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Module 4 Additional Running Case Third Avenue Healthcare (Part 1)

Faiz Lakhani

Professor. Bui

MIS 4310

Module 4 Additional Running Case Third Avenue Healthcare (Part 1)

Question 1

Here is a breakdown of the seven project integration management processes about the start of agile projects:

·
Develop the project charter (Needed): A simple project charter may be created using an agile methodology to describe high-level goals and stakeholders. It establishes the project’s initial scope and vision while adhering to the agile principles of precise objectives(Kaul et al., 2023).

·
Develop the project management plan (Excluded): Agile initiatives promote flexible planning over upfront strict planning. An alternative would be to employ a high-level product backlog or roadmap, with increasing detailed planning as the project progresses.

·
Direct and manage project work (Needed): Agile teams require direction for the preliminary work and coordination. Sprint planning is an example of an agile ceremony that aids in starting the work with an emphasis on value delivery(Harrer, 2023).

·
Manage project knowledge (Excluded): Agile prefers functional software to dense documentation. Agile teams could focus on writing working code and collaboration while maintaining minimal documentation.

·
Monitor and control project work (Needed): Agile initiatives constantly assess their progress and make adjustments as necessary. Agile approaches like frequent reviews, daily stand-ups, and sprint reviews are crucial.

·
Perform integrated change control (Excluded): Agile welcomes change, and iterations or sprints can be adjusted to meet changes. There might not be a requirement for a formal change control process(Lin et al., 2023).

·
Close the project or phase (Excluded): Agile initiatives frequently need clearer phases or official project closures. They develop repeatedly and may carry on with fresh iterations or enter maintenance.

Question 2

Project Charter: Next-gen DNA-Sequencing Instrument Accomplishment Project

Date of Authorization: February 1

Project Start Date: February 1

Projected Finish Date: November 1

Key Schedule Milestones:

· Complete the software’s initial version on June 1

· Program in its final production form by November 1

Budget Information:

The company has set aside $1.5 million for this endeavor, with extra money if necessary. While all hardware will be outsourced, domestic labor will account for most costs.

Project Manager:

Name: Nick Carson

Contact:[email protected]

Project Objectives:

The crucial project for our business, the Next-Gen DNA-Sequencing Instrument, plans to finish the instrument software’s initial version in four months and a production version in nine months.

Main Project Success Criteria:

· The software has to adhere to all detailed requirements.

· It must go through rigorous testing.

· It should be finished on schedule(Krishnamoorthy et al., 2023).

· The CEO must formally approve it after consulting with important stakeholders.

Approach:

· Hire a technical replacement for Nick Carson as soon as possible, along with a part-time assistant.

· Within one month, create a detailed Gantt chart, scope statement, and work breakdown structure detailing the project’s requirements.

Roles and Responsibilities

Ahmed Abrams (Sponsor): CEO

Renyong Chi (Team Member): Testing Expert

Nick Carson (Project Manager): Manager

Susan Johnson (Team Member): DNA Expert

Maggie Elliot (Team Member): Programmer

Erik Maus (Team Member): Programmer

Bill Strom (Team Member): Programmer

Question 3

Skills and qualities of a Scrum Master in an Agile (Scrum) approach

A Scrum Master supports the team by ensuring its needs are satisfied and eliminating any barriers. They set an exemplary example and promote a cooperative, self-organizing team environment. They are excellent at facilitating Scrum rituals (such as sprint planning, daily stand-ups, and retrospectives) to foster fruitful debate and team decision-making. Scrum Masters are adept at settling disputes within the team and fostering a positive work environment(Singh et al., 2023). They encourage self-management by empowering team members to take charge of their job and make decisions.

Differences in skills and qualities between a Scrum Master (Agile) and a traditional Project Manager

While a typical project manager frequently adopts a directive leadership style, giving specific instructions, a scrum master adopts a servant leadership style, facilitating and enabling the team. While a Scrum Master encourages the team to self-organize and make decisions, a traditional project manager could exercise more control over tasks and timetables(Lu et al., 2023). Since agile projects thrive on flexibility, Scrum Masters are adaptable and welcome change. Traditional project managers may be more focused on adhering to the original plan and less open to change. A traditional project manager manages a project’s scope, budget, and timeline, whereas a scrum master concentrates on removing obstacles, organizing scrum events, and promoting collaboration.

Question 4

Using core ideas from Scrum, the following is a high-level explanation of how the team and framework would operate:

Cross-Functional Scrum Team: Cross-functional team members with various abilities, such as developers, testers, and a scrum master, should make up the Scrum Team. To the project, each team member adds a special set of talents(Ali et al., 2023).

Scrum Roles

·
Scrum Master: The Scrum Master will work as the coach and facilitator, making sure that Scrum procedures are followed, getting rid of roadblocks, and promoting a climate of continual progress.

·
Product Owner: Even if not stated directly, the Product Owner will speak for the client’s interests and rank the product backlog items following those interests.

Agile Product Backlog: The team will keep a list of all the features, user stories, and tasks needed for the healthcare app in an Agile Product Backlog. The Product Owner will rank these items in order of customer value(Noronha et al., 2023).

Sprint Planning: The team will hold regular sprint planning meetings where they will choose a set of backlog items for the next sprint that are prioritized. The team’s capacity and capability to develop a potentially shippable product increment within a time-boxed Sprint will play a role in this decision.

Question 5

Research Findings on a Similar Healthcare App:

I did a web search and came across an app called “HealthPal,” which offers features comparable to what Third Avenue Software is considering for its health app. Here are the main conclusions I came to after reading about it for a while:

HealthPal users can track various health information, such as blood pressure, cholesterol levels, exercise regimens, calorie intake, and prescription schedules. Users can manually enter this information, and some of it can be linked with wearables and health gadgets. HealthPal offers a prescription management system with reminders and a feature resembling an electronic pillbox, similar to the one-Third Avenue plans. HealthPal is a feature for keeping track of medical contacts, including physicians, nurses, and other healthcare professionals. Users can easily import contacts from the address book on their phone(Rajamohana et al., 2023).

Missing Feature in the Third Avenue Healthcare App:

Consumers frequently use mobile apps to keep track of their medical bills and insurance claims. The functionality and user experience of the software could be improved by integrating a feature that enables users to input and track insurance information, claims, and reimbursements.

Question 6

Initial Meeting for Healthcare App Project (Using Scrum Concepts):

The project should start by presenting the vision, goals, and objectives during the Sprint Planning meeting, which the Product Owner and Scrum Master lead. The team works together to identify user stories based on the app’s features, rank them in order of importance, and calculate their complexity (for example, using story points). It should be ensured that the Product Owner has improved the product backlog by breaking user stories down into smaller, manageable tasks before the sprint planning meeting. Ambiguities should be discussed based on their abilities and areas of experience of team members. The team should encourage self-organization so that individuals can select the jobs with which they are most comfortable (Apell & Eriksson, 2023).

High-Level Schedule (Using Scrum Concepts):

Concentrate on the most important user stories to create a minimally viable product (MVP). Have the essential components for data monitoring and medication management ready for evaluation by the conclusion of Sprint 1. Expand the features by including the doctor’s list and emergency contact functions. Start incorporating the GPS emergency functionality. Work on the resources section and the emergency information list, and develop the payment feature. Complete the payment function, conduct exhaustive testing, and prepare for a complete program analysis (Noronha et al., 2023).

References

Ali, S., Abdullah, Armand, T. P. T., Athar, A., Hussain, A., Ali, M., Yaseen, M., Joo, M.-I., & Kim, H.-C. (2023). Metaverse in healthcare integrated with explainable AI and blockchain: enabling immersiveness, ensuring trust, and providing patient data security.
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23(2), 565.

Apell, P., & Eriksson, H. (2023). Artificial intelligence (AI) healthcare technology innovations: the current state and challenges from a life science industry perspective.
Technology Analysis & Strategic Management,
35(2), 179-193.

Harrer, S. (2023). Attention is only some of you need: the complicated case of using large language models in healthcare and medicine
ethically—EBioMedicine,
p. 90.

Kaul, R., Ossai, C., Forkan, A. R. M., Jayaraman, P. P., Zelcer, J., Vaughan, S., & Wickramasinghe, N. (2023). The role of AI for developing digital twins in healthcare: The case of cancer care.
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Krishnamoorthy, S., Dua, A., & Gupta, S. (2023). Role of emerging technologies in future IoT-driven Healthcare 4.0 technologies: A survey, current challenges, and future directions.
Journal of Ambient Intelligence and Humanized Computing,
14(1), 361–407.

Lin, W., Xu, M., He, J., & Zhang, W. (2023). Privacy, security, and resilience in mobile healthcare applications.
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Lu, H.-H., Lin, W.-S., Raphael, C., & Wen, M.-J. (2023). A study investigating user adaptive behavior and the continuance intention to use mobile health applications during the COVID-19 pandemic: Evidence from the telemedicine applications utilized in Indonesia.
Asia Pacific Management Review,
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Noronha, A., Bhat, S., Gijo, E., Antony, J., Laureani, A., & Laux, C. (2023). Performance and service quality enhancement in a healthcare setting through lean Six Sigma strategy.
International Journal of Quality & Reliability Management,
40(2), 365-390.

Rajamohana, S., Dharani, A., Anushree, P., Santhiya, B., & Umamaheswari, K. (2023). Machine learning techniques for healthcare applications: early autism detection using ensemble approach and breast cancer prediction using SMO and IBK. In
Research Anthology on Medical Informatics in Breast and Cervical Cancer (pp. 386–402). IGI Global.

Singh, P. D., Kaur, R., Dhiman, G., & Bojja, G. R. (2023). BOSS: a new QoS-aware blockchain-assisted framework for secure and smart healthcare.
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