The remote coding proposal below have been approved. You and the assistant director are now creating a scope document to get the project started.Using the elements below, list two items under each category.

a.Specifications:

b. Exclusions:

c. Constraints:

d. Risks:

e. Communication Needs: List two groups or individuals and how and when you will communicate with them. Be sure to be specific as to what type of communication will be used. f.Collecting Requirements: choose one method listed below ( One-on-one interview,Group interview,Brainstorming,Walk-throughs,Creativity) and describe how you would use it to establish or confirm the project's scope.

Scenario: You are the director of health information management (HIM) services for Pine Valley Health (PVH), a 3hospital, l300-bed health system. The system was formed two years ago with the merger of two separate hospital systems. You were chosen as the corporate director of HIM Services; the HIM director from the other hospital system elected to stay on as an HIM manager at one of the hospital sites. Coding and transcription services were moved to a corporate level, with a corporate manager of each reporting to you. There is an HIM manager at each site responsible for all other HIM activities. During the past two years, you have worked hard to merge the HIM departments at all three sites so that HIM functions are performed with the utmost efciency. You have succeeded in combining all transcription services and transcriptionists now transcribe reports remotely. You have also overseen the implementation of an electronic health record (EHR) system. Currently, coding services are performed separately at each facility. There is a corporate coding manager who reports directly to you, and a coding supervisor at each site. The coding manager has approached you with the idea of merging all coding activities into one function, and at the same time, setting up a remote coding program so that all coders may code from home. Another local area hospital has implemented a remote coding program. The two of you have spent much time discussing this possibility, and. you feel the time is right to bring the idea to your administrator's attention so that you may plan for remote coding during the upcoming budget cycle. ASSUIIIpUOllS: All sites: - EHR available with access to all necessary applications by the coders. It is not known whether all applications will function remotely as they do in- house; however, corporate IT services are strong, and the relationship between IT and HIM Services is excellent. - It is a requirement that all coders be credentialed: RHIA, RHIT, CCS or CCS-P are the accepted credentials. - Mandatory monthly coding education programs are provided for all coders with the site rotating between the three facilities. - Coding backlogs are handled by a combination of overtime (OT) and contract coding at all three sites. Combined costs for OT and outsourcing were $418,000 during the last scal year. Facility #1: Pine Valley-South 750 inpatient (1P) beds Urban teaching hospital, OB services, Level III nursery, Level I trauma, full outpatient (OP) services including 3 OP clinics and associated physician ofce practices. l7 FTEs perform all coding functions, but not abstracting (core measures, registry data, etc). Coders are cross- trained and can perform IP and OP coding as needed for all hospital services including clinics, but not physician ofces. Coding productivity and quality standards have been in place for many years. Coding accuracy rate: 98% High turnover rate in coders: longevity ranges from 2 weeks to 9 years. There are currently four open coding positions in the department that have been open for over 3 months. Most coders drive at least 25 minutes to work and pay for monthly parking. The hospital is in a less-desirable area of town. The coding supervisor is condent that coders would work well with minimal supervision. Facility #2: Pine Valley-North 350 inpatient beds Urban teaching hospital, OB services, Level II nursery, full OP services including 2 OP clinics and associated physician office practices. This hospital was the one that was \"merged.\" The \"other\" HIM director did not get the corporate position but elected to stay on as a manager of all HIM services except for coding and transcription. 12 FTEs perform all coding functions, but not abstracting (core measures, registry data, etc). Coders have begun to be crosstrained, but the process is still new. They provide coding for all hospital services including clinics, but not physician ofce practices. Coding productivity and quality standards have been in place only since the merger occurred. Coding accuracy rate: 90% Moderate turnover rate in coders: longevity ranges from 3 months to 23 years. There is currently one open coding position in the department that has been open for over 2 months. Most coders drive at least 20 minutes to work and pay for monthly parking. The hospital is in a more desirable area of town but is still considered to be a \"downtown\" location. The coding supervisor is not at all condent that coders would work well with minimal supervision. Facility #3: Pine Valley-West 250 beds Suburban nonteaching hospital, no OB services. OP services consist of ER, Same Day Surgery, Pain Clinic and GP testing. This was a sister hospital to Pine ValleySouth but located in a suburban setting where medical staff physicians treat their own patients so there are no residents or associated physician ofce practices. 9 FTES perform all coding functions including abstracting (core measures, registry data, etc). Coders have not been cross-trained; there are IP and OP coders. Coding productivity and quality standards have been in place for many years. Coding accuracy rate: 93% Low turnover rate in coders: longevity ranges from 4 years to 27 years. All coding positions are currently lled. Most coders drive no more than 15 minutes to work and do not pay to park. The coding supervisor is somewhat confident that all coders would work well with minimal supervision