Acme Medical Center WAN Project Part I

Review the Acme Medical Center material.

Create a 1- to 2-page project outline that assigns tasks for the following assignments to each team member:

Acme Medical Center WAN Project Part II – creating a model of the existing WAN using Visio®, due in Week Three.
Acme Medical Center WAN Project Part III – paper analyzing the WAN and suggested enhancements, due in Week Four.
Acme Medical Center WAN Project Part IV – revised model with enhancements included, due in Week Five.

Project Instructions

It is highly recommended you read the items available for student download about Acme Medical Center to aid in completing this assignment.

Click the link on the right to download a ZIP file with the folders containing the following information:

· Acme Medical Center’s Mission Statement and Goals

· Organizational Charts

· Floor Plan

· Classification of Medical Equipment

· Information Systems Overview

Project Overview

Your team project will address the wide area network (WAN) in the virtual organization Acme Medical Center. The current network diagrams are available for download for this virtual organization via the links on the right, as stated above.

· In Week Two, your team will create a project outline and assign team members to the tasks for the course of this project.

· In Week Three, your team builds a model of the WAN using Microsoft® Visio®.

· In Week Four, the team will write a paper analyzing the existing WAN and suggesting enhancements to the current structure.

· In Week Five, the team will build a model of the WAN incorporating the enhancements recommended in their Week Four paper.

ACME MEDICAL CENTER/FACILITIES/NTC409v3_AcmeMedicalCenter_ClassEquip

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Acme Medical Center Classification of Medical Equipment

ACME MEDICAL CENTER

POLICIES AND PROCEDURES

Facilities Administration

Classification of Medical Equipment

Policy

All equipment used in the hospital is to be evaluated by Facilities and included in the

Hospital Equipment Management Program.

Purpose

� To provide a procedure for the inspection of all electrical and mechanical

equipment brought into the hospital

� To ensure that all electrical and mechanical equipment is cataloged and

added to the hospital’s asset inventory

� To assess all risks associated with the use of a particular piece of equipment and

to design and implement training and maintenance protocols based upon the

equipment’s risks

� To comply with all local, state and national regulations and accreditations

Procedure

1. Hospital Equipment Management Program

a. The Hospital Equipment Management Program shall be administered by

the Director of Plant Operations with assistance as may be required, from

time to time, by all other departments of the Acme Medical Center.

b. Each hospital department shall be responsible for the costs of

procurement, training and maintenance of all electrical and mechanical

equipment within its scope of control.

c. Records of equipment procurement, training and maintenance will be

maintained by the Hospital Equipment Management Program.

2. Receipt of Equipment

a. The Director of Plant Operations or his designee is to be notified of all

planned acquisitions of new electrical or mechanical equipment.

b. If possible, all deliveries of equipment for the Hospital should be at the

Hospital’s main loading dock. In the event that a particular piece of

equipment must be delivered and/or installed at another location within

the hospital, the Director of Plant Operations is to be notified in advance

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Acme Medical Center Classification of Medical Equipment

of the delivery installation and the Director of Plant Operations or his

designee is to be in attendance at the delivery installation.

c. Upon the receipt of a new piece of equipment, the Director of Plant

Operations or his designee shall do the following:

i. Coordinate with the department purchasing or leasing the

equipment to ensure that the correct equipment has been

received and that all ordered equipment has been received.

ii. Ensure that the equipment is in proper working order.

iii. Record the equipment’s description, make, model number and

serial number.

iv. Affix an Acme Medical Center asset identification tag to the

equipment.

v. Provide the Chief Financial Officer with a record of the asset

identification tag number and the equipment’s identifying

information. A separate copy of this information is also to be

maintained by the Director of Plant Operations.

vi. Coordinate with the department purchasing or leasing the

equipment and the office of the Chief Financial Officer to file any

necessary documents in order to comply with the requirements of

any applicable warranties or guarantees associated with the

equipment.

vii. Coordinate with the department purchasing or leasing the

equipment to file any necessary documents in order to comply with

the requirements of any local, state or national regulatory bodies

and/or any accrediting bodies that provide accreditation to Acme

Medical Center.

viii. Acquire at least two (2) copies of all training, maintenance and

user’s materials that are provided by the manufacturer and/or

seller of the equipment.

1. One (1) copy of the materials will be maintained by the

hospital department that is purchasing or leasing the

equipment.

2. One (1) copy of the materials will be maintained in a central

library by the Director of Plant Operations or his designee.

ix. Classify the equipment for inclusion in the Hospital Equipment

Management Program.

3. Equipment Classification

a. All electrical or mechanical equipment owned or leased by the Hospital

or any of its departments shall be classified into one of the categories

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Acme Medical Center Classification of Medical Equipment

utilized by the Hospital Equipment Management Program and

summarized by the table appended to this document.

b. The hospital’s equipment classifications will be reviewed every three years

by the Director of Plant Operations, the Chief Operations Officer or his

designee, the Chief Financial Officer or his designee and the Chief

Compliance Officer or his designee.

4. Training

a. The Director of Plant Operations shall be responsible for providing training

to hospital employees on the use of hospital equipment. Each hospital

department will coordinate with the Director of Plant Operations to ensure

that all of the department’s employees receive the training required

pursuant to this policy.

b. The Director of Plant Operations shall maintain records of the training

received by all hospital personnel. A copy of such training records shall

also be maintained by the employee’s hospital department.

c. When a new employee begins working for a hospital department, the

department director or his designee shall determine what equipment the

employee will need to operate as part of their job duties and present that

information, along with the employee’s identifying information, to the

Director of Plant Operations. This procedure is also to be followed in the

event that an existing hospital employee transfers to a new department

within the hospital.

d. Class A Equipment:

i. No employee shall operate any item of Class A equipment until

they have completed a training course on the operation of the

equipment and been certified by the Director of Plant Operations

as qualified to operate the equipment.

ii. Each department shall ensure that on any floor where it has Class A

equipment, there shall always be at least one person on duty on

the floor who has been certified by the Director of Plant Operations

to operate the equipment.

iii. Employees who operate Class A equipment must be recertified by

the Director of Plant Operations annually.

e. Class B Equipment:

i. No employee shall operate any item of Class B equipment until

they have completed a training course on the operation of the

equipment and been certified by the Director of Plant Operations

as qualified to operate the equipment.

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Acme Medical Center Classification of Medical Equipment

ii. Each department shall ensure that on any floor where it has Class B

equipment, there shall always be at least one person on duty on

the floor who has been certified by the Director of Plant Operations

to operate the equipment.

iii. Employees who operate Class B equipment must be recertified by

the Director of Plant Operations on the operation of a particular

type of Class B equipment any time the equipment is replaced with

new or different equipment and the model of the equipment or the

manufacturer of the type of equipment changes.

f. Class C Equipment:

i. Each department shall ensure that, as part of a new employee’s

orientation, the employee receives training in the use of all Class C

equipment the employee is expected to use in performance of

their job duties.

ii. Each department shall be responsible for providing training to its

employees when new Class C equipment is obtained.

5. Maintenance

a. Maintenance records for all hospital equipment shall be maintained by

the Director of Plant Operations.

b. Requests for equipment maintenance or repairs shall be directed to the

Director of Plant Operations. The Director of Plant Operations shall

determine whether required maintenance or repairs are to be performed

by hospital personnel or by outside contractors.

c. The Director of Plant Operations shall manage the maintenance and

repair of hospital equipment so as to minimize costs and maintain

equipment guarantees and warranties in force.

d. Class A Equipment:

i. Class A equipment shall be maintained and repaired only by

persons that have been certified by the manufacturer of the

equipment as qualified to perform said maintenance or repairs.

ii. All items of Class A equipment shall be inspected annually to

ensure that the equipment is in good condition and to perform any

maintenance suggested by the equipment’s manufacturer.

e. Class B Equipment:

i. Class B equipment shall be maintained and repaired only by

persons that have been certified by the manufacturer of the

equipment as qualified to perform said maintenance or repairs.

ii. Items of Class B equipment that had an acquisition cost in excess of

$10,000 or which are being leased, but have a replacement value

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Acme Medical Center Classification of Medical Equipment

in excess of $10,000, shall be inspected annually to ensure that the

equipment is in good condition and to perform any maintenance

suggested by the equipment’s manufacturer.

iii. The Director of Plant Operations shall make a list, updated

annually, of all other items of Class B equipment. In January of

each year, the Director of Plant Operations shall use such list to

take a statistical sampling of 10% of the items and schedule them

for inspection and maintenance during the year.

f. Class C Equipment:

i. Items of Class C equipment that had an acquisition cost in excess

of $10,000 or which are being leased, but have a replacement

value in excess of $10,000, shall be inspected annually to ensure

that the equipment is in good condition and to perform any

maintenance suggested by the equipment’s manufacturer.

ii. The Director of Plant Operations shall make a list, updated

annually, of all other items of Class C equipment. In January of

each year, the Director of Plant Operations shall use such list to

take a statistical sampling of 5% of the items and schedule them for

inspection and maintenance during the year.

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Acme Medical Center Classification of Medical Equipment

CATEGORY DESCRIPTION

A
Life support / Life safety equipment and

systems

Equipment that delivers substantial

energy or radiation to persons such as
radiation machines used in
oncology treatment or defibrillators

Oxygen delivery systems

Fire control equipment

Emergency communication and lighting
equipment

Invasive surgical equipment

B
X-ray equipment

Dialysis equipment

Equipment for regulating and
maintaining oxygen or pressure
environments such as incubators or

hyperbolic chambers

Patient monitoring equipment

Drug delivery systems

Noninvasive surgical equipment

Invasive diagnostic equipment

Laser equipment

Motorized patient transportation

equipment

Patient care computer equipment

Non-patient care computer equipment

Office equipment

Copiers

Fans

Noninvasive diagnostic equipment

Laboratory equipment

Non-motorized
patient transportation equipment

Televisions

Telephones / paging system

Hospital beds

Rehabilitation equipment

All other equipment not classified above

ACME MEDICAL CENTER/FACILITIES/NTC409v3_AcmeMedicalCenter_FloorPlan

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Acme Medical Center Floor Plan

ACME MEDICAL CENTER

FLOOR PLAN

Acme Medical Center

Emergency Department/

Waiting Room

ACME MEDICAL CENTER/HUMAN RESOURCES MENU/NTC409v3_AcmeMedicalCenter_MissionStatement

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Acme Medical Center HR Mission Statement and Goals

ACME MEDICAL CENTER

HR MISSION STATEMENT AND GOALS

Human Resources Mission Statement

To develop, establish, and maintain policies and programs that ensure the successful

recruitment, employment, and retention of a diverse, well-qualified workforce to serve

patients.

Overview

The Human Resources Department is responsible for the recruitment, selection,

classification, compensation, benefits, professional development, employee relations,

legal compliance, and record keeping for all employees.

The department directs and monitors the organization’s efforts to build and sustain a

diverse work force.

Human Resources is the primary resource for supervisors and employees concerning

employment and management issues related to the administration of policies and

procedures. The organization invests in the development of the work force through

several training and development programs administered by the Human Resources

Department.

Strategic Goals

� Recruit and retain the very best employees that the organization can afford.

� Grow/enhance a participative employee culture that includes a focus on

diversity and sensitivity awareness programs.

� Be an employer of choice.

� Create an environment of employee success.

� Create and maintain a risk management program to keep in compliance with

legally-mandated federal, state, and local laws, regulations, rules, and

procedures to reduce litigation exposure to the company in a diligent manner;

achieved through policy and procedure development and enforcement.

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Acme Medical Center HR Mission Statement and Goals

Operational Goals

� Retain our employees by providing competitive and equitable compensation

� Offer skill enhancement and leadership development training opportunities

through effective training and development methods such as licensure,

qualification, recurring, and certification programs.

� Create and maintain equitable personnel policies and procedures to ensure a

fair workplace for our employees.

� Create systems for reducing litigation exposure to employee-driven adverse

actions.

� Administer cost-effective health care programs which provide for the well-being

of employees.

� Provide a safe working environment for all employees through OSHA- and

JCHCO-driven procedures.

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_AdminNetwork

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Acme Medical Center Network Diagram: Administration Network Diagram

ACME MEDICAL CENTER

NETWORK DIAGRAM: Administration Network Details

Acme Medical Center

Administration Network Details

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_ITDataCenter

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Acme Medical Center Network Diagram: I.T. Data Center

ACME MEDICAL CENTER

NETWORK DIAGRAM: I.T. Data Center

Acme Medical Center

I.T. Data Center

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_LogicalNetwork

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Acme Medical Center Network Diagram: Logical Network

ACME MEDICAL CENTER

NETWORK DIAGRAM: Logical Network

Acme Medical Center

Overview of Logical Network Interconnections

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_Radiology

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Acme Medical Center Network Diagram: Radiology

ACME MEDICAL CENTER

NETWORK DIAGRAM: Radiology

Acme Medical Center

Radiology

Emergency Room per bay

I workstation for use with the
portable X-Ray machine:

MAC PRO
2 Dual 3 GHz Processors

8 GB RAM
2 750 GB HD RAID

Fiber card
Super drive

OS Virtualization with MAC OS X
Leopard and Windows XP Pro,

Osarix imaging SW
30 “ Display

Regular workstations per ER bay
iMAC

20 inch display
2.0 GHz

2GB RAM
350 GB HD
Superdrive
Fiber card

OS virtualization with MAC OS X
and

Windows XP Pro

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_RISDataCenter

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Acme Medical Center Network Diagram: RIS Data Center

ACME MEDICAL CENTER

NETWORK DIAGRAM: RIS Data Center

Acme Medical Center

RIS Data Center

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_TopView

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Acme Medical Center Network Diagram: Top View

ACME MEDICAL CENTER

NETWORK DIAGRAM: Top View

This top view diagram represents the hospital structure from an I.T. network perspective.

The red outlined boxes are clinical areas and the black outlined boxes are

administrative functions. The backbone network structure for the entire hospital is 1000

BaseT. Individual sections of departmental networks such as Radiology use different

standards such as 1000 BaseF. The entire hospital has a complete power backup system

with automatic cutover to a large diesel motor generator set. Individual departments

have local UPS as depicted on the individual department network diagrams. HIPAA is

rigorously enforced. All patient data files are encrypted for storage using AES. All access

to patient data files requires identification and authentication of each user. In all

Radiology modalities the DICOM standard and PACS are standard.

Acme Medical Center

Top View Functional Structure from an I.T. Network Perspective

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/Network Diagrams/NTC409v3_AcmeMedicalCenter_ND_WardFlrSystems

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Acme Medical Center Network Diagram: OR/ ICU / Ward Floor Systems

ACME MEDICAL CENTER

NETWORK DIAGRAM: OR/ ICU / Ward Floor Systems

Acme Medical Center

OR/ ICU / Ward Floor Systems

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/NTC409v3_AcmeMedicalCenter_InformationSysOverview

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Acme Medical Center Information Systems Overview

ACME MEDICAL CENTER

INFORMATION SYSTEMS OVERVIEW

Acme Medical Center (AMC) utilizes multiple network-integrated clinical and

administrative information systems to improve the communication and collaboration

between organizational leadership, senior management at the department level,

employees, doctors, nurses, and clinical students working at AMC. The information

systems increase the efficiency of hospital operations, improve relationships with current

and future patients, and assist senior executives in managing hospital finances,

department and programs budgets, and programs.

Acme Medical Center has developed a long-term purposeful strategy to ensure

compliance with current and future government mandates pertaining to health

information technology and meaningful use. The clinical and administrative systems

have the capacity to allow AMC to purchase and implement additional clinical and

administrative applications to meet the needs of internal and external stakeholders,

which will help to ensure timely compliance with government mandates and allow

users to take advantage of meaningful use (MU) incentives. Some departments are

limited to specific applications and functions, such as health information systems (HIS)

and the electronic medical records (EMR) system.

CLINICAL SYSTEMS

Health Information System (HIS)

The HIS is used by clinical program managers and senior executives to collect, capture,

process, transmit, report, and analyze patient, program, and AMC operations data.

Access to and use of data for making quality evidence-based financial, operational,

and management decisions pertaining to health care service delivery and improving

the quality and use of health information requires completing a new or updated Access

Request Form. This form is signed by the Department Director based on access

justification and then submitted to the Director of the IT Department for approval and a

work order assignment to set up employee access.

Department staff will provide new employee training on how to use the basic HIS

resources. All employees have their own unique computer sign-on user name and

access code that bring up all system-related resources to which they have access.

Before signing on for the first time, employees most acknowledge reading the company

policies and expectations that relate to the use of the health information system.

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Acme Medical Center Information Systems Overview

Electronic Medical Record (EMR) Health Information System

The EMR system is integrated into the basic HIS. It is made up of multiple clinical

software applications used mostly by AMC doctors, nurses, and other health care

professionals for diagnosis and treatment of patients within all hospital clinical inpatient

and outpatient departments. These departments include offices, nurses’ stations,

patient rooms, ancillary services departments, clinics that provide medical care and

ancillary services, emergency departments, operating rooms, intensive care,

departmental doctors’ and medical team offices, and designated computers behind

the nurses’ stations on hospital wards.

Limited Access for administrative and specialized clinical EMR applications:

Admissions, registration, billing, and other administrative departments have limited

access for specific applications that are required for these functions.

Occupational Medicine Clinic and other departments have limited access for shared

patients, such as the ED, and from referrals by the clinic for ancillary services such as lab

and radiology. This clinic provides injury treatment and other occupational health

services to AMC employees and other employers.

Gaining access to EMR system:

Gaining access to this system is the same as for the HIS, with the exception of added

formal basic and departmental-specific training and assessment requirements. All new

employees and EMR users are required to either attend a class offered at AMC or have

access to a departmental EMR-designated trainer who has received advanced

training on the use of the EMR, including training on the applications and processes

used across the hospital departments and/or to meet specific job duty requirements of

day-to-day departmental operational needs.

Training modules:

Training modules with assessments were developed by AMC and the EMR vendor, with

oversight by a health care consulting company, to ensure that all employees are

trained on the system and applications they are required to use.

While in training, employees will be required to complete EMR training modules and

assessments in their department on their assigned computer through the AMC intranet.

The training website offers general simulations that are used by all departments. New

employees and users of new applications are required to learn and demonstrate

competencies based on successfully completing all assessments.

Once new users are able to master these simulations and complete end-of-module

assessments with a passing score of 100% in all areas, they will be shown how to use

customized department functions by the department trainer or senior staff.

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Acme Medical Center Information Systems Overview

The customized training provides hands-on experience for new users to learn how to use

a hypothetical departmental patient record before they are allowed to use the system

without direct supervision.

ADMINISTRATIVE SYSTEMS

Accounting and Finance Information System

The accounting and finance information system is used by senior executives to manage

Acme Medical Center cash flows, assets, liabilities, and net income. The IS helps

generate financial statements required by federal regulations. This system is also used

by the President/CFO, Chief Executive Officers, Department Directors, and their

designated administrative and program management support staff that are involved in

daily operations. They assist with the preparation of departmental budgets and

program evaluation reports, using the program evaluation and data analytic tools to

determine if departments and programs are meeting financial, accounting, and other

related performance expectations.

Training is provided to new users on how to use these tools upon request. If training is not

available, assistance in running the tools will be provided. The required analyses should

be generated to enable the departments to analyze reports based on data collected

to use for submitting reports to leadership to make evidenced-based decisions about

departments and programs.

Human Resources Information System (HRIS)

The HRIS is used to manage hospital policies, procedures, and compliance

requirements that involve HR. It allows other department heads and managers that

have HR reporting responsibilities to conduct HR-related business through the hospital

intranet. It enables organizational department directors to communicate HR needs and

to submit requests, reports, and performance appraisals. Employees are able to

communicate needs, respond to online job postings, and to access the Employee

Health Promotion program website via the Internet, allowing HR employees to

concentrate on more critical HR actions.

Customer Relationship Management (CRM) Information System

The CRM is used to for multiple purposes.

The first purpose is to build patient loyalty by allowing patients to interface with the

hospital through the Internet. Patient recommendations, complaints, and comments

are tracked by the CRM and provide patient satisfaction reports to senior managers.

These reports are in addition to other patient satisfaction reports received by senior

leadership from AMC patient satisfaction surveys by department.

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Acme Medical Center Information Systems Overview

Secondly, several hospital departments input external contacts needed to perform

daily operations and have chosen to use the CRM to communicate with shared

organizational contacts, such as those that are involved with community-based

programs. Departments that provide services to area employers share employer

contacts and company protocols. For those that have after-hours needs, the protocols

in the CRM are shared with the Emergency Department.

Each department has the ability to restrict access to non-contact information that can

be stored in CRM. Each department can set up its own database and choose what to

share with other departments. This typically involves customized reports, referral

contacts, procedures, and policies that impact authorization for payment of insurance

claims and services not covered by insurance.

Medical Knowledge Management (KM) Information System

The Medical KM information system is used by doctors and nurses to access online

medical databases to assist in patient diagnosis and drug administration. There is also

access to online medical research and online journals and publications that AMC

subscribes to. Copies of AMC research studies that have been published are also in the

AMC Medical Library.

The Chief Nursing Officer, Chief Medical Director, and Chief Financial Officer share the

leadership oversight for this information system. All requests for additional resources,

including online journals, research reports, and interlibrary loans from medical college

libraries should be submitted to the Director of Research. Requests for funding of

approved additional resources are submitted to the CFO.

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/NTC409v3_AcmeMedicalCenter_ITHelpDeskSupport

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Acme Medical Center I.T. Help Desk and Technical Support Services

ACME MEDICAL CENTER

I.T. HELP DESK AND TECHNICAL SUPPORT SERVICES

Our primary mission is to provide technology assistance to Acme Medical Center (AMC)

staff, physicians, and others who are registered users of our system. The AMC Help Desk

is located in the I.T. Department. The I.T. Department is under the leadership of the

Director of I.T.

I.T. Help Desk Phone Number: 557-7000

� Staffed 24 hours a day, seven days a week, including holidays

� Answers questions and schedules services provided by the I.T. Department

Responsibilities of I.T. Help Desk Staff:

� Receive all incoming calls and route calls to the appropriate I.T. technician

� Return calls in a timely manner

� Provide direction and assistance if the user’s problem is within the scope,

practice, or knowledge base of the staff member

� Follow up with users to ensure that problems/issues have been resolved

� Maintain the log book of all incoming calls

Responsibilities of I.T. Department Technicians:

� Address I.T. needs within their scope and practice

� Offer phone, email, and remote access support for AMC technology issues

I.T. SERVICES

Basic Services:

We offer basic services such as AMC-provided iPhone® setup, facility phone installs, on-

site computer troubleshooting and appointment arrangements, and network support.

Specialized I.T. Services:

We have specialized I.T. professionals within the I.T. Department that maintain and

support various technological areas and systems. The hours for non-emergency services

are 7:00 a.m. – 11:00 p.m. daily.

After Hours- Assistance with emergencies, such as systems outages and technology

issues that prevent patient care, is provided. Please leave a message at 557-7500 to

report system outages and other emergencies. A technician will call you back within 15

minutes.

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Acme Medical Center I.T. Help Desk and Technical Support Services

Specialized Advanced Troubleshooting:

We also offer appointment scheduling through I.T. technicians or help desk staff for

computer issues that require on-site support. Email issues that require support from a

dedicated I.T. email professional.

ACME MEDICAL CENTER/INFORMATION TECHNOLOGY MENU/NTC409v3_AcmeMedicalCenter_ReqITTechSupport

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Acme Medical Center Request for I.T. Technical Support

ACME MEDICAL CENTER

REQUEST FOR I.T. TECHNICAL SUPPORT

The IT Department maintains a help desk telephone system as well as a dedicated

email response system. Some basic information is required to address your needs. When

contacting Technical Support, be prepared to provide the user information below.

USER INFORMATION

Date: Time: A.M. or P.M.

(select one)

User ID:

First and Last Name:

Department:

AMC Phone Extension or Alternate Contact Number:

Requested Service or Problem:

Common Reasons to Contact Technical Support

Hardware Issues

� Computer will not turn on
� Computer screen will not come on
� Operating system will not pull up home screen

AMC Main System and Email Access Issues

� Unable to log on to the network with user name and/or password
� Need password reset
� Unable to access Intranet to check email
� Problem sending or receiving email

Network Resource Issues

� Unable to print to any networked printer on the computer
� Unable to print to a specific printer ID on the computer
� Problem with printer/scanner/copy machine

Software Application Issues

� Software application
� Software problems

Note: Technical support is also available for a wide variety of technical issues in addition

to those mentioned above. Please be prepared to provide a detailed explanation of

your issue when you request support.

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCAncillary

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Acme Medical Center Organizational Chart: Ancillary Services

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Ancillary Services

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Acme Medical Center Organizational Chart: Central Supply (CS)

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Central Supply (CS)

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Acme Medical Center Organizational Chart: Chief Nursing Officer

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Chief Nursing Officer

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCEVS

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Acme Medical Center Organizational Chart: Environmental Services (EVS)

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Environmental Services (EVS)

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCExecutiveOfficers

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Acme Medical Center Organizational Chart: Executive Officers

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Executive Officers

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCFHospDept

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Acme Medical Center Organizational Charts: Hospital Departments

ACME MEDICAL CENTER

ORGANIZATIONAL CHARTS: Hospital Departments

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCFNS

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Acme Medical Center Organizational Chart: Food and Nutritional Services (FNS)

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Food and Nutritional Services (FNS)

Food and Nutritional Services provided under

contract by XYZ Catering and Canteen, LLC.

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCLab

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Acme Medical Center Organizational Charts: Laboratory

ACME MEDICAL CENTER

ORGANIZATIONAL CHARTS: Laboratory

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCOHS

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Acme Medical Center Organizational Charts: Occupational Health Services (OHS)

ACME MEDICAL CENTER

ORGANIZATIONAL CHARTS: Occupational Health Services (OHS)

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCPharmacy

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Acme Medical Center Organizational Chart: Pharmacy

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Pharmacy

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Acme Medical Center Organizational Chart: Plant Operations (POS)

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Plant Operations (POS)

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCPOST

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Acme Medical Center Organizational Charts: Physical, Occupational, and Speech Therapy (POST)

ACME MEDICAL CENTER

ORGANIZATIONAL CHARTS: Physical, Occupational, and Speech Therapy (POST)

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCRadiology

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Acme Medical Center Organizational Chart: Radiology

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Radiology

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCRespiratory

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Acme Medical Center Organizational Chart: Respiratory Therapy

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Respiratory Therapy

ACME MEDICAL CENTER/ORGANIZATIONAL CHARTS/NTC409v3_AcmeMedicalCenter_OCVolunteers

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Acme Medical Center Organizational Chart: Volunteers and Spiritual Care

ACME MEDICAL CENTER

ORGANIZATIONAL CHART: Volunteers and Spiritual Care

XYZ SYSTEMS CONSULTING/NTC409v3_XYZSYSTEMSCONSULTING_SR-mf-005

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XYZ Systems Consulting: SERVICE REQUEST: SR-mf-005

XYZ SYSTEMS CONSULTING

SERVICE REQUEST: SR-mf-005 LAN Design- Boise Office

Requester

Hugh Generic

Description

Create a Requirements Document and a Logical Design for the LAN for

Generic Financial’s Boise office.

Location

Boise, ID

Background

Generic Financial has completed the tenant improvements on its Boise, Idaho office and is

getting ready to formally open its office there. Mary Prince met with Hugh Generic and

discussed the company’s needs. A transcript of the conversation can be found in the student

area. A formal requirements document and a logical design, based on Hugh and Mary’s

conversation, need to be prepared and approved before work on the network can

proceed.

Expected Results

A Network Requirements document. A Logical Design for the LAN.

XYZ SYSTEMS CONSULTING/NTC409v3_XYZSYSTEMSCONSULTING_TRANSCRIPT

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XYZ Systems Consulting: Transcript with Hugh Generic

XYZ SYSTEMS CONSULTING

CONSULTATION: XYZ Systems Consulting and Generic Financial

Transcript of conversation between Hugh Generic (HG), of Generic Financial Services

and Mary Prince (MP) of XYZ Systems Consulting discussing the computer network

needed for Generic’s planned offices.

(MP) Good morning Hugh. Tell me a little about your company.

(HG) Generic Financial Services is going to be the preeminent provider of low cost

mortgage services in its region. We will offer mortgages to homebuyers, specializing in

first time buyers and problem credit clients. We’ll make our profits by strictly controlling

costs. Rather than having a large staff of brokers and secretaries to sell financing

packages to each customer, I will keep the staff small and rely upon technology to let

the customers sell themselves on the mortgages they want. Customers will need to

enter their own mortgage applications online and approvals or denials will be sent

electronically. The loan decisions will be made at the home office by the lending

committee; However, committee members will not always be in the office and will

need to access the database from wherever they may be on a daily basis.

(MP) How many offices will there be?

(HG) Eight. The first two will open in Boise, Idaho and Sioux Falls, South Dakota. The Boise

location is the home office.

(MP) Where will the other office be?

(HG) One in Montana, two in Wyoming, two in North Dakota and one more in South

Dakota in Rapid City.

(MP) How many people will be in the home office?

(HG) To start, three brokers and two admin assistants to handle administrative issues

company wide.

(MP) How many people will be in the other offices?

(HG) Each office will have 2 – 3 brokers. Each of the brokers will work on commission

and will provide their own laptop computers. The company will provide the networks,

Internet access, printers, fax and telephones for each office. In addition to the brokers,

each location will have an experienced receptionist in the office from 8am – 5pm

Monday through Friday to open and close the office, greet clients, answer the phone

and take care of local record keeping.

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XYZ Systems Consulting: Transcript with Hugh Generic

(MP) How much physical space will the offices occupy?

(HG) They’ll range in size from about 800 square feet to around 1200 square feet.

(MP) Do you have any idea how the offices will be laid out?

(HG) Most of the offices haven’t been leased yet. We’ve identified spaces that we

would like to occupy, but the details aren’t finalized. The spaces we’re looking at are

located on the ground floor either in office parks on strip office building in the

downtown areas of the selected cities. Being on the ground floor has a number of

advantages, but, with the right location and lease package, we would consider a

space on a higher floor of an office building. For example, the Boise office is already

leased. As the home office, it needed more space since it will handle the administrative

needs of the whole company, and we’ve got just under 1200 square feet.

Unfortunately, we couldn’t find that much space on the ground floor in the right

location in the city. We actually ended up occupying two spaces in the building. On

the ground floor, we’ve got an 800 square foot space where the brokers will meet the

customers. The last tenant did a beautiful job in finishing the space – a lot of oak

paneling and hardwood flooring. We don’t want to change a thing. The administrative

people will work up on the 7th floor in a space that is just under 300 square feet. We’ll

have to figure out some way to connect the admin staff with the brokers so that we’re

not running up and down the stairs or calling back and forth on the telephone to

exchange information.

(MP) How about the Sioux Falls location?

(HG) We just signed the lease on the Sioux Falls office. It is 900 square feet on the

ground floor in a strip office building. The space is just one large room right now. The

landlord has given us an allowance for TIs and we’re looking for someone to help us

with the design layout.

(MP) Do you see any areas in the offices that will be devoted to specific needs?

(HG) Well, each office will have a file storage area, a computer/phone area, and

private meeting area for client broker meetings. Depending on the office size and the

budgets for Tenet Improvements, some of the locations will have private offices, while

others will have cubes with one or two private meeting rooms. Each office will also have

a client waiting area, and each of these waiting areas will have self-serve kiosks with

computers that can be used by clients to access the company’s website and their own

personal applications. The customer area will be 200 – 300 square feet, but needs to be

designed in such a way to allow clients enough space to maintain their privacy while

entering information into the computer.

(MP) Are there any security concerns you feel need to be addressed?

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XYZ Systems Consulting: Transcript with Hugh Generic

(HG) Since we are dealing with personal financial information, I am quite concerned

about security. I don’t want to face a lawsuit from a disgruntled client because the

client’s identity was stolen or even get a letter from a couple telling us that their

personal information was posted on the Internet. All the technology that will be

implemented has to be on the leading edge when it comes to security. We also want

to implement some kind of internal security system so that not every employee can

access all of the company’s clients’ information. So, security is very important. We

realize it won’t be cheap to secure our information, but we can’t spend all our money

on security and not have our other technological needs met. In addition to technical

security, I am concerned with physical security of the computer systems, but I don’t

really understand how we can protect our information but still provide access to clients

in the office. Each office has to have a separate location to keep all the computers

and other equipment. I am so concerned about the various security issues because I

know that the success of the company will be based on the clients’ perceptions of how

their personal information is kept private in addition to how well I can service their

mortgage needs.

(MP) What are the surrounding neighborhoods like?

(HG) The Boise office is in a downtown area of Boise dominated by different banks.

There are a few trendy restaurants and coffee shops nearby. The Sioux Falls office is on

the edge of a residential neighborhood. It is along two main streets that have a number

of insurance companies and mortgage brokers in store front offices. There are some

coffee shops and a number of fast food restaurants nearby. There is a hyper market

store about a block away. Both offices are fairly close to Interstate highways.

(MP) What kind of technology are you envisioning?

(HG) The plan is to have a company website that can be accessed either from the in-

office kiosks or online that customers can use for self-service until they can be seen by

one of the office brokers. This website will need to have access to the latest interest

rates, financial calculators and other information that a person applying for a home

mortgage might be interested in accessing while waiting for their broker. Each office’s

network should be connected to the home office, but I’m not sure of the best way to

accomplish this interoffice connectivity. I want to be able to be in any of the offices

and be able to access the data the same way, no matter which office I happen to be

in. Another reason that offices’ networks must be connected to each other is that we

will create our own client database and I want to be sure that each mortgage

application is stored in a central location so that it can be reviewed by the committee

wherever we might be. However, I’ve read about what happened to the companies

directly affected by the 9/11 terrorist attacks in New York and am concerned with

disaster recovery. We must have some kind of redundancy in each office. I know that

there are several levels of redundancy; That each computer can have redundant

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XYZ Systems Consulting: Transcript with Hugh Generic

components to improve its availability; And that each network can have duplicate

parts to allow automatic failover should a problem occur with a particular component.

I want to be sure that we don’t have a system problem just because one piece of

equipment failed. Some of the committee members are interested in wireless

computers, but as I said earlier, security is our chief concern. I mean, how can I tell my

clients that their data is secure when people in other offices could access my network?

So, unless you can really demonstrate that wireless is secure, I’m not interested in

hearing about how great wireless can be. I know a little about databases, so I want to

have a powerful one that can help increase the profitability of the company while at

the same time be easy for the employees to access the information they need. The

database needs to be fast enough so that no one is waiting too long for the computer

to respond with the information needed to answer a client’s question. Since the

database will contain virtually all the information about the company and its clients, we

need to have it backed up regularly in case something happens to it. In addition to the

database, I’m sure that we will have lots of other files and things that need to be

backed up. I once had a computer crash and lost all my important files because I

didn’t understand that I was responsible for backing up my data. Someone once told

me that there are two kinds of computer users, those that have lost data, and those

that will. I guess I’m now a ‘have lost’ and don’t want to have that experience again. I

think I want to have a website that is connected somehow to the database. I was

reading on a flight to Boise a few weeks ago just how easy it can be, but as I continue

to research the topic, I begin to wonder if it makes sense to do that at all. I have a

sneaking suspicion that if people that enter the data can later retrieve it, that people

that didn’t enter it could retrieve it as well. For instance, let’s say a couple goes to an

Internet café and fills out their application online. What would happen if someone used

that same computer immediately afterwards? Another concern is hacking. How do we

protect our website from being hacked?

(MP) We’ll figure out a way to protect you. What about Email?

(HG) We’ll need Email, but I want to be sure that someone else can’t read our

messages. We should have our own Email name; You know – Hugh Generic@

GenericFinancial.com and our own server to send and receive our Email. I’ve read

about spam and viruses, so I want to eliminate as much of that junk as possible, but not

be so restrictive that potential clients send us Email that we never receive.

(MP) Do you hand any specific hardware needs?

(HG) Well, we’ll need printers, both black and white and color. I’d like to be sure that

we don’t miss a fax that comes in. I have heard about fax machines that can be

connected to the network, but don’t understand how that would work. A guy I golf with

sometimes says the he can actually send a fax without printing a page and I’m sure

that would save us a bunch of money, both in time and in supplies. I’ve also seen ads

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XYZ Systems Consulting: Transcript with Hugh Generic

for some copiers can be used as both a printer and a copier and can scan and even

Email a document without having to go to a computer.

(MP) Who will support the company’s network?

(HG) I expect that the employees will have basic computer skills and will be able to

change toner and ink cartridges and reboot computers when necessary. However, all

technical support will be outsourced to you XYZ’s System Consulting. I know XYZ’s does

not have offices in the cities where Generic’s will be located so we’ll have to have

some type of remote support. I am not sure how that will work, but I have spoken with

other people in the mortgage industry back east and they tell me that they have

people fix their computers who aren’t even the same city. For instance, one company

has its headquarters in Atlanta, and offices in South Carolina. The computer guys in

Atlanta can call a user in South Carolina and then make the mouse move and type on

the computer so that the user in South Carolina feels like a ghost has haunted the

computer. That sounds like something that could help us, with the people from XYZ’s

Consulting being able to see what we did wrong and fix it without us having to pay for

them to come to North Dakota.

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