1. Introduction & Purpose

This Program Management Plan describes how MedConnect Mobile will be delivered, monitored, and adapted. It is the integrating document across every specialized artifact in this suite — the Program Charter, Team Charter, Program Budget, RAIDD Log, and Program Governance Model each cover one discipline in depth; this plan ties them together rather than repeating them. Where this plan and a specialized document overlap, the specialized document is authoritative.

2. Program Overview

MedConnect Mobile replaces the CareLink Classic telehealth platform, which is approaching vendor end-of-life on a fixed 18-month window with no extension available. Delivery runs across two coordinating Scrum teams, Falcon and Anchor, in 2-week sprints toward two planned releases. Full scope, objectives, and business case are defined in the Program Charter.

3. Agile Delivery Approach

The program follows a two-team Scrum model rather than a single scaled team, with Scrum-of-Scrums held 2x/week (15 minutes, cross-team dependencies only) to keep coordination overhead low while still surfacing blockers same-day rather than at the next scheduled sync. C. Tyrrell serves as Product Owner & Agile Delivery Lead across both teams, owning the single prioritized backlog both teams pull from. Full ceremony cadence, team norms, and WIP limits are defined in the Team Charter.

4. Scope Management

Scope is expressed as a single prioritized Product Backlog of Epics, Features, and Stories, tracked on the Jira Board. Scope is intentionally not frozen at program start — backlog reprioritization within a release is expected and does not itself constitute a change request; only a change to release-level scope commitments triggers the process in Section 13.

5. Release & Sprint Planning

Delivery is organized into two planned releases, each broken into 2-week sprints. Sprint-level planning, commitment, and burndown are tracked per Sprint Planning and the Release Schedule; day-to-day standup notes are in the Standup Log.

6. Cost Management

The program's total budget is $1,850,000. Full budget detail, the labor rate card, and vendor cost lines are maintained in the Program Budget. Budget status is reported via the Sprint Status Report and monthly Steering Deck.

7. Quality Management

Quality is enforced through the program's Definition of Ready and Definition of Done — no story enters a sprint without meeting the DoR, and no story is marked complete without meeting the DoD, which includes a clinical workflow sign-off from the CMIO for any story touching scheduling, visit launch, or provider notes handoff (a program-specific addition made at kickoff, not a generic Scrum default).

8. Resource Management

The delivery team is organized into two Scrum teams (Falcon and Anchor) plus program-level roles. Full roster, rates, and allocation are maintained in the Resource Plan; reporting lines and Scrum-of-Scrums structure are shown in the Team Charter.

9. Communications Management

Standing ceremonies (Daily Standup, Sprint Planning, Sprint Review, Retrospective, Scrum-of-Scrums) and their cadence are defined in the Team Charter. Program-level reporting cadence to the Steering Committee is defined in the Program Governance Model §5.

10. Risk Management

All risks, assumptions, issues, dependencies, and decisions are tracked in a single RAIDD Log. Escalation authority by risk score is defined in the Program Governance Model §3–4.

11. Vendor Management

Legacy vendor offboarding and any new vendor SOW governance are managed per the Vendor Management Plan, Vendor SOW Scorecard, and Vendor Legacy Offboarding plan. Vendor decision authority is defined in the Program Governance Model §7.

12. Stakeholder Engagement

Key stakeholders — the Executive Sponsor, Chief Medical Information Officer, and Information Security & Compliance Director — are engaged per the cadence established at Program Kickoff and formalized in the Program Governance Model. Clinical and compliance stakeholders hold review authority over specific categories of story, not just informational visibility — see Section 7.

13. Change Management

Formal changes to release-level scope, schedule, or cost commitments are logged in the Change Control Log, filterable by category, with a full detail page per change request. Routine backlog reprioritization within a release does not require a change request — see Section 4.

14. Governance & Decision Authority

Full decision-rights tiering, escalation thresholds, and the Steering Committee roster are defined in the Program Governance Model — the authoritative reference this plan defers to rather than duplicating.

15. Metrics & Performance Monitoring

Program health is monitored via velocity, sprint burndown, and Definition of Done compliance, reported in the Sprint Status Report and Program Dashboard. The Methodology Guide explains why velocity fluctuates and how it should (and shouldn't) be used as a planning input.

16. Lessons Learned & Continuous Improvement

Continuous improvement happens primarily through sprint Retrospectives, not deferred to a single end-of-program lessons-learned exercise. Program-level lessons are additionally captured in the Program Closeout report.

17. Assumptions, Constraints & Dependencies

• The CareLink Classic vendor end-of-life timeline is fixed, with no extension available.
• Both Scrum teams remain staffed at planned allocation through both releases.
• Clinical and compliance review capacity (CMIO, Compliance Director) is available within the sprint cadence, not just at release-level gates.
• Cross-team dependencies are surfaced at Scrum-of-Scrums the same day they're identified, not held for a later sync.

18. Baselines Summary

19. Approval

This Program Management Plan is approved for use across the MedConnect Mobile program.