RUNNING HEAD: ERP SYSTEM IMPLIMENTATION PROJECT 1 ERP SYSTEM IMPLIMENTATION PROJECT 17 ERP SYSTEM IMPLIMENTATION PROJECT Introduction Selecting the right project to do from so many available projects is a difficult task. Making choice on the project to do may sound obvious, however, choosing the right project increases the chances of being successful in the project. People should take enough time to choose the kind of project that they intent to do. The success and completion of the project is also affected by the time the individual spent in choosing the project and setting up for success right at the start of the project. It is very fundamental to apply some practically perfect filters to the process of selecting of the project to make sure that the good ones get through and the bad ones are disallowed. This process is a part of the practically perfect project management method as it is the initial step in any successful project. The process of project selection begins with all the potential project going through a repeatable and rigorous and appropriate selection process (Frank, 2011). The project chosen is the installation of the ERP system. The first question before starting this project is knowing whether there is a need for this system. ERP system purchase should be considered if the firm is faced with issues of disparate data, time lag and operational inefficiencies. The firm that is in an excessive need of manual labor, hardships in reconciling financial and problems in coordination of inventory, sales and manufacturing and extracting sound business data out of the system needs to have this system. There is also an increased need for IT for maintaining the firm operations and the system integration. These are some of the things that make the ERP project necessary. The knowledge on the products offered by the firm, the objectives in the IT and operational infrastructure are critical in choosing the ERP system. Prior to choosing this project, several factors were considered. There are several decision points that need to be looked at before the project starts. The selection criteria that the project team need to know before the start of the project is needed. There are several considerations to guide in the selection of this project. Identifying the stakeholders The ERP system is not like other small software packages in a company that only effects only a section of the firm. It is a large system that has impact on every sector of the business. This makes the stakeholders of this project to include the users from all parts of the company and every level of the company that is affected by the system. This includes the end users who get the information collected or the workers who find that the processes of the firm they are used to have been changed. The stakeholders and the users who are involved ...

1. RUNNING HEAD: ERP SYSTEM IMPLIMENTATION
PROJECT 1
ERP SYSTEM IMPLIMENTATION PROJECT
17
ERP SYSTEM IMPLIMENTATION PROJECT
Introduction
Selecting the right project to do from so many available projects
is a difficult task. Making choice on the project to do may
sound obvious, however, choosing the right project increases
the chances of being successful in the project. People should
take enough time to choose the kind of project that they intent
to do. The success and completion of the project is also affected
by the time the individual spent in choosing the project and
setting up for success right at the start of the project. It is very
fundamental to apply some practically perfect filters to the
process of selecting of the project to make sure that the good
ones get through and the bad ones are disallowed. This process
is a part of the practically perfect project management method
as it is the initial step in any successful project. The process of

2. project selection begins with all the potential project going
through a repeatable and rigorous and appropriate selection
process (Frank, 2011).
The project chosen is the installation of the ERP system. The
first question before starting this project is knowing whether
there is a need for this system. ERP system purchase should be
considered if the firm is faced with issues of disparate data,
time lag and operational inefficiencies. The firm that is in an
excessive need of manual labor, hardships in reconciling
financial and problems in coordination of inventory, sales and
manufacturing and extracting sound business data out of the
system needs to have this system. There is also an increased
need for IT for maintaining the firm operations and the system
integration. These are some of the things that make the ERP
project necessary. The knowledge on the products offered by the
firm, the objectives in the IT and operational infrastructure are
critical in choosing the ERP system.
Prior to choosing this project, several factors were considered.
There are several decision points that need to be looked at
before the project starts. The selection criteria that the project
team need to know before the start of the project is needed.
There are several considerations to guide in the selection of this
project.
Identifying the stakeholders
The ERP system is not like other small software packages in a
company that only effects only a section of the firm. It is a
large system that has impact on every sector of the business.
This makes the stakeholders of this project to include the users
from all parts of the company and every level of the company
that is affected by the system. This includes the end users who
get the information collected or the workers who find that the
processes of the firm they are used to have been changed. The
stakeholders and the users who are involved in this project are
divided into four categories namely: the upper management and
executives, the departmental personnel, the IT department and
any person in the organization affected by the changes of the

3. processes (Frank, 2011).
All the stakeholders need to be involved in every step of the
project. However, this is difficult. During the initial stage of
this project, the key stakeholders need are the IT department
members and they are needed to offer detailed technical data
needed for mechanics of the installation. The managers of the
various departments are also needed in this stage. This people
will be ideal to discuss how the installation will impact their
departments and how the system can be best installed
(Shacklett, 2015).
The upper level executives and management are the main
stakeholders who are involved in the requirements and the
design phase of this project. These are the end users of the data.
The users are less involved during the customization phase.
Their only duty on this phase is to give the verification that
what was asked for during the design phase is indeed what they
had asked for. The testing phase requires all the stakeholders to
be involved during the usability and the functionality testing.
The work on this phase is to assess specifically whether the
system is complete and whether it can run in long run (Frank,
2011).
The Project Charter
With the increased customers and clients demands, the company
wants to improve on its documentation and service delivery.
The advancement of technology has enabled the improvement of
the services that firm provides to its customers. The
incorporation of the information technology has led to enhanced
customer satisfaction (Bradford, M., 2015). The ERP system is
one of the latest advancement in the technology that has helped
companies and institutions to make their work more efficient.
This project will implement an ERP system in the firm and
improve its efficiency in the customers’ service delivery.
The project goals and objectives
The goal of this project is to implement an integrated ERP
system that will support the strategic goals of the firm.
The project objectives

4. Within the general goal stated above, the following are more
objectives
· Enhance the quality of the firm’s online customer and
workers’ experience via secure self-service options
· Develop an international service delivery reputation
· Implement business intelligence tools to support decision
making
· Improve the company’s business processes and
· Lower the IT costs
Project Scope
The project scope will contain the following:
· Identify management foundation
· staff portal
· Workers’ pay
· Human resource
· Finance
· Customer relationship management
· Data Warehousing
Approach
The project committee will jointly articulate the strategic
direction for the ERP integration initiative and manage the
activities through the Project manager office which has the
representatives of the project stakeholders. The project
management office will therefor offer guidance for the work to
be done by various work groups.
Deliverables
The main deliverables are:
· System implementation
· Business process improvement
· Knowledge transfer
Roles and responsibilities
The roles and the responsibilities of the stakeholders are as
follows:
I. Project sponsor
The project sponsor is the champion of the project and he will:
· offer the strategic direction for the task,

5. · obtain the funding approval for the project and
· Work with the committee to facilitate timely decisions.
II. Implementation Steering Committee
The committee will:
· Launch the complete direction of the project.
· Evaluate and Approve the Project Charter.
· Guarantee the accessibility of suitable resources.
· Deliver decision support.
· Offer management support to the project team.
III. Budget Review Committee.
· Review the project budget.
· Review project expenses.
IV. Project Director.
The project director together with the project management will
provide the guidance on how, where and when some activities in
the project will be done.
V. Consultant Team Leads
The teamwill work in concurrence with the Project Director to
make sure the effective implementation of the ERP System suite
of applications.
VI. Team Leads.
The team leads will help to coordinate project work for their
individual project team, which characteristically exemplifies
individual groups of applications.
VII. Project management
The project management involves the activities that are
necessary to make sure that the project is successfully
completed. The activities include:
· Project Control,
· Project Planning,
· Status Reporting,
· Issue Management,
· Change Management,
· Risk Management, and
· Quality Management.

6. Challenges
The implementation of the ERP system is very complicated and
calls for high need for change management and constant,
effective communication of project details and milestones.
Communication networks must be established early and
supported in the entire life of the project.
The statement of work
The project startup
This includes the activities that are engaged in the project
initiation, planning and the transition from the starting to the
execution. Project initiation involves getting the project off to a
formal start where each person knows their roles and agreeing
on the job to be done, confirmation of the good business reasons
for the project and making sure that every risk involved is
assessed.
Site preparation
Site preparation involves all the activities that are engaged in
the review and the analysis of the present operational
environment of several business surroundings, the set-up of the
technical environment, the identification of the requirements of
the data conversion and the interface and the documentation of
the forms and the training materials.
Project execution
The project execution process involves all the activities
included such as
· Identification and resolution issues
· The set-up, refinement and the confirming of the application
modules prototypes according to the implementation timelines
· The developing and testing the interfaces of the system
· Data conversion and loading
· The training of the end users
· The user acceptance testing execution and
· The cutover to production

7. The Work Breakdown Structure
APPLICATION
FUNCTIONALITY
START DATE
END DATE
Identity Management Foundation
Creation of the Integrated Identity Authoritative Source
March 1, 2017
April 1, 2017
Customer Relationship Management
Recruitment and Prospect Services
April 5, 2017
TBD
Human Resources
Employee Information,
Employee Benefits,
Organization Structure
Integration with Luminis Portal
April 20, 2017
June 1, 2017
Finance
Chart of Accounts,
General Ledger,
Accounts Payable,
Accounts Receivable and Budgeting

8. June 10, 2017
August 10, 2017
Employees pay
System Specifications,
Selection of Technology,
Server Setup
Development and Implementation
August 15, 2017
October 15, 2017
Advancements
System Setup, Modifications,
Data Transfer and
Integration with Luminis Portal
October 20, 2017
Dec 20, 2017
ODS and Data Warehousing
· Install Software
· Develop understanding of relations between transactional and
warehoused data
· Map selected Colleague data and import
· Add tables required to report for on a custom functionality
· Integration with Luminis Portal
Jan 10, 2018
June 20, 2018
The Responsibility Assignment Matrix
Function
Project sponsor
Business analyst
Project manager

9. Software developer
Initial project
consult
Accountable and responsible
Establish project plan
Inform
Consult
Accountable and responsible
Consult
Gather user requirements
inform
Responsible
accountable
Inform
Develop technical requirements
inform
Responsible
accountable
Inform
Develop software tools
Inform
consult
accountable
Responsible
Test software
inform
responsible
accountable
Consult
Deploy software
consult
responsible
Accountable
Consult

10. Risk Analysis and Response
Systematic and planned risk management procedure is very
critical to keep these projects on time and within the budget
with all the requirements fulfilled. The ERP projects are
complex tasks for businesses. The risks associated with this
project includes timelines and project scheduling risks,
managing processes and technological change associated with
the ERP implementation and functional area involvement. These
factors are closely related, and they can have direct adverse
effects on the project. These features make the risk management
in the project challenging and uncertain.
Timelines and project scheduling: Many enterprises immensely
underestimate the project complexity and the resources that are
needed to implement ERP system effectively. This leads to
problems in the planning for the unpredictable likelihoods that
push back the project deliverables and schedules. This is
aggravated by the interdependencies that are related with the
ERP. In the ERP implementation project, if one area faces a
setback, the other areas are also impacted, and the problem is
compounded. Many ERP implementations are affected
scheduling and contingency risks because of the compounding
effects of failing to meet the timelines. Therefore this is one of
the highest risks that affect the key strategic goals (Aloini,
2012). This risk can be mitigated by establishing milestones
that every project team can develop plans around.
Managing process and Technological factors: A common
drawback of the project management is assuming that the ERP
project is exclusively an IT project. Nevertheless, post-ERP
implementation is universal such that many firms' processes are,
at minimum impacted by the system and sometimes are entirely
integrated or removed. Change management is wider than the
ERP systems, though the managers of the change management
should work together with the project managers of ERP to make
sure that there is an effective transition of post ERP (Huang,
2004).

11. Change management in the ERP project should commence early.
This would create awareness across the enterprise of the ERP
project, and the effects and advantages of the change to the end
users, technology, and the business processes (Huang, 2004).
Later in the life cycle of the project, change management
develops a more specific awareness of the impacts of the ERP
on the job design and the organizational structure.
Functional area involvement: Another risk in ERP system
implementation project is the lack of participation from all
functional areas. There should be a full-time process owner with
the obligation of making decisions concerning the business
process that will follow after the implementation process is
completed. Additionally, it is very crucial for the management
to make a consideration of retaining the talented employees in
the owner positions process even permanently (Huang, 2004).
Conclusively, since the implementing of an ERP system is vast
and pervasive, especially if it is the first time the
implementation is being made, the risks are equally as
predominant in scale and breadth. As a result, companies make
many mistakes when they fail to focus efforts adequately on
both the pre and post period implementation (Aloini, 2012).
There should be procedure plans to address every major risk
item and co-ordinate individual risk plans with the overall
project plan. Risk planning makes sure that schedules and cost
estimates are adjusted to certify that enough time is taken to
develop and execute risk mitigation measures properly when
needed.
Estimated Time
This is a major project and organizations have to invest a lot of
time and resources to make sure that the software will create
tangible ROI for the enterprise. This project is estimated to take
14 months. It was projected to start on 3rd January, 2017 to
10th February, 2018.

12. Project Schedule (Gantt chart)
task
start date
start date
duration
End date
document processes
3/1
30
1-Apr
select ERP system
4/5

13. 30
5-Jun
prepare infrastructure
4/5
90
5-Jul
issue RFP
5/5
30
5-Jun

14. select ERP implementer
5/5
30
5-Jun
set up project environment
6/10
60
10-Aug
prepare business blueprint
6/10
90
10-Sep

15. configure & customize
8/10
30
10-Sep
prepare & migrate data
9/10
60
10-Nov
train and test
5/5
150
5-Oct

16. perform quality assurance
11/20
30
20-Dec
support users
1/10
30
10-Feb

18. Communication Plan
Communication objectives
The main communication objectives for the project are:
· To make sure that the message delivered is consistent
· To gain and promote support for the Project Management
Improvement Project
· Offer timely and accurate information about the project, and
· Encourage the use of project management best practices
The purpose of communication and audiences
On this section identifies the audiences that are targeted by the
communication plan, and the aim of communicating with every
audience.
Project Sponsor
Project plans, project progress, project issues
Project Core Team
Project direction, project deliverables, clear direction and
delegation of tasks
Project Review Team
Project direction, project deliverables, changes in work
processes
CIO Office
Project Strategy, changes to business operations and policy,
project deliverables, project progress
Management Groups
Tech Directors
Op Directors
Project Strategy, changes to business operations and policy,
project deliverables, project progress
ERP project managers
Project Strategy, impact due to changes in procedures or
policies, project deliverables, project progress

19. The staff
Impact due to changes in procedures or policies, changes in
business procedures and policies, project progress
Communication message and delivery
This part outlines the main communication information to be
delivered, the targeted audiences and the means of the message
delivery, the communication and the frequency of the delivery.
Audience
Message
Delivery Method
Delivery Frequency
Communicator
Project Sponsor
Project Plans
Status Reports
Meetings
Weekly
Biweekly
Project Manager
Project Manager

20. Project Core Team
Project Plans
Status Reports
Meetings
Weekly
Biweekly
Project Manager
Project Manager
Project Review Team
Project Briefing
Status Reports
Meeting: Oral briefing and presentation slides
Monthly
Biweekly
Project Manager
Project Manager
CIO Office
Status Reports
Project Briefing

21. Meeting: Oral briefing and presentation slides
Biweekly
Quarterly
Project Manager
Project Sponsor
Project Manager
ERP Management Groups
Status Reports
Project Briefing
Meeting: Oral briefing and presentation slides
(briefings held more frequently as requested)
Biweekly
Quarterly
Quarterly
Semi-annually
Annually
Project Manager
Project Sponsor
Project Manager
ERP
project managers
Project Briefing
ERP Project Management Forum Meeting: Oral briefing and
briefing notes
Monthly
Project Manager
Project Core Team

22. The staff
Project Briefing
The company’s All Staff Meeting:
Oral briefing and presentation slides
Annually
Project Sponsor
Project Manager
Conclusion
ERP system implementation project is a major project. This
make it to require much time and it is also costly. Planning well
for this project prior to its start is very important. The aspects
discussed above are very important in this project. Following
every step well will ensure that the resources are utilized well
and the project is completed under the projected time and
budget.
References

23. Aloini, D., et al. (2012). Risk management in ERP project
introduction: Review of the literature. Information &
Management, 44(6), 547-567.
Bradford, M., & North Carolina State University. (2015).
Modern ERP: Select, implement & use today's advanced
business systems.
Egeland, B. (2014).Planning your Project like a Pro: 7 things to
do before starting a project. i2e Consulting
Frank, P. (2011). The Roles of the User in Project Planning an
ERP Implementation. Frank Parth and Joy Gumz
Huang, S. M., et al. (2004). Assessing risk in ERP projects:
identify and prioritize the factors. Industrial management &
data systems, 104(8), 681-688.
Project Management Institute. (2008). A guide to the project
management body of knowledge: (PMBOK guide). Newtown
Square, Pa: Project Management Institute.
Shacklett, M. (2015). ERP software selection: Is ERP right for
you?
Taylor, B., & Dow, W. (2013). Project management
communications bible. Hoboken, N.J: Wiley.
start date document processes select ERP system prepare
infrastructure issue RFP select ERP implementer set up
project environment prepare business blueprint
configure & customize prepare & migrate data
train and test perform quality assurance support
users42795 42830 42830 42860 42860 42896
42896 42957 42988 42860 43059 42745
duration document processes select ERP system prepare
infrastructure issue RFP select ERP implementer set up
project environment prepare business blueprint
configure & customize prepare & migrate data
train and test perform quality assurance support
users30 30 90 30 30 60 90 30 60 150 30 30

24. REPORT OF PSYCHOLOGICAL ASSESSMENT
This material is an example created to represent symptoms and
does not represent actual patient information.
NAME: Jane Doe
DATE OF BIRTH: 01/17/2001
CHRONOLOGICAL AGE: 16 years 1 month
PARENTS: Jim & Janet Doe
GRADE: Completed tenth grade
DATES OF ASSESSMENT: 12/20, 12/23
IDENTIFYING DATA AND REASON FOR REFERRAL: Jane
is a 16 year and 1 month old Asian American adolescent,
referred for psychological evaluation due to concerns related to
academic and social function. Although Jane has a history of
strong academic performance, she has recently struggled in her
classes, receiving failing grades.
SOURCES OF INFORMATION: Information was gathered from
Jane’s mother, Jane, Jane’s teacher Ms. Strudel, and Jane’s
educational and medical records. Further data was obtained
from behavioral observation and standardized psychological
testing.
Medical and Developmental History:
Janet Doe was interviewed regarding Jane’s developmental and
medical history. Janet related that she was 25 years old at the
time of Jane’s birth and that neither the pregnancy nor birth

25. involved complications. Jane’s birth weight was within normal
limits, per Ms. Doe’s report.
Ms. Doe denied developmental difficulties for Jane. She
reported that Jane reached appropriate developmental
milestones related to toilet training, speech, and gross and fine
motor development.
Ms. Doe related that Jane has experienced influenza while
growing up. She denied other medical conditions or regularly
administered medications.
Family History: Jane is the only child of Mr. and Ms. Doe. Janet
Doe denied that anyone in her family had been formally
diagnosed with mental disorder; however, she reported that her
father had struggled with “stress”, having difficulty sleeping,
spending all of his time worrying, and sometimes feeling too
nervous to leave the house. Janet Doe described herself as a
constant worrywart and related that she struggled with insomnia
and “anxiety attacks.” Symptoms of “anxiety attacks” described
by Janet Doe were consistent with experience of a panic attack.
Janet Doe denied knowledge of mental health difficulty on Mr.
Doe’s side of the family, although she related that she knew he
had “struggled with drinking” during his early 20’s. Ms. Doe
stated that she did not believe Mr. Doe was currently
experiencing difficulties with substance use or other mental
health symptoms.
Both Jane and Janet Doe described Jane’s relationship with
family members in positive terms. Jane reported that she felt
close to her mother and father and comfortable discussing
difficulties with them. Janet related that she felt close to Jane.
She described Jane as a somewhat shy, but easy to get along
with child. Ms. Doe denied that Jane experienced difficulties or
conflict in her interactions with the family.

26. Social History:
Janet and Jane Doe, and Jane’s social studies teacher, Ms.
Strudel, reported on Jane’s social function. Janet reported that
Jane has been a shy and cautious child growing up. She related
that, as a child, Jane enjoyed playing with other children if they
initiated the interaction, but did not approach them to make
acquaintance. Despite this, Janet related that Jane seemed
generally content, if somewhat inhibited as a child.
Ms. Strudel described Jane as “bookish,” but “generally well
adjusted.” She reported that Jane appeared to have a small
group of close friends, although she seemed shy. Ms. Strudel
reported that, although she was a bit quiet, most students
appeared to like Jane and that she was often among the first
chosen for group activities. Ms. Strudel related that Jane did not
volunteer to ask or answer questions in class, to her
recollection, although she believed that Jane knew the material.
Ms. Strudel reported that she believes Jane is uncomfortable
speaking in front of others. Ms. Strudel described an instance in
which Jane had to give a brief presentation in front of her
classmates. She related that Jane appeared extremely nervous
during this presentation, as evidenced by Jane’s hands trembling
visibly, Jane blushing, and limited eye contact Jane made with
the audience.
When asked about her social interactions with peers, Jane
became tearful. She related that, outside of a small group of
friends, she felt that no one really liked her. Jane related that
she had always felt somewhat shy around people she didn’t
know well, but that this feeling became stronger after she was
bullied at the end of 9th grade. Jane described an incident
during which a popular girl made fun of her Harry Potter t-shirt.
Jane reported that the girl called her a “weirdo nerd” in front of
her peers in the school cafeteria and made inappropriate
comments about Jane and the Harry Potter character. Jane
related that it seemed to her as if everyone was laughing along

27. with the girl. She described several other more minor incidents
when the girl or her friends would make Harry Potter related
jokes when Jane was around. Jane related that the jokes stopped
after a few weeks, but that the experience continued to be fresh
in her mind. When queried, Jane related that she had not been
teased prior to this incident and that her interactions with peers
were generally good, although she stated that she had always
been shy.
Behavioral Observation: Jane was appropriately dressed and
groomed when she attended the assessment interview. She made
limited eye contact and spoke quietly.
Academic Achievement: Jane is currently finishing the 10th
grade. Her grades in school have typically consisted of A’s and
B’s, although this has changed over the past year. Jane’s grades
for the past year have primarily consisted of D’s and F’s. Jane
has never received special education services or tutoring.
Psychological Symptoms and History:
Janet Doe described Jane as hesitant to try new activities and
play with new toys when she was growing up. She related that
she believed Jane was nervous when doing something unfamiliar
or new. Janet Doe reported that a part of her was happy that
Jane was less willing to explore and that she believed Jane was
safer as a result. Janet related that she was very worried that
something would happen to Jane, while Jane was growing up,
and that she made sure to warn Jane of any possible dangers and
to do her best to protect Jane from potential harm. When
queried for examples, Ms. Doe described not allowing Jane to
climb onto anything taller than one foot until she was around 8
or 9 years old, telling Jane about potential for rabies when
seeing pet dogs in the park, and telling Jane that she could
contract a sexually transmitted disease from public restrooms.
Janet related that she knew some of her fears were excessive,

28. but that she wanted to ensure that Jane was kept from harm.
Jane reported that she “felt like a freak” and described distress
associated with interacting with others. She related that she felt
extremely nauseous if she knew she would have to give a
presentation in class. Jane reported that she would blush and
that her hands would tremble when she became nervous. She
related extreme discomfort with these visible expressions of her
anxiety and reported a great deal of concern related to trying to
hide these symptoms. Jane reported worry that if people could
see how anxious she was, everyone would know that she was a
“freak.” Jane reported that she always felt extremely
uncomfortable around people she did not know well. Jane
related that she avoided speaking with new people or giving
presentations whenever possible, and sometimes feigned illness
or other plans to get out of these situations. When she had to
interact with people she didn’t know well or speak, Jane
reported that she felt like she was “dying,” that her thoughts
were racing, and that she was terrified. Jane related that, while
she had always been somewhat shy, being upset to this extent
only began after the bullying incident. When queried about her
grades, Jane related that she was felt very uncomfortable in
class and worried that she might be called on. Jane reported that
it was difficult to concentrate on the material due to her
worries. She additionally related struggling with completing
assignments, due to concern that her teachers would judge her
work negatively.
Paper Instructions
Please structure your paper using the section headers presented

29. below. Be sure to carefully read and follow the instructions
presented. Please use APA format.
Psychological Diagnosis: Please provide a psychological
diagnosis in this section.
-Diagnosis provided ___20/pts
Support for Psychological Diagnosis:
Be sure to describe all of the diagnostic criteria associated with
the diagnosis as presented in your book and information, which
led you to make your diagnosis.
-Diagnostic criteria described (this would include information,
such as symptoms (10 points), considerations for symptoms
needed to qualify, such as impairment or consistency in
occurrence of symptoms (5 points), duration (5 points), and rule
out criteria (5 points))___/25 pts
-Supporting information is linked to diagnostic criteria
(information is drawn from the case report to support why you
think each of the diagnostic criteria described above apply to
this case) ____25/pts
Alternative Diagnosis Considered and Ruled Out:
Describe one other possible diagnosis considered and ruled out,
why you might consider it, and why you would ultimately not
select it.
-Plausible alternative diagnosis (another disorder that symptoms
potentially fit, 10pts) and its diagnostic criteria (all the
symptoms one would have to present with to be diagnosed with
this disorder, duration, number needed to qualify, etc. 15pts)
are described ____/25pts
-Disconnect between patient information and diagnostic criteria
is described (why does this disorder not fit? What specific
symptoms are not demonstrated?)____/20pts
Theoretical Conceptualization
Discuss possible causes and maintaining factors that might have

30. led to Jane Doe’s symptoms. Be sure to touch on biological
(10pts), cognitive (10pts), and environmental/learning history
(10pts) aspects____30pts
Psychological Treatment Recommendations:
Psychological treatment, as described in class, appropriate for
this case is discussed. In order to get full credit you will need to
be specific. Instead of saying “psychotherapy” name a specific
treatment protocol. Describe treatment components (things like
interoceptive exposure, cognitive restructuring, relaxation, etc.)
and explain what these are.
-Specific psychological and medical treatment identified and
named (just saying psychotherapy/medication is insufficient,
must name specific behavioral intervention and medication)
___10pts
-Components of the treatment are identified and accurately
described (describe step by step what the person would do in
treatment) ___15pts
-Considered potential benefits of treatment (What proportion of
people does this work for? How fast? Etc.)___10pts
-Considered potential pitfalls of treatment (i.e. are there
potential negative consequences, including poorer physiological
function, medication side effects, negative emotion, time, cost,
etc. that could present a problem?)____10pts