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Project
Name
Short-Term CareBase
Replacement Project
Document
Name
Project Brief Example
Document
Identifier
Project Brief
Authorities
Version:
01_00 Draft/Final
Date:
01 July 2010
Author:
Geoff Rankins
Owner:
Sue Bright
Client:
SuperCare
Short-Term CareBase Replacement Project
1
Project Definition
1.1
Background
Project Brief EX
The provider of the CareBase system, used as a standalone client management
system at each of the 200 short-term care sites, has indicated that they wish to
discontinue support of the system on 01 December 20XX. The provider has
indicated that this time they will not consider our requests to extend support of the
system beyond this date.
CareBase is not a robust system; the interface of data to Central Office is errorprone; the data held in CareBase is not of high quality, impacting on quality of
service delivery, regulatory reporting and funding submissions.
SuperCare requires a replacement client management system.
1.2
Project objectives
Sustain and improve the management of short-term care services beyond 2009.
1.3
Desired outcomes
This project is to acquire a replacement for the CareBase system, like-for-like in
terms of functionality and which does not require material work practice changes at
short-term care sites, thoroughly test the replacement system, and implement the
new system into all short-term care sites before 01 December 20XX.
1.4
Project scope and exclusions
In Scope
The Short-Term CareBase Replacement Project is to customise the AmeriCare
product to produce the Unify application, integrate Unify into SuperCare’s finance,
HR and funding systems, test and accept Unify, train all short-term care staff who
will need to use Unify, cleanse and migrate data relating to recent clients in
CareBase to Unify, implement Unify into all Short-Term Care sites, and provide
initial support of Unify at implemented sites.
Exclusions
The following are specifically excluded from project scope:
1.5

Business process improvement at Short-Term sites.

Gathering of long-term care services requirements.

Annual Statutory Reporting requirements

Enhancement of client referral systems
Constraints and assumptions
Current CareBase support arrangements will expire in December 2009.
1.6
Project tolerances
This project should cost $9.5M, but must not cost more than $10M.
This project should complete by 01 October 2009, but must complete by 01
December 2009.
1.7
Stakeholders
CEO and the Executive Leadership Team
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Short-Term CareBase Replacement Project
Project Brief EX
The Unify Programme Board
Staff providing services to short-term care clients, including client-facing staff, site
managers, regional managers, Care Services Managers, and the Operations
Director.
Finance staff dealing with funding requests.
ISU staff who support CareBase and the Help Desk, and who will support Unify.
Global Care Solutions as the provider of the AmeriCare system
1.8
Interfaces
ISU has commissioned an IS Architectural Review which may alter Unify’s
underpinning infrastructure requirements.
ISU has commissioned a project to review and upgrade technical infrastructure at
all sites.
The Business Process Improvement team is to undertake a project to reengineer
work practices across SuperCare, over the life of this project.
2
Outline Business Case
The following options have been considered:
Option 1 Do Nothing. While cost neutral until 01 December 20XX, beyond that
deadline the provider of CareBase is legally entitled to enter our sites and physically
delete the system from every PC on the site. Doing nothing is not an option in this
case.
Expected benefits: nil
Expected dis-benefits: inability to operate much beyond 01 December 20XX; loss of
funding from funding agencies; inability to satisfy regulatory requirements
Timescale: not applicable
Costs: nil
Risk: damage to organisational reputation; reduction in quality of service delivery
Summary: not feasible
Option 2 Purchase CareBase. SuperCare could purchase the intellectual
property (IP) represented by CareBase. Our approaches to the provider of
SuperCare have been rebuffed, because much of this IP has been carried forward
into their replacement product CareSys. The provider has indicated clearly to
SuperCare that they will not sell or licence the IP in CareBase to SuperCare after
their deadline date.
Expected benefits: ability to operate beyond 01 December 20XX with no impact on
business-as-usual
Expected dis-benefits: SuperCare continues to use an unreliable system, which
cannot support expected expansions in the level and range of services offered by
SuperCare
Timescale: not applicable
Costs: not applicable
Risks: not applicable
Summary: not possible
Option 3 Licence CareSys. The provider of CareBase has developed a
replacement system based on current technologies called CareSys. CareSys would
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Short-Term CareBase Replacement Project
Project Brief EX
be familiar to SuperCare staff, but is functionally much richer that CareBase
requires greater expertise and overheads for operation and on-site support than
CareBase. The provider of CareSys has provided quotes for licence fees that
indicate that SuperCare’s cost of annual ownership would increase by 250% (from
$5Million per year to $12.5Million per year). In addition, SuperCare would have to
run a project to convert each site from CareBase to CareSys. Indicative estimates
for such a project are that it would take 12 months and cost $15Million.
Expected benefits: SuperCare would have a modern, robust care services system
Expected dis-benefits: the cost of ownership would increase by 250%; many staff
would become alienated by major work practice changes in a short time
Timescale: 12 months
Costs: project cost $15Million, operational cost per year $12.5Million
Risks: CareSys may not evolve in parallel with SuperCare’s business direction – this
is highly likely given the provider’s attitude to SuperCare. Some staff may leave
SuperCare
Summary: The ongoing licence fees would be prohibitive and unaffordable
Option 4 Develop a replacement system in-house. SuperCare could develop a
replacement software system in-house. SuperCare’s subject matter experts could
develop detailed requirements for such a system to reflect SuperCare’s current and
expected business environment. The software development is estimated to require
12 months and cost $15Million, with extreme risk to SuperCare given our recent
software development failures. The implementation of this system is estimated to
require 12 months and cost $15Million. Organisational change associated with this
project is estimated to require 12 months and cost $5Million, but this could be
undertaken in parallel with the software development activities. Ongoing
operational, support and maintenance costs are estimated at $5Million per year.
Expected benefits: SuperCare would have a modern, robust care services system
exactly matching current needs and providing a sound basis for future
enhancement
Expected dis-benefits: the cost of ownership would increase by 250%; many staff
would become alienated by major work practice changes in a short time
Timescale: 24 months
Costs: project cost: $35Million, operational cost per year $5Million
Risks: SuperCare has no expertise in governing, managing or undertaking a major
software development project. Some staff may leave SuperCare
Summary: This is the Option with the longest timeframe, greatest cost and greatest
risk
Option 5 Develop a like-for-like replacement of CareBase. This Option is as
per Option 4, but with no functional enhancement and no organisational change.
The software development is estimated to require 8 months and cost $10Million,
with extreme risk to SuperCare given our recent software development failures.
The implementation of this system is estimated to require 12 months and cost
$12Million. Ongoing operational, support and maintenance costs are estimated at
$4Million per year. A subsequent project to cover system enhancement and
organisational change in SuperCare would be required.
Expected benefits: Staff would be familiar with the functionality of the new system
Expected dis-benefits: A subsequent enhancement project would be required, but
this could be done at SuperCare’s convenience
Timescale: 20 months
Costs: project cost: $22Million, operational cost per year $4Million
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Short-Term CareBase Replacement Project
Project Brief EX
Risks: SuperCare has no expertise in governing, managing or undertaking a major
software development project. Some staff may leave SuperCare
Summary: While of shorter cost and duration than Option 4, SuperCare is still
exposed to significant risks
Option 6 Acquire a software package. SuperCare could acquire a package with
a close fit to SuperCare’s requirements, and customise the package. SuperCare’s
subject matter experts could develop detailed requirements for customisation and
enhancement of such a package to reflect SuperCare’s current and expected
business environment. Package customisation and enhancement is estimated to
require 12 months and cost $10Million. The implementation of this system is
estimated to require 12 months and cost $15Million. Organisational change
associated with this project is estimated to require 12 months and cost $5Million,
but this could be undertaken in parallel with the customisation and enhancement
activities. Ongoing licence fees, and operational and support costs are estimated at
$5Million per year.
Expected benefits: SuperCare would acquire a modern care services management
system, with additional functionality
Expected dis-benefits: Staff would not be familiar with the ‘look and feel’ of the
package, and would require training and support
Timescale: 24 months
Costs: project cost: $30Million, operational cost per year $5Million
Risks: SuperCare has no expertise in governing, managing or undertaking a major
package customisation and organisational change project. Some staff may leave
SuperCare. Possible divergence over time between core package functionality and
SuperCare’s evolving requirements
Summary: This appears to be a lower risk approach than Option 4
Option 7 Acquire a like-for-like replacement of CareBase. This Option is as
per Option 6, but with no functional enhancement and no organisational change.
The package customisation is estimated to require 6 months and cost $5Million,
with low risk to SuperCare if a reliable vendor were involved. The implementation
of this system is estimated to require 12 months and cost $10Million. Ongoing
licence fees, and operational support and maintenance costs are estimated at
$4Million per year. A subsequent project to cover package enhancement and
organisational change in SuperCare would be required.
Expected benefits: SuperCare would acquire a modern care services management
system, but without additional functionality
Expected dis-benefits: Staff would not be familiar with the ‘look and feel’ of the
package, and would require training and support
Timescale: 18 months
Costs: project cost: $15Million, operational cost per year $4Million
Risks: SuperCare has no expertise in governing, managing or undertaking a major
package customisation project. Some staff may leave SuperCare
Summary: This appears to be a lower risk approach than Option 4
Option 8 Move to a paper-based client management system. This could be
done within 3 months at a cost of around $5Million, with ongoing costs of around
$4Million per year. While attractive to many staff, a paper-based system would not
be acceptable to the care services regulators and funding agencies, and is probably
infeasible because SuperCare has become such a highly complex organisation over
the last 10 years.
Expected benefits: All staff could work with the system
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Short-Term CareBase Replacement Project
Project Brief EX
Expected dis-benefits: Central Office visibility of regional activities essentially
disappears.
Timescale: 3 months
Costs: project cost: $5Million, operational cost per year $4Million
Risks: Damage to organisational reputation;
Summary: not feasible
2.1
Option Selected
It is recommended that SuperCare adopt Option 7, as this represents the optimal
balance between cost, duration and risk.
3
Project Product Description
Composition
The customised Unify application
Effective interfaces between Unify and SuperCare’s financial and HR systems
Training materials (for train-the-trainer and staff training)
Trained staff
Cleansed and Migrated data
Implemented short-term care sites
Operations, support and maintenance materials
CareBase decommissioned at implemented sites
See attached Project Product Description for full details.
4
Project Approach
SuperCare will licence AmeriCare as the basis for Unify, and engage GCS to
customise it to completely meet its business needs. DigiWare will be retained to
develop data cleansing and migration procedures. SuperCare will develop training
and reporting products, then implement Unify on a site by site basis.
5
Project Management Team Structure
5.1
Organisation Chart
Role
Nominee(s)
Executive
Sue Bright
Senior User
Errol Flynn
Senior Supplier
Jeff Cartwright
Project Assurance
Wendy Worrall
external experts in programme and project design and
delivery, or in the Gateway Review technique
Quality Assurance will provide an external auditor on behalf
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Short-Term CareBase Replacement Project
Role
Project Brief EX
Nominee(s)
of the Programme Board
Change Authority
The Project Board as a whole
Project Manager
You!
Team Manager(s)
Jodie Foster, Information Management Team Manager
Helen Hunt, Training Team Manager
Michael Douglas, Technical Team Manager (DigiWare)
Cindy Reid, GCS Team Manager but someone on-site would
be a better alternative
Project Support
Suzie Quattro, Administrator
Noah Taylor, ISU Project Office
Charlotte Rampling, Corporate Communications
5.2
Role Descriptions
See attached Role Descriptions for full details.
6
References
Unify Programme Definition V02_01
Unify Programme Business Case V05_01
Unify Programme Plan V01_05
Unify Feasibility Study Report V02_02
DigiWare Contract 2008_12_07
Global Care Solutions Contract 2008_12_15
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Short-Term CareBase Replacement Project
Project Brief EX
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The source of the document will be found in the XXXXX directory.
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This document is based on the Project Brief TP V01_00 Template
and the Project Brief PD V01_00 Product Description.
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