How To Successfully Manage An EMR Implementation Project
Managing an EMR project differs only slightly from managing any other IT project.
One difference is in learning how to take advantage of new technology that almost replaces age-old manual processes.
This new technology is still evolving regardless of what software vendors may say.
Old ways of managing the health care process must be modified without compromising quality of care.
It is a challenge to develop new processes which exploit the technology while losing no functionality.
While improving efficiency is important the success of implementing an EMR cannot hang on that alone.
Quality of care must be the driving force behind making changes in the clinic and is the final judge of success.
EMR technology will change as you are implementing your new software and for several years after.
It would be prudent to review and discuss further modifications to your clinical office procedures at least annually.
Back to the Project Every successful project requires a good plan, modified as needed and fully executed, extensive testing of everything, thorough training, full disclosure and sign-off before go-live.
Build a plan.
Successful projects require a plan.
The complexity of the project dictates the level of detail required in the plan.
EMR projects are complex and far-reaching.
Some items to consider for your plan: Include all the players who are or will be affected.
Account for their needs before, during and after the implementation Account for additional tasks that will be assigned to effect the implementation Account for assimilation of new processes in individual work flow Review the plan and get comments Whether the comments result in changes is immaterial, knowing what staff thinks and feels is critical to success.
Listening to them is essential to their job satisfaction and their acceptance of everything new that is coming their way.
The sticker shock of training Whatever your vendor recommends is probably not enough.
If you don't pay for the training now, you will pay for it many times over by not getting enough.
Data migration of clinical data is essential It cannot be successful without staff involvement.
Their knowledge of the data and the way it is used in their work and the way it appears to them in the old system is especially important.
All that will unavoidably change in the new system.
None of this is difficult.
Their involvement spells the difference between a successful implementation or a painful completion.
Execute the plan This may sound trivial but it requires focused commitment to stay on task especially when everyone in the clinic has a full load of work without the implementation project.
Test everything Record each iteration of every test Record every problem or perceived problem in an Issues List Record problem resolution (fixed, ignored or made to go away) Date everything Refer back to the Issues List every time there is another problem.
Setting completion dates Set dates based on the plan or change the plan to match the dates.
Meeting an arbitrary date with an un-supporting plan is like demanding the right-of-way from another driver who runs a stop sign and kills you in the process.
Going into Live Production Require each department or functional area to physically sign-off on completion of the plan before pulling the "go-live trigger", regardless.
One difference is in learning how to take advantage of new technology that almost replaces age-old manual processes.
This new technology is still evolving regardless of what software vendors may say.
Old ways of managing the health care process must be modified without compromising quality of care.
It is a challenge to develop new processes which exploit the technology while losing no functionality.
While improving efficiency is important the success of implementing an EMR cannot hang on that alone.
Quality of care must be the driving force behind making changes in the clinic and is the final judge of success.
EMR technology will change as you are implementing your new software and for several years after.
It would be prudent to review and discuss further modifications to your clinical office procedures at least annually.
Back to the Project Every successful project requires a good plan, modified as needed and fully executed, extensive testing of everything, thorough training, full disclosure and sign-off before go-live.
Build a plan.
Successful projects require a plan.
The complexity of the project dictates the level of detail required in the plan.
EMR projects are complex and far-reaching.
Some items to consider for your plan: Include all the players who are or will be affected.
Account for their needs before, during and after the implementation Account for additional tasks that will be assigned to effect the implementation Account for assimilation of new processes in individual work flow Review the plan and get comments Whether the comments result in changes is immaterial, knowing what staff thinks and feels is critical to success.
Listening to them is essential to their job satisfaction and their acceptance of everything new that is coming their way.
The sticker shock of training Whatever your vendor recommends is probably not enough.
If you don't pay for the training now, you will pay for it many times over by not getting enough.
Data migration of clinical data is essential It cannot be successful without staff involvement.
Their knowledge of the data and the way it is used in their work and the way it appears to them in the old system is especially important.
All that will unavoidably change in the new system.
None of this is difficult.
Their involvement spells the difference between a successful implementation or a painful completion.
Execute the plan This may sound trivial but it requires focused commitment to stay on task especially when everyone in the clinic has a full load of work without the implementation project.
Test everything Record each iteration of every test Record every problem or perceived problem in an Issues List Record problem resolution (fixed, ignored or made to go away) Date everything Refer back to the Issues List every time there is another problem.
Setting completion dates Set dates based on the plan or change the plan to match the dates.
Meeting an arbitrary date with an un-supporting plan is like demanding the right-of-way from another driver who runs a stop sign and kills you in the process.
Going into Live Production Require each department or functional area to physically sign-off on completion of the plan before pulling the "go-live trigger", regardless.
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