Case study

Planning a dental clinic's digital MVP

The brief described manual appointment handling, fragmented communication, and limited digital presence. The challenge was to define a practical first release within proposed cost, timing, coordination, and data-handling constraints.

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Project Management

Agile Delivery

Overview

NoteBrainster Academy final project completed as a team planning exercise.
NoteThe proposed MVP covered appointment booking, reminders, clinic information, basic patient records, and staff administration.
NoteThe charter defined a EUR 50,000 budget cap and a nine-month launch goal as project targets, not measured delivery results.

Problem

NoteThe idea covered several user journeys but lacked a defined delivery shape.
NoteClinical, operational, and customer-facing needs all introduced different priorities.
NoteWithout project structure, budgeting and stakeholder alignment would drift early.

Context

Context: Brainster Academy final project; proposed solution and planning deliverables.
Documented role: Project lead and sponsor liaison in the team allocation; project manager and CCB chair in the governance workbook.
Proposed timeline: Nine-month launch goal in the charter, distinct from the assignment period.
Planning constraint: EUR 50,000 budget cap, vendor capacity, integration risk, and sensitive data handling.

My role

NoteWorked as project lead and sponsor liaison in the documented team allocation.
NoteHeld the project manager and Change Control Board chair roles in the governance workbook.
NoteContributed within a team context; the documents do not establish sole authorship of every artifact.

Process

NoteStarted with the business case and project charter to define why the initiative should move forward.
NoteBuilt stakeholder and communication structures before expanding delivery detail.
NoteMoved into schedule, budget, and risk planning once the scope was grounded.
NoteAdded change-control logic to make decision handling explicit instead of reactive.

Key artifacts

Business case

Clarified why the initiative mattered, what value it aimed to create, and what justified investment.

Project charter

Defined scope, objectives, stakeholders, and authority at the start of the project.

Stakeholder register

Mapped who needed to be informed, consulted, or escalated at each stage.

Risk register

Captured core delivery risks, likelihood, impact, and response actions.

Cost plan

Established budget categories and control points for tracking project spend.

CCB governance

Outlined how scope changes would be reviewed and approved instead of accepted informally.

Outputs and outcome status

NoteThe work produced a charter, stakeholder register, cost plan, risk register, communication structure, and CCB governance model.
NoteThese are documented planning outputs created in an academy team context.
NoteThe reviewed evidence does not establish production launch, adoption, revenue, or reduced administration time.

Lessons learned

NoteProjects that span multiple surfaces need scope discipline early.
NoteGovernance only works when stakeholders understand how change decisions will be made.
NoteBudget logic is easier to defend when it is tied directly to scope and risk.