Daniel Montjoy’s essay

My name is Daniel Montjoy, peruvian, 34 years old, my profession is Industrial and Systems Engineering by the Universidad de Piura – Perú. I studied a Master of Science in Information Technology with a specialization in Software Engineering in the Carlos III de Madrid University – Spain. Now, I have just begun to study a MBA in La Universidad del Pacífico – Perú, because I am looking forward to improve my strategic, financial and management skills.

Professionally, I have over 10 years’ experience in IT projects, especially those related to the software development. These projects have been carried on successfully in different areas: academic, taxes, social and health, as well as on different software architectures: desktop, web and mobile.

The most challenging project I led was the Hospital Management Software in Clínica Belén [1] during 2008 – 2012. Clínica Belén is one of the largest hospital complexes in Peru .The idea of an integral system in the Clínica is the resulted of a study of process improvement during 2006 – 2008. The firm who led this study recommended me for the software development, because before, we have worked successfully several project in the Universidad de Piura.

The project was divided in 3 main deliverables:

1. Inpatient and Outpatient Management Module (2008-2009).a) Client Receptions, b) Medical Appointments, c) Invoice, d) Pharmacy, e) Laboratory, f) Images, and

g) Surveys.

2. Administrative Management Module (2009 - 2010).a) Accounting, b) Logistic, c) Human Resources, and d) Treasury.

3. Medical Management Module (2011).a) Medical Records and b) Nursering Management.

The project was quite complex from the point of view of the Software Engineering and Project Management. The software was developed with 3-tier architecture web according to MVC design pattern in PHP/Mysql/Linux. All the tools used were open source, following the Clínica Belen policy. One of the critical tools was the choice of the development framework, where we decided to use Zend Framework to speed up the project. A screen of the software is in the Figure 1.

Figure 1: Software Screen

Regarding the Project Management, the most important issues in addition to Time, Cost, Quality, Procurement, and Risk were the Scope, Communications, Human Resource and Stakeholder Management.

The Scope Management was very different between the first and the others modules because of the type of contract. The first module was developed to a Fixed-Cost Contract but the other two modules were Cost-Reimbursable Contract. In the first we spent almost to 3 months to determinate the finals requirements, while in the other two we used agile methodologies (SCRUM).

The Communications and Stakeholder Management were crucial because the CEO were doctors between 50 and 60 years old, who were unfamiliar with software development. Also not every CEO was in favor of the project. Thus, there were different types of reports emphasizing the most important issues for each of the doctors, gaining a better project approval.

The Human Resource Management was a very hard issue. The team project was integrated by five members: two senior developers, two junior developers and one functional analyst. The two main goals were to keep the team motivated with limited economics resources, and have a low level of team rotation, these were achieve with two polices: a flexible schedule at work, except for the days that we have to work together, and four hours a week to investigate new technologies.

In 2011, we finished to integrate the software. Also, in this year, I transferred the product to the new Chief Technology Officer, who was one of the senior developers during the project.

Reference.

1. Clínica Belén http://www.sanna.pe/red-servicios/clinicas/clinica-belen