Wright Consulting

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

wrightpressrelease0825

After reviewing numerous case studies on EMR implementations, it seems to me many healthcare organizations are not aware of the importance of quality project management.  We need to recognize that most of these companies do not often adopt major system changes.  They are using basic scheduling, inventory and billing systems that require mininum maintenance and information technology intervention.  Project management is not a required skill-set or talent for the organization to achieve success in ordinary times.  Education on project management benefits, scaling the materials appropriately to the organization’s culture and identifying key stakeholders that will embrace the methodology are pivotal to the success of project management adoption - and a successful EMR implementation.