HM312 Week 5 part 1 of 2
- 1. © 2017 American Health Information Management Association© 2017 American Health Information Management Association Health IT and EHRs: Principles and Practice, Sixth Edition Chapter 8: Health IT Project Management: Roles in Design and Implementation
- 2. © 2017 American Health Information Management Association Project Management • A well-planned and organized effort to accomplish a specific mission. • A well-recognized discipline, spanning all types of projects in all industries. o Project Management Institute o Guide to the Project Management Body of Knowledge (PMBOK) o Certifications available in project management
- 3. © 2017 American Health Information Management Association Project versus Program • A project can become an ongoing program • But the “project” should come to conclusion prior to becoming a program • A project charter aids in establishing project boundaries Copyright © 2016, MargretA Consulting, LLC. Reprinted with permission
- 4. © 2017 American Health Information Management Association Planning versus Managing • Planning is preparation • Managing is carrying out the plan • But project planning must also be managed: o The key document in successful project management is the project plan o Project planning is important, and the plan needs to be kept up-to-date o But, the plan needs to be carried out in order for the project to be completed, and many project managers find that keeping the plan current can be all-consuming o It is essential to manage project planning
- 5. © 2017 American Health Information Management Association Project Support • Executive management support must be actively present o Education aids in gaining leadership support o Attention to workflow and process improvement helps move the focus from purely technical o Creating a realistic business case, with a benefits portfolio that can be linked to project milestones helps demonstrates success • Medical staff buy-in, especially for EHR, but also for other forms of health IT that impact them and their patients, is essential o Members of the medical staff must be fully engaged • Project champion(s) • Chief medical informatics officer • Medical director of information systems
- 6. © 2017 American Health Information Management Association Project Support (continued) • Involvement of users and other stakeholders o Serious interest in health IT projects must be cultivated o Change management (chapter 6) is essential • Understanding impact • Communications • Resource allocation o Appropriate • Resource leveling • Staff, consultants, outsourced workers o Sustained • New roles • New staff • Product certification • Hiring and labor matters
- 7. © 2017 American Health Information Management Association Project Standards of Practice • Organizations should establish and enforce clear: o Policies for project management, such as adopting recognized standards of practice as well as incorporation of federally approved standards for health IT o Business rules that support workflow and process improvement o Standards of practice • PMBOK is a standard approved by the American National Standards Institute (ANSI) (PMI 2013)
- 8. © 2017 American Health Information Management Association Project Scope and Characteristics • Project have a defined beginning and end, usually follow a SDLC, and have a defined budget • Are a line function, though with special staffing often through volunteerism from many parts of organization • Concern something new and therefore involve uncertainty and change • Require great attention to detail, while maintaining the ability to see the big picture
- 9. © 2017 American Health Information Management Association Project Organizational Structure: EHR Example Project Sponsor Project Manager CIO Vendor Nursing Medical Staff Ancillaries HIM PFS Steering Committee Documentation Pharmacy RCM Ambulatory MAR Orders DomainTeams Consultants Temporary Staff
- 10. © 2017 American Health Information Management Association EHR Steering Committee Copyright © 2016, MargretA Consulting, LLC. Reprinted with permission.
- 11. © 2017 American Health Information Management Association Role of Project Manager (PM) • Tasks o Supports steering committee o Responsible for overseeing project completion • Qualifications o General contractor • Good understanding of health IT • Some healthcare background • Understand project management tools and techniques • Strong leadership skills o IT skills not as important as vision and leadership o Clinical knowledge can be a plus Project Management Office (PMO) • Many projects • Many PMs • Specialized software
- 12. © 2017 American Health Information Management Association HIM Professional Involvement Checklist • Make yourself an expert. Embrace change • Help others gain expertise; make sure you also receive credit as an expert • Take on volunteer assignments; learn to delegate while maintaining control o Don’t volunteer beneath your goals. For example, do not volunteer to take minutes. • Educate yourself, your staff, physicians, administration, vendors, patients
- 13. © 2017 American Health Information Management Association Project Manager Skills • Leadership – not necessarily a formal leader • Motivation • Communication • Influencing, not grabbing power • Decision making • Political and cultural awareness • Trust building • Negotiation • Conflict management • Coaching Conflict Management • Avoiding = lose-lose • Accommodating = lose-win • Competing = win-lose • Compromising = bend-bend • Collaborating = win-win
- 14. © 2017 American Health Information Management Association Project Communication Skills • Instruction • Feedback • Meeting management • Building consensus • Follow-up • Data collection • Reporting
- 15. © 2017 American Health Information Management Association Health IT Project Teams • Steering committee • Vendor selection team • Negotiation team • Implementation team(s) • Domain teams • Training team or super users • Ongoing maintenance team and/or clinical advisory team
- 16. © 2017 American Health Information Management Association Team Building • Selecting the right team members involves recognizing there is no “I” in team, but there is a need for balance • Teams not only need balance, but team members must be able to relate to one another effectively: o Group norms o Group dynamics o Valuing diversity Copyright © 2016, MargretA Consulting, LLC. Reprinted with permission.
- 17. © 2017 American Health Information Management Association Stages of Group Development • Most newly formed teams go through stages (Tuckman) that should be recognized and addressed: o Forming o Storming o Norming o Performing o Adjourning
- 18. © 2017 American Health Information Management Association Seven Sins of Deadly Meetings & Their Salvations
- 19. © 2017 American Health Information Management Association Project Management Standards • Integration management o Planning o Change control • Scope management o Authorization o Planning • Time management o Activity definition o Sequencing o Duration o Schedule development and control • Cost management o Resource planning o Cost estimating, budgeting, and control • Quality management o Project performance o Monitoring results • Human resource management o Organization o Staff acquisition o Team development • Communications management o Planning and distribution channels o Performance reporting o Administrative closure • Risk management o Manage adverse events that may stall or derail project • Procurement management o Planning solicitations o Source selection o Contract management • Stakeholder management o Identification o Engagement PMI 2013
- 20. © 2017 American Health Information Management Association Project Phases and Life Cycle Source: Project Management Institute (PMI) (2008). Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI.
- 21. © 2017 American Health Information Management Association Components of a Project Plan • Project charter, scope, and deliverables • Description of project approach • Work breakdown structure • Budget management • Capacity plan • Start dates • Major milestones and target dates • Dependencies • Risks, constraints, assumptions, and contingencies • Controls • Performance measurement baselines • Supporting detail: CQI tools (balanced scorecard, key performance indicators, dashboards)
- 22. © 2017 American Health Information Management Association Project Management Tools (Gantt Chart) Task Start Task End Note Duration of Major Task (Activity) Milestone (Task = 0 Days) Today Row Numbers Task Numbers Builds List of Resources Task Completed Dependency Task Progress Copyright © 2016, MargretA Consulting, LLC. Reprinted with permission.
- 23. © 2017 American Health Information Management Association Change Controls • Sometimes called “configuration management,” change control is a formal process of: – Tracking every request for a change in a system – Determining its impact on other elements of the project or system – Obtaining necessary authorizations for change – Keeping track of the change for future actions – Carrying out change with resources
- 24. © 2017 American Health Information Management Association Dashboard Example