Your group has to complete the following tasks:
1) Provide a brief background of the SHF and its operation. You need to identify the key areas of the SHF’s operation, its key strengths, and major challenges. The background should also identify the SHF’s key stakeholders and the factors that affect their relationships with the SHF. You also need to highlight what is the SHF’s vision about growth and how they aim to achieve it.
2) Create a table that lists key business problems of the SHF, as discussed in the case study. Against each business problem in the table, you also need to identify which one has a higher priority and whether you think an ERP solution can address that problem. You need to justify your answers. You can use this table to inform your answer to task 3. (15 marks)
3) Create a table that lists key business requirements of the SHF (8 to 10 requirements), as discussed in the case study. Against each requirement in the table, you also need to identify an ERP functionality(s) that can address that particular requirement. You can use this table to inform your answer to task 4.
4) In addition to what is mentioned by Emily Wu in Section 3, you need to develop a set of selection criteria for choosing a vendor who can offer the SHF a suitable ERP solution. You need to suggest at least five criteria for selecting a vendor. For each suggested criterion, a clear explanation must be provided to justify why it is a suitable gauge to select a vendor for the SHF. Note that your justification should consider the implementation and operation requirements of the SHF.
5) A common practice with such IT projects, particularly the implementation of an ERP system and its associated modules, is to introduce elements in a planned sequence, replacing the old system gradually, i.e., one module at a time, such as human resources and inventory management. Another option is called the big bang, or live start, with all modules and related processes, launched simultaneously. Both options have potential risks and benefits. A gradual release entails fewer risks and allows end-users to become familiar with the new system more gradually; but it also means making interfaces required to maintain parallel systems – the old and the new – meaning that information processing has to be done twice. A big-bang implementation makes it possible to calibrate and stabilise the system much faster because it allows prompt online identification of possible inconsistencies. Additionally, since patients and doctors move between units, a phased or partial implementation – excluding some units, such as ER – would create problems. But a big- bang approach could also be risky. In the end, they decided to go with the big bang implementation method and at midnight on 31 December 2011, the balances were already loaded into SAP, and the old system was stopped. The green light was given to start. What contingency plans should the SHF put in place throughout the hospital to avoid delaying critical patient care? List and describe two plans for the pre and two plans for the post-go-live phases
6) For many end-users, care delivery processes became more efficient and integrated as a result of the implementation of a new ERP system. For example, for nurses, the pharmacy management module made it possible to check compliance with the “five rights” – right patient, right drug, right time, right route, right dose. This had been much more difficult to trace in the paper-based world. How do you think the implementation of the new ERP system can support the following areas of the SHF’s operation?
a. Inpatient registration and archives
b. Billing process department
c. Patient safety
7) We are now in 2020, and the SHF is considering upgrading their current ERP system to SAP S4/HANA. Consider your answer to task 2 and 3. Do you think that SAP S4/HANA is a suitable ERP solution for the SHF? Justify your answer by highlighting the capabilities and weaknesses of SAP S4/HANA. Based on your analysis you need to make recommendations to the SHF.