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Project Schedule With Resource Assignments and Costs by: Microsoft ProjectAssignment 2B Value:
 30 Points averaged with Assignment 2A as follows: (Part 2A + (Part 2B*2)/3)
So in other words: Assignment 2B counts twice the value of Assignment 2A
Assignment Requirements:

 Submission: Via Individual Assignment Drop Box provided in Blackboard
 Format: Microsoft Project 2016 or 2019 file format (.mpp) Submit the actual MSProject
file directly to Blackboard. (Do NOT submit a PDF File)
 File Name: IST645S20A2B followed by your last name and first initial. For example, if
your name were John Smith, your MS-Project file name might be:
IST645S20A2BSmithJ.mpp
 Application: Either the Class Case Problem below, or your own approved project.
 Tools: Microsoft Project 2016 or 2019 file format (.mpp) Submit the actual MSProject
file directly to Blackboard. Please let me know in advance if you have
problems with this – it is available to all students through download.
(A2B) Project Schedule With Resource Assignments and Costs:
Develop the original case study for Assignments 1 and 2A with the new Assignment 2B details into a formal
project schedule. In order to develop the complete list of tasks that must be entered into the software for
the schedule you may need to either take out information, or add new information, to modify your previous
WBS from Assignment 1B now that you have all the project details. You may even wish to start over. Think
about how to sequence the tasks logically and efficiently to get the work done. Do your best to identify the
logical progression of tasks that makes sense and determine which can be done in parallel.
1) Project Schedule should begin on the date mentioned in this assignment, and should meet the schedule
constraints (if any) as mentioned in the case.
2) Requirements/Design specifications: Include tasks for requirements gathering, documentation and
approval explicitly in your WBS for each of the deliverables involved. Some design effort may be
included within Agile sprints for Hybrid project approaches.
3) Software development must be shown for each separate deliverable mentioned in the case, and using
the total effort time given in this assignment. Development effort may be included within Agile sprints
for Hybrid project approaches.
4) Testing must be shown for each product deliverable as a key part of the project, and you need to include
WBS tasks for planning the testing, carrying it out, identifying and documenting the results of various
tests, as well as resolving issues to the satisfaction of the stakeholders involved. Some unit testing
efforts may be included within Agile sprints for Hybrid project approaches.
5) Be sure to add Project Management tasks for project planning, project monitoring/controlling, and
overall project coordination/integration. Also include specific tasks to ensure that stakeholder
satisfaction is achieved with the communications about the project. If you wish (and have time in the
schedule) you may also include WBS tasks for ONLY a Communication Management Plan, but no other
separate project plans should be included in the WBS. I will subtract points for plans other than this.
6) Set up the project software according to the instructions you receive in the lab sessions (and class) to set
the schedule parameters including work hours per day and work hours per week. All tasks in the WBS
must be set to Auto Schedule task mode, including all summary tasks. While forcing a date or
constraint is appropriate for specific items that must take place on a given date in the case, I will take off
points if you force the schedule using manual constraints on your other tasks to get the dates or
sequence to work when specifying effort hours for each task will be sufficient for scheduling.
7) Your WBS final schedule must include all the following columns as discussed in class: ID, Information
(i), Task Mode, Task Name, Work, Duration, Start, Finish, Avg % Complete, Cost, Predecessors, Resource
Names. These columns must be in this order from left to right.
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Spring, 2020 – Assignment 2B
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8) Your Gantt Chart schedule should show a top-line Project Summary Task in the WBS as discussed in
class and like you did for Assignment 1B. This summary task must show the required project submitted
file name using the filename format specified above.
9) MS-Project Resource Sheet:
a) Your Resource Sheet should show only the named resources given in the case, including types,
availability and costs, and your name should clearly be one of the resources as the project manager.
b) Names of individual team members, vendors and other stakeholders should clearly be shown in the
resource listing: You may list name initials for these people as specified in the case. No additional
teams or individuals may be used other than what are specified.
c) If any material resources, such as supplies or equipment, fee payments or software licenses are
mentioned in this case problem, these also should be visible in the Resource Sheet with correct
resource costs specified as “materials” only, not “cost”, and then enter the money amounts for each
resource unit (per license, per payment, etc.) only as given in the case, entering these in the “cost per
unit” field.
10) WBS Work Packages (you are not limited to any quantity of WBS tasks):
a) Cost and Time for each work package: No work packages at the lowest level of your WBS should
have zero resources assigned or zero hours (0h) in the work column. The only work packages that
may have zero dollars ($0) in the cost column, are if fixed fees for the work are specified elsewhere,
or where someone is doing the work at no individual cost to the project. Costs must be
automatically calculated through resource assignment onto work packages only, not entered
directly into any work package or summary task cost fields.
b) Work hours estimates: Be careful to review your estimated work hours for realistic time estimates
for tasks. For example, writing a report or revising a schedule in 30 minutes or one hour may not be
realistic, nor is estimating 700 hours for a single work package.
c) Personnel Assignments on Work Packages: You need to determine who from the list of staff and
stakeholders should be involved in the various tasks based upon what you think about how their
positions and skills relate to the work in the WBS. You may assume 100% (1.0FTE) allocation to this
project for each staff resource. Load leveling is NOT required for this assignment, and I will not be
concerned about over-allocation warnings on your WBS (red people icons at the left of your WBS) as
long as the resource effort allocation is reasonable.
d) However, if you see a small, fractional resource allocation of 0.13 FTE for a single resource on a task,
for example, this means that the software adjusted things during your work, and that you did not go
back and review these allocations to reset them to a proper FTE of 1.0.
e) Other Resource Assignments on Work Packages: You need to assign required payments, equipment
or software licenses to the appropriate work packages, but only as specified in the case. Do not add
resources of any kind that are not given in the case.
f) Predecessors: Only your work packages may show predecessors (not summary tasks) and these
must be complete so that work packages begin in the logical sequence appropriate for this case only.
11) Budget total must reflect the appropriate scale and complexity of this case problem, and must comply
with any constraints and restrictions indicated previously in the case. Do not add time or costs just to try
to get close to any stated constraints.
12) Average % Complete as of July 1, 2020: Do this when you have completed all other aspects of your WBS.
You are required to use the 90-10 method to enter a numeric value in the Average % Complete column
that shows what the completion status of each work package would be as though you were pretending
to look at your schedule on the above date. The Start and Finish dates calculated for each of the work
packages in your WBS will help you to determine which might be at what stage of completion by the
above date according to the 90-10 method discussed in class.
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Spring, 2020 – Assignment 2B
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NEW DETAILED INFORMATION TO USE FOR ASSIGNMENT 2B:
Project Start Date: Set your overall project start date to February 10, 2020. No tasks should start
prior to this date, so you should begin your project tasks with things like developing the project
charter/scope, getting approval to develop the detailed plan, etc. Use other dates given in the case
to set specific date constraints for the individual tasks or deliverables that are required. Remember
that if a constraint says “should be done by” or “no later than” then it can be done before that
date. If it states that something “must be done on”, then it must be done on that date.
1) Curbell REGO Technical and Nursing Staff Training Fee and Schedule Notes:
 Nursing and Technical Staff Training Fees ($2,500 per class of up to a maximum of 15
technical and patient care personnel) – payable at the start of the phase when Curbell is
scheduled to begin the installation of the first REGO tablets. There are 56 total technical and
patient care personnel who are staffing the wing of the hospital where the 36 patients are
being treated. Classes take just 4 hours each and include a demonstration and frequently
asked support questions. Actual dates of when each class occurs is up to you based on the
appropriate sequence of the project.
1) Curbell REGO Tablet Cost, Installation and Infrastructure Notes:
 $1,875 each for the REGO heavy-duty tablets
 22 hours per tablet average for assembly, installation, patient room monitoring and
infrastructure integration and complete functional testing to be done by Mariann Tufts and
Sudarshana Devadhar together under your direction. The way the hospital floor is arranged,
the infrastructure serves 3 patient rooms at a time. So, you decided to proceed with an
adaptive (agile) framework of process for tablet installations in 6 rooms per sprint.
 After examination of the hospital building, you’ve determined that the network and
communications infrastructure is excellent, requiring no further hardware or software
beyond the necessary tablet integration systems.
 REGO Tablet Integration Software – customized for the Children’s Hospital of Omaha
infrastructure for patient monitoring and communication – $15,300 annual license fee, period
starts on completion of the installation and testing.
 Software Integration Services – (Mariann Tufts, Peter Demlein) 160 hours to be completed in
time for the start of the tablet installation.
4) Children’s Hospital Executive/Management Personnel – no costs for these participants in the
project due to their management role in the Hospital. List them in the Resource Sheet at $0/hour
standard rate and schedule them as per their role for meetings, etc.
 Kathy English, Executive Vice President, Chief Operations Officer & Chief Nursing Officer
 Jerry Vuchak, Senior Vice President & Chief Information Officer
 Amy Hatcher, the Executive Vice President and Chief Financial Officer
 Kari Simonsen, M.D., Pediatrician-in-Chief
 Susan Desanto, Patient Care Communications and Systems Projects
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Spring, 2020 – Assignment 2B
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5) Curbell Medical REGO Team Internal Project Budget Rates:
 YOU (Project Manager) ($75/Hr)
 Peter Demlein, Rego Product Application Analyst ($60/Hr)
 Sudarshana Devadhar, Rego Systems Integration/Training Specialist ($50/Hr)
 Mariann Tufts, Technical Service Engineer ($60/Hr)
 Teri Nichols, Territory Sales Representative, Prairie Region ($80/Hr)
5) Children’s Hospital Patient Technology Team Internal Project Budget Rates:
 Mario Zahran, Business Systems Analyst ($65/Hr)
 Gary Wang, Senior Communications/Networking Engineer ($75/Hr)
 Leon Noel – Systems Accessibility Specialist ($70/Hr)
 Christy Hogan – Child Life Specialist (patient engagement) ($50/Hr)
 June McAtee – Social Worker (patient/family services) ($57/Hr)
 Edward Burns – Information Security Analyst ($72/Hr)
6) Prototype Period:
 All Children’s Hospital Patient Technology Team and Curbell REGO Team are to be engaged
during the prototype period to gather performance data on all aspects of the tablet use and
operation. You need to plan out what you think should happen during this prototyping
period, which is to extend for 100 days duration, and result in reports of use and performance
data on the Rego tablets, and patient and healthcare staff reaction and specific feedback. There will
need to be 320 hours of work to develop the reports of the prototype and prepare
recommendations. A final presentation will need to be scheduled once those reports are complete.
END OF NEW INFORMATION FOR ASSIGNMENT 2B
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Spring, 2020 – Assignment 2B
(Continued, Page 5 of 8)
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CASE PROBLEM: Integration of REGO Patient Experience Tablet into Children’s
Hospital, Omaha, Nebraska
NEW INFORMATION FOR ASSIGNMENT 2A – Executive Project Overview
The following is some additional information regarding the project for this specific assignment:
Your Charter-Scope Document was approved, and the project is now in progress. You’ll be presenting the
project to invited hospital board members and key leaders, as well as executives from Curbell, on Friday
morning – April 10, and Teri Nichols needs to deliver a draft to Kathy English by mid-day Thursday, April 9th.
You know that this means that you really need to have everything ready for Teri by Wednesday night, April
8th because Teri is the sort of person who gets to work early, and she will want to go over it with you before
delivering it to Kathy!
Two things to include that have been decided since your Charter was approved: The hospital has identified
36 teenage patients to participate in the prototype roll-out. These are patients ranging in age from 13 to 17.
So that 10% of the tablets can be held in reserve for substitution of non-working ones in use by patients, that
means that Curbell will be providing a total of 40 Rego tablets to the hospital in this initial prototype. Also,
the trial period for the prototype will be 100 days from the completion of the rollout to all 36 patients.
During this trial period, Curbell will collect use and performance data on the Rego tablets, and the hospital
will collect patient and healthcare staff reaction and specific feedback. There will be three weeks to analyze
that data and then a final presentation will be made to this same group of executives as to the outcome of
the prototype and the recommendations for future rollout. No specific date for that presentation has been
set because the project is still being designed.
The initial presentation you’ll need to have ready for Teri on April 8th is supposed to be in executive “deck”
format, which is typical for business presentations of major initiatives, and should be planned to last about
45 minutes, with an additional 15 minutes for questions. Reference the JPMC deck sample to understand
how such decks are created, but do not try to duplicate the content as this is specific to that project – refer
to it for suggestions about how such types of information are presented to a high-level group like your
audience for this project.
You are to include your vision for the project from your perspective as the Project Manager, while outlining
how it will contribute to Children’s Hospital’s patient experience and continued strategic competitiveness.
Your presentation should provide information about the project overall, and particularly about how it will
provide the deliverables for the teenage patients prototype rollout. Since the audience will be senior leaders
from both Curbell and the hospital (including the hospital Board), you’ll need to make sure that your
presentation focuses on how each will benefit from the project, as well as your expectations for how each of
the leaders in the key areas of the hospital would individually contribute to the project’s success – what do
you expect from the hospital’s key executives, and the Board, as this project rolls out?
Now you need to get busy – the clock is ticking…!
END OF NEW INFORMATION FOR ASSIGNMENT 2A
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Spring, 2020 – Assignment 2B
(Continued, Page 6 of 8)
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ORIGINAL CASE INFORMATION TEXT: (this section repeated from assignment 1)
CASE PROBLEM: Integration of REGO Patient Experience Tablet into Children’s
Hospital, Omaha, Nebraska
Information below on the organizations was obtained and adapted from the organizations’ respective websites,
documents and other links:
YOUR Organization –
Curbell Medical: ( https://www.curbellmedical.com/rego/ ) Patients are desiring greater social connectivity
and immediate access to information. As a result, some hospitals are providing
commercial tablets to patients to enhance the hospital stay. These consumer tablets introduce challenges
with connectivity, charging, device tracking and management, as well as data security.
As the leader in patient communication devices for over 50 years, Curbell Medical proudly introduces the
new Rēgo™ Patient Interaction System — a scalable platform that addresses the challenges associated with
tablets, integrating all patient controls into a single, medical-grade device. The Rēgo™ system is designed to
meet patient and hospital requirements with a focus on enhanced communication, information
access, security, durability, cleanability, and regulatory compliance.
CLIENT Organization –
Children’s Hospital, Omaha, Nebraska: (https://www.childrensomaha.org/hospital-experience/) To
improve the life of every child: At Children’s Hospital & Medical Center, this is our mission — and
it’s the heart of everything we do. As the region’s pediatric healthcare leader, we’re dedicated to
exceptional clinical care, research, education, and advocacy. Whether we’re providing care for
critically ill children or championing child-centered legislation, we strive to improve the lives of
children, families, and entire communities. Children’s Hospital & Medical Center is the only fullservice,
pediatric healthcare center in Nebraska, providing expertise in more than 50 pediatric
specialty services to children across a five-state region and beyond.
 We are home to Nebraska’s only Level IV regional Newborn Intensive Care Unit and the
state’s only Level II Pediatric Trauma Center.
 Our regional heart center offers expertise in pediatric heart transplantation.
 Children’s is recognized as a 2018-19 Best Children’s Hospital by U.S. News & World
Report in five pediatric specialties: Cardiology and Heart Surgery, Pulmonology,
Gastroenterology & GI Surgery, Orthopedics, and Diabetes & Endocrine Disorders.
Case Situation:
At a recent Baltimore conference on patient-centered care, Kathy English, Executive Vice President, Chief
Operations Officer & Chief Nursing Officer of Children’s Hospital and Medical Center in Omaha, Nebraska,
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Spring, 2020 – Assignment 2B
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discovered a unique device that attracted some fairly large crowds around the exhibit. The device was a
patient interaction system called Rego by Curbell Medical of Orchard Park, New York. Because Children’s
Hospital was always looking for ways to deliver the ultimate in patient care, and since even small children
can operate computer tablets with ease, Kathy immediately came up with the idea of bringing this device
into the patient care system at Children’s. After all, children normally have parents or relatives helping in
their care while in the hospital, so a device like this could be useful to all patient-side caregivers, even if a
child inpatient were too small to be able to operate the device for themselves.
Upon her return to Omaha, Kathy contacted Jerry Vuchak, Senior Vice President & Chief Information Officer,
as well as Kari Simonsen, M.D., Pediatrician-in-Chief, to discuss the idea. They were completely on board
with it because it could further emphasize Children’s already well-known patient care excellence, and they
could become a disruptive leader in patient engagement through the integration of this new concept.
So, the next step was to come up with a project plan and budget for an initial roll-out of the device into
patient rooms. There are a number of components and stakeholders critical to this type of integration, and
both the supplier and the hospital were going to need to work together to figure this out. In discussions
with Curbell’s Teri Nichols, Territory Sales Representative for the US Prairie Region, Kathy, Jerry, Kari and
Teri determined that the best way to prototype this was to roll out the product to Children’s teenage
patients first, and then to others as both organizations learned how best children and their family caregivers
adapted to the device.
So that’s where you come in. You are the project manager for a product implementation team for Curbell
Medical, focusing on the Rego Patient Interaction System integration into client hospitals.
Your initial Curbell Medical project team right now consists of the following people who oversee the
customization and integration of the Rego systems into client organizations:
 Peter Demlein, Rego Product Application Analyst
 Sudarshana Devadhar, Rego Systems Integration/Training Specialist
 Mariann Tufts, Technical Service Engineer
 Teri Nichols, Territory Sales Representative, Prairie Region
So far, you’ve been informed that your implementation team will be working directly with the following
Children’s Hospital staff who will be assisting in the integration of the Rego system into the patient rooms
and communication systems:
 Mario Zahran, Business Systems Analyst
 Gary Wang, Senior Communications/Networking Engineer
 Leon Noel – Systems Accessibility Specialist
 Christy Hogan – Child Life Specialist (patient engagement)
 June McAtee – Social Worker (patient/family services)
 Edward Burns – Information Security Analyst
You will be reporting progress not only to Teri Nichols, but also to Jerry Vuchak at Children’s, working
specifically through an IT project manager on their side, Susan Desanto, who focuses on patient care
communications and systems projects. Susan will be your overall point-of-contact, and the specialists on the
hospital side with whom you will be working to plan the implementation will be reporting to her for this
project.
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Spring, 2020 – Assignment 2B
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Of course, in your plan you also need to include specific steps and processes for:
• Regular Meetings with the team, stakeholders, and cross-impacted areas of the hospital.
• Contract negotiation and approval processes for your subcontractor-client relationship.
• Approval points for the project as needed through the project sequence.
• Points at which you will refine cost and staff assignments (you do not need to calculate costs or
assign staff at this point in the project)
• Points at which you will produce the various Project Plan documentation deliverables discussed in
class.
• Quality management approaches, including testing and provisions for re-work.
• User training and other preparations for system implementation.
• Final reports and other closing processes for the project.
The official project start date you should use is February 10, 2020. No discussion has been held regarding
target dates or budget constraints at this time because a first step is to get a detailed proposal, with a
timeline and budget, so that the hospital can get approval from Amy Hatcher, the Executive Vice President
and Chief Financial Officer to move ahead with the implementation.
END OF CASE PROBLEM FOR ASSIGNMENT #1