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Sometimes a Simple Change Isn't so Simple

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Submitted By MsPierson74
Words 2265
Pages 10
Case Study - Sometimes a Simple Change Isn’t So Simple

Regina Pierson

Berkeley College School of Graduate Studies
November 22nd 2015

Introduction
Central Hospital in Tempe, Arizona decided to implement a computerized Medication Administration Record (MAR) into one of their small locations before rolling it out to the entire organization. Art Baxter, the Chief Information Officer in charge of Medical Information Systems (MIS) at Central Hospital assigned Kate Cohen, a programmer and analyst, as the Project Manager. Kate formed a project team but failed to include representatives from departments that were going to use the system. Unfortunately, the key stake holder/users did not have a seat at the table. Even though the project team members Kate selected were all on board and had goal interdependence they lacked the ability and skill sets necessary to execute the task at hand.
Early in the project the team expressed concerns with the target rollout date. Their concerns were raised to Art but were ignored. The project team continued to work towards creating MARs and did so within a year.
MARs failed the first day it became available to Central Hospital staff. It failed for a couple of reasons. First and most importantly, Art Baxter (the CIO) was incompetent, inexperienced and refused to take the advice of his project manager. This case highlights how critical creating the right team with the right people, planning, and vision are to the success of a project. The users and stakeholders must be identified and subject matter experts must be consulted. This case presents a perfect example of, “how not to manage change.” Despite the title of this case, going from a manual data entry system to computerized reports, and electronic transfers of data is not a trivial task. The MARs project was faced with many challenges from inception. These challenges

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