FLEXIBLE BENEFITS SYSTEM IMPLEMENTATION AT MEDICAL CENTER CASE 1.2 Senior management of Shah Alam Medical Center decided to system that would reduce the cost and improve the service of its emplo procure and implemer implement a stem would have to meet four goals: improved responsiveness to employee nea benefits flexibility, better cost management, and greater coordination of huadde tives with business strategies. A multifunctional team of 13 members was formed with tives from four departments-Human Resources IHR), Financial Systems IFS, and Services (IS)-and six technical experts from the consulting firm of Hun and Bar Sofwmati resourc re IHBS Early in the project a workshop was held with participants from Shah Alam and HBS to and finalize project objectives and develop a project plan, milestones, and schedule. Proi pletion was set at 10 months. In that time HBS had to develop and supply all hardware ware for the new system; the system had to be brought on-line, tested, and approved; HR had to be trained how to operate the system and load existing employee data; all Shah employees had to be educated about and enrolled in the new benefits process; data had to be entered in the system. and soh- workers and the enrollment director of FS was chosen to oversee the project. She had the technical background and enting Shah Alam’s patient care information had previously worked in the IS group in implem system; 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 If 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, although each gave the project priority Shah Alam’s senior management had made it clear that meeting project requirements and time es was imperative. The project manager was given authority over functional managers and project team members for all project-related decisions QUESTIONS 1. What form of project management (basic, program, etc.] does this case most resemble? The project manager is also the director of FS, one of several departments that w by the new benefits system. Does this seem like a good idea? What are the pros an cons of her being selected? Comment on the team members’ part-time assignment to the project and the expeci that they give the project top priority Much of the success of thi not employed by Shah Alam, namely the HBS consultants. They must develop hardware/software benefits system. Why was an outside firm likely chosen to s project depends on the performance of team members the entire for such an nager in important part of the project? What difficulties might this pose to the project ma meeting project goals?