Health Information Management: Integrating Information Technology ...

More documents

Recommendations

Info

STRATEGY, IMPLEMENTATION AND EVALUATION 187 encounter bottlenecks. In some cases, it may be appropriate to not start with the introduction of IT so as to not overload the targets for the first step. The complexity of the organizational change, in other words, can lead one to wait with IT (to delay introducing further complexity) until the outlines of the new working methods are realized. Be clear on scope, deliverables, milestones, initial timetable and budget For each phase of the project, the scope, deliverables, milestones, timetable and budget should be defined. The scope should clearly state which work processes will be included (and which will be excluded). Milestones and deliverables should be placed on a timeline, resulting in the initial timetable for that phase of the project. Special attention should be given to milestones and deliverables to make sure that these are phrased in such a way that they can be easily reported on. A common mistake is to phrase a milestone as an activity. For example saying ‘training cardiologists to use electronic ordering in the month September’, instead of saying ‘all cardiologists trained to use electronic ordering by end September’. It is crucial that the project team and the steering committee unambiguously understand when the project is in danger of getting bogged down. A clear phrasing of milestones and deliverables is fundamental to creating an understanding of the dynamics of the project. Next, based on the initial timetable for milestones and deliverables, a resources requirement estimate is made. This results in an initial project budget stating personnel and materials requirements. Guidelines for determining the personnel requirements will be discussed on page 198–202. Be absolutely clear on the choice of the basic project variables Project management is based on three generic parameters: time, money and scope. The parameter time is obvious: when should the project be delivered? The parameter money is meant in a broad sense, covering internal and external personnel costs, and all required materials. The parameter scope is meant to cover all activity areas following from the stated objectives and ambitions for the project. The project goals must be absolutely clear on the order of importance of these three parameters. Having delivered the initial project plan, the next task of the project manager is to get a clear ranking from the steering committee with regard to the order of importance of time, money and scope. This is not an easy task for the project manager. Most steering committees will at first choose for the obvious. Time, money and scope are equally important, and the project manager is reminded he was hired to deliver on preset targets for each of these
188 PROJECT MANAGEMENT parameters. In the discussion that should follow, the project manager and steering committee should unearth what the project will entail in this organization, with these set ambitions. If the project is found to be highly predictable in its outcomes, then fixed targets can be set for all three project control parameters. But most likely, since we are dealing here with PCIS implementations, the discussion will clarify the inherent ‘learn as you go’ nature of this type of project at this point in time. Then the steering committee must again be asked to rank the order of importance of time, money and scope. CASE VIGNETTE A famous example of the outcome of the ranking of time, money and scope, is the project aimed at putting the first man on the moon. Scope and time were fixed parameters: the competition with the USSR was a leading driver of the project. Money, then, was the variable, of which as much was used as needed to deliver the project. Had this variable been fixed as well, the project would have most likely never succeeded. In a hospital setting, money will not likely be the last in the ranking of importance of project control variables. Often, time is last in the ranking, giving the possibility to delay project delivery in order to reach the desired scope. When scope is the last in the ranking, ambitions are trimmed in order to meet the project delivery deadline within budget. DESIGN THE PROJECT ORGANIZATION AND STAFF THE PROJECT Determine the amount of ‘management leverage’ needed An important factor when designing the project organization is the amount of ‘managerial weight’ needed to keep the project moving. This is not meant ironically: it is imperative to be able to recognize and resolve issues as they occur during the project. This ability is directly related to line management representation within the project team, or the mandate that the project team has been given to resolve issues. The more innovative, the larger, the more ambitious the project, the more impact the project will have on the organization, and the more top management should thus be involved in the project (see Figure 10.1). If a hospital-wide project is innovative, involves a large number of people, aims to standardize work processes, and involves behavioural change, then it must be clear that this project should be led on a Board of Directors level. The introduction of a Physician Order Entry System would be an example of such a project.
Page 2 and 3:
Health Information Management In al
Page 4 and 5:
Health Information Management Integ
Page 6 and 7:
Contents List of illustrations vii
Page 8 and 9:
Illustrations FIGURES 3.1 Medicatio
Page 10 and 11:
Contributors Marc Berg is a physici
Page 12 and 13:
Series preface In almost all Wester
Page 14 and 15:
Acknowledgements I would like to th
Page 16 and 17:
Chapter 1 Introduction In all Weste
Page 18 and 19:
INTRODUCTION 3 touch upon the deplo
Page 20 and 21:
INTRODUCTION 5 can draw upon to mai
Page 22 and 23:
INTRODUCTION 7 Physician Order Entr
Page 24 and 25:
Part I Starting points Understandin
Page 26 and 27:
WAITING FOR GODOT 11 KEY TERMS ■
Page 28 and 29:
WAITING FOR GODOT 13 Netherlands an
Page 30 and 31:
WAITING FOR GODOT 15 facts to show
Page 32 and 33:
WAITING FOR GODOT 17 (Lewinski-Corw
Page 34 and 35:
WAITING FOR GODOT 19 In most cases,
Page 36 and 37:
WAITING FOR GODOT 21 (Anonymous 191
Page 38 and 39:
WAITING FOR GODOT 23 Because of the
Page 40 and 41:
WAITING FOR GODOT 25 they simply sa
Page 42 and 43:
WAITING FOR GODOT 27 expected. Stil
Page 44 and 45:
WAITING FOR GODOT 29 organize their
Page 46 and 47:
WAITING FOR GODOT 31 performance in
Page 48 and 49:
WAITING FOR GODOT 33 different HIS
Page 50 and 51:
WAITING FOR GODOT 35 CONCLUSION: TH
Page 52 and 53:
WAITING FOR GODOT 37 assumption tha
Page 54 and 55:
WAITING FOR GODOT 39 Anonymous (191
Page 56 and 57:
WAITING FOR GODOT 41 Berg, M. (1997
Page 58 and 59:
Chapter 3 Health care work and pati
Page 60 and 61:
HEALTH CARE WORK AND INFORMATION SY
Page 62 and 63:
Page 64 and 65:
Page 66 and 67:
Page 68 and 69:
Page 70 and 71:
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
THE CONTEXTUAL NATURE OF INFORMATIO
Page 80 and 81:
Page 82 and 83:
Page 84 and 85:
Page 86 and 87:
Page 88 and 89:
Page 90 and 91:
Page 92 and 93:
Page 94 and 95:
Chapter 5 Meeting the challenge Int
Page 96 and 97:
STARTING POINTS 81 ‘gender, race,
Page 98 and 99:
STARTING POINTS 83 Now, imagine an
Page 100 and 101:
STARTING POINTS 85 organization,
Page 102 and 103:
STARTING POINTS 87 Figure 5.2 Incre
Page 104 and 105:
STARTING POINTS 89 already overflow
Page 106 and 107:
STARTING POINTS 91 responsibilities
Page 108 and 109:
STARTING POINTS 93 answer the quest
Page 110 and 111:
STARTING POINTS 95 Kohn, L.T., J.M.
Page 112 and 113:
Chapter 6 Designing interactions En
Page 114 and 115:
DESIGNING INTERACTIONS 99 the way t
Page 116 and 117:
DESIGNING INTERACTIONS 101 1 Identi
Page 118 and 119:
DESIGNING INTERACTIONS 103 the deve
Page 120 and 121:
DESIGNING INTERACTIONS 105 communic
Page 122 and 123:
DESIGNING INTERACTIONS 107 Figure 6
Page 124 and 125:
DESIGNING INTERACTIONS 109 ■ Figu
Page 126 and 127:
DESIGNING INTERACTIONS 111 measurem
Page 128 and 129:
Page 130 and 131:
Page 132 and 133:
DESIGNING INTERACTIONS 117 Covell D
Page 134 and 135:
Part II Information strategy, imple
Page 136 and 137:
INFORMATION STRATEGY: AN INTRODUCTI
Page 138 and 139:
Page 140 and 141:
Page 142 and 143:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153: Chapter 8 Developing the informatio
Page 154 and 155: STRATEGY, IMPLEMENTATION AND EVALUA
Page 172 and 173: Guidelines for information system d
Page 180 and 181: Chapter 9 Implementing information
Page 182 and 183: IMPLEMENTING INFORMATION SYSTEMS 16
Page 198 and 199: Chapter 10 Project management of in
Page 236 and 237: Index accumulation 53-4, 61, 73-4,
Page 238 and 239: INDEX 223 contingent and emergent c
Page 240 and 241: INDEX 225 satisfaction 176 patient
Page 242: INDEX 227 support 164 technology de
show all

Health Information Management: Integrating Information Technology ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?