...Implementation Failures Marsha M. Alexander HCS/483 October 4, 2010 Kym Pfranks Implementation Failures Introducing a new system or a new method into an already effective system can meet multiple challenges. In the area of health care information systems these challenges range from unsupportive stakeholders to improper planning. Any number of challenges can lead to system implementation failure. Memorial Health Systems In the case study of Memorial Health Systems, factors such as lack of belief in implementing a Clinician Provider Order Entry (CPOE) system factored into the failure of this project. Additional factors such as failure to respect the uncertainty of a project, underestimating the necessary resources or using a little resources as possible, a lack of candor, and not anticipating the possible disruptions that can be caused by implementing a new system can also lead to failure. When Memorial Health Systems began the project of implementing the CPOE system many of the physicians on staff felt that the CPOE would double his or her workload. One way to help the physicians on staff understand and believe in the system would be to have an IT consultant address the staff and explain the CPOE as well as answer questions. Memorial Health Systems also under budgeted when the original implementation of the CPOE began. This may have been a result of rushed findings to hurry the implementation along. When implementing a new system of this magnitude...
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...IT Project Implementation Failures Team A Latree Brown, Lisa Carter, Jennifer Cooper, Michele Griffith August 26, 2015 Dr. Greenfield IT Project Implementation Failures The Implementation process begins once the system is developed, and follows through to the final go live date has been selected. Like the System Development life cycle (SDLC) this part also requires a fully dedicated support team. This part of the process should have a team first priority. The team is best delivered if is it has an adequate amount of staff involvement, with an allotted amount of time devoted to the project, along with resources to cover all phases of the process to run effectively. Depending on the size of the project, application needed to be installed, and the organization’s needs, there are essential step to take such as organizing the implementation team and team champion or lead person. The team’s major responsibility is to remain within budget and to stay on task. The Budget is critical when implementing a new system; most healthcare organizations cannot afford to take a financial loss. Once the team has agreed on its goals, and defines each person’s role and expectations in the projected plan, tasks should be appointed with an estimated time of completion. Having the best resources will help reduce wasted time on research, and help the team to remain on task. Each task should be completed in organized steps not to over lapse with each other to ensure a smooth transition...
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...|IT Project Implementation Failures | It Project Implementation Failures Before an IT project can begin, the acquisition process must be successful. Once the implementation process beings, however, many things can start to go wrong because there are many factors and people involved that may not work together. Although the acquisition process is very stressful and important too, the implementation of planning a project and choosing the right team to do the job is not always as easy as it sounds. As hard as it may be to effectively navigate through these potential failures, project failures such as the ones illustrated in the case study, Memorial Health System CPOE Implementation, can be evaded. At the beginning of the implementation process, Fred Dryer and Joe Roberts agreed and established a plan to get the CPOE system effectively enough for the staff and other employees to use. Stakeholders did not agree with Dryer and Roberts that this system would be meaningful and eventually disagreed with them. This must be a common problem with the implementation process, because it is very difficult to get so many people to work together cohesively. The organization undergoing the IT process must be a cohesive unit in believing in the project as well as being on the same page about what needs to happen. Since the stakeholders have too much power in the process, Roberts and Dryer left the project. The other project...
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...What is the typical IT implementation process? What are the roles and responsibilities involved in system implementation? The typical IT implementation process includes a few steps that need to be taken in order to fulfill the implementation of a new IT project. One of the first steps is selecting an implementation team which plans, coordinates, budgets, and manages all aspects of the new system that is being implemented (Wager, Lee, & Glaser, 2009). The implementation team must also determine the goals and objectives that they want to achieve with the selected system they are implementing. Next, is for the implementation team to develop and implement a project plan which would include major milestones, major tasks, available resources and budget, etc. (Wager, Lee, & Glaser, 2009). The plan includes but isn’t limited to six typical components such as workflow and analysis process, where the team evaluates and analyzes current processes and procedures. System installation is done by determining the system configurations, staff training, which includes training the staff, Conversion, which includes converting the data and testing the system, Communications; very important component where identification and addressing of problems and concerns are established, and lastly, Preparing for the go-live date, which is very important because this is where reporting of issues and correction of problems is done, this component should be done when there is low patient volume, and...
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...IT Project Implementation Failures Mayelin Vargas HCS/483 03/01/2012 Michael Aiken University of Phoenix When implementing an IT project, many factors and indicators can play into failures of such a project. As seen in the case study of Memorial Health System, the CPOE implementation faced different issues indicating the project failure. In this paper, five reasons of project failure would be identified. It would show how these indicators manifested at Memorial Health System. I will describe what I have done differently to eliminate or minimize the effect of the indicator. Some of the reasons for project failure include; Organizational Baggage, Lack of Belief in the Project, Lack of Candor, Invisible Progress, and Failure to Respect Uncertainty. The first reason for project failure at Memorial was Organizational Baggage. When the Project was first introduced by Dryer and Roberts, a member asked if it was possible to finish this project on the time expected since they took two years just to set up emails at a previous project: therefore, previous project failures was still been questioned when it came to the timeline. The second reason for project failure at this organization was the lack of Belief in the project. Most individuals in the organization were opposed to the providers order entry system. When the IT project was first introduced many feared that the work -load would increment if verbal orders were substituted by computer entry orders. The third reason for...
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...IT Project Implementation Failures Shana Pardue HCS/483 July 18, 2011 Dr. Michael Solomon IT Project Implementation Failures “Many projects have been subject to considerable delay, increasing budget deficits, and in some cases, severely negative impacts on the quality and effectiveness of care” (Murray et al, 2011, p. 2). Memorial Health System (MHS) is dealing with lack of candor, lack of belief in the project, project complexity, inability to anticipate short-term disruptions, and lack of technology stability and maturity while implementing a clinician provider order entry (CPOE) system (University of Phoenix, n.d.). These potential failures can be avoided with proper planning and integration. Not realizing the complexity of the project is a failure that MHS made while implementing the CPOE program (Wager, Lee, & Glaser, 2009). MHS has eight hospitals with a minimum of 2,600 beds (University of Phoenix, n.d.). An alternate route to implementing into all eight sites at once would be to select one site to implement the program into. The needs at each site may be different due to locality and patients, so it would benefit all involved to handle each site separately. Lack of belief in the project is the next failure that MHS has dealt with (Wager, Lee, & Glaser, 2009). MHS has a lack of full support from the stakeholders (University of Phoenix, n.d.). “Projects that are viewed as illegitimate by a large portion of the people in an organization rarely succeed”...
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...IT project implementation failures Annette HCS/483 March 16, 2015 Jose L. Rivera IT project implementation failures Introduction Memorial Health System is an eight-hospital health system in the Midwestern United States. The hospitals range in size from 200 to 700 beds. Four years ago, the health system began a board-approved computerized provider order entry (CPOE) implementation. The project was a major failure after having experienced poor support from leadership, a lack of appropriate resourcing, leadership and staffing changes, exceeding budget and time, and last minute changes to the scope of the project. There are processes that should be followed in an information system implementation. Not adhering to typical procedures can lead to project failure. This paper will describe reasons for failure, as well as ways to minimize project failure. IT Implementation. The typical information technology implementation process begins with an identification of a need. A committee can be formed and charged with finding a solution. This committee develops the project objectives including the methodology for selecting a system. Next, define the system goals and create a timeline for the committee activities. For example, the committee will be selecting a system for CPOE. The committee will meet weekly for the next eight weeks to create and document the goals of the project and what needs to occur at each step in the selection process. The committee then identifies...
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...IT Project Implementation Failures Danielle Washington HCS/483 March 13, 2012 Chip Snyder IT Project Implementation Failures For every type of technology there is also a type of failure to go along with it. The failure rate of the IT project implementation is outstandingly high. There are about thirteen different types IT project failures. Those failures consist of but not limited to lack of clarity of purpose, lack of belief in the project, insufficient leadership support, and organization inertia. Other failures are organizational baggage, lack of appropriate reward system, lack of candor, perplexity complex failure, and failure to respect uncertainty. The remainder of those failures is initiative undernourishment, failure to anticipate short-term disruptions, invisible progress and lack of technology stability and maturity. In the following paragraphs five of these failures will be highlighted in regards to the Memorial Health System CPOE Implementation case study. The first failure highlighted is lack of belief in project. This is when the organization not convinced that the project is worth doing at all and in turn brings forth resentment (Wager, Lee, & Glaser, 2009). In the case study when the CPOE was brought before everyone the project was considered controversial. If I was CEO I would have proposed it then took a vote to see what the outcome would be and let everyone voice their opinion and then take everything into consideration before making a...
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...Abstract There are many factors that play into failures of implementing an IT project. In this particular case study, Memorial Health System CPOE Implementation, there were noticeable barriers set in place that affected leadership and staff. In this paper, we will discuss the CPOE implementation barriers within the Memorial Health System and to determine possible methods to rise above these challenges. Any project or initiative is certain to have trouble if its objectives and purposes are unclear. Project Implementation Failures One of the problems present was the absence of vision shared within the organization between the physicians and management team. Staff worried their amount of would rise because CPOE systems would replace verbal orders with computer-entered orders by physicians. Dr. Mark Allen, one of the primary care physicians’ stated, “The hospital is trying to turn me into a $12-an-hour secretary, and they aren’t even paying me $12 an hour.” (Wager, Lee, & Glaser, 2009) The want to obtain a shared vision as a whole should have resulted in a demonstration of what the purpose of the CPOE initiative was intended to accomplish. The doctors that had not left went to the annual meeting and saw the release of the vendor’s most recent system and decided they wanted it for Memorial Health almost immediately. Another concern with the project was the leadership put into place by the board after Dryer and Roberts left Memorial Health, which were the two leading for CPOE...
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...It Project Implementation Failures Before an IT project can begin, the acquisition process must be successful. Once the implementation process beings, however, many things can start to go wrong because there are many factors and people involved that may not work together. Although the acquisition process is very stressful and important too, the implementation of planning a project and choosing the right team to do the job is not always as easy as it sounds. As hard as it may be to effectively navigate through these potential failures, project failures such as the ones illustrated in the case study, Memorial Health System CPOE Implementation, can be evaded. At the beginning of the implementation process, Fred Dryer and Joe Roberts agreed and established a plan to get the CPOE system effectively enough for the staff and other employees to use. Stakeholders did not agree with Dryer and Roberts that this system would be meaningful and eventually disagreed with them. This must be a common problem with the implementation process, because it is very difficult to get so many people to work together cohesively. The organization undergoing the IT process must be a cohesive unit in believing in the project as well as being on the same page about what needs to happen. Since the stakeholders have too much power in the process, Roberts and Dryer left the project. The other project failure demonstrates the difficulty of choosing the right team members and management personnel to effectively...
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...IT Project Implementation Failures Input your name here Health Care Information Systems /HCS483 Input instructors name here Input date here IT Project Implementation Failures When an organization implements new information technology systems there are many steps that an organization should follow. If the steps are not followed correctly an organization could leave out the necessary steps or try to make short-cuts resulting in failure of implementing the new information technology system. There are 5 main reasons that cause information technology system to fail, which includes poor clarity of the project, poor leadership, lack of candor in the organization, initiatives undernourishments, and implementing untested systems instead of using systems that have been proven to be successful. Poor Clarity It is extremely important that an organization clearly states what the new project is about and what is expected out of the employees paying close attention to providing everyone with the organizations goals when implementing the new information technology system. When an organization lacks clarity when implementing a new project the organization will have employees that do not understand the new project and how it will benefit the employees and the organization (Wager, 2007). Poor Leadership According to Wager (2007), “leaders are in charge of time management, organization, and planning as well as making sure that the budget is set to accomplish goals...
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...IT Project Implementation Failures Nicole Abbott Irene Augusto Carmen Chavez-Angulo Daniel Lucas Jamie Rossignol Health Care Information Systems / 483 February 15, 2016 Ricky Delatte IT Project Implementation Failures What is the typical IT implementation process? What are the roles and responsibilities involved in system implementation? How did the process described in the case study fail to include the fundamental activities identified in Ch. 8 of Health Care Information Systems? The process that was used regarding the Memorial Health System case was not thought out properly. In this case study, the fundamental activities that were not included are workflow and analysis of the system. One thing that the organization failed to do was to review and evaluate the current system before they tried to implement a new one. To determine what would have been needed, they should have had employees sit down and analyze to make it easier. An analysis of the system is one of the most important things that need to be done. The eight hospitals that had launched this new system had started it on the same day. Like everything else, new systems always have flaws. The failure to analyze lead to the lack of end-user training which made the requirements that were missed more obvious. Even though they did an analysis, it wasn’t a proper one. Doctors and nurses could not log on to enter their orders which lead to patients waiting for their medication and tests. Ch. 16 of Health...
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...IT Project Implementation Failures The most common reason why IT projects are unsuccessful is because they do not meet the criteria, this includes: Is the project being delivered in the proper time frame set up, is the project over budget or under the budget set, and does the system work efficiently? There are very few projects that can successfully meet all three levels of the criteria all at once. There are several studies as to why the projects fail and some of the more common reason found are: I. Little User engagement- which has been identified as dangerous to several projects. Without proper usage on the daily basis, no one is truly committed to the new system. In order for any project to do, well management and employees should participate through the entire process. Time and effort has to be given by everyone because a new system is being implemented to a staff that is already busy. Management has to be responsible to keep supporting the project and make it a concise and clear that it is a priority. II. Unrealistic time scales- There are times where it can take a long time to establish a new procedure that the product that it was made to improve is no longer operational by the company. The way to elevate this is to make the time scale smaller for the project. The projects needs to be reviewed to ensure that the time scale is realistic so false expectation can be avoided. III. Uncontrolled changes in the scope- By ensuring that all the necessary components...
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...1 - What are the failure factors for the first NIKE-i2 ERP-SCM implementation? The following factors contributed to the failure if the ERP-SCM implementation for Nike which then resulted in a loss of $48 million for the year: • i2 Inexperience: Nike although were aware that i2 was unable to provide all the required functionalities initially, requested i2, who were already inexperienced with the footwear industry, to adjust and provide high level of complex customization. • Integration: Nike failed to hire a Third Party Integrator which could have assisted them in overlooking the entire implementation. The integrator could have advised on any issues as well as act as a means of communication between Nike and i2. Instead, i2 was not even integrated with the current SAP ERP, and was rather set up to perform in complete isolation • Customization: Nike underestimated the complexity of the implementation by demanding i2 high level of customization by having an extremely high level of detailed forecasting in addition to trying to forecast too far ahead. i2 was unable to keep up with the quick changes in the market and seasonal trends and thus creating several delays and inaccurate forecasts. • Pilot Test: Nike underestimated the potential risk of failure in implementing i2 and did not conduct any pilot testing. Having done so, could have prevented or at least minimized their losses. A pilot test would have enabled them to be better equipped and deal with...
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...THE METHOD OF UTILIZING MORALS TO PROBLEM SOLVE. Maurice A. Bryant Franklin University THE METHOD OF UTILIZING MORALS TO PROBLEM SOLVE. Introduction I. What’s Morals Procedure: a. Recognize the Problem i. I identify the problem; gather all the information and fact to the issue. b. Creation a solution ii. I construct a plausible solution to alleviate the problem c. Evaluate the Proposal iii. Remain hypothetical to see if my proposal will eliminate or create other problems. II. How do we Approach? d. Utilitarian approach iv. Ponder various actions I will take v. Access the Pro’s and Con’s to chosen action vi. I choose the greater good with minimal repercussion e. Justice approach vii. This is when I take the same action regardless of position viii. Not to demonstrate favoritism f. Virtue approach ix. How do I become greater in dealing with this situation? x. Is my decision in this action going to enhance my community and others? III. My resolve comes from the answers to these questions. g. Which course of action develops moral virtues? h. Does this impetus the command good without showing prejudice? i. Does my action affect and respects the moral rights of the party? References Whitbeck, C. (1996). Ethics as design: Doing justice to moral problems. Hastings Center...
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