Steven Mitchell Report 8 Lis 4776 Advanced Health Informatics

1. Write an overview of things to consider BEFORE YOU IMPLEMENT

Before implementation begins, the facility needs to create an implementation team. This is where the decision making starts and ends. Thus, this team of associates is those that will conclude how the particular facility will be operated. The implementation team encompasses IT Governance. It establishes the framework used by the organization to establish individual decisions, and ensures the traceability of decisions to assigned responsibilities. In other words, IT Governance establishes organizational structure. Those in IT Governance also establish the budget. For a facility, more specifically, a startup facility, budgeting plays a role in limiting operations or expanding the business. Naturally, expansion requires capital in which business leaders must carefully budget for new expanses. Hiring new employees, acquiring real estate and purchasing new equipment are imperative in the expansion of a company.

In the pursuit of expansion, reliable equipment is necessary to perform even some of the most basic procedures within the facility. For a medical facility thats striving for a paperless route of operation, of course, virtual private network would be needed for computers. Another step before implementation of a facility would be to illustrate a Gantt chart. This illustrates the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency relationships between activities. Gantt charts can be used to show current schedule status using percent-complete drawings to show a more realistic point-of-view. 2. The author identifies keys to success identify 3 things NOT ON THAT LIST ( A. Determination to get vision of project done Drive plays a pivotal role in getting the job done. It is important as it means that you are willing to do anything to overcome any challenges just so you can achieve what you want; you are willing to see your project through to the end despite any set-backs. B. Sufficient hardware and software Clearly, in the health industry, security and privacy are highly valued. To ensure that is possible, medical facilities should adhere to the proper equipment that heeds confidence in their patients. Virtual private network firewalls, and encryption provides a sense of good security and privacy. C. Be prepared for major readjustments When beginning anything, medical facilities need to be aware of the changes that might occur. There is a possibility that not everything will go as smoothly, with that said, the

staff need to be able to get back on track with missing a beat because there still is a facility that has to be operated.

3. The author identifies a timeline do you agree with it? If you were asked to provide an implementation timeline for the orthopedic office (report 5), what would it look like? a. DO you agree or disagree with the timeline I dont necessarily agree nor disagree with the timeline. I feel that the timeline totally depends on the particular vendor, more specifically, how experienced those vendors are. Generally, it should take up to six to nine months to EMR implementation because theyve done their research. Medical facilities should have contacted other vendors, received price quotes and contracts, and have been told that there is a back log out there of more than four months to actually implement those EMRs in their practice. The timeline starts in 1996, well, that was the same year that HIPAA was initiated, more, and we were not as eHealth and technical savvy then. Fast forward to 2013, the results would be different. b. Draw your timeline for the orthopedic office April 2013 Evaluate EMRs, Contact different vendors to discuss medical facilitys vision with EMRs. May 2013 Chose vendor June 2013 begin EMR process June 2013 Set up an off-site test system for server, determine budget for computers within the office.

4. The following link provides a Project management approach to EHR implementation. Please review and provide a 2 page feedback on this approach (will it work? Is it detailed enough? Does anything surprise you? How long will it take? Compare this approach to your approach for question 1 of the report)

In Implementation of Electronic Health Record, Claudine Beron discusses the initiation process of successfully implementing Electronic Health Records within a medical facility. Beron breaks the implementation phase into 4 categories: initiate, plan, execute and control. I do agree with Beron for the most part. It is imperative for a facility to first and foremost elect who authorizations will be delegated to. Without powers being given to anyone, there would not be any sense of leadership, which is a key component for any business. Just like Beron, I included knowing the budget as step for establishing a facility. The budget can play the role of determining if the business has met its specific benchmarks. For example, if a business had a projected revenue that has not been met, the company will be able to determine what needs to be done or not done next time to meet that projected revenue. I believe that the reading focused on the essentials as far incorporating all aspects of EHR implementation. Because staffers job descriptions sometimes overlap, it can be difficult at times to clearly define the mission of each group and their roles, responsibilities, decision-making authority and rules of engagement. The reading briefed certain key elements with bullet points which did not really explain just. Without clear expectations and stringent guidelines in place before the implementation starts, misalignment occurs accompanied by delays, additional costs,

and few implemented providers. Some organizations set boundaries, defining what each implementation will entail for services, costs, and timeframes. If a practice or group wishes to do something differently, they pay for it. The importance of scope and assumptions are magnified in an EHR implementation. Facilities need to consider the enterprise and each individual practice. They may have a standard lab interface coming from each hospital but also have a practice in need of a local lab. Do you allow for both? Are these bi-directional? How do you reconcile the lab compendiums? Does this interface require changes or a new Master Patient Index and lab strategy? Scope and assumptions are complex and can alter timing, costs, and the success of your EHR program. As painful as it is, allot the time up front to carefully consider these decisions.

A solid EHR communication plan identifies stakeholders, communication frequency, and areas to be updated or escalated. Decision-making should be clearly identified. Governance should support communication and be an active participant. Venues of communication are critical. Sending emails to practices not yet implemented may not be practical. Instead, evening "town meetings" at the practice location may be a better source of critical communications.