Key EMR Implementation “Yellow Lights”
The caution “Yellow” light items that CEO’s need to observe when pursuing an EMR system implementation fall into 2 major categories Project management and Change management - which are typical high risk processes for any major project. ” YELLOW LIGHTS” include:
1. Clear scope - precise definition of what the company expects as results/deliverables/return on investment.
2. Implementation investment - the hardware/software component is straightforward, but the resource and revenue impacts need to be carefully analyzed. Supplemental resources may be helpful, but insure a defined transition plan for knowledge and skill to internal employees.
3. Integration of current systems and processes - if the existing clinical and operational processes and systems are not carefully considered as to how they “fit in” the newly defined EMR system negative impacts to staff, patients and revenue may result. System security and process credibility are imperative to insure.
4. Accountability - the decision making and execution process needs to have executive sponsorship both from a management and clinical perspective. Physician buy-in is pivotal to the overall success.
5. Communication Planning - a communication plan needs to be outlined and managed by the project team to insure roles and responsibilities are clearly defined and understood. A process for all corporate team members and stakeholders to share thoughts and ideas needs to be defined. Project milestones and issues need to be made public internally. This level of communication is essential for the project team morale and ultimate successful project completion.
Several of these concepts are further discussed in this month’s issue of Healthcare Executive a periodical published by ache.org