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Question oneThere are several risks that can be identified in Biosense Project. Personnel and staffing risk is one of the risks that can be identified in Biosense Project. Risks that are associated with personnel and staffing risk include projects lack of adequate individuals with the required skills, project personnel lack of required skills or knowledge, inadequate experienced personnel, availability of IS professionals who are incompetent in the workplace and excessive utilization of consultants (Tesch, 2007). In Biosense Project, the personnel and staffing risk that prevail is existence of few individuals who have the skills that are needed in the project.

Biosense can fail to work effectively in future due to inadequate skilled personnel and staff to carry out the huge task the project intends to perform. Due to Biosense’s big size and massive task, it is believed that the available IT teams and resources are not enough to attain the project’s goals. The work in Biosense project is too much and involving. Too much data is required to be transmitted to Biosense. Every hospital needs to standardize its patients and other medical data.

Staffs at Centre for Disease Control (CDC) need to work together with every hospital in translating every data codes into standards recognized by the CDC’s software. Therefore, since Staffs to undertake these activities are very few, there is a possibility of personnel and staffing risk in Biosense project. Another risk that can be identified in Biosense Project is funding and scheduling risk. This risk entails budgeting requirements which can result into under funding of the whole project in the coming years (Tesch, 2007). In Biosense Project, funding and scheduling risk prevail in such a way that the project needs funds that can assist it to coordinate the entire health care systems in the country.

Between 2005 and 2006, Biosense invested $ 100 million on technology and hospital recruitment alone. However, these funds were not enough for it to carry out its entire goals, thus creating funding risks. There is also a need to plan on how every hospital in the nation will be incorporated in the system. By 2007, Biosense was still in its limited form and could only assist in sharing information with state health departments.

Therefore, the need to fund the entire project and schedule on how health care data bases will be coordinated has resulted into funding and scheduling risk. Ownership or sponsorship risk is another risk that can be identified in Biosense. It entails factors such as loss of interest within the project by corporate management, absence of corporate leadership, unsteady corporate environment, failure of management to make decisions at crucial points, conflict or disagreement between departments and immoral behavior (Tesch, 2007).

In Biosense, the leadership of the project is not clearly highlighted. The project is to be managed by the United States of America Centre for Disease Control. This type of management normally entails a lot of bureaucracy, which can result into ineffective leadership. From the case, it is evident that there was conflict among the departments. In 2006 and 2007 hospital administrators and physicians in United States of America refused to coordinate with Biosense.

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