Cumulative net 1933980 373648 433642 529671
Risk assessment
• Savings of the projects
• Reduced income in the first three months of operation because of the marketing testing strategy.
• Delay in the Medicare Benefits Schedule Rebates because the facility is new.
• Low level of activity than anticipated before the launch of the project
• Technical desuetude, especially in the equipment replacement costs and the consumables
• Market dynamics, for instance suppliers’ non-cooperation
• Lack of engagement from the community to utilize the opportunities offered after the implementation of the project.
• Longer implementation time than anticipated, which will lead to a long timescale that will in turn increase the time for the …show more content…
Corbitt, B. Wickramasinghe N. Strategic ICT Planning in Pathology. New York: Springer Science & Business Media; 2007.
2- Galloway, M. J. Best practice guideline: writing a business case for service development in pathology. Journal of Clinical Pathology. 2004 Apr; 57(4): 337–343. 3. Harris, T. J., & McCormick, F. (2010). The molecular pathology of cancer. Nature reviews Clinical oncology, 7(5), 251-265.
3- McNamara, S. Careers in genetic pathology. Medical Journal of Australia. 2011 June; 11: 1-23
4- O’Leary, J. J. Pathology 2026: The Future of Laboratory Medicine and Academic Pathology [Updated in 2006]. Available from: http://www.pathsoc.org/files/history/c18.pdf
5- Peter, T., Rotz, P., et al. Impact of Laboratory Accreditation on Patient Care and the Health System. American Journal of Clinical Pathology. 2010; 134: 550-555
6- Robertson, R. L. Pathology laboratory accreditation: the Australian experience. Accreditation and Quality Assurance. 1996 September; 1(5): 213-217
7- Studdert, D. M. Helena C. B., Ying P, Fahridin, S, Clare F Bayram, Gurrin, L. C. "Are rates of pathology test ordering higher in general practices co-located with pathology collection centres? Medical Journal of Australia. 2010 July; 193(2):
Risk assessment
• Savings of the projects
• Reduced income in the first three months of operation because of the marketing testing strategy.
• Delay in the Medicare Benefits Schedule Rebates because the facility is new.
• Low level of activity than anticipated before the launch of the project
• Technical desuetude, especially in the equipment replacement costs and the consumables
• Market dynamics, for instance suppliers’ non-cooperation
• Lack of engagement from the community to utilize the opportunities offered after the implementation of the project.
• Longer implementation time than anticipated, which will lead to a long timescale that will in turn increase the time for the …show more content…
Corbitt, B. Wickramasinghe N. Strategic ICT Planning in Pathology. New York: Springer Science & Business Media; 2007.
2- Galloway, M. J. Best practice guideline: writing a business case for service development in pathology. Journal of Clinical Pathology. 2004 Apr; 57(4): 337–343. 3. Harris, T. J., & McCormick, F. (2010). The molecular pathology of cancer. Nature reviews Clinical oncology, 7(5), 251-265.
3- McNamara, S. Careers in genetic pathology. Medical Journal of Australia. 2011 June; 11: 1-23
4- O’Leary, J. J. Pathology 2026: The Future of Laboratory Medicine and Academic Pathology [Updated in 2006]. Available from: http://www.pathsoc.org/files/history/c18.pdf
5- Peter, T., Rotz, P., et al. Impact of Laboratory Accreditation on Patient Care and the Health System. American Journal of Clinical Pathology. 2010; 134: 550-555
6- Robertson, R. L. Pathology laboratory accreditation: the Australian experience. Accreditation and Quality Assurance. 1996 September; 1(5): 213-217
7- Studdert, D. M. Helena C. B., Ying P, Fahridin, S, Clare F Bayram, Gurrin, L. C. "Are rates of pathology test ordering higher in general practices co-located with pathology collection centres? Medical Journal of Australia. 2010 July; 193(2):