
This approach provides the foundation for a communication environment that supports collaboration, accountability, and alignment among all stakeholders.
Good communication is key to keeping any project on track, but there are always some challenges that can get in the way. Being aware of these potential obstacles helps the team stay prepared and find ways to work around them.
-
Stakeholder availability may limit communication opportunities.
Team members and stakeholders have varying schedules, which restricts the timing of meetings and can delay responses. -
Communication depends heavily on technology infrastructure.
The success of meetings and document sharing relies on stable internet connections and access to collaboration tools. Technical failures may disrupt communication. -
Frequent meetings risk causing meeting fatigue.
Too many meetings, such as daily stand-ups and weekly scrums, may reduce engagement and effectiveness if not properly managed. -
Timely documentation depends on team responsiveness.
Delays in preparing minutes of meetings (MoMs) and status reports can hinder progress tracking and project transparency. -
There is a risk of information overload among team members.
Excessive updates and messages can overwhelm the team, leading to important details being missed. -
Sensitive information requires secure communication channels.
Ensuring confidentiality is critical, so communication tools and methods must protect against unauthorized access.
Effective communication with stakeholders is essential to keep everyone informed, engaged, and aligned throughout the project. Each stakeholder has different information needs, preferences, and expectations, so tailoring communication helps ensure that the right message reaches the right person at the right time.
Stakeholder | Communication Type | Frequency | Purpose/Content | Preferred Channel |
---|---|---|---|---|
Byron Louis Rabajante | Scrum Meetings, Reports | Weekly, As needed | Project updates, risks, and milestone reviews | Email, Video calls, PM tools |
Clart Kent Nailgas | Agile Ceremonies, Presentations | Daily stand-ups, Milestone presentations | Task status, deliverable reviews, clarifications | Chat apps, Presentations |
Erika Alessandra Daduya | Adviser Meetings, Task Assignments | Bi-weekly, Daily | Guidance from adviser, task delegation | Email, PM tools |
John Keiskuke Miyabe | Meeting Minutes, Task Updates | As meetings occur, Weekly | Documentation support, progress updates | Email, Shared documents |
Reycel John Emmanuel Carcueva | Meeting Minutes, Task Updates | As meetings occur, Weekly | Documentation support, progress updates | Email, Shared documents |
Shannelien Mae Catingub | Documentation Reviews, Backlog Tracking | Weekly, Ongoing | Tracking deliverables, ensuring deadlines are met | PM tools, Email |
The Project Lead is the central coordinator of the team, responsible for guiding the overall direction of the project. They ensure that goals are clearly defined, deadlines are met, and team collaboration stays strong. Acting as the bridge between the team and stakeholders, the Project Lead oversees progress and motivates the team while resolving conflicts and making critical decisions when necessary.
The Scrum Master ensures that the team follows Agile principles and facilitates all Scrum ceremonies such as stand-ups, sprint planning, and retrospectives. As the Presentation Lead, this person also takes charge of preparing and delivering professional, well-organized presentations for stakeholders, professors, or clients—helping translate technical progress into clear, compelling communication.
The Documentation Lead is in charge of creating, organizing, and maintaining all project documentation. From meeting minutes and technical specifications to status reports and user guides, they ensure everything is well-written, accurate, and accessible. Their work is essential for knowledge-sharing, future reference, and maintaining project transparency.
The Programming Lead is responsible for overseeing the development process and making key decisions related to the project’s technical design and architecture. They guide developers, review code, ensure best practices are followed, and help solve complex technical issues. This role plays a key part in delivering a robust, efficient, and scalable solution.
The Developer turns ideas into reality by writing the code that powers the application. They build features, fix bugs, and collaborate closely with the Programming Lead to ensure the product functions smoothly. Developers are at the heart of the technical work, turning concepts and plans into working systems.
The Quality Assessment Lead ensures the project meets its standards for performance, usability, and reliability. They design test plans, conduct thorough testing, and help catch issues before they reach end users. Their attention to detail helps ensure a polished final product that works as expected under real-world conditions.
Name | Title | Department | |
---|---|---|---|
Byron Louis Rabajante | Project Lead | IT | [email protected] |
Clart Kent Nailgas | Scrum Master / Presentation Lead | IT | [email protected] |
Shannelien Mae Catingub | Documentation Lead | IT | [email protected] |
Erika Alessandra Daduya | Programming Lead | IT | [email protected] |
John Keisuke Miyabe | QA Tester | IT | [email protected] |
Reycel John Emmanuel Carcueva | Quality Assessment Lead | IT | [email protected] |
In any collaborative project, the effectiveness of communication depends not only on the content being shared, but also on the methods and technologies used to transmit that information. Since stakeholders may have varying levels of access to tools and platforms, it is essential to determine and standardize communication channels that are accessible and practical for everyone involved.
The following methods and technologies have been selected for use throughout the project:
- Instant Messaging Platforms such as Messenger, Discord, or Microsoft Teams will be used for quick coordination, informal updates, and immediate clarifications among team members.
- Project Management Tools like Jira, OpenProject, and SharePoint will be used to assign tasks, track progress, manage deadlines, and document development workflows.
- Video Conferencing Tools, including Teams, will be utilized for Scrum meetings, daily stand-ups, and adviser consultations to enable real-time interaction and ensure team alignment.
- Email will be reserved for formal communication, such as updates to the adviser, documentation submission, or coordination with external parties.
- Shared Drives, particularly OneDrive, SharePoint, and Teams, will store all project documentation, including meeting minutes, system development files, and presentation materials, ensuring version control and centralized access.
All team members are expected to have reliable access to these tools and to communicate proactively in case of any technical limitations. Choosing appropriate technologies ensures seamless collaboration, equitable access to information, and consistent communication across the project team and stakeholders.
This flowchart illustrates the structured path for communication and issue escalation within the project team. It shows how concerns or questions raised by team members, including developers and the documentation lead, are first addressed by the Scrum Master or Programming Lead. If the issue remains unresolved, it is then escalated to the Project Manager. Finally, if necessary, the matter is brought to the Adviser for resolution. This clear escalation process ensures timely problem-solving and keeps communication efficient across all levels of the project.
Flowchart Hierarchy:
This escalation pathway minimizes confusion, provides clarity in responsibilities, and ensures that issues are resolved at the appropriate level of authority.
Meetings play a vital role in maintaining alignment, tracking progress, and fostering team collaboration. The following guidelines are established to ensure all project meetings are efficient and purposeful:
- Scheduling: All meetings must be scheduled in advance with clear communication of the date, time, platform or location, and intended agenda.
- Types of Meetings: Weekly Scrum meetings will be led by the Project Manager and Scrum Master. Daily stand-ups will be brief and focused on updates and blockers. Adviser meetings will be coordinated by the Programming Lead.
- Preparation: All participants are expected to come prepared, having reviewed relevant updates and completed assigned tasks.
- Attendance: Punctuality is required. Members must attend meetings unless a valid excuse is provided in advance along with progress updates.
- Conduct: Meetings should be conducted professionally. All members should listen actively, respect others’ input, and stay focused on the agenda.
- Documentation: Every meeting must have documented Minutes of Meeting (MoMs), to be written by designated members and submitted to the Documentation Lead.
Effective communication is essential to the success of any collaborative project. To maintain professionalism and ensure that all team members are aligned, the project will adhere to the following communication standards throughout its duration.
All meetings, including weekly Scrum meetings and daily stand-ups, are mandatory for team members. The Project Manager and Scrum Master are responsible for facilitating these meetings, with the Project Manager ensuring they are scheduled and documented, and the Scrum Master guiding the discussion, setting agendas, and assigning deliverables. Daily stand-ups will follow a structured format, with each member reporting on completed tasks, current tasks, and any issues encountered. Adviser meetings must be scheduled in advance by the Programming Lead and communicated to the team in a timely manner.
Every meeting must be documented through Minutes of Meeting (MoMs), which should include the date, list of attendees, discussion points, decisions made, and specific action items. MoMs must be written by designated developers or other team members when delegated and then submitted to the Documentation Lead for compilation and tracking. These records serve as the official reference for decisions and assigned tasks.
Communication among team members will primarily take place through the chosen messaging platform, while all task management and progress tracking must be documented in the agreed-upon project management tool. All members are expected to consistently update their assigned tasks and deadlines to maintain transparency and accountability.
Roles and responsibilities in team communication are clearly defined. The Project Manager oversees the overall communication structure, ensuring that meetings are conducted and project progress is tracked. The Scrum Master oversees planning meeting agendas and distributing deliverables. The Programming Lead monitors development progress and communicates with the adviser as needed. The Documentation Lead is responsible for maintaining organized and timely records of all project documentation, including MoMs and task deliverables.
All team members are expected to respond to project-related communication within twenty-four hours during weekdays and to inform the team in advance if they will be unavailable. Last-minute changes or urgent concerns should be avoided unless absolutely necessary to respect everyone’s time and schedule.
Prior to major presentations such as midterms and finals, the Presentations Lead will hold alignment sessions to ensure that all team members have a unified understanding of the content. Misunderstandings will be addressed and clarified in advance to maintain consistency during delivery.
In the event that communication issues arise and cannot be resolved within the team, the concern will follow the formal Communication Escalation Process. This ensures that problems are addressed efficiently and that the integrity of the team’s communication is preserved throughout the project.
As issues or complications arise in project communication, it's crucial to resolve them promptly to avoid disruptions in workflow. This document outlines the steps and roles involved in escalating unresolved communication issues within the project team.
Code | Name | Role |
---|---|---|
DM01 | Byron Louis Rabajante | Project Manager |
DM02 | Clart Kent Nailgas | Scrum Master / Presentations Lead |
DM03 | Shannelien Mae Catingub | Documentations Lead / Developer |
DM04 | Erika Alessandra Daduya | Programming Lead |
DM05 | John Keisuke Miyabe | QA Tester |
DM06 | Reycel John Emmanuel Carcueva | QA Tester |
Step 1: Attempt Internal Resolution (Within the Team)
- Initiated by: Any team member
-
Process:
- Discuss the issue during the next Scrum or Stand-up Meeting.
- Team members involved should seek clarity and agree on a resolution.
- Use project management tools (e.g., Trello, Notion) to document the issue and any action points.
- The Project Manager (DM01) or Scrum Master (DM02) should facilitate and mediate the discussion.
Step 2: Escalation to Scrum Master / Project Manager
- If unresolved, escalate to:
- Project Manager (Byron Louis Rabajante – DM01) for general concerns.
- Scrum Master (Clart Kent Nailgas – DM02) for Scrum and deliverables-related issues.
-
Responsibilities:
- Assess the issue objectively.
- Facilitate a resolution meeting involving the concerned parties.
- Document decisions and assign follow-up actions.
- Update the team during the next meeting.
Step 3: Involvement of Programming Lead (If Technical)
- For development, debugging, or system progress issues, involve:
- Programming Lead: Erika Alessandra Daduya (DM04)
-
Role:
- Mediate developer-related issues.
- Clarify technical blockers and delegate tasks appropriately.
- Document fixes and communication gaps.
Step 4: Documentation and Tracking
- Documentations Lead: Shannelien Mae Catingub (DM03)
-
Responsibilities:
- Ensure MoMs reflect communication issues and resolutions.
- Track follow-ups and resolution timelines using project management tools.
- Maintain a backlog of communication-related issues and statuses.
Step 5: Escalation to Adviser (External Escalation)
- If internal efforts fail, escalate to the Project Adviser.
- Initiated by: Any of the leadership roles (DM01, DM02, DM03)
-
Prerequisites:
- Documented resolution attempts (MoMs, messages, logs).
- Summary of the issue and reasons for unresolved status.
- Goal: Obtain an impartial decision or recommendation from the adviser.
Issue Type | First Contact | Second Contact | Final Escalation |
---|---|---|---|
Meeting Conflicts / MoMs | DM04–DM06 | DM01 or DM02 | Adviser |
Scrum / Deliverables Issues | DM02 | DM01 or DM03 | Adviser |
Technical / Development Issues | DM03 | DM01 or DM02 | Adviser |
Documentation Deadlines | DM06 | DM01 or DM02 | Adviser |
Term | Definition |
---|---|
MoMs (Minutes of Meeting) | A written record of everything discussed and decided during a meeting, including action items, deadlines, and assigned responsibilities. |
Scrum Meeting | A short, regular meeting (usually daily or weekly) where team members discuss progress, plans, and challenges. It is led by the Scrum Master. |
Daily Stand-Up | A brief daily meeting where each team member shares what they completed, what they plan to work on next, and any obstacles they are facing. |
Backlog | A prioritized list of tasks, features, or issues to be addressed during the project, managed through a project management tool. |
Deliverables | The tangible outputs or items (e.g., documents, systems, presentations) that must be completed and submitted as part of the project. |
Escalation | The process of raising unresolved issues to higher authorities within the team or to the adviser for resolution. |
Action Items | Specific tasks or responsibilities assigned to team members during a meeting to ensure follow-through. |
Project Management Tool | Software used to organize, track, and manage tasks, deadlines, and overall project progress (e.g., Trello, Notion). |
Documentation | Written or digital records related to the project, including MoMs, code notes, system descriptions, and user manuals. |
Presentation Spiel | The prepared script or talking points used by presenters to clearly explain the project during midterm or final presentations. |
System Development | The phase where the programming team builds, tests, and debugs the project system based on assigned modules or components. |
The Change Management Plan is a critical component of the project. Given the sensitive nature of healthcare data and the complexity of clinical workflows, any change to the system, whether technical, functional, or procedural, must be carefully evaluated and controlled. This Change Management Plan ensures that all modifications are aligned with project objectives, adhere to compliance requirements, and are communicated effectively to all stakeholders. It outlines the process for submitting, reviewing, and approving changes, helping to minimize disruption, avoid scope creep, and maintain project integrity.
This Change Control Board (CCB) is the approval authority for all proposed changes within the project. It ensures that all changes are thoroughly evaluated for technical feasibility, regulatory compliance, project scope, timeline, and budget.
Name | Change Control Board Role | Contact | Responsibility |
---|---|---|---|
Miss Jo Anne dela Cuesta | CCB Executive Reviewer | [email protected] | Reviews and approves changes from a client and executive perspective. |
Sir Ryan John Perez | CCB Technical Adviser | [email protected] | Provides technical guidance and evaluates the feasibility and impact of proposed changes on the project’s technical aspects. |
Nurse Ana Mae Torre | CCB Chair | [email protected] | Makes high-level decisions and approves major changes. |
Byron Louis Rabajante | CCB Member | [email protected] | Coordinates the change process. |
The effectiveness of the change management process depends on each project team member's clear understanding and proper execution of their specific roles and responsibilities. Each member plays a key part in identifying, assessing, approving, implementing, and communicating changes. These responsibilities are defined below and must be shared with all stakeholders.
Role | Responsibility |
---|---|
CCB Chair |
|
CCB Member |
|
The goal of this change control process is to ensure that all changes are justified, documented, and executed in a controlled way to minimize risks, avoid unnecessary disruptions, and maintain alignment with objectives.
-
Submit Change Request
- Any team member, stakeholder, or relevant party identifies the need for change.
- The requester completes a change request form, detailing the nature of the change, reasons, expected benefits, estimated costs, and potential impact.
-
Initial Review and Assessment
- The change request is reviewed for completeness and clarity.
- An initial assessment determines if the request is valid and aligns with strategic goals.
- If necessary, the request is returned for clarification or additional information.
-
Impact Analysis
- The project manager conducts a thorough analysis on the impact of the change to the project scope, timeline, costs, resources, quality, and risks.
-
Decision
- The evaluation results are presented to the project sponsor.
- The change is either: Approved, Rejected or Deferred.
-
Implementation and Documentation
- For approved changes:
- Update project plans, schedules, budgets, and documentation to reflect the changes.
- Implement the change according to the revised plan.
- Monitor the change’s impact and address any issues that arise.
- For rejected or deferred changes:
- Document the decision and rationale in the change log for future reference.
- For approved changes:
-
Post-Implementation Review
- Evaluate the outcome of the change.
- Capture results and insights for continuous improvement.
Status | Description |
---|---|
Submitted | The change request has been formally submitted and is awaiting review. |
Under Review | The change request is being evaluated by the Change Advisory Board (CAB) or relevant authority. |
Approved | The change request has been reviewed and approved for implementation. |
Rejected | The change request has been reviewed and denied, with valid reason. |
Deferred | The change request has been postponed for future consideration. |
In Progress | The approved change is currently being implemented. |
Implemented | The change has been successfully completed and put into operation. |
Closed | The change process is fully completed and documented. |
Cancelled | The change request was cancelled before completion. |
The Patient Record Interactive Management System (PRIMS) is a web-based system developed to modernize and optimize the operations of APC clinic. It replaces outdated manual, paper-based processes with a centralized, web-based system for managing patient appointments, medical records, clinic inventory, and operational reporting. PRIMS is designed to improve the accuracy, efficiency, and accessibility of healthcare services for students and staff, while ensuring secure and streamlined communication across all stakeholders.
This project's main goal is to develop and implement a complete system that allows online appointment booking, regulates medical inventory, electronically manages medical records, and facilitates student check-ins efficiently. The clinic hopes to improve the experience for both employees and patients by introducing these features and streamlining its operations.
The transition to PRIMS is being implemented in phases. The development of the system has been completed, and initial testing has been conducted internally by the development team. However, end-user testing, particularly by the clinic nurse and doctor, has not yet been carried out. The Quality Assurance (QA) phase is planned for the next academic term, tentatively scheduled between August and November 2025, during which the system will undergo thorough testing in real-world clinic scenarios. Full deployment of PRIMS is expected to follow the QA phase, potentially around November 2025, depending on the outcomes of testing and any necessary refinements. This phased approach ensures that the system will meet functional, usability, and reliability standards before it becomes the clinic’s official healthcare management platform.
Name | Role | Description |
---|---|---|
Byron Louis A. Rabajante | Project Manager | Ensures effective communication between the team and the client. Manages project goals, timeline, and deliverables. Plays a key role in maintaining momentum and delivering PRIMS on time. |
Clart Kent Nailgas | Scrum Master | Ensures the team adheres to Scrum principles. Supports the agile workflow and keeps development organized and aligned with project goals. |
Shannelien Mae Catingub | Developer, Designer | Supports system design and development. Promotes collaboration and ensures tasks are completed effectively within the agile workflow. |
Erika Alessandra Daduya | Lead Developer | Designs the system's interface and user experience. Leads development efforts and manages documentation to keep all processes aligned with project objectives. |
John Keisuke Miyabe | QA Tester | Supports agile development by collaborating on technical and visual design. Helps ensure the team stays productive and aligned. |
Reycel John Carcueva | QA Tester | Contributes to system development using agile practices. Helps the team adapt to changes efficiently while maintaining quality. |
Jojo Castillo | IT Support Head | Responsible for technical support, deployment setup, and system maintenance. Ensures infrastructure readiness and assists in post-deployment troubleshooting. |
Nurse Ana Mae Torre | Client (Clinic Representative) | Reviews project scope and ensure it meets the needs of the clinic. Provides user feedback and approves deliverables based on functionality and usability. |
Dr. Jun Avendaño | Client (Doctor / System User) | Assists in identifying functional requirements and validating that the system meets clinical use cases. A primary end-user of the system. |
Roles and responsibilities within the workforce may alter when PRIMS moves to a more sophisticated and digital platform. Depending on system requirements, some clinic employees might need to change positions, get training in new capabilities like appointment scheduling, medical inventory, or patient record management, or even adjust to new processes.
Additionally, it could be necessary to phase out manual procedures, hire new support staff, or redistribute workloads. These adjustments are not guaranteed, though, as they will rely on how current employees adjust to the system and how roles alter as they are implemented into place.
A detailed communication plan, training sessions, and position evaluations will be created in anticipation of these scenarios to guarantee a seamless transition, should there be any workforce changes.
During the transition period of the PRIMS (Patient Record Interactive Management System) project, several critical tasks will be performed to ensure operational stability and readiness for full deployment. While the transition may temporarily shift focus away from new feature development, core activities will continue to support both existing clinic workflows and the new system setup.
- System Maintenance: Basic maintenance of the current system environment will be carried out to ensure stability while the new PRIMS modules are prepared. This includes maintaining access to legacy digital systems and managing security updates.
- Software Development: Development of work related to PRIMS features—such as dynamic appointment scheduling, role-based access, and medical inventory tracking—will continue but may be paced based on the transition timeline. Final adjustments and testing will be prioritized over major new features to ensure smooth rollout.
- Support Services: Support teams will remain active throughout the transition to aid users, especially during onboarding and system testing phases. Additional support resources may be assigned temporarily to handle questions, feedback, and minor issues that arise as staff interact with the new system.
- Training and Preparation: Training sessions and materials will be delivered to ensure all staff are familiar with the updated workflows and tools. This includes using the appointment system, logging new medical records, and updating inventory.
- Data Handling: Only new patient records will be added into PRIMS; existing paper-based records will remain untouched per the client’s direction. However, appointment logs and inventory records will be maintained digitally moving forward and reviewed for consistency during transition.
The transition period will require coordination across development, support, and clinical teams to balance ongoing operations with the introduction of new tools. The goal is to minimize disruption while gradually shifting the clinic into full PRIMS adoption.
All intellectual property (IP) developed during the PRIMS project will be fully licensed and transferred to the client. This includes:
- PRIMS source code
- System documentation
- Training manuals
- Workflow diagrams
- UI/UX designs
The development team retains rights only to generic components not unique to PRIMS. Client-specific features, data structures, and branding will be transferred exclusively to the client. After post-transition, the development team will have no continued access to client-specific IP.
Temporary user accounts created for PRIMS development and testing will be deactivated upon deployment. They will be replaced by actual user accounts for verified clinic staff (nurses, admin personnel, system administrators) with predefined roles and access levels.
Account Name | Role | Description |
---|---|---|
anamaet | Client nurse | Used for appointments, medical records, and medical inventory management and testing. |
eddaduya, smcatingub, cknailgas, barabajante | Admin | Used for testing the whole system. |
The temporary passwords for these accounts are the same as the account names.
The PRIMS development team will provide the client access to project resources such as GitHub (code and documentation), task boards like Jira, and shared drives for manuals and references. Knowledge transfer will include:
- User manuals and system documentation for key modules (appointments, records, inventory, etc.)
- Training sessions for clinic staff with role-specific walkthroughs
- One-on-one support for key admin or technical roles as needed
- Post-deployment support for one month to assist with transition concerns
This ensures the clinic team can confidently and independently manage PRIMS.
Project Milestone | Target Date |
---|---|
Project Start | 03/01/2024 |
Planning | |
Project Planning | 03/25/2024 |
Completion and Approval of Plan | 04/25/2024 |
Analysis and Design | |
Front-end theme and user role planning | 04/27/2024 |
UI/UX Design Finalization | 05/06/2024 |
System Modeling (Use Case, DFD, ERD, Activity Diagrams) | 08/16/2024 |
Development | |
Start of Prototype Coding | 12/23/2024 |
Initial Prototype Release | 01/10/2025 |
Internal Testing | 01/12/2025 |
Final Prototype Completion | 03/13/2025 |
System Refinement and Bug Fixing | 07/21/2025 |
Implementation | |
Deployment of System | MM/DD/2025 |
Project Completion | MM/DD/2025 |
At the end of the transition, PRIMS will be formally handed over to the client. A checklist of deliverables — including user access, documentation, training completion, and system functionality — will be reviewed. Formal sign-off will be obtained from designated representatives, such as the clinic IT lead and administrative head, to confirm successful completion and acceptance.