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IT Management in Healthcare Organizations - Part 2
1. IT Management
in Healthcare Organizations (2)
āļāļ.āļāļ§āļāļĢāļĢāļ āļāļĩāļĢāļ°āļāļąāļĄāļāļĢāļāļąāļāļāļļāđ
āļŦāļĨāļąāļāļŠāļđāļāļĢ Healthcare CIO
āđāļĢāļāđāļĢāļĩāļĒāļāļāļĢāļīāļŦāļēāļĢāļāļēāļāđāļĢāļāļāļĒāļēāļāļēāļĨ āļāļāļ°āđāļāļāļĒāļĻāļēāļŠāļāļĢāđ āļĢāļ.āļĢāļēāļĄāļēāļāļīāļāļāļĩ
10 āļŠāļīāļāļŦāļēāļāļĄ 2555
Except where citing other works
Cited works are copyrighted by their owners and reproduced here under fair use
2. Part 2
Moving organizations with IT
- 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? 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 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
projects āļāļĩāđāļāļ°āļāđāļēāļāļē āļĢāļ. āđāļāļŠāļđāđ vision āļāļĩāđāļāđāļāđāļ§āđ
āļą
11. IT Project Management
âĒ A project: âa temporary endeavor undertaken to
accomplish a unique purposeâ
âĒ Project management: âthe application of
knowledge, skills, tools, and techniques to
project activities in order to meet or exceed
project requirementsâ
Marchewka (2006) 11
12. The Project Management
Body of Knowledge (PMBOK ÂŪ)
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resources Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
Marchewka (2006) 12
13. Class Exercise: Part 7
The Importance of Project Management
Group discussion: āļāđāļēāļāļēāļ Project Management
āļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄ āļāļ°āđāļāļīāļāļāļ°āđāļĢāļāļķāđāļāđāļāđāļāđāļēāļāļāļąāļ IT Projects?
(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
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
40. Class Exercise: Part 9
Formulating Project Plan
Group discussion: āđāļŠāļāļāđāļāļ Project schedule āđāļĨāļ°
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 Strategies
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§āļīāļāļĩāļāļąāļāļāļēāļĢ
risks āđāļŦāļĨāđāļēāļāļąāđāļ
55. Gartnerâs Sourcing Life Cycle
Strategic Tactical
Sourcing Strategy Evaluation and Selection
ï§ Alignment ï§ Identification
ï§ Organization assessment ï§ Criteria development
ï§ Core competencies ï§ Organization fit
ï§ Market scan ï§ Selection processÂ
ï§ Makeâorâbuy decisions ï§ Partnership opportunities
ï§ Risk analysis
Sourcing
Contract
Management
Development
ï§ Relationship
ï§ Governance model
ï§ Performance
ï§ Metrics
assessment
ï§ Payment models
ï§ Goals: reach businessÂ
objectives, efficiency, ï§ Terms and conditions
quality, innovation ï§ ProvisionÂ
ï§ 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?
Yes Keep Internal
From a teaching slide by Nelson F. Granados, 2006 56
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
Effort
Ease of Use Expectancy
Behavioral Use
Intention Behavior
Social Norm Social
&Â Opinions 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
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
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
66. The KM Aspect of Project Management
Nonaka SECI Model
After Action
During Review (AAR) /
Implementation, Postmortem
Near Go-Live & Meeting,
Post Go-Live Project Evaluation
During 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