...|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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...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. Projects that are viewed...
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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 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 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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...University of Phoenix Material Case Study—Memorial Health System CPOE Implementation Memorial Health System is an eight-hospital integrated health care system in the Midwestern United States. The health system has two downtown flagship tertiary care hospitals, each licensed for more than 700 beds, located in the two major metropolitan areas served by the system. The remaining six hospitals are community-based facilities, ranging in size from 200 to 400 beds. These hospitals are located in the suburban and rural areas served by Memorial Health System. Four years ago, the system’s board of directors approved a multi-million-dollar initiative to install an enterprise-wide clinician provider order entry (CPOE) system intended to dramatically reduce medical errors. Today, the system is far from fully implemented, and, in fact, has been removed from all but one of the two tertiary care facilities, where it remains in pilot adopter status. At the time, the board approved the CPOE initiative, the project was championed by Fred Dryer, the CEO, and was closely supported by Joe Roberts, the chief information officer (CIO) of the health system. Even during its proposal and evaluation by the board, the project was considered controversial by some of the health system’s stakeholders. For example, many of its physicians, who are community-based independent providers, were adamantly opposed to the CPOE system. They worried that their workload would increase because CPOE systems replace...
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...Critical Failure Factors in ERP Implementation Ada Wong The University of Hong Kong The University of Warwick, UK isada@business.hku.hk Patrick Y.K. Chau The University of Hong Kong pchau@business.hku.hk Harry Scarbrough The University of Warwick, UK Harry.Scarbrough@wbs.ac.uk Robert Davison City University of Hong Kong isrobert@cityu.edu.hk Abstract This study firstly examines the current literature concerning ERP implementation problems during implementation phases and causes of ERP implementation failure. A multiple case study research methodology was adopted to understand “why” and “how” these ERP systems could not be implemented successfully. Different stakeholders (including top management, project manager, project team members and ERP consultants) from these case studies were interviewed, and ERP implementation documents were reviewed for triangulation. An ERP life cycle framework was applied to study the ERP implementation process and the associated problems in each phase of ERP implementation. Fourteen critical failure factors were identified and analyzed, and three common critical failure factors (poor consultant effectiveness, project management effectiveness and poo555îr quality of business process re-engineering) were examined and discussed. Future research on ERP implementation and critical failure factors is discussed. It is hoped that this research will help to bridge the current literature gap and provide practical advice for both...
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...How to Avoid SAP ERP Implementation Failure 1. Introduction Any company which is implementing an ERP either a small scale or large organizations is taking huge risk as they have to invest a lot of money and it is a time taking process with risks involved. Risks and issues are part and parcel of every major IT transformation project. When we place this in point of large transformation projects like SAP or Oracle these risks and issues can be huge which can collapse the entire project if not managed and monitored periodically. SAP frameworks have executed effectively more then 40000+ clients on the planet and most extend disappointments are not identified with the item or programming however basically attached to extend execution and the product usage accomplice. As defined by Rowe ERP as “ERP systems represent the implementation of old managerial dream of unifying and centralizing all the information systems into a combined one”. The existing techniques or process which is being followed during the implementation have failed so we need to be innovative by following the standard process. In this paper we would discuss about the problems while implementing an ERP and how to overcome those to implement it successfully. 2. Statement of the problem In the late 1990-2005 most of the companies which invested in ERP 50-70% of them have faced a huge disappointment and huge losses. . In a survey it is found that 56% of implementation costs over budget, average of that over budget is...
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...Information Systems June 13, 2013 Factors contributing to the failure Whaley Foodservice Repairs hired Epicor to implement an Enterprise Resource Planning (ERP) system. The deal was signed in 2006, but after two years the project never materialized. Whaley finally sued Epicor for compensation of the cost they had incurred in trying to implement the software (Kanaracus, 2011). The main factors that led to the failure of this project were underestimation of the implementation timelines, underestimation of costs, business processes were not clearly defined, lack of organizational change management, and high turnover of employees assigned to the project. Underestimation of implementation timeline made the company believe that they would have a full working system within the specified timeline (Chen, Law, & Yang, 2009). This was never the case as Epicor had estimated the project would have been completed by March 2007, but the project was delayed multiple times. Having provided a scripted demo on the requirements of the system and how the new software should be mapped to the company's business processes, Whaley believed that Epicor understood and had the capability to deliver. The failure to have the software implemented within the specified timeframe caused delays in the business processes as some documents could not be accessed on time, which resulted in lost business for Whaley. The project was initially estimated to cost around $190,000, but it ended up costing...
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...Clinician Provider Order Entry Implementation Health Care Information Systems HCS 483 September 02, 2013 Clinician Provider Order Entry Implementation Implementation Process Health care organizations look forward when starting the implementation process for information system implementation. Adding or upgrading health care systems is met with excitement and opposition from the employees who must use the system and adapt their current practice processes. Constructing a rollout period for the employees to train and get specific training for their job requirements is imperative to the success of the health system implementation. Employees knowledge of how to use the system is equally important to the implementation process as choosing and designing the program that is best for the organization. Roles and responsibilities The project or system champion is someone in the organization who is vested in the completion of the project. The champion’s role is to help obtain the buy-in of other physicians into the use of the new system and makes sure the physicians who will be using the system have adequate input in the selection process of how the new system will be used. The board of directors is the governing entity for the health care organization that approves the acquisition and implementation of a new system. The board of director’s role is to have a voice for the organization. Going forward the board needs to be involved in how the new system will affect the processes...
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