Consumer Health Informatics, Mobile Health, and Social Media for Health: Part...
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IT Management in Healthcare Organizations: Part 2
1. IT Management
in Healthcare Organizations (2)
āļāļ.āļāļ§āļāļĢāļĢāļ āļāļĩāļĢāļ°āļāļąāļĄāļāļĢāļāļąāļāļāļļāđāļļ
āļŦāļĨāļąāļāļŠāļđāļāļĢ Healthcare CIO
āļđ
āđāļĢāļāđāļĢāļĩāļĒāļāļāļĢāļīāļŦāļēāļĢāļāļēāļāđāļĢāļāļāļĒāļēāļāļēāļĨ āļāļāļ°āđāļāļāļĒāļĻāļēāļŠāļāļĢāđ āļĢāļ.āļĢāļēāļĄāļēāļāļīāļāļāļĩ
17 āļāļąāļāļ§āļēāļāļĄ 2553
Except where citing other works
Cited works are copyrighted by their owners and reproduced here under fair use
2. Part
P t2
Moving
M i organizations with IT
i ti ith
- IT Strategy
- Project Management
- Change Management
- Knowledge Management
3. IT As A Strategic Advantage
Sustainable
Yes
competitive
advantage
Yes Inimitable ?
Yes Rare ?
No
Preemptive
Yes Non-Substitutable?
Non Substitutable? No advantage
Competitive
Valuable ? parity
No
Competitive
No necessity
Competitive
Resources/ Disadvantage
capabilities
From a teaching slide by Nelson F. Granados, 2006 at University of Minnesota Carlson School of Management 3
4. 4 Quadrants of Hospital IT
Strategic
Administrative
d st at e Clinical
Operational 4
5. IT & Business
Vision
Business Strategies
IT Strategies Business Operations
ITÂ ITÂ OtherÂ
ITÂ Projects
Operations Operations Operations
5
6. Class Exercise: Part 6
Creating IT Strategy
Group discussion: āđāļŠāļāļ 1-2 IT strategies āđāļĨāļ° IT
p g
projects āļāļĩāđāļāļ°āļāđāļēāļāļē āļĢāļ. āđāļāļŠāļđāđ vision āļāļĩāđāļāļąāđāļāđāļ§āđ
11. IT Project Management
âĒ A project: âa temporary endeavor undertaken to
accomplish a unique purposeâ
purpose
âĒ Project management: âthe application of
knowledge, kill t l d t h i
k l d skills, tools, and techniques t to
p j
project activities in order to meet or exceed
project requirementsâ
Marchewka (2006) 11
12. The Project Management
Body of Knowledge (PMBOK ÂŪ)
1.
1 Project I t ti M
P j t Integration Managementt
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6.
6 Project Human Resources Management
7. Project Communications Management
8.
8 Project Risk Management
P j t Ri k M t
9. Project Procurement Management
Marchewka (2006) 12
13. Class Exercise: Part 7
The Importance of Project Management
Group discussion: āļāđāļēāļāļēāļ P j t Management
G di i āļāļēāļāļēāļ Project M t
āļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄ āļāļ°āđāļāļīāļāļāļ°āđāļĢāļāļķāđāļāđāļāđāļāđāļēāļāļāļąāļ IT Projects?
j
(What can go wrong with the IT projects?)
16. The CHAOS Report
Among the IT projects studied:
âĒ 31% were cancelled before completion
âĒ 53% were completed but over budget, over schedule, and
did not meet original specifications.
The Standish Group (1995) 16
18. New Top Ten Factors for IT Project Success
Rank
R k Success F
S Factor
1 Executive Support
2 User Involvement
3 Experienced Project Manager
4 Clear Business Objectives
5 Minimized Scope
6 Standard Software Infrastructure
7 Firm Basic Requirements
8 Formal Methodology
9 Reliable Estimates
10 Other
Table 1.3 Source: Extreme Chaos. The Standish Group International, Inc. 2001.Â
http://www.standishgroup.com/sample_research/index.phpÂ
Marchewka (2006) 18
28. Measurable Organizational Value (MOV)
âĒ The projectâs goal
âĒ Measure of success
âĒ Must be measurable
âĒ Provides value to the organization
âĒ Must be agreed upon
âĒ Must be verifiable at the end of the project
âĒ Guides the project throughout its life cycle
âĒ Should align with the organizationâs strategy and goals
Marchewka (2006) 28
30. A Good Project Goal
âOur goal is to land a man on theÂ
moon and return him safelyÂ
to the earth by the end of the decade.
to the earth by the end of the decade â
John F. Kennedy (1961)
Marchewka (2006) 30
31. Metrics: Financial
âĒ Payback Period = Initial Investment
Net Cash Flow
âĒ Breakeven Point = Initial Investment
Net Profit Margin
o g
âĒ Project ROI = (Total Expected Benefits - Total Expected Costs)
Total Expected Costs
Marchewka (2006) 31
32. Metrics: Scoring Method
Criterion Weight
g Alternative A Alternative B Alternative C
ROI 15% 2 4 10
Financial Payback 10% 3 5 10
Net Present Value (NPV) 15% 2 4 10
Alignment with strategicÂ
objectives 10% 3 5 8
Organizational
Likelihood of achievingÂ
projectâs MOV 10% 2 6 9
Availability of skilledÂ
team members
team members 5% 5 5 4
Maintainability 5% 4 6 7
Project
Time to develop 5% 5 7 6
Risk 5% 3 5 5
Customer satisfaction 10% 2 4 9
External
Increased market share 10% 2 5 8
Marchewka Total Score 100% 2.65 4.85 8.50
(2006) Notes: Risk scores have a reverse scale â i.e., higher scores for risk imply lower levels of risk 32
40. Class Exercise: Part 9
Formulating Project Plan
Group discussion: āđāļŠāļāļāđāļāļ Project schedule āđāļĨāļ°
p j
identify budget items āļāļāļ IT Project āļāļĩāđāđāļŠāļāļ
49. Class Exercise: Part 10
Stakeholder Analysis
Group discussion: āļĢāļ°āļāļļāđāļĨāļ°āļ§āļīāđāļāļĢāļēāļ°āļŦāđ stakeholders
āļāļāļ IT Project āļāļĩāđāđāļŠāļāļ
53. Project Risk Management
Risk = f(likelihood x impact)
Risk S
Ri k Strategies
i
âĒ Accept/ignore
âĒ Avoid completely
âĒ Reduce risk
likelihood or impact
âĒ Transfer risk to
someone else (e.g.
insurance)
Marchewka (2006) 53
54. Class Exercise: Part 11
Risk Assessment
Group discussion: āļĢāļ°āļāļļ risks āļŠāđāļēāļāļąāļāđ āļāļĩāđāļāļēāļāđāļāļīāļāļāļķāđāļāđāļ
āļĢāļ°āļŦāļ§āđāļēāļāļāļēāļĢāļāđāļēāđāļāļīāļ IT Project āļāļĩāđāđāļŠāļāļ āđāļĨāļ°āļ§āļīāļāļĩāļāļāļāļēāļĢ
āļą
risks āđāļŦāļĨāđāļēāļāļąāļ
āđāļŦāļĨāļēāļāļ āđ
55. Gartner s
Gartnerâs Sourcing Life Cycle
Strategic Tactical
Sourcing Strategy Evaluation and Selection
g Alignment g Identification
g Organization assessment g Criteria development
g Core competencies g Organization fit
g Market scan g Selection processÂ
g Makeâorâbuy decisions g Partnership opportunities
g Risk analysis
Sourcing
Contract
Management
Development
g Relationship
g Governance model
g Performance
g Metrics
assessment
g Payment models
g Goals: reach businessÂ
objectives, efficiency, g Terms and conditions
q
quality, innovation
y g ProvisionÂ
g Transition for changes
From a teaching slide by Nelson F. Granados, 2006 55
56. IT Outsourcing Decision Tree
Keep Internal
No
Is external delivery
No reliable and lower cost?
Does service offer Yes OUTSOURCE!
competitive advantage?
titi d t ?
Yes Keep Internal
From a teaching slide by Nelson F. Granados, 2006 56
57. IT Outsourcing Decision Tree:
Ramathibodiâs Case
External delivery unreliable
âĒ NonâCore HIS,
External delivery higher cost
âĒ ERP maintenance/ongoingÂ
customization
Keep Internal
No
Is external delivery
No reliable and lower cost?
Does service offer Yes OUTSOURCE!
competitive advantage?
titi d t ?
ERP initialÂ
implementation,Â
Yes Keep Internal
PACS, RIS,Â
PACS, RIS,
Core HIS, CPOE DepartmentalÂ
Strategic advantages systems,Â
âĒ Agility due to local workflow accommodations
Agility due to local workflow accommodations IT Trainingg
âĒ Secondary data utilization (research, QI)
âĒ Roadmap to national leader in informatics
57
58. Gartner Hype Cycle
Image source: Jeremy Kemp via http://en.wikipedia.org/wiki/Hype_cycle
http://www.gartner.com/technology/research/methodologies/hype-cycle.jsp 58
60. Class Exercise: Part 12
Change Management
Group discussion: āđāļŠāļāļāļ§āļīāļāļĩāļāļĢāļīāļŦāļēāļĢāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļ
āđāļ user āđāļāđāļĨāļ°āļāļĨāļļāđāļĄāđāļ Rogersâ Adoption Curve
61. Unified Theory of Acceptance and Use
of Technology (UTAUT)
Performance
Usefulness Expectancy
p y
Effort
Ease of Use Expectancy
Behavioral
B h i l Use
Intention Behavior
Social Norm Social
&Â Opinions
p Influence
Facilitating
ITÂ Support Conditions
Voluntariness
Gender Age Experience
of Use
Venkatesh et al. (2003) 61
62. Adoption Strategies:
âThe Tipping Pointâ Version
The Three Rules of Epidemics
âĒ The Law of the Few Change Agents
Change Agents
â Connectors Opinion Leaders
â Mavens SuperâUsers
â Salesmen Champions
âĒ The Stickiness Factor Ease of Use
âĒ The Power of Context Social NormÂ
&Â Opinions
p
ITÂ Support
Gladwell (2000)
62
63. Factors Related to Hospital IT Adoption
âĒ Communications of project plans & progresses
âĒ Workflow considerations
âĒ Management support of IT projects
âĒ Common visions
âĒ Shared commitment
âĒ Multidisciplinary user involvement
âĒ Project management
âĒ Training
âĒ Innovativeness
âĒ Organizational learning
Theera-Ampornpunt (2009) [Unpublished] 63
65. Class Exercise: Part 13
Change M
Ch Management t
Class discussion: āļāļ°āļāđāļēāļāļĒāđāļēāļāđāļĢāđāļĄāļ·āļāđāļāļīāļāđāļŦāļāļļāļāļēāļĢāļāđāļāđāļāđ āđ
āđ āđ āđāļāļāļĩ
- āđāļāļāļĒāđ 1 āđāļ 3 āđāļĄāđāđāļāđ IT āļāļĩāđāđāļāļīāđāļ go-live
āđ āļĒ āđāļĄāđāļ go l e
- āļāļĒāļēāļāļēāļĨ by-pass āļāļēāļāļāļĢāļ°āļāļ§āļāļāļēāļĢ āļāļĨāļąāļāđāļāđāļāđ manual
- āļāļđāđāļāđāļ§āļĒāļĢāļāļāļĢāļ§āļāđāļāđāļāđāļ§āļĨāļēāļāļēāļ āļāđāļēāļāļ§āļāļĄāļēāļ āđāļāļŠāļąāļāļāļēāļŦāđāđāļĢāļ
āđ āđ āđ
- āļŦāļĨāļąāļāđāļāđāļāļēāļāđāļāđ 8 weeks āļŠāļāļīāļāļī preventable ADRs āļŠāļāļāļ§āđāļēāļāđāļāļāđāļāđāļĢāļ°āļāļ
p āļđ
- āļāļĩāļāļĢāļ°āļāļļāļĄ CLT/PCT āļŦāļĨāļąāļ go-live 2 weeks āļĄāļĩāļāļēāļĢāđāļāđāđāļĒāđāļāļāļĒāđāļēāļāļāļ§āđāļēāļāļāļ§āļēāļ
āđ
āđāļĨāļ°āļĢāļļāļāđāļĢāļāđāļāļĒāļ§āļāļāļāļ§āļēāļĄāļĢāļāļāļāļāļāļāļāļāļāđāļāļĨāļ°āļ§āļāļēāļāļ
āļĢ āļĢ āļĩāđ āļą āļĢāļą āļī āļ āđ āļ āļāļĩ
āļī
66. The KM Aspect of Project Management
Nonaka SECI Model
After Action
During Review (AAR) /
Implementation, Postmortem
Near Go-Live &
Go Live Meeting,
Meeting
Post Go-Live Project Evaluation
During
D i Before & After
Implementation, Project Kick-off,
Near Go-Live During Project
Training Planning
Image source: Senoo et al. (2007) http://dx.doi.org/10.1108/14601060710776725 66