FLEXIBLE BENEFITS SYSTEM IMPLEMENTATION AT MEDICAL CENTER CASE 1.2 Senior management of Shah Alam Medical Center decided to procure and impiement system that would reduce the cost and improve the service of its empioyee benefits new system would have to meet four goals: improved responsiveness to employee benefits flexibility, better cost management, and greater coordination of human resource tives with business strategies. A multifunctional team of 13 members was formed with atives from four departments-Human Resources (HR), Financial Systems IFSI, and Informat Services lis)-and six technical experts from the consulting firm of Hun and Bar Software (HBSI needs, added a workshop was held with participants from Shah Alam and HBS to clan and finalize project objectives and develop a project plan, milestones, and schedule. Project com. pletion was set at 10 months. In that time HBS had to develop and supply all hardware and sof Early in the project had to be brought on-line, tested, and approved: HR workers ware for the new system; the system had to be trained how to employees had to be educated about a data had to be entered in the system. operate the system and load existing employee data: all Shah Alam nd enrolted in the new benefits process: and the enrollment tor of FS was chosen to oversee the project She had the technical background and had previously worked in the IS group in implementing Shah Alam’s patient care information ystem, everyone on the team approved of her appointment as project leader, She selected two team leaders to assist her, one each from HR and IS. The HR leader’s task was to ensure that the new system met HR requirements and the needs of Shah Alam employees. The IS leader’s task was to ensure that the new software interfaced with other Shah Alam systems Members of the Shah Alam team worked on the project on a part-time basis, spending roughly alf their time on the project and the other half on their normal daily duties. The project manager and team leaders also worked part-time on the project, athough each gave the project prionity Shah Alam’s senior management had made it clear that meeting project requirements and time deadlines was imperative. The project manager was given authority over functional managers and project team members for all project-related decisions QUESTIONS 1What form of project management basic, program, etc.l does this case most closely resemble? 2The project manager is also the directon of ES one of several departments that will be affected by the new benelits systerm Does this seem like a good idea? What are the pros and port-tine assignment to the project and the expectation cons of her being selected 3Comment on the team members that they give the projnct top pror the success of this projectidepends on the performance of tean members who are d by Shab Alam, namey the HBS consultants. They must develop the enire such an benefits system. Why was an outside firm likely chosen part of the projece? what aihiculties might this pose to the project manager t goals?

Yes, they will be doing their assignment on time as well as they will be right on their duties and responsibilities to both project as well as specialized functional area. Due to high superiority of project manager, they will give much importance to the project completion as directed by the project manager. Even, they have given clarity of roles as related to project deadlines and work completion.
Also, they have a professional exposure due to work experience in normal duties as well as to assigned part time duties. They are getting consistent help, support and motivation from the project manager for making a sound growth for the project organization.
 
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