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Guidelines for information system development, selections and implementation This paragraph consists of three sections: STRATEGY, IMPLEMENTATION AND EVALUATION 157 ■ ■ ■ guidelines for the development or selection of information systems; the ‘make or buy’ issue; guidelines for implementation. Guidelines for development or selection of information systems For the development, selection or upgrade of information systems, the same responsibility division applies as described above for strategic/tactical information management. The organization units determine the ‘what’. They set the business goals, desired outcomes of the support of business processes with IT, and the functional programme of requirements. Furthermore the organization units supply the chairman of the information system selection team and/or development team. The IM department determines the ‘how’. They set the technical programme of requirements, specifically the criteria in relation to the overall IT architecture. They also set the programme of requirements for systems management, both technical and functional. The BoD, finally, endorses the approach and the proposed selection. If the desired information system transcends the organization unit, the BoD decides on the source of the budget to be made available (central or non-central) and where in the management hierarchy the decision-making will take place (central, noncentral or task force). ‘Make or buy’ issue The complaint is often heard in health care organizations that there is no information system on the market that fits their specific situation well. This is said particularly about patient care information systems. This complaint certainly has a degree of truth, because the development of care-supporting information systems is still in its infancy. Therefore, many health care institutions still consider the possibility of making their ideal system themselves. The most important consideration for health care organizations confronted with the ‘make or buy’ issue, however, is not whether the health care organization can produce the desired functionality itself, but whether it can sustain the long-term determination needed to maintain a homegrown product. As an application increases in scope, maintenance becomes steadily more complex. The complexity of maintenance increases still further as a broader group of users comes into being, working with various releases and versions. In choosing for in house development, the health care organization
158 DEVELOPING THE INFORMATION STRATEGY Figure 8.8 Decision outline ‘make or buy’ issue. must consider whether they will be able to guarantee the quality of maintenance over the longer term. Figure 8.8 shows a decision outline for the ‘make or buy’ issue. Guidelines for implementation The two most important guidelines for information systems implementation are: 1 Every project must have a sponsor in the management hierarchy. This puts the organization in the lead in the implementation of new IT applications, and anchors responsibility within the management hierarchy. 2 Before it can start, every project must have the guaranteed participation of work process experts. Work process experts are actually released in advance for participation in the project. This applies particularly to projects in the care process in which the participation of doctors, nurses and line management is essential. The effects of work process experts not participating in an implementation are sufficiently well known. The result is that the relevant work processes
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Health Information Management In al
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Health Information Management Integ
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Contents List of illustrations vii
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Illustrations FIGURES 3.1 Medicatio
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Contributors Marc Berg is a physici
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Series preface In almost all Wester
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Acknowledgements I would like to th
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Chapter 1 Introduction In all Weste
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INTRODUCTION 3 touch upon the deplo
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INTRODUCTION 5 can draw upon to mai
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INTRODUCTION 7 Physician Order Entr
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Part I Starting points Understandin
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WAITING FOR GODOT 11 KEY TERMS ■
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WAITING FOR GODOT 13 Netherlands an
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WAITING FOR GODOT 15 facts to show
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WAITING FOR GODOT 17 (Lewinski-Corw
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WAITING FOR GODOT 19 In most cases,
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WAITING FOR GODOT 21 (Anonymous 191
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WAITING FOR GODOT 23 Because of the
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WAITING FOR GODOT 25 they simply sa
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WAITING FOR GODOT 27 expected. Stil
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WAITING FOR GODOT 29 organize their
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WAITING FOR GODOT 31 performance in
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WAITING FOR GODOT 33 different HIS
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WAITING FOR GODOT 35 CONCLUSION: TH
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WAITING FOR GODOT 37 assumption tha
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WAITING FOR GODOT 39 Anonymous (191
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WAITING FOR GODOT 41 Berg, M. (1997
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Chapter 3 Health care work and pati
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HEALTH CARE WORK AND INFORMATION SY
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THE CONTEXTUAL NATURE OF INFORMATIO
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Chapter 5 Meeting the challenge Int
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STARTING POINTS 81 ‘gender, race,
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STARTING POINTS 83 Now, imagine an
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STARTING POINTS 85 organization,
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STARTING POINTS 87 Figure 5.2 Incre
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STARTING POINTS 89 already overflow
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STARTING POINTS 91 responsibilities
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STARTING POINTS 93 answer the quest
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STARTING POINTS 95 Kohn, L.T., J.M.
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Chapter 6 Designing interactions En
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DESIGNING INTERACTIONS 99 the way t
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DESIGNING INTERACTIONS 101 1 Identi
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DESIGNING INTERACTIONS 103 the deve
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DESIGNING INTERACTIONS 105 communic
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STRATEGY, IMPLEMENTATION AND EVALUA
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Index accumulation 53-4, 61, 73-4,
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INDEX 223 contingent and emergent c
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INDEX 225 satisfaction 176 patient
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INDEX 227 support 164 technology de
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