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Information System Briefing

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Information System Briefing
Understanding how goals of an organization and the roles of its stakeholders affect the selection process of an information system is vital to the success of that project. To ensure the execution of this task as well as its organization, efficiency, and accuracy, key leaders join creating a team of professionals ready for implementing change (Wager, Wickham Lee, & Glaser, 2009) . Learning how to select and acquire an information system, goals that should drive it and the roles of stakeholders is imperative to keep the project from failing.

Selecting and Acquiring an Information System
The process for selecting and acquiring an information system begins when the benefits of the current system no longer outweigh the cost to maintain it (Wager, Wickham Lee, & Glaser, 2009) . A general process most organizations use to select and acquire a new information system is the “systems development lifecycle” (SDLC). This system consists of four phases, which are planning and analysis, design, implementation, and evaluation (Wager, Wickham Lee, & Glaser, 2009) .

Phase one in this process is the, planning, and analysis phase. The focus is to identify the organizations current information systems in an effort to define specific areas that may need improvement. The second step in this process is the, design phase. During this phase, the team decides the most appropriate route for establishing the project financially, settles on a specific information system, finalizes negotiations with vendors and considers any possible alternatives before making a final decision.

The third step is the, implementation phase. This phase is responsible for the installation of the chosen information system, the conversion of data from the old system to the new one, staff training, repeat system tests and go-live preparation for the organization and the staff (Wager, Wickham Lee, & Glaser, 2009) . Phase 4, known as support, and evaluation is the lengthiest of the entire process. After the organization has crossed into go-live mode, the new system maintenance begins. This consists of the IT team making any necessary changes, fixing any glitches or kinks, and installing required updates to the system. In addition, nearly 80% of the allotted budget goes toward the cost for the maintenance of information systems (Wager, Wickham Lee, & Glaser, 2009) .

Goals Toward the Selection
An organizations goal drives the selection of an information system by directly identifying problems with the system currently in place. Once the exact issues are noted, strategic goals are set to reflect the need for that specific information system.
Stakeholder Roles. Stakeholder roles are key roles in the project steering committee that establish potential system errors through clinical and administrative expertise. These roles do not consist of any employee within an organization; individuals must meet specific requirements based on the type of information system acquiring. Committee members are usually well-educated individuals, and natural born leaders (Wager, Wickham Lee, & Glaser, 2009) .

Within this group of leaders, otherwise known as stakeholders, are representatives of the project steering committee. They include important people such as physicians, nurse managers, business office managers, etc. These roles vary, depending on the type of information system implemented.

The initial step taken after this committee’s formation is the selection of a “charge” or a group leader. This person is responsible for outlining the specifics of the plan and seeing to it that members understand the information and proposed goals clearly. The charge guides the group in tasks that include screening the marketplace and vendor profiles that ensure the consideration of all options, including what determines system goals, and prioritizes, and defines system requirements.(cite)
Additionally, the stakeholders combine all established system requirements into a package to for viewing by third party assemblies, which creates a request for proposal (RFP) or a request for information (RFI). Vendors view these to determine if their product meets the needs of the organization (Wager, Wickham Lee, & Glaser, 2009) .

Conclusion.
Each aspect must hold its importance so stakeholders can effectively select and acquire a new system. It takes a strong leader to guide the best of each department in selecting an information system to share the organization. Goals should arise from analyzing previous system errors so that they strategically improve those errors. Clearly communicating, developing, implementing, and maintaining goals and outcomes during the strategic change of an information system are vital to say the least.

Wager, K. A., Wickham Lee, F., & Glaser, J. (2009). Healthcare Information Systems (2nd ed.). San Francisco, CA: Jossey-Bass.

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