Health Information Management: Integrating Information Technology ...

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Chapter 10 Project management of innovative PCIS implementations in health care Cé Bergen KEY POINTS OF THIS CHAPTER ■ ■ ■ ■ ■ ■ ■ ■ Project management is key, especially when projects are inherently unpredictable. The project definition should reflect the dual aim of reaching specific targets and learning from the process of attempting to do so. The project organization should be designed to optimize possibilities for the steering of PCIS implementation processes. Project organization is essentially about structuring project decision making, and being clear about the allocation of responsibilities. An important consideration in designing the project organization is the amount of ‘managerial weight’ needed to keep the project moving. The project manager should get a clear ranking from the steering committee with regard to the order of importance of the basic project variables time, money and scope. Key to staffing a project is to get significant and dedicated time from project team members. Keeping the project on course—while allowing the course to evolve— should in a large part be an inherent functioning of the project organization. KEY TERMS ■ ■ ■ ■ Project management Incremental change Project organization Steering group
184 PROJECT MANAGEMENT ■ ■ ■ Project group Work group Risk management table INTRODUCTION This chapter focuses on themes that are of special interest to those involved in the management of innovative PCIS implementations in health care. Project management, of course, is a field in itself, the basics of which we can hardly hope to cover in one chapter. Here, we will zoom in on a few core issues that are crucial for IT project management in health care settings: incorporating the unpredictability of implementation projects, for example, and staffing projects in professional bureaucracies. Project definition and project team design, then, will be at the centre of this chapter. This reflects the conceptualization of a PCIS implementation project as a learning and evolving experience, as described in the previous chapter. THE CASE FOR STRONG PROJECT MANAGEMENT OF PCIS IN HEALTH CARE As argued in the previous chapter, PCIS implementation in health care does not show a good track record. From a project management point of view this is not surprising, since PCIS implementation is a fundamentally unpredictable process. Project management is often defined as attaining predefined goals, at a predefined time, and within a predefined budget. Yet is this attainable in health care, given the previous statement? According to the previous chapter, goals should evolve during the project and the learning process should remain relatively unstructured (it can hardly be pressured by setting a time for it). Given uncertain times and goals, moreover, a fixed budget would be an illusion. We will argue here that project management can and should be done— especially for the most unpredictable of projects. The key lies in the ‘management’ part of project management. The art of this management is that— in the midst of all uncertainties—the project has to be steered in the desired direction. To do this, CASE VIGNETTE Some years ago, a medium sized hospital had the opportunity to select a new Hospital <strong>Information</strong> System (HIS) vendor, because the contract with their previous supplier had come to an end. Grasping the opportunity, they set high ambitions for their new HIS and dedicated a significant amount of money for the purchase and subsequent implementation of their new HIS. Their ambition stated that the new HIS must be a real Patient Care <strong>Information</strong> System. True to their ambition/they selected an innovative and capable HIS/PCIS vendor that had all the functionality on offer to support the work of doctors and nurses. The system
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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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DESIGNING INTERACTIONS 107 Figure 6
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DESIGNING INTERACTIONS 109 ■ Figu
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DESIGNING INTERACTIONS 111 measurem
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DESIGNING INTERACTIONS 117 Covell D
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Part II Information strategy, imple
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INFORMATION STRATEGY: AN INTRODUCTI
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Page 240 and 241: INDEX 225 satisfaction 176 patient
Page 242: INDEX 227 support 164 technology de
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