...It Project Implementation Failures HCS/483 HEALTH CARE INFORMATION SYSTEMS October 4, 2011 Ms. Mary Anne Moore It Project Implementation Failures The purpose of this report is to identify five indications for the Information Technology (IT) project implementation failure of the Memorial Health System. This repost will also describe for each indicator of failure, what could be done differently to avoid or eliminate the effects of the indicators in the future. DEFICIENCY OF CLARIFICATION If the purpose and objectives for implementing IT into an organization is not made clear and concise then there will be resistance. Meaning if it is not made abundantly clear to leadership and staff (steering team) how the (in the case of Memorial Health System) Computerized physician order entry (CPOE) system will be used to improve healthcare and reduce medical error, the initiative will be doomed from the very start. TO ABATE OR AVOID THIS POSSIBLE OUTCOME Ensure that all employees whose jobs will be directly affected by implementation of the CPOE are thoroughly informed of goal, objective, and expectations of what the perspective technological advancement entails. INADEQUATE CONFIDENCE IN THE PROJECT One of the major problems implementing the CPOE at the Memorial Health Systems was that physicians did not feel confident that the CPOE would aid them, instead add onto their work load. If physicians that work in a hospital have no confidence that a prospective process will...
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...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 verbal orders with...
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...2011 Professor Vincent Wesley Implementation Failures Introducing a new method or a new system into an already efficient information system can encounter a lot of challenges. In the field of healthcare information systems, the challenges go from improper planning to unsupportive stakeholders. Several challenges could possibly turn into implementation failures. When the implementation process begins, a numerous amount of things could intentionally start to go downhill because there are a lot of people and factors participating that may not function well with one another. A successful implementation of a healthcare information system is one that attains its goals, but it is surprising how many healthcare organizations attempt the implementation process with unidentified, immeasurable, and vague goals. Reading the case study of Memorial Health Systems, several indicators played major roles in the Clinician Provider Order Entry System failing. Additional indicators such as the Lack of Clarity of Purpose, Lack of Belief in the Project, Insufficient Leadership Support, Invisible Progress and Lack of Technology, Stability and Maturity would cause the project of implementing the CPOE system to fail if not implemented correctly. As difficult as it may be too actually travel through these possible failures, project failures like the issues mentioned in the case study, such as the CPOE system could be avoided. The healthcare organization undergoing the implementation process should be...
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...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 of the...
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...2011 Professor Vincent Wesley Implementation Failures Introducing a new method or a new system into an already efficient information system can encounter a lot of challenges. In the field of healthcare information systems, the challenges go from improper planning to unsupportive stakeholders. Several challenges could possibly turn into implementation failures. When the implementation process begins, a numerous amount of things could intentionally start to go downhill because there are a lot of people and factors participating that may not function well with one another. A successful implementation of a healthcare information system is one that attains its goals, but it is surprising how many healthcare organizations attempt the implementation process with unidentified, immeasurable, and vague goals. Reading the case study of Memorial Health Systems, several indicators played major roles in the Clinician Provider Order Entry System failing. Additional indicators such as the Lack of Clarity of Purpose, Lack of Belief in the Project, Insufficient Leadership Support, Invisible Progress and Lack of Technology, Stability and Maturity would cause the project of implementing the CPOE system to fail if not implemented correctly. As difficult as it may be too actually travel through these possible failures, project failures like the issues mentioned in the case study, such as the CPOE system could be avoided. The healthcare organization undergoing the implementation process should be...
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...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 of the...
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...of the Memorial Health System. This repost will also describe for each indicator of failure, what could be done differently to avoid or eliminate the effects of the indicators in the future. DEFICIENCY OF CLARIFICATION If the purpose and objectives for implementing IT into an organization is not made clear and concise then there will be resistance. Meaning if it is not made abundantly clear to leadership and staff (steering team) how the (in the case of Memorial Health System) Computerized physician order entry (CPOE) system will be used to improve healthcare and reduce medical error, the initiative will be doomed from the very start. TO ABATE OR AVOID THIS POSSIBLE OUTCOME Ensure that all employees whose jobs will be directly affected by implementation of the CPOE are thoroughly informed of goal, objective, and expectations of what the perspective technological advancement entails. INADEQUATE CONFIDENCE IN THE PROJECT One of the major problems implementing the CPOE at the Memorial Health Systems was that physicians did not feel confident that the CPOE would aid them, instead add onto their work load. If physicians that work in a hospital have no confidence that a prospective process will work then again I say; the initiative is in peril of doom. TO ABATE OR AVOID THIS POSSIBLE OUTCOME Open communications and accurate training is always the key to dismiss preconceived notions as it pertains to CPOE. In reviewing the case of Memorial Health Systems...
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...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, proper research and thorough planning can avoid undercutting...
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...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 dishonest by a large percentage...
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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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...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” (Wager, Lee, & Glaser, 2009, p. 404). At this point it is necessary to address the issues the stakeholders are having. When addressing these issues it would be beneficial to have staff participate in the design and implementation of the CPOE. It would also help resolve issues if there...
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...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 Care Information Systems describes the causes of project failure. What...
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... 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 the requirements of the system. The requirements should include what are “need to...
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...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 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...
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...signed. When these parts have been finished the implementation can begin. During the beginning of the implementation the project has to be planned out ahead of time, a team must be selected and the best must be chosen, but problems should always be expected to happen along the line. Some of the IT problems that occur can often be prevented if you are paying close attention. In this particular case study, the implementation process seems to be working well. Dryer and Roberts decided to obtain a CPOE system running for their staff to use. Problems occur when the stakeholders in the faculty believed the system would only be more work for them and would not be very useful to their organization. This is the first sign to indicate a problem is happening. This is the first IT failure within the company. The organization and stakeholders must believe that the system is worth having, be willing to work with it, and believe in the help it will have for the organization. If the stakeholders think the system will fail ultimately then it will fail. They will not work and put forth the effort into the implementation process and training. Dryers and Roberts walk away from the project and leave it up to another person within the organization to take over the operation. This is leading to the beginning of the second problem. The project manager, Sally Martin reports to her boss Mr. Sparks about the status of the IT project. Mr. Sparks was not happy and told her out of anger to only come to him if she...
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