...Memorial Health System CPOE Implementation Anthony Marshall Health System Care Information System/ HCS 483 27 October 2013 Kemuel Prince Memorial Health System CPOE Implementation Introducing a new system or a new method into an already effective system can make multiple challenges. In the area of health care information system these challenges range from unsupportive stakeholders to improve planning. Any number of challenges can lead to system implementing a new health care information system, having multiple opinions and different methods available can be an added bonus. However, or listening to these opinions or simply vetoing possible alternatives can have severe negative effects further down the road during the actual implementation process. IT Initiative Failures 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 resource 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...
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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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...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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...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 as...
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...play into failures of implementing an IT project. As in the Case Study – Memorial Health System CPOE Implementation there were clearly barriers set in place that affected leadership and staff. The purpose of this paper is to examine CPOE implementation barriers within the Memorial Health System and to determine possible methods to overcoming these challenges. Any project or initiative is destined for trouble if its objectives and purpose are unclear. One of the many barriers present was the lack of vision shared within the organization between the physicians and management. They worried their workload would increase because CPOE systems replace verbal orders with computer-entered orders by doctors. Dr. Mark Allen, a primary care physician commented, “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 desire to obtain a shared vision as a whole should have resulted in a presentation of what the purpose of the CPOE initiative was intended to achieve. As was the result when some of the doctors that had not left the system attended the CPOE vendor’s annual user group meeting. They saw the release of the vendor’s most recent system and immediately decided they wanted it for Memorial. Another concern with the project was the leadership put in place by the board after the two leading champions for CPOE—Dryer and Roberts—left Memorial. Projects that are viewed as illegitimate by a large portion...
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...Minimizing Occurrences and Effects of Information Technology Failure Even though implementation can be successful with negative elements, with the best-laid plan for implementation, there are warning signs that go unnoticed. There must be 100 % buy-in from management, and lack of candor can be a strong proponent of intolerance to change. In the quickly changing face of health care information technology (IT), implementation has become a very familiar subject. The desire for higher patient satisfaction ratings, and increased revenue, makes change management a topic for training and certification of its' own. Typical IT Implementation Process, Roles, and Responsibilities The typical implementation process begins with the acquisition of the system. The first item that must be addressed is to organize the implementation team. Once the team has been established, it must identify a system champion. The team must determine the scope of the project and determine the expectation of the project. “Different projects require different management strategies. Projects that are pilots or experiments require less formal oversight (and are not helped by large amounts of formal oversight) than large, multiyear, multimillion-dollar undertakings” (Glaser, Lee, & Wager, 2009, p. 168). The implementation team is responsible for “planning, coordinating, budgeting, and managing all aspects of the new system implementation” (Glaser, Lee, & Wager, 2009, p. 169). The team will include...
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...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 Care Information Systems describes the causes of project failure. What are at least five indicators of project failure that manifest themselves in the case study? Within the Memorial Health CPOE (clinician provider order entry) system implementation, there were many indicators that showed...
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...Gorby Case Study: IT Project Implementation Failures The case study of the Memorial Health System and their CPOE implementation poses many issues that contributed to their IT failure. The first issue I noticed was the unrealistic timeline developed by the original champions Dryer and Roberts. Dryer and Roberts planned to execute their new IT among eight hospitals in less than eighteen months. With their failure to respect uncertainty from members of the discussion board, they demanded and rushed results from their clinical and IT team. This resulted in a rushed out requirements analysis, request for proposal quickly issued, and a rush to select the vendor and signing the contract. When the original champions were replaced by Lu and Sparks, I initially thought they were capable of successfully pulling off implementing this system even in the short timeframe. They would probably have been successful if Sparks did not lack candor. The executive project manager, Martin, had a perfectly thorough and detailed a project plan that most likely would have guided the organization to success if they followed her suggestions. Spark’s lack of candor and anger to Martin’s project plan lead her to lie about the truth and withhold important progress information on the project. At the end of the eighteen month timeline, the go live date resulted in failure due to all of these issues. With an organization like ours, there are several ways to reduce an IT failure like the case study...
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...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 final decision. The second failure highlighted is organizational baggage. This is when the organization have tried ideas and failed and the members develop an aversion to the rest of the ideas that may be proposed (Wager, Lee, & Glaser, 2009). In the case study, Dryer and Robert presented an implementation plan that would be completed in eighteen months. One member noted that it took two...
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...Analysis of Case Study Christopher Rubio Week 4 HCS/483 When ever an organization is thinking of implementing a New It Initiative they must ensure that they are well organized and fully understand the length and time a project may take. According to Cook “ Project failure occurs when a project is significantly over budget, takes must longer than estimated timeline, or has to be terminated because of so many problems have occurred that proceeding is no longer judged to be viable.” With Memorial Health System failed implementation of a CPOE system they had many problems including an over budgeted project, Lack of belief in project, Insufficient leadership support, Failure to respect uncertainty, Failure to anticipate short-term disruptions, and initiative undernourishment. In this paper we will discuss all six of these problems along with give possible solutions to each of them. Failure to respect uncertainty: When the system was finally implemented it was had a lot of bugs in the system. They implemented the system at all of facilities. Because of this as well as a few other issues such as lack of training the system was taken offline and they continued with the old system. The solution to this problem would have been to implement the system in one location instead of the entire hospital. This place can be used as the test facility in which you can do two things. One you can work all the bugs out and the other would be to use it as a training facility where you can send...
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...Case Study This is a case study of Memorial Health System’s CPOE implementation. There are several factors that contributed to the implementation’s failure. We will discuss them here, and what could have been done instead to help the project succeed instead of fail. Lack of Belief in the Project Members of the organization do not see the need for change, and are resistant to it. They feel the project is more of a hassle than a help, and will cause them problems (Wager, Lee, & Glaser, 2009). Indicator/Root Cause In this case study, several physicians’ were opposed to switching to a CPOE system. They were not convinced of the need for the CPOE implementation and resisted to the change. Eventually some of the prominent physicians’ left the organization for an organization that does not use CPOE. The root cause in the lack of belief in the project is that these physicians did not have confidence that it would help them. Also the CIO did not help any by making the physicians’ feel at ease or explain to them why and how the CPOE would help them. Solution An easy solution would be for the CIO to hold one meeting for everyone and explain the pros versus cons. Allow for everyone to air his or her frustrations, and address each one. This was not addressed initially and could have saved a lot of hassle and uncertainty from the organization’s employees. Insufficient Leadership Support Insufficient Leadership Support is when the leader (CIO) does not devote the time and effort...
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...IT Project Implementation Failures Debra Carr HCS/483 August 7, 2014 James Thames IT Project Implementation Failures The typical information technology (IT) implementation begins once the health care organization has the IT system in place in the building and continues through the first weeks that the IT system is in real time use by the employees. The implementation process must be carefully planned, organized, announced to all employees, and followed closely throughout the following weeks while the IT system is installed. It is important for the management team to announce the IT project. The reason for the project, why the project is being implemented now, and the benefits of the project need to be communicated to all the employees. The CEO or COO should make the initial announcement so that all the employees understand that the project is approved at the top level. The CEO needs to display confidence and pride concerning the entire process. Once the instillation begins and throughout the process, the CEO should continue to update the employees on the progress of the project and any problems that are encountered. He should talk about his vision of the successful completion of the project and how it will benefit both the employees and the health care company. The senior executive should announce the establishment of an Implementation Team which will plan, manage, budget, and coordinate the IT project. The goals and objectives must be established. This...
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...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 failure was the lack of Candor. Serious issues were kept secretly from the Chief Information Officer (CIO) after he replied angrily to the bad news Ms. Martin had to tell him regarding the amount...
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...Biometrics Technology in Healthcare sector Miss Chawisa Srisinthara Mr. Sangsan Poonyapotapirata Miss Chadaporn Champangoen Miss Tanwarat Trangpanich Mr. Ekapol Koosuwan NIDA Business School National Institute of Development Administration 118 Seri Thai Road, Bangkapi, Bangkok 10240, Thailand Email : Caocao_akatsuki@hotmail.com Tel. +66890710010 Biometrics Technology in Healthcare sector ABSTRACT Nowadays, Biometrics has become an important system in a process for all industries due to this technology can help the companies to manage the data such as gathering, integration, and summary. The companies can also apply this system in every working process steps. Besides, the data can be transferred from paper-based data into computer-based data which is convenience, safety, and accuracy. Moreover, The Biometrics system provides excellence operation and improves productivity. Especially, the biometrics system should be executed in healthcare industry because the patient information is classified and considerable for healthcare providers. 1. Introduction The “Biometrics” is the combination of “Bio” which means a creature and “Metrics” which means a characteristic that can be measured and estimated an amount. So, Biometrics is the biological technology that integrates between biological, medical, and computer technology. It use for measure physiological characteristics and behaviors that is the individual character of each person for identification...
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...Mollie Bailey. Homework due: 08/09/2014. Martin Luther King. Born in Georgia, Atlanta on January the 15th 1929, Michael king Jr was the middle child of Michael King Sr. and Alberta Williams King. Michael king Jr’s Grandfather, Williams was originally rooted in rural Georgia, who then moved to Atlanta in 1893. Williams took over Ebenezer Baptist church which was struggling with only 13 members, and made it into a successful congregation. Williams, who was married to Jennie Celeste parks, had one surviving child, Alberta who marred Michael king Sr in 1926 after an 8 year courtship. Michael king Sr came from a poor sharecropper family in a poor community, not having much money to his name. In 1931, following the death of Williams, Michael king Sr became pastor of Ebenezer Baptist church carrying on the tradition of his father in law. After reaching the success, he adopted the name “Martin Luther king Sr”. In time it would be expected that Michael king Jr to do the same and adopt the name “Martin Luther King Jr”. At the age of 5, Martin Luther King Jr started public school, following the event of him being baptized in 1936. At the age of 12, Michael attempted suicide by allegedly jumping out a second story window after witnessing the traumatic death of his grandmother, Jennie. After skipping ninth and eleventh grade at Booker t Washington high school, he started Morehouse College...
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