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Essay / Research Paper Abstract
A 10 page paper analyzing the reasons behind a failed IT project at a large hospital. The hospital properly identified features it wanted and needed in its final system but added a dozen computers and high demand. The consulting firm overseeing the project allowed the hospital to downgrade the server the project planned called for; did not provide disaster recovery plans; and failed to achieve sufficient system response time in the end. Both parties were wrong, and the paper recommends that the hospital regard the experience as an expensive lesson as it seeks out a more competent system integrator to make its new system workable, reliable, scalable for the future and capable of recovering from physical disaster. Bibliography lists 4 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSmgWAmerHosp.rtf
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Unformatted sample text from the term paper:
patient management system that Washington Mercy Hospital finds itself with after a long and expensive information technology (IT) project upgrading systems is not one that performs as expected. This
is nothing new in the area of IT projects, which frequently culminate in systems that do not live up to expectations or have been changed along the way to the
extent that the additional requirements - instituted after beginning work on the project - place too great a burden on the system as it was designed and intended to operate.
This appears to be the case at Washington Mercy Hospital, the proud owner of an immensely unsatisfying patient management information system. The
hospital added applications and requirements during the course of the project, but those additions should have had the effect "only" of extending the project schedule and perhaps bringing it to
completion over its original budget. The fact that late additions now tax the system so greatly that system response time is irritatingly slow indicates that the system held serious
design flaws before any actual work was completed. Current Situation Washington Mercy Hospital is left with a new system that holds great promise
but fails to deliver in terms of system response. The hospital and its IT contractor, DCS, are entering non-binding mediation in an effort to avoid costly litigation. Both
sides are "right," yet both also are wrong. Errors made on each side of the project have combined to have greatly negative effects on the usefulness of the resulting
system. Terms of the contract required that system response time be less than three seconds, and during the 90-day testing period after completion
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