Ims Project Plan-Final 1

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ArbiMed Inventory Management System Project Plan
Nouf F. Alassaf, Mary Beth Bilder,
Alaa Ahmed, Trishika Tabuena &
Abdulelah Albukhari
Hahn School of Nursing and Health Science, University of San Diego
HCIN 542: System Analysis and Design for Health Care Informatics
Charisse Lyn Tabotabo
May 4th, 2021
University of San Diego © 2016. All Rights Reserved.

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Table of Contents
1. Planning Basis …………………………………………………………………... 4

1.1 Project Charter …………………………………………………………….... 4
1.2 Scope …………………………………………………………………... 4
1.3 Milestones …………………………………………………………………... 5
1.4 Phases …………………………………………………………………... 6
1.5 Activities …………………………………………………………………... 6
1.6 Tasks …………………………………………………………………... 8
1.7 Effort …………………………………………………………………. 11
1.8 Resources ………………………………………………………………….. 13
2. Project Plan ………………………………………………………………….. 15
2.1 Schedule ………………………………………………………………….. 15
2.2 Dependencies ………………………………………………………………. 15
2.3 Assumption ………………………………………………………………… 15
2.4 Constraints …………………………………………………………………. 16
3. Project Stakeholder Analysis ………………………….…………………………….. 16
3.1 Stakeholder Interview …………………………………………………..….. 16
3.2 Influence/Interest Grid …………………………………….………………. 18
4. Failure Mode Effect Analysis ……………………………………………………….. 19
5. Post Implementation Evaluation …………………………………………………….. 20
5.1 Introduction ………………………………………………………………… 20
a. Project Identification ……………………………………...………..... 20
b. System Proponent ………………………………………………….... 20
c. History of The System ……………………………………………….. 20
d. Functional System Description and Data Usage …………………….. 20
5.2 Evaluation Summary ……………………………………………………….. 21
a. General Satisfaction with the System ……………………...……….. 21
b. Current Cost-Benefit Justification ……………………...…………... 22
c. Needed Changes or Enhancements ……………………...………….. 22
5.3 Analysis and Implementation ……………………...………………………. 22
a. Purpose and Objectives ……………………...………………………. 22
b. Scope ……………………...………..……………………...………… 23
c. Benefits ……………………...………..……………………...………. 23
d. Development Cost ……………………...………..…………………... 23
e. Operating Cost ……………………...………..……………………..... 24
f. Training ……………………...………..……………………..……….. 24
5.4 Outputs ……………………...………..……………………...……………... 24
a. Usefulness ……………………...………..……………………...…… 25
b. Timeliness ……………………...………..……………………...…… 25
c. Data Quality ……………………...………..……………………...…. 25
5.5 Security ……………………...………..……………………...…………….. 25
a. Data Protection ……………………...………..…………………….... 25
b. Disaster Recovery ……………………...…………………………… 25

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c. Audit Trail ……………………...………..……………………...…… 26

d. System Access ……………………...………..…………………......... 26
5.6 Computer Operations ……………………...………..…………………….... 26
a. Control of Workflows …………………………...…………………... 27
b. ArbiMed IMS UserInterface ………………………………………… 27
c. Computer Systems …………………………………………………… 27
d. Peak Loads …………………………………………………………. 28
5.7 Maintenance Activities …………………………………………………………….. 28
a. Activity Summary …………………………………………………… 28
b. System Maintenance ………………………………………………… 28

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ArbiMed Inventory Management System Project Plan
1. Planning Basis
1.1 Project Charter
The project charter includes the scope, risks, constraints, and other factors comprising
the ArbiMed Inventory Management System (IMS) project at the Idyllwild Clinic. Appendix
A shows the complete ArbiMed IMS Project Charter.
1.2 Scope
The project goal is to implement a cloud-based IMS from ArbiMed, a U.S. company
specializing in outpatient medical inventory management. IMS will be integrated with the
electronic health record (EHR) system to provide access to all providers who routinely
control supplies or order them. The system provides many features, including real-time
tracking, analysis of used and unused supplies, and alerts for managers about stock levels and
expiration dates. IMS will allow providers to see products with prices before requesting them.
Additionally, IMS will analyze providers’ preferences and generate plans for standardization,
eliminate manual entry errors, and avoid waste.
The project costs approximately $39,000 and will be implemented in four phases over
6 months, starting March 2021: planning, interoperability testing, training, and
implementation. The planning phase includes writing the project plan, garnering stakeholder
approval, and formalizing a contract with ArbiMed. The software will be customized based
on the clinic’s needs. ArbiMed IMS will be tested with real data and ArbiMed will be
responsible for providing training sessions to all staff before going live. ArbiMed’s IMS will
help the clinic save critical funds when implemented successfully.

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1.3 Milestones
For this project to be successful, certain milestones need to be met on time. Table 1
outlines these essential milestones, along with descriptions and projected delivery dates.
Table 1
ArbiMed Implementation Project Milestones
Milestone Description Delivery Date
Stakeholder approval Key stakeholders review the proposal and 3/8/2021

approve the initiation of this project.
ArbiMed contract signed Review the ArbiMed contract condition 4/1/2021

terms, liabilities, service level of
agreements as well as support and
maintenance.
Hiring of new staff member Hire a high qualified staff for the 4/5/2021
administrative project support.
Current state assessment Understand the current operational state in 5/13/2021

terms of people, process and technology,
current workflow analysis, technical and
business architecture and business
requirements.
System testing Testing the new system with different testing 6/28/2021
methods (load, integration, user
acceptance and unit testing).
User training Provide an onsite, group training, and remote 7/20/2021

training sessions for both end and super
users.
System go-live This project will use the big bang approach 8/2/2021
for the new system go-live.
Project evaluation Objective assessment of the project based on 9/1/2021

a predefined criterion for effectiveness,
efficiency, impact and sustainability.

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1.4 Phases
The project will be implemented over 6 months, starting March 2021, and execution
will entail four phases: planning, interoperability/testing, training, and implementation. Table
2 provides descriptions of the major phases and their sequence.
Table 2
IMS Project Plan Phases
Phase Description Sequence
Planning Consists of defining the project’s boundaries by 1

identifying its purpose, understanding the current state,
meeting with its key stakeholders, prioritizing needs and
goals, establishing key performance indicators, assigning
team members and their responsibilities.
Interoperability/ testing Includes testing the system to ensure the workflow and 2
interoperability and make corrective actions if needed.
Training Developing training materials, train the end and super 3

user to ensure their level of system knowledge.
Implementation Comprises go-live of the new inventory management 4

system, evaluating its success, analyzing the results, and
reporting the outcome to the key stakeholders.
1.5 Activities
This project has four phases. Each phase is divided into many activities. Table 3
provides a description of each activity and its sequence.

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Table 3
IMS Project Plan Activities
Phase Activity Description Sequence
Planning Stakeholders approve the The approval from the 1.1

use case stakeholders of the list of actions
that need to be accomplished in
this project.
Develop the project plan The project plan will include an 1.2
overview of the project scope and
objectives.
Identify the project’s key Defining the successful objective 1.3

performance indicators measurements of this project.
Negotiate ArbiMed vendor Reviewing the ArbiMed contract 1.4

contract and agreements.
Recruiting the staff The responsible hiring manager 1.5

member will develop the new job
description, seek out the qualified
candidates, interview, and get
stakeholder approval for hiring.
On-boarding new staff The responsible hiring manager 1.6

member will orient the new staff member
to their job responsibilities and
facilitate the on-boarding process.
Analyze clinic workflows A full assessment of the current 1.7

workflow.
Identify super users Identify key staff to be super 1.8

users for the new system who will
handle more responsibility in
using the system.
Interoperability/ Perform unit testing Test the new system at a unit 2.1
testing level to assure it meets its design
and performs as intended.
Perform workflow testing Test the system to check the 2.2

effectiveness and the efficiency of
the new workflow.
Perform interoperability Test the new system to make sure 2.3

testing it is interoperable with the clinic
EHR.

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Phase Activity Description Sequence
Interoperability/ Perform user acceptance Test the system by the end-users 2.4
testing testing (UAT) to provide feedback if their needs
are met and the system handles
the required tasks.
Implement UAT feedback Reviewing the end-users’ 2.5

feedback and make changes on
the system to address any
concern.
Training Manage training Develop the training materials 3.1

development and schedule the training
sessions.
Facilitate staff training Ensure the successful 3.2

implementation of the staff
training.
Implementation Evaluate clinic readiness Ensuring the readiness state of the 4.1
clinic including the staff and
technical specifications.
Start using the system Ensure that staff are using the 4.2
new system for inventory-related
tasks and reinforcing the new
workflow.
Perform end-state analysis The analysis includes evaluating 4.3

the key performance indicators,
generating reports, and having the
stakeholders’ feedback.
1.6 Tasks
All tasks required for project completion are listed in Table 4.

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Table 4
IMS Project Plan Tasks
Phase Activity Task Sequence
Planning Stakeholders approve the Develop proposal 1.1.1

use case Meet with the stakeholder 1.1.2
Implement any changes based on 1.1.3
stakeholders’ meeting
Develop the project plan Complete the work breakdown 1.2.1

structure
Draw the workflow mapping 1.2.2
Complete the stakeholder analysis 1.2.3
Analyze the failure modes 1.2.4
Identify the project’s key Define two indicators 1.3.1

performance indicators Complete KPI specifications’ 1.3.2
profiles
Negotiate ArbiMed vendor Identify responsible party for 1.4.1

contract negotiation
Meet with the vendor contract 1.4.2
Get contract approval from the 1.4.3
stakeholder
Recruiting the staff Develop the new job description 1.5.1

member Create a job posting
Review job applicants 1.5.2
Perform interview 1.5.3
Get approval from stakeholders 1.5.4
for hiring 1.5.5
On-boarding new staff Orient new staff member of their 1.6.1

member job responsibilities
Facilitate on-boarding process 1.6.2
Analyze clinic workflows Document current workflow 1.7.1

Create the future state workflow 1.7.2
Identify super users Define the key super users 1.8.1

Identify key super users’ 1.8.2
responsibilities
Interoperability/ Perform unit testing Perform unit testing at front desk 2.1.1
testing Perform unit testing at provider’s
office 2.1.2
Perform unit testing at inventory
storage location 2.1.3

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Phase Activity Task Sequence
Interoperability/ Perform workflow testing Evaluate the efficiency of the 2.2.1

testing workflow
Identify area for improvement 2.2.2
Perform interoperability Assess performance of new 2.3.1

testing software with current EHR
system
Adjust EHR specifications to 2.3.2
facilitate interoperability
Perform user acceptance Roll-out new software to super 2.4.1

testing (UAT) users
Super users utilize new software 2.4.2
and provide feedback
Implement UAT feedback Technical users review super 2.5.1

users’ feedback
Technical users make adjustments 2.5.2
based on super users’ feedback
Training Manage training Develop training materials 3.1.1

development Schedule staff training 3.1.2
Book training facility 3.1.3
Facilitate staff training Conduct staff training 3.2.1

Perform final knowledge 3.2.2
assessment
Implementation Evaluate clinic readiness Evaluate the final knowledge 4.1.1

assessment results
Ensure all technical requirements 4.1.2
are met
Start using the system Activate user accounts 4.2.1

Implement new software 4.2.2
Ensure all staff adopts the future 4.2.3
state workflow
Perform end-state analysis Review and analyze KPI 4.3.1

Create the performance report 4.3.2
Meet with stakeholders to discuss 4.3.3
project outcomes
Monitor system performance 4.3.4
monthly
Report system performance 4.3.5
quarterly

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1.7 Effort
To correspond with each task listed in Table 4, Table 5 shows the number of days
required to complete each task.
Table 5
Effort Needed for Tasks in IMS Project
Task Effort
Develop proposal 4 days
Meet with the stakeholder 1 day
Implement any changes based on stakeholders’ meeting 2 days
Complete the work breakdown structure 7 days
Draw the workflow mapping 7 days
Complete the stakeholder analysis 7 days
Analyze the failure modes 7 days
Define two indicators 10 days
Complete KPI specifications’ profiles 18 days
Identify responsible party for negotiation 3 days
Meet with the vendor contract 4 days
Get contract approval from the stakeholder 10 days
Develop the new job description 5 days
Create a job posting 4 days
Review job applicants 7 days
Perform interview 4 days
Get approval from stakeholders for hiring 4 days
Orient new staff member of their job responsibilities 2 days
Facilitate on-boarding process 5 days
Document current workflow 15 days
Create the future state workflow 23 days
Define the key super users 4 days

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Task Effort
Identify key super users’ responsibilities 10 days
Perform unit testing at front desk 2 days
Perform unit testing at provider’s office 2 days
Perform unit testing at inventory storage location 3 days
Evaluate the efficiency of the workflow 7 days
Identify area for improvement 7 days
Assess performance of new software with current EHR system 14 days
Adjust EHR specifications to facilitate interoperability 7 days
Roll-out new software to super users 7 days
Super users utilize new software and provide feedback 7 days
Technical users review super users’ feedback 4 days
Technical users make adjustments based on super users’ feedback 3 days
Develop training materials 10 days
Schedule staff training 2 days
Book training facility 2 days
Conduct staff training 20 days
Perform final knowledge assessment 2 days
Evaluate the final knowledge assessment results 4 days
Ensure all technical requirements are met 3 days
Activate user accounts 3 days
Implement new software 27 days
Ensure all staff adopts the future state workflow 27 days
Review and analyze KPI 5 days
Create the performance report 5 days
Meet with stakeholders to discuss project outcomes 2 days
Monitor system performance monthly 2 days
Report system performance quarterly 9 days

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1.8 Resources
Table 6 identifies each task and the allocated resource assigned to complete it.
Table 6
Required Resources for ArbiMed Implementation
Task Resource
Develop proposal Project manager
Meet with the stakeholder Project manager
Implement any changes based on stakeholders’ meeting Project manager
Complete the work breakdown structure Project team
Draw the workflow mapping Project team
Complete the stakeholder analysis Project team
Analyze the failure modes Project team
Define two indicators Project team
Complete KPI specifications’ profiles Project team
Identify responsible party for negotiation Project manager
Meet with the vendor contract Project manager
Get contract approval from the stakeholder Project manager
Develop the new job description Clinic director
Create a job posting Clinic director
Review job applicants Clinic director
Perform interview Clinic director
Get approval from stakeholders for hiring Clinic director
Orient new staff member of their job responsibilities Clinic director
Facilitate on-boarding process Clinic director
Document current workflow Medical assistant
Create the future state workflow Medical assistant
Define the key super users Project manager
Identify key super users’ responsibilities Project manager

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Task Resource
Perform unit testing at front desk ArbiMed system analyst
Perform unit testing at provider’s office ArbiMed system analyst
Perform unit testing at inventory storage location ArbiMed system analyst
Evaluate the efficiency of the workflow Project manager
Identify area for improvement Project manager
Assess performance of new software with current EHR system ArbiMed system analyst
Adjust EHR specifications to facilitate interoperability ArbiMed system analyst
Roll-out new software to super users ArbiMed systems analyst
Super users utilize new software and provide feedback Super users
Technical users review super users’ feedback ArbiMed system analyst and
project manager
Technical users make adjustments based on super users’ feedback ArbiMed system analyst
Develop training materials ArbiMed instructor and

Administrative staff
Schedule staff training Administrative staff
Book training facility Administrative staff
Conduct staff training ArbiMed instructor
Perform final knowledge assessment ArbiMed instructor
Evaluate the final knowledge assessment results Administrative staff
Ensure all technical requirements are met ArbiMed systems analyst
Activate user accounts Administrative staff
Implement new software ArbiMed systems analyst
Ensure all staff adopts the future state workflow Administrative staff
Review and analyze KPI Project manager
Create the performance report Administrative staff
Meet with stakeholders to discuss project outcomes Project manager
Monitor system performance monthly Administrative staff
Report system performance quarterly Administrative staff

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2. Project Plan
2.1 Schedule
The project team used a Gantt chart as a schedule management tool. This chart
covered all phases and activities, included durations needed to accomplish the project,
and identified the activity lead for each activity. Appendix B outlines the ArbiMed
project work breakdown structure.
2.2 Dependencies
A number of dependencies exist in this project plan. Key dependencies are outlined in
Table 7.
Table 7
Project Plan Dependencies
Activity Depends on Dependency Type
Develop the project plan Stakeholders use case approval Finish-to-start
Interoperability testing phase Planning phase Finish-to-start
Interoperability testing phase Implement UAT feedback Finish-to-finish
Perform user acceptance testing Perform workflow testing Finish-to-start
Training phase Interoperability testing phase Start-to-start
Implementation phase Training phase Finish-to-start
Perform end-state analysis Identify key performance indicators Finish-to-start
2.3 Assumptions
Many assumptions were considered for this project, including:
o The total cost of the project consists of staff training, system implementation fees,
membership fees, and prorated new staff salaries.
o The demand for items in the inventory are predictable.

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o The clinic’s system does not include inventory management features, so investing in
the ArbiMed inventory management system is justified.
2.4 Constraints
Several constraints could affect success of this project, including:
o For the database to remain up-to-date, staff must scan any item when moved out or
used from the inventory.
o Trends in flu and coronavirus seasons must be reviewed and incorporated in inventory
analysis to ensure more accurate timing of inventory replenishments and account for
deviations from under- or overstocking.
o A superuser must be identified to provide troubleshooting service where the primary
staff is unavailable.
o Additional training may be required, depending on user feedback.
o If the total cost of the project falls under the allotted budget, the excess amount may
be allocated for additional training or any approved system feature upgrades.
o If the ArbiMed system is not compatible with the in-house EHR system, supplemental
resources may be needed, and the current project plan will have to be updated
accordingly.
o Due to the COVID-19 pandemic, certain supplies have dramatically increased in
price, which may be difficult for small clinics to purchase.
3. Project Stakeholder Analysis
3.1 Stakeholder Interview

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Table 8
Stakeholder Analysis Interview
Category Name Objectives/Questions

Non clinical Ms.Hillock Ms. Hillock has a handful of responsibilities to fill within the
Staff (front office) clinic. As an administrative staff, she is responsible for front-of-
office activities such as scheduling, and therefore has minimal
influence and interest in clinic inventory management.
Clinical staff Dr. Montague Dr. Montague is highly interested in improving the inventory
(physician, management processes of the clinic. He has major influence over
clinic partner) the entire project. Because he is filling an oversight role, Dr.
Montague does not have specific tasks to be completed other than
ongoing stakeholder approval and final hiring approvals.
Mrs. Miller Mrs. Miller is interested in inventory management in that it will

(PA) impact her daily workflow in a major way. She does not have
particular financial or business interest in the project beyond daily
workflows. She will be responsible for detailing her current state
workflow and participating in training for the new ArbiMed
software during the training phase.
Mrs. Vallejo Mrs. Vallejo has a similar stakeholder status as Mrs. Miller. She
(MSN, IP) will also detail her current state workflow and participate in
training.
Mr. Dupont Mr. Dupont has a high interest level in this project. As the back
(back office office MA, he is responsible for the largest portion of inventory
MA) management currently. Inventory management represents a major
part of his day-to-day responsibilities. This means that he will
have a key role in both detailing current inventory management
workflows and being involved in future state workflow
development. Mr. Dupont will be a software super user and play a
crucial role in the ongoing maintenance of the software after the
project ends.
Admin staff Dr. Grant As part of the medical managing staff, Dr. Grant is unconvinced
(owner, medical that the inventory management software will be beneficial to the
director) clinic. Because he is both owner and medical director, he has
significant influence on the progress of this project.

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Category Name Objectives/Questions
Admin staff Mrs. Jones Mrs. Jones will be running the day-to-day operations depending
(clinic director) on data-driven decisions to forecast demands more accurately as
well as waste, shortage and maintenance needs which will be
thoroughly fulfilled through the system. She will work with the
ArbiMed instructor in developing training materials which is an
important portion prior to the training phase. Mrs. Jones will also
play a crucial role in the ongoing monitoring of system
performance and outcomes to ensure that all goals are
continuously met. She will be part of the ongoing monitoring
process for the project through identifying whether products have
been recalled or damaged and being proactive about avoiding
giving such products or medications to patients.
Vendors ArbiMed The ArbiMed team is very interested in this project. They are
Inventory ready to work with the clinic to implement their new system and
Management provide ongoing technical support and software training to ensure
company the successful implementation of the project. Also, the company
will provide essential updates on the service and maintenance
when needed. Because they are acting in a vendor role and are
under the direction of clinic management, they have low influence
on the success of this project.
Finance Mr. delaCruz Mr. delaCruz is somewhat interested in the new Inventory
(accounts and management software. He knows that it could affect the overall
billing) performance of billing and accounting processes, but he remains
concerned that the initial investment in the inventory management
software will not be recovered in a timely manner. Mr. delaCruz
must ensure the system captures the needed billing information.
He also needs to identify and analyze the correct key performance
indicators. He must ensure the IMS is fully utilized to take over
the routine tasks such as generating reports, alerting managers
about stock levels and expiration dates to avoiding wastes from
purchasing needed supplies in short time notice.
3.2 Influence and Interest Grid
Figure1 shows influence and interest grid for ArbiMed Inventory Management Software.

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Figure1
ArbiMed IMS Influence and Interest Grid
4. Failure Mode Effect Analysis
Failure modes and effects analysis (FMEA) is a proactive method used for evaluating
any process before real world implementation. FMEA identifies all areas of possible failure,
and also helps assess the relative impact of different failures to identify parts of the process in
most in need of change. Appendix C shows the FMEA for the ArbiMed Inventory
Management System.

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5. Post Implementation Evaluation
5.1 Introduction
a. Project Identification
This project aims to implement ArbiMed IMS in an outpatient primary care clinic to
minimize waste in inventory use and improve the financial viability of the clinic.
b. System Proponent
Dr. Grant (Clinic owner and medical director)
c. History of the System
This is a new system for the clinic. Previously, clinic inventory, including
pharmaceutical supplies, were all managed manually by administrative staff. The former
system consisted of a hybrid system using a combination of Excel and paper-based
spreadsheets.
Implementation of this system is expected to reduce the time staff must spend on
various tasks to accurately track inventory use. Additionally, the new ArbiMed software will
alert appropriate staff when supplies are either low on inventory or expired, which will ensure
necessary inventory is both in stock and usable. In order for the new system to meet
stakeholder expectations, current state information is essential. Smooth implementation will
require thorough documentation of current state workflows and accurate current inventory
status.
d. Functional System Description and Data Usage
The system will keep track of all inventory in the clinic with staff input, alert staff to
low or expired stock, and manage automatic restocking. The software will also generate
inventory reports, including analyses of cost, revenue, and demand for supplies. The
ArbiMed software will also be integrated with the EHR to ensure smooth data exchange.

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5.2 Evaluation Summary
The aim of this section is to outline the overall users’ adequacy and acceptance of
ArbiMed inventory management system.
a. General Satisfaction with the System
User experience with the system was generally positive. User satisfaction was high in
the areas of ease of workflow, perceived benefits of implementation, and cost reduction. A
major strength in the system was the developer team at ArbiMed. During the testing phase,
they were instrumental in addressing any concerns and ensuring the system integrated with
clinic systems seamlessly. Users also reported the automatic ordering feature is a strong point
of the system, as ArbiMed has a business relationship with all vendors used by the clinic. The
automatic ordering feature is by far the most used feature of the software.
Users had some trouble learning how to use the system. The implementation of the
new inventory management workflows were challenging for staff. This was similar to EHR
implementation in that the new process is more time consuming for staff at first, but they see
the benefits of the new system and work to learn it. There were some challenges with staff
who were less comfortable with electronic systems, but ArbiMed was able to address staff
challenges with ease.
An improvement opportunity resides in pharmaceutical supply management.
Administrative staff must manually refresh the system’s interface with current payer
formularies to ensure the correct amount of different medications are ordered based on the
clinic’s payer mix. There have been a few incidents where a drug not covered in the patient’s
formulary was administered, and the clinic was not reimbursed for the drug. An automatic
refresh of this feature would be a major improvement.

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b. Current Cost-Benefit Justification
After the first quarter of full software implementation in the clinic, there was an
associated cost savings of $7,500.00. After a period of one year, it is reasonable to project
annual cost savings will be approximately $30,000.00. This means cost savings will outweigh
implementation costs after about 18 months of system use. This rapid recovery of
implementation cost means the project is cost-justified.
c. Needed Changes or Enhancements
The ArbiMed system meets stakeholder needs virtually out-of-the-box. The only
enhancement stakeholders request is the aforementioned automatic updating of insurance
formularies within the system. There are very few sweeping changes needing to occur in the
system, and the small changes to be made are built into testing and implementation phases
with the ArbiMed team.
5.3 Analysis and Implementation
This section aims to provide an overview of the completeness of functional
requirements and implementation of the system.
a. Purpose and Objectives
Implementation of the ArbiMed system aimed to reduce inventory costs and increase
staff satisfaction with the inventory management process at the clinic. The two measures
listed in the project charter as indicators of success were inventory cost and user satisfaction.
The project aimed to reduce inventory cost by 15% after the first quarter of 2022. The
project is on track to do so, as the inventory cost was reduced by $7,500.00 over the course of
the first quarter of implementation. This is 25% of the usual inventory cost before
implementation, so it is reasonable to project the 15% reduction goal will be met.
Second, the project aimed to increase user satisfaction with inventory management

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processes by 50%. Before implementation, user satisfaction was a 3.0 on a scale of 0.0 to 5.0.
The post-implementation satisfaction evaluation put satisfaction at 4.0. Although this is not a
50% increase, it is a significant improvement. The team projects satisfaction with the system
will grow as staff become more comfortable using it.
b. Scope
This project stayed well within the initially stated scope. Because this is a standalone
cloud-based system for inventory management, the project was not prone to scope creep.
Working with a vendor meant the project’s scope and end point were defined by a contract,
and allowing scope creep would also have budget implications. There will not be future
changes to the scope of this project.
c. Benefits
As previously mentioned, the project achieved both a reduction in cost and an increase
in user satisfaction. System implementation cost is projected to break even after 18 months
post-implementation, which is in line with projected quantifiable benefits. User satisfaction
was also an important benefit, and the project is on track for increasingly positive user
satisfaction results. A non-quantifiable benefit of this project is the continuation of a clinic-
wide effort to modernize systems. Over the past decade, the clinic has made strides in its
referral management, scheduling, and medical documentation systems. The inventory
management process was the last remaining outdated process at the clinic, so implementation
of this system represents a final development in the clinic’s technological growth.
d. Development Cost
As discussed in the project charter, the entire implementation of the ArbiMed system
was projected to be $39,336.00. During development of the FMEA, the project team
discovered that a number of action items were required to avoid high-risk priority failure

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modes and effects. Outsourcing the hiring team, using the ArbiMed readiness assessment
tool, and establishing a mandatory annual compliance evaluation system all had associated
costs. For this reason, the actual implementation cost was $45,250.00. Refer to Appendix A,
Table 1 for a detailed cost breakdown.
e. Operating Cost
Operating cost was estimated to be $4,000.00 per month in perpetuity, and that
estimate was accurate. There were no deviations from the estimated monthly operating cost
of the ArbiMed system. Table 1 provides a detailed cost breakdown (see Appendix A).
f. Training
The planned training schedule was adequate, but the project team determined some
changes should be made to increase effectiveness. Primarily, greater effectiveness required
more involvement of the super users in the planning phase and development of virtual
training sessions. The staff needed more training than anticipated to pick up new workflows.
However, the cost of this additional training was borne by ArbiMed and their system trainers.
With the aforementioned training changes, training was effective and appropriate for staff
skill level.
5.4 Outputs
This section evaluates effectiveness and sufficiency of the output of ArbiMed IMS.
The output of the system includes all inventory-related data and answers all users’ queries
with reports. For example, when a user looks for the number of supplies left, the supply total
will appear along with expiration dates. ArbiMed IMS will also provide a suggestion to
request an purchase order if it reaches a low-stock level.

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a. Usefulness
The ArbiMed IMS has effectively replaced the paper-based system the clinic had
used, which makes it absolutely essential and easy to use.
b. Timeliness
The system is easy to use when locating needed inventory-related data. Also, the data
are generated instantly. All inventory information for clinical and nonclinical supplies are
readily available.
c. Data Quality
All IMS system data are valid and reliable, as they are on cloud and are updated at any
change in the process. Such high-quality information helps users make better decisions.
5.5 Security
This section evaluates system compliance and protection regarding security of data
and programs.
a. Data Protection
The system is equipped with adequate security, backup, recovery, and restart
procedures. All data and activities meet HIPPA regulations and, therefore, are compliant.
b. Disaster Recovery
The recovery management tool in ArbiMed IMS is used to back up and recover the
database daily at midnight. The tool automatically creates a full backup for the system.
Additionally, restores points are provided to ensure the protection of logical failures at risky
points during database maintenance. A backup and recovery policy and procedure is
established and distributed to the IT staff. Users are trained to ensure their ability to perform

26
downtime procedures in regard to day-to-day activities. Ongoing training is also conducted;
however, contingency reports used in the system are unavailable for more than a day due to
software problems.
c. Audit Trails
The ArbiMed support team is, overall, in charge of audit trails. The following data are
recorded in the audit trail: type of action (additions, deletions, changes, queries, print, copy);
date and time of event; patient identification; user identification; and identification of the
patient data accessed. A monthly review of audit trails is conducted.
d. System Access
The clinic strictly follows all laws, regulations, and policies set forth by the U.S.
government. Workforce clearances determine if access of a workforce member to ePHI is
appropriate. Access is restricted to individuals with reasonable and appropriate needs to use
ePHI. Policies are in place regarding information uses and flows. The clinic’s security and
confidentiality policies describe overall goals for user authentication, access control, data
reliability, availability, integrity, and approach to balance access to information against
protection of information. A breach notification plan has been created, wherein information
on disclosure of patient data, organizational next steps, and notification procedures are
detailed. A detailed account of what happened are included, including breach dates, discovery
dates, type and location of the breach, type of data involved, a brief description of incident,
and prior safeguards put in place. The organization conducts access review on an annual
basis.
5.6 Computer Operations
This section aims to establish the current state of operational activities of the
system.

27
a. Control of Workflow
Initially, there were noncompliance in data entry from end users, specially for data
elements such as scanning and expiration dates. Some problems persisted with high
frequency during initial days of implementation but were gradually resolved. Data entry
barriers were resolved with constant monitoring and auditing on the end user. Extra training
and adoption sessions were given to users showing highest rates of noncompliance. Changes
suggested from end users, intended to enhance usability of the application, were taken into
consideration as post-implementation change requests. These proposed changes included
repetitive fields of information, non-necessary mandatory fields, and too many clicks.
b. ArbiMed IMS User Interface
An initial 30-second delay in inventory transactions were used to track quantities and
movements of inventory items. An initial 40% error rate in data entry and inventory stocking
was found. Transaction throughput (rate at which a system achieves its goal) was very
satisfactory. Problems with the interface were minimal, as reported by end users, requiring
changes in some data fields.
c. Computer Systems
Some computers and working stations needed to be upgraded for hardware and
licenses to be able to support the IMS. The instructions given through help buttons in the
system and supplementary training materials were sufficient to support the end user. Minor
software bugs were encountered post-implementation; for example, a few users encountered
errors upon logging in, lags in saving during transactions, and prolonged loading time for
some operational reports. No major hardware issues were encountered

28
d. Peak Loads
Post implementation satisfaction surveys showed 97% satisfaction with the
implemented system. Optimal response time showed 0.003 seconds per function and
transaction achieved targeted rates. Delays encountered in reports loading were resolved by
the implementation support team.
5.7 Maintenance Activities
This section aims to evaluate maintenance of the new system and the effect of its practice.
a. Activity Summary
Maintenance activities for this project included monthly quality audits, system
updates as recommended by ArbiMed, and monthly manual refresh of the system’s data
exchange with payer formularies. The estimated workload for these activities is fewer than 20
hours per month, and will be the responsibility of Mr. Dupont. Over the first quarter of
system utilization, no revisions in maintenance activities were required.
b. System Maintenance
The current contract with ArbiMed includes quarterly system maintenance. This
maintenance consists of required software updates, corrective maintenance when problems
arise, and perfective maintenance as clinic needs change over time. End users will report
issues and open tickets for the ArbiMed team to address. ArbiMed personnel will be
responsible for all ongoing system maintenance.

29
Appendix A
Inventory Management System
Project Charter
A. General Information
Project Sponsor: Charisse Lyn Tabotabo

Project Manager: Nouf Alassaf, Mary Beth
Bilder, Alaa Ahmed,
Trishika Tabuena &
Abdulelah Albukhari
Prepared by: Nouf Alassaf, Mary Beth
Bilder, Alaa Ahmed,
Trishika Tabuena &
Abdulelah Albukhari
Date: February 16, 2021
B. Purpose
Inventory management affects the overall performance of any business, and it is a
vital aspect when it comes to patient-facing businesses. The Idyllwild Clinic has faced rising
inventory costs due to poor management of supplies. The project intends to implement a
cloud-based inventory management software from ArbiMed company. This system aims to
provide physicians and staff with detailed information on all inventories to help them manage
resources efficiently. The project simplifies the supply chain process, including selection,
purchasing, managing, distribution, and utilization.
C. Constraints and Assumptions
Several constraints could affect success of this project, including:
o For the database to remain up-to-date, staff must scan any item when moved out or
used from the inventory.
o Trends in flu and coronavirus seasons must be reviewed and incorporated in inventory
analysis to ensure more accurate timing of inventory replenishments and account for
deviations from under- or overstocking.

30
o A superuser must be identified to provide troubleshooting service where the primary
staff is unavailable.
o Additional training may be required, depending on user feedback.
o If the total cost of the project falls under the allotted budget, the excess amount may
be allocated for additional training or any approved system feature upgrades.
o If the ArbiMed system is not compatible with the in-house EHR system, supplemental
resources may be needed, and the current project plan will have to be updated
accordingly.
o Due to the COVID-19 pandemic, certain supplies have dramatically increased in
price, which may be difficult for small clinics to purchase.
Many assumptions were considered for this project, including:
o The total cost of the project consists of staff training, system implementation fees,
membership fees, and prorated new staff salaries.
o The demand for items in the inventory are predictable.
o The clinic’s system does not include inventory management features, so investing in
the ArbiMed inventory management system is justified.
D. Project Scope Statement
The project goal is to implement a cloud-based inventory management system (IMS)
from ArbiMed, a U.S. company specializing in outpatient medical inventory management.
The system will be integrated with the EHR system and provide access to all providers who
routinely control supplies or order them. IMS provides many features, including real-time
tracking, analyzing used and unused supplies, and alerting managers about stock levels and
expiration dates. It will allow providers to see products with prices before requesting them.
Additionally, the system will analyze the providers’ preferences and generate plans for
standardization, eliminate manual entry errors, and avoid waste.

31
The project will cost approximately $39,000.00 and will be implemented over four
phases for 6 months starting March 2021: planning, interoperability testing, training, and
implementation. The planning phase will include writing the project plan, garnering
stakeholder approval, and formalizing a contract with ArbiMed. The software will be
customized based on the clinic’s needs. It will be tested with real data and ArbiMed is
responsible for providing training sessions to all staff before going live. ArbiMed’s IMS will
help the clinic save money when implemented successfully.
E. Resource Requirements
Implementation of the ArbiMed IMS requires funds for the software itself, for staff
training, and for adequate staffing to support inventory management efforts (see Table 1).
The total cost of implementing ArbiMed software over the 6-month implementation period is
estimated to be $39,336.00, with an ongoing monthly maintenance cost of $4,000.00. The
monthly maintenance cost includes a monthly ArbiMed membership of $500.00, the monthly
cost of Radio-Frequency Identification (RFID) labels, priced at $300.00, and the monthly
salary of the new, full-time, administrative staff member, at $3,200.00.

32
Table 1
Required Resources for ArbiMed Implementation
Resource Cost over 6 months
ArbiMed software implementation fee $2,000.00
RFID labels ($300.00/month) $1,800.00
Deluxe ArbiMed membership ($500.00/month) $3,000.00
Nurse Practitioner training (5 NPs, 2 hours at $60.00/hour) $600.00
Physician Assistant training (1 PA, 2 hours at $70.00/hour) $140.00
Physician training (2 providers, 2 hours at $100.00/hour) $400.00
Medical Assistant training (3 MAs, 4 hours at $18.00/hour) $216.00
Front office staff training (4 staff, 4 hours at $15.00/hour) $180.00
New full time administrative staff member ($20.00/hour, 160hours/month) $19,200.00
Part-time project manager ($30.00/hour, 80hours/month) $14,400.00
F. Risks
The project implementation can face different types of risks. Scope risks endanger
project objectives and deliverables by inaccurately identifying the project boundaries.
Financial risk can happen when the project plan is not comprehensive enough to include all
the elements. Also, staff non-compliance with the new workflow may result in the inefficient
implementation of the project objectives. Furthermore, working with a third-party vendor can
present a risk. For example, if there are major changes in ArbiMed software that result in
incompatibility with the clinic’s EHR system, it will affect the project timeline.
G. Success Metrics: Criteria for Evaluating Project Success and Milestones
Project success following implementation of an IMS for Idyllwild Clinic will be
determined using two metrics. First, monthly inventory costs will be evaluated before and
after implementation. Monthly total inventory costs during the quarter prior to kick-off will

33
be compared with monthly inventory cost of first quarter 2022. After successful
implementation, overall supply cost for the clinic should decrease due to increased efficiency
on the management of purchasing, distribution, and use. This project aims to reduce
inventory costs by 15% by the first quarter of 2022. Inventory cost reduction is measurable
and demonstrable month over month, making it a reliable metric for project success. Second,
stakeholder satisfaction with the inventory management process will be evaluated before and
after software implementation. The project aims to improve stakeholder satisfaction with the
inventory management process at the clinic by 50%. For this project to be successful, certain
milestones need to be met on time. Table 2 shows essential milestones, along with their
projected delivery dates. The project kick-off is March 1, 2021.
Table 2
ArbiMed Implementation Project Milestones
Milestone Delivery Date
Stakeholder approval 3/12/2021

ArbiMed contract signed 3/17/2021
Hiring of new staff member 4/16/2021
Current state assessment 4/30/2021
System testing 5/14/2021
User training 5/28/2021
System go-live 6/7/2021
Project evaluation 8/23/2021
H. Key Stakeholders
The project’s key personnel include key stakeholders and project team members. The
key stakeholders are responsible for approving and overseeing the project and the team is
comprised of different departmental employees. Each member of the team is assigned to
specific milestones activities, as detailed in the project plan (see Table 3).

34
Table 3
The Project’s Key Personnel
Key Stakeholder Dr. Grant, clinic owner and medical director

Dr. Montague, physician and clinic partner
Mrs. Jones, clinic director
Team Mrs. Miller, physician's assistant

Mrs. Vallejo, MSN, NP
Ms. Hillock, front office clerk
Mr. Dupont, back office medical assistant
Mr. delaCruz, clinic accounts and billing
I. Executive Summary
The Idyllwild Clinic currently has no uniform process for managing medical supply
inventory. Effective inventory management is essential to ensure the clinic has sustained
financial viability. To address this need, the AirbiMed inventory management software will
be implemented in 6 months with a cost of approximately $39,000.00. ArbiMed, an U.S.
company, provides detailed information on inventories and facilitates the management
process. This project has been divided into several milestones. Each milestone consists of
activities to be handled by one or more key stakeholders or team members. The project faces
several constraints and risks that could potentially influence success of project
implementation, which have all been identified and considered during the planning process.
Successful implementation of the ArbiMed IMS will improve efficiency of inventory
management at the clinic, thereby reducing inventory costs and improving overall clinic staff
satisfaction, both key performance indicators for this project.

35
Appendix B
ArbiMed Project Work Breakdown Structure

36
Appendix C
ArbiMed Project Failure Mode Effect Analysis

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ArbiMed Inventory Management System Project Plan

Nouf F. Alassaf, Mary Beth Bilder,

Alaa Ahmed, Trishika Tabuena &

Hahn School of Nursing and Health Science, University of San Diego

Charisse Lyn Tabotabo

May 4th, 2021

University of San Diego © 2016. All Rights Reserved.

1. Planning Basis …………………………………………………………………... 4

University of San Diego © 2016. All Rights Reserved.

c. Audit Trail ……………………...………..……………………...…… 26

University of San Diego © 2016. All Rights Reserved.

ArbiMed Inventory Management System Project Plan

1.1 Project Charter

A shows the complete ArbiMed IMS Project Charter.

eliminate manual entry errors, and avoid waste.

6 months, starting March 2021: planning, interoperability testing, training, and

help the clinic save critical funds when implemented successfully.

University of San Diego © 2016. All Rights Reserved.

ArbiMed Implementation Project Milestones

Milestone Description Delivery Date

Stakeholder approval Key stakeholders review the proposal and 3/8/2021

ArbiMed contract signed Review the ArbiMed contract condition 4/1/2021

Current state assessment Understand the current operational state in 5/13/2021

User training Provide an onsite, group training, and remote 7/20/2021

Project evaluation Objective assessment of the project based on 9/1/2021

University of San Diego © 2016. All Rights Reserved.

2 provides descriptions of the major phases and their sequence.

IMS Project Plan Phases

Phase Description Sequence

Planning Consists of defining the project’s boundaries by 1

Training Developing training materials, train the end and super 3

Implementation Comprises go-live of the new inventory management 4

provides a description of each activity and its sequence.

University of San Diego © 2016. All Rights Reserved.

IMS Project Plan Activities

Phase Activity Description Sequence

Planning Stakeholders approve the The approval from the 1.1

Identify the project’s key Defining the successful objective 1.3

Negotiate ArbiMed vendor Reviewing the ArbiMed contract 1.4

Recruiting the staff The responsible hiring manager 1.5

On-boarding new staff The responsible hiring manager 1.6

Analyze clinic workflows A full assessment of the current 1.7

Identify super users Identify key staff to be super 1.8

Perform workflow testing Test the system to check the 2.2

Perform interoperability Test the new system to make sure 2.3

University of San Diego © 2016. All Rights Reserved.

Phase Activity Description Sequence

Implement UAT feedback Reviewing the end-users’ 2.5

Training Manage training Develop the training materials 3.1

Facilitate staff training Ensure the successful 3.2

Perform end-state analysis The analysis includes evaluating 4.3

All tasks required for project completion are listed in Table 4.

University of San Diego © 2016. All Rights Reserved.

IMS Project Plan Tasks

Phase Activity Task Sequence

Planning Stakeholders approve the Develop proposal 1.1.1

Develop the project plan Complete the work breakdown 1.2.1

Identify the project’s key Define two indicators 1.3.1

Negotiate ArbiMed vendor Identify responsible party for 1.4.1

Recruiting the staff Develop the new job description 1.5.1

On-boarding new staff Orient new staff member of their 1.6.1

Analyze clinic workflows Document current workflow 1.7.1