The users of the system need to be identified (Joslin & Müller, 2015).
The specific requirements of the BC-MAR system need to be identified.
The essential utilities of the system need to be identified.
3. BC-MAR HIT Selection
The selection of the appropriate barcode MAR system, so as to integrate it with EHR system of the hospital, would be successful only after the completion of the following activities:
Gathering information about the barcode MAR system solutions that are readily available in the market (Müller & Söderlund, 2015).
Comparing the functionalities available with the readily available systems with those identified in the stage above.
Selecting the appropriate solution.
4. BC-MAR HIT Implementation:
Procurement of the system.
Developing implementation documents.
Conducting a pilot project (Patanakul, 2015).
5. BC-MAR HIT Integration
Developing integration management plans
Developing change management plans
Incorporating the BC MAR modules in the HER system
6. BC-MAR HIT Testing
White Box testing (Müller & Söderlund, 2015)
Black box testing.
7. BC-MAR HIT Evaluation
8. BC-MAR HIT Support/Maintenance
Evaluating efficiency of system
Incorporating changes in the system (Botchkarev & Finnigan, 2015).
The primary objective of this report was to shed some light on the responsibilities of a project manager associated with an information system project: the project being aimed at the inclusion of the barcode MAR system (popularly known as the BC MAR) system within a pre-existing Electronic Health Record management system.
In the light of the discussions made in the section above, it can be said that the implementation of the bar code MAR system would facilitate the process of digitalizing the information associated with the facilities provided to the patients. The strategic goal of the hospital is to include an electronic health record system which would lead to the ultimate digitalization of all patient records: thus, the incorporation of the BC MAR system would indeed facilitate the task of meeting the goals of the organization.
Botchkarev, A. & Finnigan, P. (2015). Complexity in the Context of Information Systems Project Management. Organisational Project Management, 2(1), 15. https://dx.doi.org/10.5130/opm.v2i1.4272
Joslin, R. & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal Of Project Management,33(6), 1377-1392. https://dx.doi.org/10.1016/j.ijproman.2015.03.005
Müller, R. & Söderlund, J. (2015). Innovative approaches in project management research.International Journal Of Project Management, 33(2), 251-253. https://dx.doi.org/10.1016/j.ijproman.2014.10.001
Patanakul, P. (2015). Key attributes of effectiveness in managing project portfolio. International Journal Of Project Management, 33(5), 1084-1097. https://dx.doi.org/10.1016/j.ijproman.2015.01.004
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