With 5010, ICD10, ARRA and general technology improvements, some healthcare it organizations are moving forward with initiatives which have impact across the health system. It is about changing the way business is done to provide better care for our community. These are risky initiatives not for the faint of heart. As an IT leader, how can you launch programs destined to be successful? Here are a couple of approaches which will assure the risks are worth the rewards.
Let's be truthful, the scope here is gargantuan. It is about changing how people work. Unfortunately, the rate of success for clinical implementations, large scale financial system enhancements, or even technology adoption is abysmal in a healthcare setting. After almost 15 years in the field, we have not seen significant improvements in EMR Adoption.
We are about to undertake a violent evolutionary approach to modernization, replacing legacy system and paper based workflow with automated systems still developing. Additionally skilled expertise in healthcare it is becoming increasing rare. The key to success will be breaking down the gargantuan scope into manageable phases and resourcing those phases appropriately.
Identify managing phases - how a module or phase will be released or deployed - from a business perspective is critical for managing the transformational change. We all know with transformational changes optimizing rewards and managing risks increases complexity with increased size. Sponsors and champions need to consider phasing as a mandatory exercise, not a nice to have. After all imagine the difference of rolling out Bedside Medication Administration with a big bang across multiple hospitals.
In order to phase or stage project rollout explore the following options:
Another key technique is to establish goals and align phasing options with those goals. Clearly assess the outcomes desired for the phase.
Phasing and Staging relates to the different approaches to implementing a solution given the amount of risk the organization is comfortable and how much money the organization is willing to invest. Avoiding "big bang" implementation and starting with smaller achievable pieces and parts can help to improve stakeholder buy-in, mitigate risks, and enhance deployment by applying lessons learned.
While deciding how to establish managing phases it is important to vet the possibilities with senior leaders and senior stakeholders. This will help to consider which elements make sense to pair up and help increase accountability and buy-in with the outcome.
Given the complexity and risks of those gargantuan transformational changes, it is important to break the mold and not do it all at once.
With 5010, ICD10, ARRA and general technology improvements, some healthcare it organizations are moving forward with initiatives which have impact across the health system. It is about changing the way business is done to provide better care for our community. These are risky initiatives not for the faint of heart. As an IT leader, how can you launch programs destined to be successful? Here are a couple of approaches which will assure the risks are worth the rewards.
Let's be truthful, the scope here is gargantuan. It is about changing how people work. Unfortunately, the rate of success for clinical implementations, large scale financial system enhancements, or even technology adoption is abysmal in a healthcare setting. After almost 15 years in the field, we have not seen significant improvements in EMR Adoption.
We are about to undertake a violent evolutionary approach to modernization, replacing legacy system and paper based workflow with automated systems still developing. Additionally skilled expertise in healthcare it is becoming increasing rare. The key to success will be breaking down the gargantuan scope into manageable phases and resourcing those phases appropriately.
Identify managing phases - how a module or phase will be released or deployed - from a business perspective is critical for managing the transformational change. We all know with transformational changes optimizing rewards and managing risks increases complexity with increased size. Sponsors and champions need to consider phasing as a mandatory exercise, not a nice to have. After all imagine the difference of rolling out Bedside Medication Administration with a big bang across multiple hospitals.
In order to phase or stage project rollout explore the following options:
Another key technique is to establish goals and align phasing options with those goals. Clearly assess the outcomes desired for the phase.
Phasing and Staging relates to the different approaches to implementing a solution given the amount of risk the organization is comfortable and how much money the organization is willing to invest. Avoiding "big bang" implementation and starting with smaller achievable pieces and parts can help to improve stakeholder buy-in, mitigate risks, and enhance deployment by applying lessons learned.
While deciding how to establish managing phases it is important to vet the possibilities with senior leaders and senior stakeholders. This will help to consider which elements make sense to pair up and help increase accountability and buy-in with the outcome.
Given the complexity and risks of those gargantuan transformational changes, it is important to break the mold and not do it all at once.