PM FPX 4060 Assessment 3 Project GCSP

Name

Capella University

PM-FPX 4060 Risk Management in Project Management

Prof. Name

Date

PM FPX 4060 Assessment 3 Project GCSP

Executive Summary

The Guided Customer Service Program (GCSP) project aims to replace Webster Insurance’s outdated customer service platform with a modern, scalable, and user-friendly solution that supports business growth, improves customer satisfaction, and strengthens regulatory compliance. With a total approved budget of $2 million and an original project timeline from June 1, 2021, through May 31, 2023, the initiative focuses on system design, software installation, data migration, integration, testing, and deployment with minimal disruption to daily operations.

Webster Insurance’s existing customer service database has struggled to accommodate its growing membership, resulting in system crashes, service delays, and reduced customer satisfaction. The new GCSP platform is intended to improve system reliability, reduce average customer call-handling time, support efficient service delivery, and accommodate future business needs. The solution must also meet applicable Centers for Medicare & Medicaid Services (CMS) requirements and comply with relevant Health Insurance Portability and Accountability Act (HIPAA) obligations.

PM FPX 4060 Assessment 3 Project GCSP

Angela Guthrie serves as the project manager and is responsible for coordinating project activities, monitoring costs and schedules, managing risks, and communicating progress to stakeholders. The project includes a structured work breakdown structure (WBS), stakeholder engagement strategy, communication plan, risk register, SWOT analysis, and defined project scope. These management components provide a framework for coordinating departments, tracking deliverables, and maintaining accountability throughout implementation.

The approved budget is $2 million, with a maximum permitted overrun of 4% identified as a project success constraint. However, the project team should treat the approved budget as the spending baseline and require formal authorization for any proposed increase. Successful implementation depends on effective project governance, realistic scheduling, reliable system integration, comprehensive testing, employee training, and documented compliance approval.

Project Charter

The project charter establishes the purpose, objectives, boundaries, budget, timeline, and responsibilities of the Guided Customer Service Program. It provides the foundation for project planning and helps stakeholders understand the outcomes expected from the initiative.

Project Information

Project element	Details
Project title	Guided Customer Service Program (GCSP)
Organization	Webster Insurance
Project manager	Angela Guthrie
Original start date	June 1, 2021
Original completion date	May 31, 2023
Approved project budget	$2,000,000
Primary objective	Replace the existing customer service platform with a scalable, compliant solution
Project approach	Phased design, migration, integration, testing, deployment, and acceptance

These dates represent the original project plan rather than a statement of current project status.

Project Budget and Cost Allocation

The original project charter allocates $2 million to the GCSP initiative. The documented allocations are as follows:

Budget category	Allocated amount
Project management and oversight	$150,000
System design and architecture	$600,000
Software installation and migration	$150,000
Migration of systems into the new program	$100,000
Other project costs and remaining budget	$1,000,000
Total project budget	$2,000,000

The remaining $1 million is not itemized in the supplied budget breakdown and should be assigned to clearly defined categories before financial approval. Potential categories may include licensing, integration labor, testing, training, infrastructure, and contingency reserves, subject to the approved business case.

The project plan identifies a 4% overrun as a threshold beyond which the project would be considered unsuccessful. Four percent of the approved budget equals $80,000, making $2.08 million the mathematical threshold. This does not automatically authorize spending above $2 million. Any budget revision must follow the organization’s formal change control and approval procedures.

Project Objectives

The primary objective is to deploy a replacement customer service platform that addresses the limitations of Webster Insurance’s existing database while minimizing disruption to ongoing operations.

The new GCSP solution is expected to support several business objectives. It should accommodate increasing membership, improve system availability, reduce customer service delays, and provide employees with an accessible interface for handling customer inquiries. It should also help reduce average handling time and associated service costs while improving the overall customer experience.

Additional objectives include:

• Migrating necessary customer and operational information accurately from the legacy platform.

• Integrating the new solution with relevant existing systems.

• Meeting applicable CMS requirements and HIPAA obligations.

• Supporting current operations and anticipated future business growth.

• Providing testing, training, documentation, and formal acceptance before project closure.

The project team should establish measurable acceptance criteria for each objective so that completion can be assessed using documented evidence rather than assumptions.

Project Deliverables

Project deliverables are the tangible outputs produced during the project lifecycle. They should be documented, assigned to responsible individuals, reviewed against acceptance criteria, and approved at the appropriate milestones.

Initiation Phase Deliverables

During initiation, the project team will establish the organizational structure and planning documents needed to begin implementation. These deliverables include team rosters, the project management plan, and the initial meeting schedule.

The team should also confirm stakeholder responsibilities, project objectives, reporting arrangements, and initial assumptions. Completing these activities early helps reduce confusion and establishes a common understanding of the project.

Design and Delivery Phase Deliverables

During system design and delivery, the team will prepare integration documentation, project meeting notes, progress reports, schedule updates, and system demonstrations. These deliverables provide evidence of ongoing work and help stakeholders evaluate whether the solution remains aligned with business requirements.

The team should maintain updated technical documentation and record decisions that affect architecture, migration, testing, or deployment. Any proposed change to a major deliverable should be assessed for its effect on cost, schedule, scope, and compliance.

Final Delivery and Acceptance Package

The final delivery package should include the completed program database, system integrations, integration summary, CMS compliance sign-off where applicable, financial closeout documentation, formal acceptance, and lessons learned.

The original deliverable numbering skips some values. The project manager should standardize the numbering system and maintain a single approved deliverables register to prevent omissions or confusion during acceptance.

Project Management Approach

The GCSP project will use structured planning, coordinated implementation, and ongoing monitoring to replace the legacy customer service platform. The approach emphasizes the careful transfer of existing data, integration with relevant systems, and phased deployment to minimize disruption.

The project team will begin by confirming business requirements and reviewing the current system’s limitations. It will then develop the target architecture, configure the new platform, plan migration, and establish integration requirements. Testing and user acceptance activities will verify whether the system meets functional, performance, security, and compliance expectations.

Project progress will be monitored against approved milestones, budget allocations, and acceptance criteria. The project manager will coordinate the work of departmental leads, resolve operational conflicts, document risks, and escalate issues that exceed delegated authority.

The compliance team should review relevant requirements throughout the project rather than waiting until final deployment. This approach makes it easier to identify compliance gaps while corrective action remains practical and affordable.

Project Risk Management Plan

Risk management helps identify uncertain events that could affect project cost, schedule, scope, technical performance, or compliance. For GCSP, the project team should maintain a risk register that records each risk, its potential impact, the person responsible for monitoring it, and the mitigation actions required.

A risk breakdown structure (RBS) can organize risks into categories such as technical, management, organizational, and resource-related concerns. This structured approach helps ensure that the team considers more than just obvious technical failures (Hillson, 2002).

Technical and System Risks

The primary technical risks include incomplete requirements, integration failures, inaccurate data migration, performance limitations, security vulnerabilities, and insufficient testing. These issues could undermine the reliability of the new platform or delay deployment.

The project team should validate requirements with business stakeholders, confirm compatibility between legacy systems and the new platform, and conduct testing throughout development. Integration testing should verify data exchanges, while user acceptance testing should establish whether the system supports real customer service workflows.

Regulatory and Information Security Risks

The new platform must meet applicable CMS requirements and relevant HIPAA obligations. Compliance depends on the specific services and information handled by Webster Insurance, so the project team should confirm which regulatory requirements apply rather than assuming that a general compliance label is sufficient.

The compliance officer and IT team should review access controls, information handling, audit records, data migration, and security procedures. Identified gaps should be documented and corrected before the affected functionality is approved for production use.

Schedule and Cost Risks

Cost overruns and deployment delays may occur when estimates are incomplete, requirements change, vendors deliver late, or integration work takes longer than expected. Limited staffing may further constrain progress, particularly when one product manager and one integration manager support multiple workstreams.

Mitigation measures should include realistic estimates, milestone reviews, resource planning, contingency assessment, and formal change control. The project manager should compare actual spending and completed work against the approved baselines and communicate emerging variances promptly.

Operational and Change Management Risks

The implementation may affect daily operations because employees must continue serving customers while the new platform is configured, tested, and deployed. A full transition may therefore be impractical during periods of high business activity.

A phased deployment strategy can reduce this risk by limiting the impact of changes, allowing controlled testing, and providing opportunities to resolve problems before broader rollout. Employees should receive role-specific training and clear instructions about how to report system issues during implementation.

Risk Register

The following table consolidates key risk questions from the original plan into a more actionable register. The initial answers reflect the supplied project information; they should be reassessed as implementation evidence becomes available.

Risk area	Initial assessment	Mitigation strategy	Responsible role
Scope definition	Initially confirmed	Validate scope and duration with stakeholders	Project team
Requirements	Initially identified	Obtain approval for system requirements and integrations	Product manager
Estimates and assumptions	Pending verification	Review supplier estimates and regulatory requirements	Procurement manager
Technical processes	Initially considered adequate	Confirm infrastructure and licensing requirements	Procurement manager
Legacy system compatibility	Requires verification	Test application programming interfaces and data feeds	Product manager
External system dependencies	None identified initially	Reassess interfaces and dependencies during design	Integration manager
Design alignment	Initially considered adequate	Validate architecture against requirements and constraints	Product and integration managers
System performance	Initially expected to meet needs	Conduct performance and usability testing	Project team
Reliability and maintenance	Requires verification	Perform ongoing functional and operational testing	Project manager and technical leads
Information security	Compliance expected	Validate applicable security controls throughout implementation	Product manager and compliance officer
Testing and acceptance	Testing planned	Establish test cases, defect thresholds, and acceptance criteria	QA and project managers
Team responsibilities	Requires confirmation	Review the charter and obtain role acceptance	Project manager
Operational disruption	Expected during integration	Schedule phased deployment and prepare fallback procedures	Project manager
Departmental conflicts	Unresolved in the original plan	Establish decision rights and a conflict-resolution process	Project sponsor
Resource availability	Initially considered adequate	Confirm capacity, skills, and workload throughout the project	Project team

The original risk assessment contains entries marked as not applicable or not yet determined. These should be reviewed rather than automatically treated as resolved. In particular, the original response indicating that system safety was not addressed should be revisited to establish whether operational continuity, access controls, and other relevant safeguards require additional assessment.

Management Risk Assessment

Management risks concern project governance, leadership, organizational readiness, decision-making, and the availability of appropriate resources. These factors can affect project delivery even when the technical solution is sound.

Project Leadership and Governance

Angela Guthrie has been designated as project manager and is responsible for coordinating planning, execution, monitoring, and closure. The project also has an identified sponsor and supporting departmental leads.

The project manager should confirm that decision-making authority is documented, team members understand their responsibilities, and stakeholders agree on the process for resolving conflicts. A defined governance structure will help ensure that major decisions are made by the appropriate individuals and communicated consistently.

Organizational Support and Operational Readiness

The original plan identifies executive support, an established management structure, and positive employee morale as project strengths. However, the plan also identifies unresolved departmental objectives and potential operational disruption.

The project sponsor and project manager should confirm that department managers are formally assigned and that competing priorities are addressed. Employee feedback, readiness assessments, and training plans can help identify resistance or operational challenges before they delay implementation.

Resource and Budget Management

The original project assessment indicates that financial resources were considered available and that the team had experience with similar projects. Nevertheless, resource availability should be monitored throughout implementation.

The project manager should review workload, specialist availability, procurement timelines, and budget utilization at regular intervals. Where a key role is supported by only one individual, contingency arrangements should be considered to reduce the risk of delays caused by absence or competing assignments.

Stakeholder Analysis and Engagement Plan

Stakeholder analysis identifies individuals who can influence the project or are affected by its outcomes. It helps the project manager tailor communication, resolve concerns, and maintain engagement throughout implementation.

Amy Johnson: Program Manager

Amy Johnson has high interest and high impact in the GCSP project. She should receive regular status reports, milestone updates, and information about risks that could affect delivery. Her involvement is particularly important when project decisions require coordination across several departments.

Charles Davidson: Lead Developer

Charles Davidson has a medium interest level and high impact because of his technical responsibilities. Weekly development meetings and feedback sessions can help him coordinate software work, address integration concerns, and identify technical obstacles early.

Elizabeth Clark: Compliance Officer

Elizabeth Clark has high interest and medium impact in the stakeholder analysis. She should participate in compliance reviews, requirement validation, and testing checkpoints to ensure that regulatory obligations are considered throughout the project.

Michael Thompson: IT Support Lead

Michael Thompson has medium interest and medium impact. He should coordinate with the integration team on infrastructure readiness, system access, troubleshooting, and support arrangements. His participation will also help prepare the operational team for deployment and post-launch support.

Stakeholder classifications should be reviewed when project responsibilities or decision-making authority change.

Work Breakdown Structure and Project Schedule

A work breakdown structure divides a project into manageable activities and deliverables. For GCSP, the WBS organizes the work into initiation, system design, software installation and migration, integration and testing, and final delivery and acceptance.

Major Project Phases

WBS ID	Activity	Original start	Original finish	Primary deliverables
1.0	Project initiation	June 1, 2021	June 15, 2021	Team roster and project management plan
1.1	System design and architecture	June 16, 2021	August 30, 2021	System design document and architecture plan
1.2	Software installation and migration	September 1, 2021	November 30, 2021	Installed software and migration report
1.3	System integration and testing	December 1, 2021	February 28, 2022	Integration report and testing results
1.4	Delivery and acceptance	March 1, 2022	May 31, 2023	Final system and compliance sign-off

These dates are reproduced from the original schedule. The project documentation contains additional WBS dates that do not align completely with this phase-level schedule. The project manager should reconcile the dates, dependencies, and milestones before using the schedule as an approved baseline.

Detailed WBS Activities

The detailed work plan includes confirming customer needs, preparing the project schedule, selecting the software, identifying stakeholders, preparing procurement documents, reviewing bids, and finalizing the vendor contract.

The design and integration phase includes creating the responsibility matrix, completing the system design, obtaining design approval, and preparing the final release. Monitoring and control activities include usability testing, deployment preparation, installation, and access verification. Project closure includes compliance testing, customer training, formal acceptance, and lessons learned.

Microsoft Project or another scheduling tool can be used to document dependencies, assign resources, create Gantt charts, and track progress against the approved baseline. Schedule changes should be evaluated for their effect on cost, resource availability, risk, and acceptance requirements.

Project Communication Management Plan

A communication plan establishes how project information will be shared with internal teams, organizational leaders, customers, and other affected parties. Consistent communication helps ensure that project risks, decisions, and changes are understood before they affect delivery.

Internal Communication

Internal communication will occur weekly through project meetings and email updates. The primary audience includes the project team and relevant stakeholders. These communications will cover progress, upcoming tasks, unresolved issues, dependencies, and corrective actions.

Meeting notes should record decisions, assigned responsibilities, deadlines, and items requiring escalation. Technical teams may also need more frequent coordination during integration and testing.

External Communication

External communication with Webster Insurance management will occur every two weeks through client meetings and status reports. The purpose is to communicate project progress, collect feedback, review major deliverables, and identify concerns that require management attention.

External updates should be consistent with approved project information. Any change affecting agreed deliverables, budget, or schedule should be communicated through the appropriate decision-making process.

Change Management Communication

Change-related communications will be issued as needed to all affected parties. These communications should explain what is changing, why the change is necessary, how it affects project activities, and what action stakeholders must take.

Changes involving requirements, integrations, cost, or deployment dates should be documented and reviewed before implementation. The project manager should update relevant plans, schedules, risk records, and acceptance criteria after a change is approved.

SWOT Analysis of the GCSP Project

A SWOT analysis examines the project’s internal strengths and weaknesses alongside external opportunities and threats. It helps Webster Insurance evaluate its readiness for implementation and identify areas that require proactive management.

Strengths

The project benefits from an experienced team, executive support, and an organizational need for improved customer service technology. Webster Insurance is a growing insurance business, and the team is expected to draw on experience from previous projects.

The planned use of a structured project management approach also supports accountability, coordinated decision-making, and progress monitoring.

Weaknesses

The transition cannot be completed without considering the organization’s ongoing business activities. Phased integration is necessary to reduce disruption, which may increase coordination requirements and extend the period during which old and new processes must be managed.

The project also has limited specialist resources, and some estimates, responsibilities, and historical records require further verification. These weaknesses make accurate scheduling, workload management, and documentation particularly important.

Opportunities

The new platform offers an opportunity to support business growth, improve customer service, reduce unnecessary call-handling time, and strengthen system reliability. Better integration and more accessible customer information may also help employees resolve inquiries more efficiently.

The project can provide additional value by standardizing workflows, improving operational reporting, and identifying future service enhancements.

Threats

Potential threats include integration failures, unexpected expenses, compliance gaps, deployment delays, and insufficient technical knowledge. Continued service problems before implementation could also contribute to customer dissatisfaction or membership losses.

Webster Insurance can reduce these threats through early technical testing, clear escalation procedures, realistic estimates, employee training, and regular communication with stakeholders.

Project Risks, Constraints, and Assumptions

Distinguishing risks, constraints, and assumptions helps the project manager understand which conditions are uncertain, which limits are fixed, and which expectations require validation.

Known Project Risks

The main identified risks include cost overruns, schedule delays, system integration problems, and compliance concerns. These risks should be reviewed regularly, with mitigation actions assigned to specific owners.

The team should also monitor data migration accuracy, user readiness, technical dependencies, vendor performance, and the potential for service disruption during phased deployment.

Project Constraints

The project must operate within the approved $2 million budget unless a formal revision is authorized. Integration and deployment work must remain within allocated resource hours, and the original plan identifies only one product manager and one integration manager.

The schedule must accommodate busy operational periods, making a phased transition necessary. The original plan also identifies limited usability testing before full deployment as a constraint. Because insufficient testing can increase operational risk, the team should review this limitation and ensure that all critical workflows and acceptance requirements are adequately tested before production release.

Project Assumptions

The original plan assumes that Webster Insurance will remain financially stable, the selected Salesforce solution will perform as expected, and the design team will provide sufficiently detailed drafts. It also assumes that the system will meet applicable compliance requirements, meetings will occur as scheduled, the customer will accept the completed system, and financial records will be closed at established milestones.

These assumptions must be validated throughout the project. For example, vendor performance should be assessed through testing, compliance should be documented through formal review, and customer acceptance should be based on agreed criteria rather than assumed in advance.

Roles and Responsibilities

Clearly defined responsibilities help prevent duplication, missed tasks, and delays caused by uncertainty about decision-making authority. Department leads should manage activities within their assigned areas, while the project manager coordinates the overall plan and monitors progress.

Name	Role	Primary responsibility	Project involvement
Steve Smith	Project sponsor	Provides sponsorship and approvals	All phases
Angela Guthrie	Project manager	Coordinates scope, schedule, budget, risks, and delivery	All phases and tasks
Ingrid Sing	Product manager	Ensures the solution meets customer needs	Design and engineering
Tracy Weave	Human resources manager	Addresses staffing and HR-related matters	All phases for HR activities
Gina Willis	Procurement manager	Coordinates procurement and accounts payable/receivable activities as assigned	All phases
Deb Keplin	Project administrator	Tracks change orders and project documentation	All phases
Danny Senn	Integration manager	Coordinates system integration	Program integration
Joyce Miller	Usability manager	Oversees usability testing	Program integration
Beatrice Jones	Customer representative	Serves as the customer liaison	Stakeholder coordination

The contact information in the original source has not been reproduced here because it should be verified before being published or distributed. A current project directory should be maintained in an appropriately secured location.

Project Scope Management

Project scope management defines the work required to deliver the GCSP solution and prevents the project from expanding beyond approved objectives without formal review. The scope should be sufficiently detailed to guide planning, resource allocation, implementation, and acceptance.

Project Overview

The GCSP project will replace Webster Insurance’s current customer service platform with a system designed to accommodate business growth, improve service efficiency, and support applicable compliance requirements. The project was initiated because the existing system has struggled to handle increasing membership, leading to crashes, delays, and customer dissatisfaction.

The original business case anticipates a return on investment within 18 months of deployment. This remains a projection that should be validated using documented implementation costs, operating expenses, service improvements, and realized savings.

Scope Inclusions

The approved scope includes project management and oversight, system design, scheduling, software licensing and upgrades, data migration, system integration, quality assurance and user acceptance testing, deployment planning, maintenance arrangements, and operational training.

The product package is expected to include the Salesforce contract and design presentation in PDF format. The project will also require labor for system integration and a deployment strategy that supports a controlled transition from the legacy platform.

Scope Exclusions

The original project plan excludes the replacement of unrelated systems, customer travel or lodging expenses, unapproved design changes without additional charges, training for other systems, and post-completion onboarding.

These exclusions should be documented in the scope statement and reviewed whenever stakeholders propose new requirements. Requests outside the approved scope should be assessed for their impact on cost, schedule, resources, risk, and expected benefits before a decision is made.

Detailed Project Work Breakdown Structure

The detailed WBS identifies the activities required to plan, procure, design, integrate, test, deploy, and close the project. The following table retains the major tasks and target dates from the supplied plan.

WBS ID	Task description	Original target date
1.1	Verify customer needs and project requirements	June 1, 2021
1.2	Create the project schedule	July 1, 2021
1.3	Confirm Salesforce as the selected software	June 15, 2021
1.4	Identify project stakeholders	July 1, 2021
2.1	Develop the bid or request for proposal	July 5, 2021
2.2	Release bid or request-for-proposal documents	July 10, 2021
2.3	Review bid documents	July 11, 2021
2.4	Finalize the vendor contract	July 17, 2021
3.1	Develop the design responsibility matrix	August 15, 2021
3.2	Complete the new system design	December 1, 2022
3.3	Obtain design approval	December 5, 2022
3.4	Prepare the final program release	January 1, 2023
4.1	Begin usability testing	January 1, 2023
4.2	Finalize program deployment	March 1, 2023
4.3	Install the system and confirm access	April 1, 2023
5.1	Perform compliance testing	December 5, 2022
5.2	Provide customer training	May 15, 2023
5.3	Obtain customer sign-off and document lessons learned	May 31, 2023

The listed dates are historical targets, and some activities overlap or appear out of sequence. In particular, the plan places compliance testing before the final program release while also listing usability testing afterward. The project manager should confirm the intended sequence and dependencies so that design approval, testing, defect resolution, deployment, and acceptance occur in a controlled order.

Project Success Criteria

The GCSP project should be evaluated against measurable business, technical, financial, and compliance criteria. Completing the scheduled activities is not sufficient if the new platform fails to meet customer service needs or creates unacceptable operational risks.

Success criteria should include delivery of the agreed scope, documented approval of system requirements, accurate migration of required data, successful integration testing, acceptable system performance, completion of user acceptance testing, and approval by the appropriate business and compliance stakeholders.

Financial success should be assessed against the approved budget and a transparent record of actual costs. Operational benefits should be evaluated using measures such as system availability, average customer call-handling time, service delays, and customer satisfaction. The projected return on investment should be reassessed after deployment using actual performance data.

A formal closure review should document whether the system met its acceptance criteria, which risks occurred, what corrective actions were effective, and which lessons can improve future technology projects.

Frequently Asked Questions

What is the purpose of the GCSP project?

The Guided Customer Service Program project is intended to replace Webster Insurance’s outdated customer service platform with a more reliable and scalable solution. Its goals include improving system performance, reducing service delays, supporting business growth, and improving customer satisfaction.

What is the total budget for PM FPX 4060 Assessment 3 Project GCSP?

The original approved budget is $2 million. The project plan identifies a 4% overrun threshold, equivalent to $80,000, but any increase beyond the approved spending limit requires appropriate authorization.

Who is the project manager for GCSP?

Angela Guthrie is identified as the project manager. Her responsibilities include coordinating project activities, monitoring cost and schedule performance, managing risks, communicating with stakeholders, and overseeing delivery.

What are the main deliverables of the GCSP project?

The main deliverables include the project management plan, team roster, system design and architecture documents, software installation and migration reports, integration and testing results, the completed customer service platform, compliance documentation, customer training, formal acceptance, and lessons learned.

Why is risk management important for the GCSP project?

Risk management helps identify and address potential cost overruns, schedule delays, integration failures, data migration errors, compliance gaps, and operational disruptions. Assigning each risk to an owner and monitoring mitigation actions improves accountability and supports timely decision-making.

How does a work breakdown structure help manage the project?

A work breakdown structure divides the project into smaller activities and deliverables. It helps the team estimate costs and durations, assign responsibilities, identify dependencies, monitor progress, and understand how individual tasks contribute to the overall project objectives.

What is the role of stakeholder analysis in GCSP?

Stakeholder analysis identifies individuals who influence the project or are affected by its outcomes. It helps the project manager determine communication needs, coordinate decisions, address concerns, and maintain stakeholder engagement throughout implementation.

What are the major challenges in replacing the existing customer service platform?

The main challenges include migrating data accurately, integrating existing systems, maintaining customer service during deployment, controlling costs, ensuring regulatory compliance, and training employees to use the new platform. A phased rollout and thorough testing can help reduce these risks.

How will Webster Insurance measure the project’s success?

Success should be measured through approved scope completion, system reliability, accurate data migration, successful testing, compliance approval, budget performance, employee readiness, customer satisfaction, and measurable improvements in service efficiency.

References

Hillson, D. (2002). Use a risk breakdown structure (RBS) to understand your risks. Proceedings of the Project Management Institute Annual Seminars & Symposium. Project Management Institute. https://www.pmi.org/learning/library/risk-breakdown-structure-understand-risks-1042

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide) (6th ed.). Project Management Institute. https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

U.S. Department of Health and Human Services. (n.d.). The HIPAA Privacy Rule. https://www.hhs.gov/hipaa/for-professionals/privacy/index.html

U.S. Department of Health and Human Services. (n.d.). The HIPAA Security Rule. https://www.hhs.gov/hipaa/for-professionals/security/index.html

Centers for Medicare & Medicaid Services. (n.d.). CMS program resources. https://www.cms.gov/