In at least 500 of your own words, describe the components of the IT project proposal and steps to improve IT project value realization.
Before this assignment, please make sure to review the notes from this week’s “Notes” folder.
In at least 500 of your own words, describe the components of the IT project proposal and steps to improve IT project value realization. Why is this important for you to know in your prospective career field?
notes
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Building the EHR Implementation Team
Your electronic health record (EHR) implementation team, also known as the steering committee, can make or break the implementation process. Members of your EHR implementation team should possess:
Differing perspectives on how the EHR will be used
A wide array of skills and knowledge
An ability and willingness to devote sufficient time to the EHR implementation process
A consistently positive point of view toward the EHR implementation process
EHR Implementation Team
You should include the following EHR implementation team members on your EHR implementation team.
EHR Team Lead
EHR Implementation Manager
Physician Champion
Nurse Lead
Medical Assistant Lead
Scheduler Lead
Registration Staff Lead
Laboratory Staff Lead
Information Technology Lead
Billing Staff Lead
EHR Builder
Meaningful Use Lead
Workflow Redesign Lead
Super-User/Training Lead
EHR Implementation Team Tools
Depending on the size and type of your organization, your organization may assign employees to more than one role. You can use the Creating a Leadership Team for Successful EHR Implementation template to learn more about the different EHR implementation team roles and as a template to document important planning decisions.
Four Crucial Members of an EHR Implementation Team
Updated: 12th May 2017
When undertaking an EHR system change, there are many considerations to take into account. While most system implementations may require a dozen or more highly skilled professionals, here is a short-list of key members that are integral to seeing an implementation through to the end.
1. Project manager
The project manager (PM) is the quarterback of the EHR implementation team. This person should be technically minded and have previous experience in implementing EHR. With many vendors to choose from, it is important for the PM to already have experience working on an EHR system from the same vendor. This is due to the differing platforms and nuances that are unique to each system.
A PM is responsible for the project’s overall success, including hitting requirements and meeting deadlines for the role out of the new EHR system. Additionally, the Project Manager connects the different phases of the project to seamlessly work and communicate together. The planning, design, development, implementation, and testing phases must coordinate their effects to be successful and the PM is the point person in facilitating these processes.
2. Application analyst
Another critical member of an EHR implementation team is an application analyst. This person is essentially responsible for connecting the ideas and concepts that the facility wants in place with the development team. By gathering EHR requirements from internal IT teams, department leads, executives, and end-users, the application analyst will take this information and put it into technical form for the developers to take into a design stage.
Often, an application analyst will have a clinical background as either a registered nurse or a pharmacist. This is extremely helpful as analysts need to understand the day-to-day clinical needs of each application.
3. Application developer
Once the requirements are formed to customize the EHR system, the application developer is tasked with the development portion of the project. This includes designing and implementing applications for specific departments as requested. For example, some EHR systems have applications specific to the Emergency Department, Inpatient Pharmacy, Radiology, Operating Room, Anesthesia, ICU, Nurse Triage, and several other departments.
This allows each departmental function to be customized by the developer to be more effective for the facility’s end-users. This can include specific field information, dashboards, or other user interfaces that have been outlined by the Application Analyst.
4. Quality assurance test engineer
After the Application developer has completed the EHR system installations, the testing phase can begin. At this stage, a quality assurance test engineer with expertise in the particular EHR system deployed will be required to come in and test the system from various viewpoints.
Much like the application analyst, a QA test engineer is often required to have a clinical background. Their expertise in hands-on clinical roles provides the knowledge of how daily operations work in a hospital setting. Testing and quality reviews can be performed for data security, proper functionality for each clinical department, performance review, and to verify the system can handle the total volume of users.
Learning Objectives
• Discuss the process that a health care organization typically goes through inimplementing a HCIS.
• Assess the organizational and behavioral factors that can affect systemacceptance and the use and strategies for managing change.
• Develop a sample system implementation plan for a health care informationsystem project, including the types of individuals who should be involved.
• Gain insight into many of the things that can go wrong during system implementations and strategies that health care managers can employ to alleviate potential problems.
• Discuss the importance of training, technical support, infrastructure, and ongoing maintenance and evaluation of any HCIS project.
Outline
• Establishing an implementation team
• Activities of system implementation projects
• Managing change
• Organizational and behavioral factors
• System support and evaluation
Implementation Team
• Primary function is to plan, coordinate, budge, and manage all aspects of the new system implementation
• Composition of team (should include some of the same people involved in selecting the system
– Project leader- System champion
– Key individuals from the areas that are the focus of the new system
– Vendor representatives
– IT professionals
Team Responsibilities
1. Cleary define the project scope and goals
2. Identify accountability for the successful completion of the project- Business sponsor- Business owner(s)- Project manager- IT manager
3. Establish and institute a project plan
Major Activities
Implementation Project
Note: The order of these activities should be determined by theorganization in accordance with its needs and resources- Workflow and process analysis
– System installation
– Staff training
– Conversion
– Communications
– Preparation for go-live date
– System downtime procedures
Workflow/Process Analysis
• Identify ways to improve workflow, simply tasks, eliminated redundancy, improve quality, improve user satisfaction
• Avoid simply automating outdated and inefficient processes
• Gain initial buy-in by involving users during the redesign process
System Installation
• Install hardware, software, and network infrastructure to support the new information system
• Build necessary interfaces
• IT staff play a crucial role in this phase
• Pilot the system in a unit or area before rolling out enterprise-wide- Evaluate system effectiveness- Address issues/concerns, fix bugs- Apply lessons learned to other units
Staff Training
• Train the trainer v. a pool of trainers
• Timing is everything!- Just-in-time training- Ample opportunity to practice BEFORE the go-live
• Update procedure manuals
• Communicate who to contact if they have questions or concerns
Conversion
• Convert the data from the old system to the new system
• Clean the data before converting- Complete data- Accurate data- Current data
• Run data through a series of validation checkpoints to ensure accuracyof conversion
• Test, test, test!
Communications
• Have an effective plan for communicating progress
– Aids members of the implementation team in communicating and coordinating their activities
– Identifies how progress is communicated to the key constituent groups
– Current data
• The methods may be varied, but the message should be consistent and the information presented up-to-date and timely.
Preparation for Go-Live
• Implementation team should ensure
– The system is ready through testing
– Staff members are trained
– Appropriate procedures are in place
– Disaster recover plans are in place
– IT staff in place to monitor and assess system problems/errors
System Downtime Procedures
• Scheduled and unscheduled downtime exists
• Downtime procedures should be communicated BEFORE go-live
Managing Change
• Change must be led!
– Describe the vision
• What the world will look like after the change?
• How staff roles and work life will be different?
• Why making this change is important?
– Language: use “should” instead of “must” ; “we” instead of “you”• Staff are willing to rise to a challenge if they trust their leaders
– Act in the best interest of the staff/organization
– Listen and respond to concerns of the staff/organization
Managing Change
• Provide incentives
– Intrinsic: excitement over the change; fear of what will happen
– Extrinsic: bonuses, a promotion, awards, etc.
• Change must be planned!
– Tasks must be allotted resources
– Accountable staff for task performance must be determined
– When problems occur, iteration and adjustment is necessary
Behavioral Factors
1. Create an appropriate environment
– User expectations vary
– Clear and effective communication is key
2. Do not underestimate user resistance
– Understand the culture BEFORE you make the investment
– User acceptance occurs when users see or realize the value the HCISbrings to their work and the patients they serve
Behavioral Factors
• Manage unintended consequences
– More work or new work- Workflow
– System demands
– Communication
– Emotions
– New kinds of errors
– Power shifts
– Dependence on the system
Organizational Factors
1. Allocate sufficient resources
– Adequate technical staff expertise
– Reliable and secure IT infrastructure
2. Provide adequate training
– Both BEFORE the go-live date and AFTER as the system is upgraded and changed
– Different training methods for different user groups1. Establish a strong relationship with the vendor
– Define expectations, resource needs, timelines
– Have open, honest, and candid conversations when problems arise or differences inexpectation occur
Support & Evaluation
• Problems will be detected and changes will be needed
– IT staff should correct the problem or work with the vendor
– The vendor may detect glitches and develop upgrades or patches
• Optimizing use of the system
– Additional training
– Revised workflows- Adding new features or functionality
– Using data from the system for quality improvement initiatives
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