ASSET MANAGEMENT PROGRAM IMPLEMENTATION CHARTER NOVERMBER 1, 2012

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1 ASSET MANAGEMENT PROGRAM IMPLEMENTATION CHARTER NOVERMBER 1, 2012 Page 1 of 25

2 I. Program Charter: Statement of Purpose The decision and commitment by MUHA leadership to implement the Asset Management System (AssetWorks) requires much work to be accomplished over the next 24 months. The Asset Management Program Charter is established to serve as the overarching and governing document for the AM Program and its interdependent information technology projects that fall under the MUSC Health Strategic Plan. The Charter reflects the decisions of MUSC Leadership, and the Finance and Administration Information Committee (FAIC), Asset Management Steering Committee(AMS) as well as its subcommittees. Subsequent changes to the Charter must be approved by these leaders. The Charter governs the implementation and support framework for all AM Program goals, metrics, scope definition, timelines and milestones. The Charter addresses the activities, methodologies, and responsibilities of all AM Program and Project leaders, team members, advisory groups, and steering committees. It defines the liaison activities and roles of the OCIO, MUHA, and key stakeholders. The effective life of this Program Charter is two to four years. University-wide ownership not just adoption of the Program and its principles is critical for the success of each AM project and attainment of the overall Program goals. Page 2 of 25

3 Contents I. Program Charter: Statement of Purpose... 2 II. Executive Summary - Program Overview & Vision... 5 III. Initial Milestones... 6 IV. Mission 2015: Achieving Strategic Initiatives... Error! Bookmark not defined. V. Asset Management Program Scope... 7 High Level Scope... 8 Out of Scope... 9 VI. Expected Benefits, Key Performance Indicators, and Return on Investment... 9 Benefits... 9 Key Performance Indicators & ROI... 9 VII. Risk Assessment VIII. Complex Coordination Challenges IX. Short Term Decisions and Considerations X. Program Office Requirements XI. Program Governance Structure XII. Key Stakeholders, Roles & Responsibilities XIII. Overall Program Timeframes & Project Approach Phase 0: Education and Planning ( Flight Plan )... Error! Bookmark not defined. Phase 1: Analysis ( Boarding )... Error! Bookmark not defined. Phase 2: Workflow Validation ( Wheels Up )... Error! Bookmark not defined. Phase 3: Final Validation ( In Flight )... Error! Bookmark not defined. Phase 4: Testing and Training ( Final Approach )... Error! Bookmark not defined. Phase 5: Go-Live and Adoption( Landing and Arrival )... Error! Bookmark not defined. Phase 6: Optimization ( New Destinations )... Error! Bookmark not defined. XIV. Decision Making and Approval Authority XV. Revision History XVI. Appendix A: Guiding Principles for the KRONOS Labor Management Program XVII. Appendix B: Associate Project Organizational Charts & Governance Structures Nurse Scheduling Patient Acuity Staff Scheduling Analytics... Error! Bookmark not defined. XVIII. Appendix C: Key Stakeholders, Roles & Responsibilities XIX. Appendix D: Key Activities and Deliverables by Implementation Phase Phase 0: Education and Planning Phase 1: Analysis Phase 2: Workflow Validation Phase 3: Final Validation Phase 4: Testing and Training Phase 5: Go-Live and Adoption Phase 6: Optimization XX. Definitions XXI. Charter Sign Offs and Approvals Initial Sign-Off and Approval Page 3 of 25

4 Figures & Tables Figure 1 Asset Managment Program Governance Figure 2 Asset Management Program Timeline... Error! Bookmark not defined. Figure 3 - Individual Project Organization & Governance Table 1 Initial Milestones... 6 Table 2 - Decision Making and Approval Process Table 3 - Revision History Table 4 - Key Stakeholders Table 5 - Phase 0 Activities & Deliverables Table 6 - Phase 1 Activities & Deliverables Table 7 - Phase 2 Activities & Deliverables Table 8 - Phase 3 Activities & Deliverables Table 9 - Phase 4 Activities & Deliverables Table 10 - Phase 5 Activities & Deliverables Table 11 - Phase 6 Activities & Deliverables Table 12 - Initial Sign-Off & Approval Page 4 of 25

5 II. Executive Summary - Program Overview & Vision MUHA has embarked upon a multi-year, multi-project initiative to enhance its ability to control personnel service expenses within the hospital setting. Necessarily, managers will need to create personnel schedules that will estimate, in advance, what levels of staffing will be needed to successfully fill the mission of the enterprise. A key scheduling task within any clinical setting will be assessing patient acuity and gauging what affects that acuity should have on the estimated schedules. In addition, managers will have tools to assist in containing absences of scheduled staff managers according to enterprise HR Policies. Finally, reporting tools will be available to perform various auditing functions such as reconciling scheduled versus actual time worked, overtime hours incurred, time off statistics, etc. In order to fully attain and optimize the many program benefits, there must be absolute, strong and continuously committed leadership, starting with the Executive Leadership team and moving throughout the program governance structure and every project and department manager. It is essential to recognize that KRONOS Labor Management is not an IT project, and as such must be owned by Hospital Operations. The level of strategic and tactical planning, effective communications, increased enterprise-wide accountability, cultural openness to major sweeping changes and continuous and effective change leadership will ultimately determine Program success. The Program is organized into several Projects. Each of these projects is a major undertaking on its own and is further complicated by the concurrent design and implementation of all projects and their associated inter-dependencies. KRONOS Timekeeping has been implemented and been in active use for several years within MUHA. Its use continues to evolve at MUHA. Because all KRONOS products are highly integrated and complementary of each other, the following projects will need to remain aware of its evolution and be managed as a single program: 1. Nurse Scheduling; 2. Optilink (Patient Acuity); 3. Analytics; 4. Staff Scheduling (non-nurse); 5. Absence Management. At the highest level, the suite of KRONOS modules will support and promote: 1. Improved levels of patient and employee satisfaction; 2. Single, central, and integrated time keeping, scheduling and absence management database; 3. Continuous labor tracking and management capabilities; 4. Systems driven HR policy management, standards-based acuity-based scheduling, and system driven alerts for clinical and non-clinical settings; Page 5 of 25

6 5. Comprehensive, real-time, and retrospective information for more effective management of personnel expenses through-out the enterprise; 6. A new, integrated source of data for the MUSC Enterprise Data Warehouse; 7. A new suite of Key Performance Indicator (KPI) scorecards and reports by department and business unit; 8. Compliance with the many dimensions of the ARRA Meaningful Use incentive program and the new Health Care Reform requirements. (Is this true???) To accomplish these objectives, extensive work will be done in the implementation of new software and technologies. Additionally, organizational commitment to decisive and timely decision making, business process improvements, extensive employee and clinical training programs, business performance metrics definition, and business performance measurements will be required. This, coupled with dedicated and accountable resources and personnel to the Program, is vital for success. III. Initial Milestones Milestone Due Date Program team training begins November, 2012 Program kickoff meeting October, 2012 Proposed KPIs for each team ready for review (section???) December, 2012 Detailed scope statements from each project team leader January, 2013 (section???) Nurse Scheduling/ Optilink Go Live July 1, 2013 Non-clinical Staff Scheduling/ Absence Management Go Live January 1, 2014 Analytics Go-Live May 1, 2014 Table 1 Initial Milestones IV. MUSC Health Strategic Plan: Driving Strategy and Tactical Leaders The decision to establish a KRONOS Labor Management Program validates MUHA s desire to have a complete, integrated view of all employee hours to be paid across the entire enterprise. This information will encompass hours worked, hours absent, and hours required due to patient acuity needs. The views of this information will be presented both in a scheduled and actual view. Being able to understand and control these paid hours will allow the enterprise to better prepare for all other aspects of meeting the goals and objectives of the MUSC Health Strategic Plan (MHSP). Page 6 of 25

7 All of the following strategies within the MHSP are supported and strengthened as a result of the implementation of the KRONOS Labor Management solution. A. Unify and align the Clinical Enterprise to facilitate decision-making, enhance coordination of care, build accountability and, consequently, drive down costs; 1. Establish consistent performance standards, incentives, accountabilities and selection criteria enterprise wide for reputation, quality, service, efficiency and financial performance. 2. Improve and maximize efficiencies in patient care experience (while reducing the costs of care). Attain a culture of service excellence; revitalize service excellence initiatives, set expectations, provide tools to managers. Link MUSC's Driving Strategies to the principles, methods and mechanisms already embodied in MUSC Excellence. B. Validate, fortify, and expand awareness, preference and market leadership for the MUSC brand. C. Strategically expand access and capacity. D. Build human and financial capital to grow expertise, learning, discovery, and reputation. E. Intensify investment in state-of-the-art information and communication systems to leverage MUSC expertise and access. (Analytics) Design and deploy a superior Enterprise Data Warehouse. V. KRONOS Labor Management Program Scope The KRONOS Labor Management Program includes implementation and ongoing support efforts focused on the delivery of an integrated labor management system throughout the MUHA enterprise utilizing KRONOS-provided software, and all related systems and operations. The Program incorporates the entire MUHA enterprise both clinical and non-clinical. The MUHA KLM Program officially begins with the approval of this Charter, and it currently has no defined or conceptual termination date. The KLM Program establishes a timeline for deliverables, based on milestones developed in collaboration with the vendor(s) and go-live dates for specific Projects, software modules, and associated functionality. Scope is a critical and explicit agreement of specific KLM functions that will be available for use by a defined date; therefore, each Project has a go-live scope, and, possibly, subsequent deliverables that will be delivered in future phases or by future projects. General scope statements follow for each of the MUHA KLM Projects, but detailed scope statements should be provided by Project Leaders for review by the KLM Program Administrator and Executive Sponsor by January 1, These will call out modules and functions to be implemented by specific dates, and major optional elements that have no known development and/or implementation date. These will be reviewed and approved by the KLM Steering Committee. Any major subsequent changes in Project Scope, as determined by the Program Administrator and Executive Sponsor, must also be approved by the KLM Steering Committee. Page 7 of 25

8 High Level Scope Overall Program scope, that is, work to be completed by mid-2014, is briefly described below: A. Nursing Scheduling: Implementation and rollout of the KRONOS Scheduling product for Nursing will include: 1. Review and update, if necessary, all policies related to time work, time off and time reporting for all nurses within the enterprise, 2. Work with all clinical areas to develop and define time scheduling and reporting practices, 3. Upgrade existing computer hardware and software to accommodate additional KRONOS Scheduling product and its usage prior to implementation, 4. Implement appropriate policies and practices within the KRONOS Scheduling product, 5. Develop and deliver a comprehensive training program for all Nurse Scheduling participants including managers, timekeepers and nurses. B. Optilink (Patient Acuity): Implementation and rollout of KRONOS Optilink product that will support the estimating of how patient acuity should affect nurse scheduling will include: 1. Review and update, if necessary, all policies and practices that affect how the enterprise should use patient acuity to affect nurse scheduling, 2. Establish new hardware and software to support the addition of the KRONOS Optink product, 3. Implement appropriate policies and practices within the KRONOS Optilink product, 4. Develop and deliver a comprehensive training program for all Nurse Scheduling participants including managers, timekeepers and nurses. C. Analytics: Implementation and rollout of KRONOS Analytics product that will establish transparency at all levels of management of the effects of Labor Management policies for time keeping upon the MUHA enterprise and will include: 1. Review and defining of information needs at each level of management within the MUHA enterprise, 2. Establish how the information provided should help shape the policies and practices established for timekeeping should be modified going forward, 3. Upgrade existing computer hardware and software to accommodate additional KRONOS Analytics product and its usage prior to implementation, 4. Develop and deliver a comprehensive training program for all MUHA Administrators and Managers, 5. Determine what information should flow to the Enterprise Data Warehouse. D. Staff Scheduling: Implementation and rollout of the KRONOS Scheduling product for staff will include: 1. Review and update, if necessary, all policies related to time work, time off and time reporting for staff within the enterprise, Page 8 of 25

9 2. Work with all staff areas to develop and define time scheduling and reporting practices, 3. Upgrade existing computer hardware and software to accommodate additional KRONOS Scheduling usage prior to implementation, 4. Implement appropriate policies and practices within the KRONOS Scheduling product, 5. Develop and deliver a comprehensive training program for all Staff Scheduling participants including managers, timekeepers and staff. E. Absence Management: Implementation and rollout of the KRONOS Absence Management product for the MUHA enterprise will include: 6. Review and update, if necessary, all policies related to absence management and reporting for all employees within the enterprise, Out of Scope??? 7. Work with all areas to develop and define absence time scheduling and reporting practices, 8. Upgrade existing computer hardware and software to accommodate additional KRONOS Absence Management product and its usage prior to implementation, 9. Implement appropriate policies and practices within the KRONOS Absence Management product, 10. Develop and deliver a comprehensive training program for all employees including managers, timekeepers, nurses and staff. VI. Expected Benefits, Key Performance Indicators, and Return on Investment Benefits The benefits from the KRONOS Labor Management Program will be many, multi-dimensional and significant, enabling MUHA to achieve the strategic goals defined identified in the MUSC Health Strategic Plan. These benefits include: A. MUHA will become a far more efficient and effective organization. Expenses will be reduced by new, optimized business and care processes and meaningless, manual work will be eliminated. B. Care processes will be enhanced with intelligent scheduling systems and revenue will be increased due to more accurate and timely staffing decisions. C. The levels of new reporting and scorecards will allow MUHA management new levels of visibility and tracking of their organizations performance and efficiency. Key Performance Indicators & ROI Specific key performance indicators (KPIs) will be derived from the MUSC Health Strategic plan as well as specific process and outcome measures that are defined and specific to the Program Page 9 of 25

10 and its component projects. There will be a number of broad KPIs at the program level (listed below) as well as KPIs specific to each project. The metrics (both process and outcomes) to measure and track return on investment will be established for the Program and approved by KSC, FAIC and the MHSP Committees. Pre-implementation data will be gathered to develop baseline data for subsequent comparison. 1. KRONOS Labor Management program is implemented on schedule by 07/01/ KRONOS Labor Management program implementation budget is managed on a monthly basis at a variance (in excess) of no greater than 5%. 3. Improved Employee Satisfaction scores regarding information systems. 4. Over/Under staffing occurrences are reduced. 5. Overtime costs are reduced. 6. Non-scheduled absences are reduced. KPIs specific to each project will be proposed by Project directors and clinical/administrative leads, in collaboration with the EHR Development and Operations Council and other leaders (e.g. Quality/Safety and HIM). The proposed KPIs must be available for executive review no later than January 1, VII. Risk Assessment There are inherent and present risks to the overall success of the program and the individual projects. The following risks must be aggressively managed in order to keep the Program on schedule over the next 24 months: A. Organization s ability to execute and adopt many new features and functions in a complex program on an aggressive schedule, managing enterprise overlaps and gaps. B. Suboptimal use of available expertise, e.g. IT services ( owners include OCIO and MUHA). C. Time scheduling, reporting standardization reflecting best practice, institutional Human Resource and Payroll policies, analytics, regulatory, compliance and legal expertise. D. Potential cultural resistance to new ways and systems from the enterprise community. E. Consistent, timely & effective executive and project team decision-making and communications to and throughout the entire organization that is challenging because of organizational size and complexity, with multiple executive layers - This risk has been significantly mitigated through the synergistic development and ongoing implementation of the MUSC Health Strategic Plan. F. Managing competing enterprise demands, thus straining personnel and financial resources. G. Design, delivery, and identification of space to accomplish the different role-based training programs on the new products and workflow processes needed in advance of live use of KLM. H. Collaborative work across the enterprise that is not explicitly KRONOS Labor Management but absolutely required for KLM Program success, including but not limited to focus on information system infrastructure and management; communication and enforcement; and governing law and regulation. I. Technical challenges, including the increasing criticality of minimizing IT system service interruptions, as well as many new or replacement system interfaces introducing high risk for overall system readiness and stability at go-live. Page 10 of 25

11 J. Scope creep Any living organizations evolve in situ over months to years. It is neither possible nor practical to expect perfection at any go-live. While medical care requirements also evolve, even necessary changes to Project scope as work progresses will inevitably threaten golive dates. K. Stability of KRONOS Labor Management project staffing - MUHA personnel come and go for a variety of reasons including recruitment, relocation and retirement, Therefore, staff retention is critical. L. Need to involve operations in key decisions regarding workflow and system configuration on the clinical and revenue cycle side; Using structured management, communications and accountability will help establish ownership of the system by operations. While the above risks are significant, there will be many additional risks identified through ongoing formal risk assessment activities associated with each project. Program governance has been designed and set up to facilitate timely resolution and/or mitigation of risks assuming the governance functions as designed. Strong leadership and issue resolution capabilities by the Implementation Steering Committee working closely with the Project Leads and the KLM Program Administrator will be fundamental to our success. Risk management must be a key area of focus for every member of the entire KLM Program or any Project. Whether stated as a Program and Project goal or mandate, these challenges must be dealt with quickly and effectively by each Project team when appropriate. VIII. Complex Coordination Challenges Due to the highly complex nature of the KRONOS Labor Managment implementation, the combined effect of implementing several projects in parallel introduces many unanticipated coordination challenges across the departments and project teams. While the KRONOS Products are highly integrated by design, there are many critical internal systems resources that are shared by many different products (i.e. system profiles, billing guidelines, master files, systems interfaces). The interdependence of these key data structures across project teams can have a negative ripple effect when one project team changes a shared resource in an unanticipated way to the surprise of other project teams. The level of communication and coordination across parallel efforts is critical to minimize the negative impacts. A strong change control process must be in place to mitigate risks associated with the volume of work being done in support of both production and development environments. Frequent and early combined design sessions with the Program Administrator, Project Leaders, and the KRONOS implementation Consultants will be critical to establish an agreed upon standard operating procedure and practice that facilitates appropriate and necessary sharing while minimizing risk of mayhem. The Program Administrator working with Project Leaders and Application Coordinators will establish regular planning and design sessions to ensure these cross-project issues are identified, discussed, controlled and resolved to the Program s benefit. Page 11 of 25

12 IX. Short Term Decisions and Considerations Specific near term administrative and management decisions required for the KLM Program are: A. Obtain MUSC Strategic Plan Steering Committee and FAIC approval of the Program Charter as the roadmap and guidelines for all KLM activities. B. Identify the Key Stakeholders and their roles in each project. C. Define the roles and responsibilities of every member of the Program or any supporting project. D. Establish clear Guidelines for all Program/Project participants regarding program / project governance. E. Provide the Project Leads, Application Coordinators and other project team members clear formal guidelines on how to effectively plan, design, build, validate and complete any of the KLM application installations (tools, processes, communications, etc.). X. Program Office Requirements Ensure consistent strategic leadership, guidance and timely decision making from FAIC and KSC, Key Stakeholders and the Program Management Office, supported by a well-defined governance structure and decision making process. Strategies include: A. Provide periodic and ad hoc reports as appropriate to the Executive Sponsor and FAIC and KSC. B. Establish regular meetings of the KLM Program Administrator, MUSC CIO and the Program Executive Sponsor. Meeting agendas will be set by the Administrator. C. Establish a Project Management Office (PMO) role in support of the Program to provide guidance to PMO activities within each of the project areas and rollup reporting to the KLM Program Administrator. The PMO will facilitate regular meetings of the KLM Program Administrator, to include the leaders of each Project including Clinical/Administrative leads, the Executive Sponsor, and other enterprise leaders as appropriate. Ensure Program and Project requirements and issues identified by the governing committees, key stakeholders, the project team, and involved end users are captured and tracked within a central, easily accessed tracking database. D. Ensure key performance indicators (KPIs) are defined prior to project onset with current performance metrics and target performance levels for post activation of any KRONOS product. Build a core set of business unit scorecards during the project to be used once in production. E. Facilitate departments and clinical areas in stream-lining and automating business processes and workflows, especially high volume activities, where it is possible to increase productivity through features supported by the KRONOS products. F. Facilitate end-user effectiveness by providing a user-friendly experience, supported by effective training and continual knowledge transfer from business and clinical Subject Matter Experts (SMEs) to the broader employee base. G. Establish a communications coordination function who will design and execute comprehensive and consistent communication across all aspects of the program, in coordination with public relations and marketing personnel across the enterprise. This leader will report directly to the KLM Program Administrator. Page 12 of 25

13 H. Ensure Program participants adhere to and adopt the guiding principles identified as essential to successful implementation of the KRONOS suite of products. (Appendix A). XI. Program Governance Structure This section of the Program Charter defines the program structure and governance, roles and responsibilities, and decision making and approval process. While ultimately, all governance leads to Executive Leadership, the primary governing body for the KLM program is KRONOS Labor Management Steering Committee (KSC) and any subcommittees. The Executive Sponsor for the program is responsible for high level oversight of the entire Project and will meet regularly with the KLM Program Administrator and the MUSC CIO to address high level critical issues. The Executive Sponsor is directly responsible to Executive Leadership for the KLM Program. The entire KLM Program is led by the KLM Program Administrator, with organization and coordination by the KLM Program Management Office delivered by the KLM Project Teams. Figure 1 - KLM Program Governance Page 13 of 25

14 Clinical / Administrative leads are also identified for the: Nursing, Staff, HumanResources, Patient Acuity, Support & Training, and Analytics Projects. These leads are partners with the Project Directors. They are responsible for representing the Project stakeholders in decision making and operations, and for organizing Project/sub-project advisory/steering groups; they also supervise clinical/administrative champions associated with those sub-projects. Additional drill down charts for Revenue Cycle, Inpatient, ASAP / OpTime / Anesthesia, and Ambulatory projects are included in Appendix B. Two of the blocks require additional clarification as to specific function and interaction with the remainder of the project teams. Training and End User Support refers to the centralized organization that provides training, education, end-user support, and triage of problems. Due to the nature of shared training resources supporting enterprise-wide applications and functions, it is understood that these resources will have matrix reporting responsibilities within the project team. KLM Infrastructure and Technical Support refers to the centralized information technology organization that provides support for servers, desktop, network communications, security infrastructure, device integration, and connects with interface team members embedded in individual projects. Due to the nature of shared technical resources supporting enterprise wide applications and functions, such as security management, it is understood that many of these resources will have matrix reporting responsibilities within the project teams. XII. Key Stakeholders, Roles & Responsibilities Key Stakeholders include all individuals (e.g. executives, department heads, and staff) who will be involved in, responsible for, and impacted by KRONOS Labor Management. Stakeholder groups will be identified within each project implementation as they may differ significantly from project to project. The highest level representative of all key stakeholders across the enterprise is the KSC. Design and implementation of software with integrated functionality requires a high degree of role clarification, participation and buy-in from affected stakeholders at all levels of MUHA. Appendix C contains brief descriptions of roles and responsibilities for project team leaders and members. Page 14 of 25

15 XIII. Overall Program Timeframes & Project Approach ALL KLM Projects have deliverables and go-live dates in the next two years. The principal target is July 1, 2014, when all modules associated with the Nurse Scheduling, Optilink, Analytics, Staff Scheduling And Absence management Projects will go live. The work of the Support & Training and Infrastructure Projects is ongoing. The timeline below, and subsequent discussion for each KLM Project, is ONLY the current plan for KLM Program activities associated with now scheduled implementations over the next two years. It does not imply that MUHA will or will not implement other software sometime in the future. KRONOS will provide a more detailed implementation plan based upon their years of experience with implementing their products in hospital settings. This plan will provide a multistep method to define the scope, risks, project plans and workflows/product features. This plan will be built to ensure that MUHA has complete knowledge and control of each KLM project from start to successful completion. One of the fundamental assumptions is MUHA will leverage this plan to gain a better understanding the KRONOS Product capabilities. Working closely with the KRONOS Implementation Manager and Application Coordinators the various projects are completed with a core group of key project team members and Subject Matter Experts (SMEs) from both KRONOS and MUHA persistent through the entire project. Other individuals are introduced at different phases based on the tasks to be completed in that phase. Appendix D describes key activities and deliverables that occur in each phase of the timeline. Each KLM Project are broken down into phases. These phases are: Phase 1 Analysis Phase 2 WorkFlow Validation Phase 3 Final Validation Phase 4 Testing and Training Phase 5 Go Live and Adoption Phase 6 Optimization Page 15 of 25

16 See Appendix D: Key Activities and Deliverables by Project Phase for a more detailed discussion. XIV. Decision Making and Approval Authority KLM is: a management tool control work schedules, time off, unscheduled absences, a clinical decision support tool to improve patient care quality and safety, and a tool to design, produce and communicate reports. The content of patient acuity-based scheduling is not approved by the KLM Program leadership, nor are the guidelines and standards that are reflected in overtime and absence management. A primary responsibility of the Executive Sponsor and other leaders is to catalyze the ongoing, timely and appropriate identification and resolution of such matters. The KRONOS Labor Management Steering Committee and its sup-committees have the responsibility to identify content gaps to leadership and oversee the successful integration of enterprise-approved content into MUHA KLM. The following table describes the decision-making and approval process for the KLM Enterprise Implementation. In addition to key operational and strategic leaders involved in decisionmaking, the KLM Program Manager and Project Leaders will also participate in these discussions. Item Decision Makers Group / Position Approval of Program Charter and Revisions KSC and all Executives listed in section XXI. Approval of Project Scope, Project Schedule or Project Leaders and Clinical/Administrative Leads Budgetary impact Changes with the klm Program Administrator and Executive Sponsor as appropriate. Resolution of non-strategic Project Issues Project Leads with Program Administrator Table 2 - Decision Making and Approval Process XV. Revision History Version Date Author Description /24/2012 James Schaffner Baseline Table 3 - Revision History Page 16 of 25

17 XVI. Appendix A: Guiding Principles for the KRONOS Labor Management Program Guiding principles are helpful when expansive and disparate project teams are trying to work together to achieve a single goal. The guiding principles below are based on guidelines from KRONOS as well as others originally defined within the framework of MUSC s IT Governance. 1. Operations must own the implementation. Broad involvement of end users and clinical / administrative champions in the process is critical. 2. Plan and develop extensive Training, Competency and Proficiency Measurement Programs for all user groups that will be using the new system. Training and passing a proficiency assessment is mandatory for end users before getting access to the system at go-live. 3. Use others prior work. Analyze and adopt Best Practices from other successful KRONOS clients to maximize the return on MUHA s investment. 4. Use our resources wisely by measuring our progress, staying on time and being frugal with budget. 5. All decisions will be made with the best interest of the entire organization, not for any one special interest group. The impact of any strategic or tactical decision on each of the other projects within the Program will be thoroughly considered. 6. Once a decision is made, business and clinical leadership will communicate to their employees and then enforce the design and use of any system capability or feature in adherence with all decisions. 7. Adapt KRONOS products with minimal customization to use KRONOS s functionality, minimize project delays, and minimize the impact of future software upgrades. Use the desired business processes to integrate best practices within the capabilities of the KRONOS Model products. 8. We will attempt to optimize our processes and technologies throughout the organization, rather than just recreate what we do today or perpetuate ineffective and/or inefficient processes. 9. Communicate, communicate and communicate! Eliminate confusion, anxiety, uncertainty and unnecessary delays with clear and consistent messaging. 10. Focus early design efforts and resources on core system elements that span all projects (i.e. data element definition, security controls, tools and standards). Address those foundation items early in the project that will be difficult to change later. 11. De-commission existing applications with thoughtful and effective data migration and archive retention approaches. Page 17 of 25

18 XVII. Appendix B: Associate Project Organizational Charts & Governance Structures Scheduling/Acuity Labor Management Analytics Figure 2 - Individual Project Organization & Governance Page 18 of 25

19 XVIII. Appendix C: Key Stakeholders, Roles & Responsibilities Group/Position KRONOS Labor Management Steering Committee (KSC) Executive Sponsor(s) KSC Program Administrator (KPA) MUHA Operational Leads, IP & RC MUHA Requirements & Quality Lead OCIO IT Leads MUHA Systems Interface Lead MUHA Application Technology Lead MUHA Internal Audit Roles and Responsibilities This committee is responsible for the overall success of the KLM Program as well as all program governance. Program vision and scope decisions and final business decisions rest with this committee. It is the ultimate decision-making authority on the program and makes decisions on issues that transcend projects that cannot be resolved by the Implementation Committees and PMO. A Project Executive Sponsor(s) is a senior member of the MUHA management team who gives visibility to the project. The Project Sponsor is responsible for ensuring that milestones are clearly set, adequate user resources are assigned to the project and timely decision making occurs to resolve outstanding roadblocks to success. The MUHA KLM Program Administrator is responsible for overall coordination and communications of the KLM Program. The KPA reports to the KSC on progress and escalations for the Program as well as the individual projects. The KPA is the primary point of formal escalation for those issues requiring KSC involvement. The KPA also works closely with any sub committees on all touch points between major project initiatives. One for each major area, IP & RC responsible for the project planning, task management and completion, coordination with the Program Manager, quality and timeliness of their Project. Responsible for the coordination of organizational readiness, staffing programs, business process changes, training programs, business metrics definition, communications programs and activation readiness. Responsible for the tracking and validation that all major Requirements of the Program will be met by individual projects and the collective Program effort. Will establish and maintain the goals and key techniques to ensure all projects attain the required Quality levels at activation. Each project will have a designated IT leader who works directly with the key clinical and administrative leads associated with that project as well as leading and coordinating the assigned IT resources. Establish Systems Interface goals, maintain and manage the complete interface inventory, measure progress towards goals and escalate issues as required. Responsible for all aspects of the technology environment, platform and high availability, including datacenter, hardware and systems software, PCs, networking, backup/recovery, disaster recovery programs, system performance, production system schedules, etc. Internal Audit will participate in the KLM implementation, primarily during the design and testing stages of the project. Internal Audit will review the process designs, security matrices, and converted data for conformance to MUHA standards, requirements and objectives. Page 19 of 25

20 Group/Position MUHA IT Application Coordinator Lead KRONOS Implementation Coordinator (IC) Sr. Project Area Leads KRONOS Implementation Manager (IM) MUHA Quality Lead KRONOS Application Coordinators KRONOS Application Managers MUHA Business Process Analyst/Lead MUHA Reporting Analyst/Lead MUHA End User Support & Training Lead MUHA Testing Lead Roles and Responsibilities Combination of AC Lead(s), Sr. and Application Coordinators responsible for project management and supervision of the individual project teams. Perform the research, analysis and coordination of key decisions on all application module installation options. Will coordinate all work with other ACs on other project teams to ensure enterprise wide decisions are consistent with individual project decisions. KRONOS assigned resource who is the Project Director from KRONOS working closely with the KPA to help coordinate the entire Enterprise project, ensuring it is on track and that decisions are being made and communicated appropriately. Reporting to the Program Manager application functional areas, interfaces, reporting, testing and training. Responsible for the timely and successful execution of all tasks within their area of responsibility. KRONOS assigned resource that coordinates with executive team and sponsors to help guide the project and incorporate lessons learned from previous installations. The IM works closely with the IC and KPA throughout the project and serves as an escalation point. Back to KRONOS. Defines expected outcome, results and user acceptance criteria. Measures progress and escalates concerns throughout the project. Validates at project end that criteria was met with quality. KRONOS assigned experts on the functional capabilities and implementation considerations of specific KRONOS products, serving as a first point of contact for a given module and working directly with analysts on the implementation team on workflow, build, and testing. KRONOS assigned experts on functional capabilities of specific KRONOS Products who have previous implementation experience and bring outside perspective and best practice knowledge to bear with the implementation teams. Responsible for the baseline, future state and needed business process flow diagrams for the new environment. Establish key metrics measures within the new business processes. Assist the business in organizational readiness and training for activation. Responsible for requirements definition, reports design and development and QA of all final reports in support of executive and business s metric scorecards and operation all management reports. Responsible for coordination and management of training program, curriculum development and delivery, as well as ongoing end user support. Responsible for all testing program components, tools, test scripts, test run execution and results analysis. Table 4 - Key Stakeholders Page 20 of 25

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