Hospital

Information System
Project
Group C

Marwa Sedki
Rabab Samir
Rehab Ahmed
Asmaa Abdelbaset
Created By : Doaa Hussien Hamed
Hend Hassan
Hepacure Hospital
• mission
Ensure the delivery of liver services that is of high
quality , cost effective , efficient and equitable
Develop skills in evaluation hepatology problems.

• Vision
To be a leading hepatology hospital in the country.

• Goals
• To lead the development of liver services in Egypt
through the setting of clinical standards guided by
our objectives and the current best scientific
evidence
Hepacure Hospital
• is a private hepatology hospital located at Cairo Medical Centre
(CMC)1st settlement new Cairo government.

• We provide both acute inpatient and outpatient care for a wide range of
conditions affecting the liver.
• Hospital capacity : 50 beds
• Hospital workforce : 30 nurses , 15 Doctors & 10 Administrator
Hepacure Hospital structure
General
manager

VP for
pharmacy nursing medical infection
IT dep. medical training dep. qualitydep.
dep. director director control
services

internal external
clinical outpatient CIO/CMIO
services services

general
ICU lab. E.R blood banks outpatient
surgery
Patient workflow starting from emergency
Start

PT. arrival to ER

ER clerk ER record form

Assessment
Nurse assessment report

ER physician assessment Assessment report

2
Patient workflow starting from emergency
2

Lab. Request

Pt. Lab.
Pt. stable Results
discharge

Pt. unstable

Admission to Inpatient
ICU admission

admission clerk
Pt. file

3
Patient workflow starting from emergency
3

Assess patient
improvement

yes
Pt. symp.
improved Patient discharge Pt. file

No

Continue pt. monitoring

and follow up

Patient improved
Why we need HIS on Hepacure
 Organized & Coordinated Treatment Process
 Improved Patient Safety
 Betterment in Patient Care, You can have a virtual view of patient flow and what every individual patient
experiences during their meeting with health care providers, administrative personnel, lab technician and
financial assistants. Careful attention to this helps you spot the areas where you can bring betterment.
 Access your staff performance, analysis patient care, check the efficiency and stability of the
hospital.
 As Health Information Systems maintains less paperwork and makes everything computerized and automated,
you get the error-free reports and information. As a result, various medication errors can be avoided 

 Instant Accessibility to Patients’ Details

 Minimized Operational Expense
 Saving of Time
 Improved Patient Satisfaction
• System design life cycle

Planning and Support and

Analysis Design Implementation
Evaluation

• System acquisition process

• Establish project steering committee and appoint project manager.
• Define project objectives and scope of analysis
• Screen the marketplace and review vendor profiles
• Determine system goals.
• Determine and prioritize system requirements.
 System goals
 Enable the practice to provide service to patients using evidence-based standards of care.
 Aid the practice in monitoring the quality and costs of care provided to the patients served.
 Provide clinicians with access to accurate, complete, relevant patient information, onsite and
remotely.
 Better control of inventories , by application monitoring daily stocks.
 Making decisions based on historical and forecast trends
 Improve staff member efficiency and effectiveness.
 More fully engage patients in their own care by providing patients with ready access to their test
results, immunization records, patient education materials, and other aids.
 Enable the practice to manage chronic liver disease patient care more effectively.
Prioritize System Requirements
Assign a representative from each specific area to obtain input from
users in that area:

Doctor and Nurse from outpatient and from inpatient departments.

ICU nurse and doctor .
Employee from administrative staff.
Employee from finance department.
IT representative.
Importance of EMR
EMRs enable clinicians (and others) to do the following:

• Track data over time

• Easily identify which patients are due for preventive screenings or
checkups
• Check how their patients are doing on certain parameters—such as
blood pressure readings or vaccinations
• Monitor and improve overall quality of care within the practice
Develop of RFP
Request for proposal
Date 1/4/2022
Name of the Hepacure hospital
organization
Organization Hematology hospital , was established in 2000, located at the Cairo Medical
background Centre (CMC)1st settlement new Cairo government.
Business case • Time waste in paper documentation
• No system integration
• Finding Difficulty in patients follow-ups

Contact information, hepacure@gmail.com

Questions and Answers Fax no., +1-212-9876543
Telephone no., 23334666
Goal of EMR selection • Promote interoperability
process • Patient safety
• High quality care
• Efficiency and lower costs
 Develop of RFP
Submission 17/4/2022
deadline

Proposal Duration All prices, terms, and conditions quoted in the vendor’s proposal or negotiated thereafter
must remain
firm for a minimum period of six months from our hospital receipt thereof

Confidentiality This request for proposal, and the information contained herein, belong to Hepacure hospital
and are considered confidential business information of us, The information is
intended only for your company’s use in preparing a response to this Request for Proposal,
and may not be communicated to any other parties, either internally or externally, that are not
directly involved in preparing your company’s response
Notifications Vendors may be contacted for additional information or clarification of proposals following
submission. After the receipt of all vendor proposals that meet the above deadline, a "short
list" will be created, of which the included vendors will be notified to continue in the selection
process and present onsite product demonstrations. Following the onsite demonstrations each
vendor will again be notified of the final decisions
• Current Volumes and Metrics is needed

• Table contain current volume and metric data that will aid the vendor for
scoping, sizing, and pricing. Examples:
• Number of providers
• Number of patient encounters
• Number of end users
• Annual patient discharges
• Vendor selection steps
Assemble project steering
committee
vendor analysis, Selection Criteria
•The following information should be supplied along with the
Vendor’s response:
• Organization Name
• Organization Address
• Geographic Scope of Organization
• Group Purchase Organization Affiliation, if any
• Number / Size / Type of Facilities
• Number of Affiliated Physicians
• Names of Applications Installed
• Application Go-Live Dates
• Previous System Environment
• CFO / CIO / CMIO / CMO or Clinical Officer / CNO (include names and contact info)
• Hold Vendor Demonstrations
• Executive Project Sponsor

• During the vendor review process, it is important to host vendor system

demonstrations. The purpose of these demonstrations is to give the members
of the health care organization an opportunity to:
• Evaluate the look and feel of the system from a user’s point of view
• Validate how much the vendor can deliver of what has been proposed
• Conduct system usability testing
• Shortlist the right vendors who can deliver
• It can be extremely beneficial to visit organizations like yours :

• How satisfied are the staff members with the system?

• How responsive has the vendor been to problems?
• How quickly have problems been resolved?
• To what degree has the vendor delivered on its promises?

• Conduct a Cost-Benefit Analysis, the final analysis

The capital cost analysis include:

• Software, hardware, network or infrastructure

• Third-party, and internal capital costs.
• The total cost of ownership should factor in support costs and
the costs of the resources needed (including personnel) to
implement and support the system.
Cost benefit analysis template
System Implementation
Like the system acquisition process, the system implementation process must have:
1. High degree of support from the senior executive team and be viewed as an organizational priority.
2. Sufficient staff, time, and resources must be devoted to the project.
3. Individuals involved in rolling out the new system should have sufficient resources available to them to ensure
a smooth transition.

SYSTEM IMPLEMENTATION PROCESS

Organize the implementation team and identify a system champion:
• Our team includes a project leader, system champion(s), key individuals from the clinical and
administrative areas that are the focus of the system being acquired, vendor representatives,
and information technology (IT) professionals
• A system champion is well respected in the organization, sees the new system as necessary to
the organization’s achievement of its strategic goals, and is passionate about implementing it.
• The system champion responsible to assist with, pilot testing, train and coach others, and to
build consensus among user groups
System Implementation

• Clearly define the project scope and goals:

• To set the tone for the project, a senior health care executive meet with the implementation team
to communicate how the project relates to the organization’s overall strategic goals and to assure
the team of the administration’s commitment to the project.

• Identify accountability for the successful completion of the project:

• 1. Business sponsor: CEO
• 2. Business owner: Directors of each department of the hospital
• 3. Project manager: Medical director ‫لمدير‬++‫ائبا‬++‫او ن‬
• 4. IT manager: Senior IT member.
System Implementation
• Establish and institute a project plan:
Tasks
Requirements study
Software modification and
development
Hardware installation
System integration and Testing
User training
Acceptance and start of
operations (Go live)
Monitoring & Rectification
after Commissioning / Hand
over
What to do Who Duration State of Completion
MET NOT MET
Assist/Facilitate the Multidisciplinary team  1 month     
hospital to maximize
productivity, efficiency, and
quality of its service
Adjust the structure and Software Customization Team  2 months     
content of software to suit
the needs of the hospital
Install servers, storage and Hardware & Software Installation Team 6 months       
peripherals
Ensure components of the System Integration and Testing  1 year     
system are in sync Team
Test each application in
terms of usability for
various functions
Train users on how to Training Team 6 months     
perform tasks using the
system
 Provide data from tests Hospital Manager  2 weeks     
already performed. Assist
user to perform tests
Provide User Support (Help  System Operations Manager /  2 months     
Desk) Administrator
Customer Satisfaction Operations and maintenance team
Survey
Problem Identification &
Rectification
System Implementation
System Downtime Plan
• The downtime plan includes explicit instructions about the clinical data that must
be reentered after a downtime and also includes a plan for a regularly scheduled
downtime practice drill similar to a fire drill.
 Start

PT. arrival to ER

ER
Patient flow after ER clerk
record
form
system
implementation
Nurse assessment Assessment
report

ER physician assessment Assessment

report

2
Patient flow after system implementation
2

Lab. Request
EMR

EMR Pt. Lab.

Pt. stable Results
Discharg discharge
e plan

Pt. unstable

Admission to
ICU admission
Inpatient

admission
clerk
EMR
3
Patient flow after system implementation
Assess patient
improvement

yes
Pt. symp.
improved Patient discharge
EMR

No

Continue pt. monitoring

and follow up

Patient improved
EMR
Hepacure Governance
To have a successful Governance all over the Hospital we already
have :
1. Clear Herarchery structure and reporting system for best communication.

2. As we have a plan to have another Branches as our goals is to be a market leader

we make a plan of growing staff with w larger scale.
3. As Knowing that the HIS a growing process
4. Having a plan on the next 5 years with making my team ready for the new
technology on the IT system.
5. Team must adhere to the plan and looking forward for the Hepacure Goals.
6. The IT vendor Is Our Partner as liver Transplantation is a very critical surgery and
we have to be 6 sigma Quality.

7. IT Team must have A Training about all the Medical procedures to be involved and
have a clear image.
Hepacure IT Governance
Developing IT-centric organizational processes for making decisions in key areas such as these:
IT strategy development is

 • IT prioritization and budgeting

Our business is very critical so we have to buy High Quality a standard devices take on consideration the next
plan , they all connected to the Server to have all the data on ,, we also the have the data for the Research
department , 200,000 Mobile application “ monitoring the vital signs of the patients ,easy registration for
clinics ,easy access for patients to medical results , easy communication

 • IT project management

CIO is responsible for making decision , Team Development , Budgeting

 • IT architecture and infrastructure management

Must have on consideration the new aura of technology and making a strategic growing plan for the upgrade ,
have a plan on B on case of crisis all the team trained on it .
Hepacure Financial Statement Before System Implementation

Item Credit Debit

Capital 2,000,000
Surgeries “2 Transplantation 1,400,000
per Month “
Other surgeries 500,000

Utilization 700,000
Wages 1,220,000
Drugs 200,000
Maintenance of Devices 150,000
Research -
Clinical income 700,000

Total Net profit

2,330,000 1,330,000
Hepacure Financial Statement After System Implementation
Item Credit Debit
Capital 2,000,000
Surgeries “2 Transplantation per 1,700,000
Month “
Other surgeries 700,000

Utilization 500,000
Wages 1,220,000
Drugs 120,000 (60%) less
Maintenance of Devices 100,000 (67%) less
Research 50,000
System implementation 500,000
System upgrade 10,000
Clinics 1,200,000 (58%) more
Total Net profit
2,380,000 3,220,000 (41%)
Administrative Management and Leadership
Strategic planning :
 
 Focus strategy : Our hospital aims to provide the best quality yet fastest service among the
hepatology hospitals.
 
 The Strategic focus will be mainly on  Growth , Accuracy and Quality .
 
IT Strategy : Facilitate the data collection and ensure the good communication between the
workers to be able to achieve our desired goals .

Gap Analysis

•Current State : 22 surgery & 150 clinical cases 1,330,000 net profit
•After HIS Implementation State : 30 surgery & 330 clinical Cases 3,220,000 (41%) net profit
Administrative Management and Leadership
SWOT Analysis and PESTEL Analysis

Strengths Weaknesses
1. One of the very few specialized hepatology hospitals in Egypt . 1. Few but strong competitors
2. Using latest technology and treatments . 2. Little recognition in the market.
3. All workers are well trained and developed. 3. Limited local suppliers to reduce the cost but with average product
4. Competent workforce technically and interpersonally. quality.
5. Rapid response to customer's needs. 4. Patient loyalty to old hospitals
6. Good pricing with better quality compared with other competitors. 5. Few Patient receiving capacity
7. Helping our patients to fully and normally live their lives with no pain
8. Few patient allowing better monitoring.

Opportunities Threats
1. The government direction to increase the awareness for social health 1. Fast change in the technology affecting the service offered .
campaigns and the announcement of free hepatic diseases Egypt . 2. Increase number of the highly recognized competitors as Dr.
2. Service offered with good quality and average cost . Yassin Abdelghafar charity center leading to more challenges to
3. Political stability in Egypt leading to financial stability achieve the hospital goals.
   

 Internal Benchmark : To be one of the finest , developed , qualified and trusted hospitals in Egypt .
 
 External Benchmark : To be the number one ranking in hepatology as Mayo’s Clinic hepatology department in the US .
Administrative Management and Leadership

R-ACI Model :
 
1. Responsible : Doctors , Nurses , Technicians ,
Pharmacists
2. Accountable : CEO, Manager , deputy manager
3. Consultant : Departments senior consultants
4. Informed : CEO , all the workers , Stakeholders
 
 
To be able to measure the performance there are several ways :

1. A control chart is a tool that is used to determine the predictability, behavior and stability of the process over
time.
2. As a pre-requisite for applying our PMS, a professional deeply double check and enhancements will be applied on the
Organization structure, systems and processes with its workflows .
3. After Double check the Org structure will be the same and the report workflow keep as structure decide except the
Development Team has the authority to monitor the Production team effort also can provide immediately issues to CEO.
4. Apply an IT automation system which will manage and control all Resource Effort and PMS transactions, artifacts, goals,
KPIs, Reports and communications.
5. Dashboards will be used to measure the effectiveness of the work .
Communication :
Two methods will be used :

• Delphi Approach to facilitate the virtual communication .

• Brainstorming which is one of the basic and most effective ways.
•Developing the IT Staff :
• Training will be done to ensure the full knowledge of every IT worker at the beginning and with every system
redesign .

•Managing Risks :
• Root Cause Analysis( fish bone diagram)
• Risk Register: what a risk register does is identify and describe the list. It then will provide space to explain the
potential impact on the project and what the planned response is for dealing with the risk, if it occurs.
Furthermore, the risk register allows a project manager to prioritize the risk, assign an owner responsible for
resolving it and gives a place to add notes as needed.
• Risk Matrix
 Quality tool kit
 Root Cause Analysis
 Check Sheet : A structured, prepared form for collecting and analyzing data; a generic tool that
can be adapted for a wide variety of purposes.
 Histogram: The most commonly used graph for showing frequency distributions, or how often
each different value in a set of data occurs.
 Change Control:
 Regular run quality control audits:
Having traceable data on EHR to look into what data is currently in the system, any new changes along with other, connectable pieces of
information such as revenue, procedure history and more. All of these are properly managing their systems to where they are reaping on
benefits.

 Continually train staff:

Continuously train the staff not only on the software using to manage their codes and procedures and update on what to correctly put into the
system to maintain compliance. Project managers or super users are responsible for passing this knowledge onto their staff and ensuring that
they are fully available for any additional help after the fact.

 Impact analysis:
Perform stakeholder analysis, risk and impact assessment.

• Change is estimated (hours, cost of change), requested, and sent to Change Control Board Review:
 Estimate all parameters involved in the change, for 6 month initially with 50% of the hospital cost.
 
 Change Control Board Review with an option to escalate it to a Steering Committee:
  Escalate the changes steering committee to take an proper actions
Change Control:

•Implementation of change and update documentation:

The change approved, the assignee proceed with implementation of the change and documentation done.

•QA verification:

The QA teams verify that the change was successful and the expected value and benefits have been achieved.

•Follow-up or monitor the change:

The teams should carry out a review to determine if the project is still on track. It could take place during the closing
procedures for the project or the next stakeholder meeting after implementation.
Thank
You