Health Information Management: Integrating Information Technology ...

More documents

Recommendations

Info

STRATEGY, IMPLEMENTATION AND EVALUATION 205 team (especially the doctors and nurses) were interested in the impact of the system on work practices and user satisfaction. As a result, the evaluation of the PDMS pilot consisted of different parts, each addressing different evaluation questions, requiring different methods and time scopes. In this step, different issues come to the fore and several challenges have to be faced: Issues ■ ■ Stakeholders may disagree on why an evaluation is needed, and it is not uncommon that some question if evaluation is necessary at all (i.e., whether doing an evaluation is not a waste of already scarce resources). Different stakeholders wish to evaluate for different reasons. Challenges ■ ■ ■ ■ Ensure that everyone fully understands the role and importance of evaluation. The project team responsible for conducting the evaluation needs to have enough knowledge about conducting an evaluation. Make clear how the evaluation results will be used, whether this is to inform and change the future direction of the project or to simply report and justify expenditure. Be aware of different stakeholders perspectives and agendas and make these explicit in the evaluation. Step 2 Agree when to evaluate The question when an evaluation is appropriate depends on different matters. First, it depends on the aim of the evaluation. Formative evaluations are geared towards process indicators and/or preliminary outcome measurements and are performed before and during the implementation of an information system. Summative evaluations are geared towards outcome parameters and are often performed before and after the implementation process to be able to compare both situations. Typical summative evaluations are, for example, costeffectiveness or cost—benefit analyses. CASE STUDY In the UK EPR project, the evaluation was only commissioned after the start of the implementation, despite the fact that the commissioners of the work required the evaluation to demonstrate benefits in the post
206 EVALUATION OF PCISS implementation as compared to the baseline situation. Therefore it was not possible to conduct a before-after study. In addition, due to the problem of defining and agreeing on the scope of the evaluation, and the lack of initial access to the sites, the timescales for starting the evaluation slipped considerably. The project team of the PDMS started to think about conducting the evaluation during the pilot implementation. Here also, when the decision to evaluate was made it was too late to do a before-evaluation of the ‘old situation’ (without the system). Consequently, topics like possible reduction of medical errors and completeness of medical records could not be evaluated. The project team decided therefore to evaluate user satisfaction during and after the implementation. Issues ■ ■ Stakeholders often do not consider evaluation until late in a project which prevents a before—after study design. Evaluating early in the project life cycle can highlight problems and barriers, enabling them to be solved and the project to progress. Challenges ■ ■ Start evaluation planning as early in the project life cycle as possible, preferably before project initiation. Getting ‘evaluation’ on the agenda this early in the project often requires an awareness of the organizational challenges of PCIS implementation that might not—yet—be present at the project and steering group level. Step 3 Agree what to evaluate Evaluations can be focused on different topics, which we will call domains. By domain we mean the different viewpoints an evaluation can take: it can focus on the technical performance of the system, on the impact of the system on professional or organizational matters, or on economic, ethical and legal features. Looking at an EPR, for example, relevant topics from the technical domain are whether the system is compatible with other systems (like the hospital information system), whether it is easily upgradeable, whether it is easily maintained and whether the system has a fast response time. Relevant topics from the professional domain are whether the system meets professionals’ needs, whether it is user-friendly, whether it makes the work of professionals easier. From the organizational domain it is relevant to know whether the organization is ready for the implementation of a new system, whether the
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 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
Page 164 and 165:
Page 166 and 167:
Page 168 and 169:
Page 170 and 171: 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?