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CPOE Project Management – Philip Felt
 Click
here to to download a PDF version of this white paper
The current healthcare reform bill is pressuring healthcare systems to satisfy the HITech Act, a portion of the American Recovery and Reinvestment Act (ARRA), and meet the requirements of meaningful use. CPOE, computerized physician order entry (or as CMIOs like to call it, computerized physicians order management), must be completed by 2017. |
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Flying Lessons: Crew Resource Management in Healthcare – Jarrell and Konschak
Click
here to to download a PDF version of this white paper
In 1977, two Boeing 747s collided on a runway in the Canary Islands, killing 582 people. It was the largest accident in aviation history and it led to an industry-wide examination on the cause of aviation accidents. It turned out that up to 80 percent of aviation accidents were caused by human error. This revelation prompted NASA to convene an aviation safety workshop in 1979, which led to the development of Crew Resource Management (CRM), an error-reducing method that has revolutionized air travel safety. In following aviation’s lead, CRM was first applied to healthcare in the operating room of University Hospital in Basel, Switzerland, in 1994. In 2001, the IOM recommended that this type of training be used to increase patient safety and it also advocated by the National Academies, the Agency for Healthcare Research and Quality and the Institute for Healthcare Improvement. Today, CRM training programs are being used in a variety of healthcare settings, including operating rooms, anesthesia departments, emergency departments, intensive care units, and labor and delivery departments. |
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Designing your EMR Training Program - Clark, Felt, and
Mercer
Click
here to to download a PDF version of this white paper
Even the best-planned, financed, and resourced electronic medical
record (EMR) implementation projects have unexpected issues;
however, one thing should be expected and planned for in every
EMR implementation – system training. It is critical that all
personnel – from administrative staff, to physicians, to clinicians
– be trained efficiently, effectively, and in a timely manner
on the new system. Lack of proper and effective training can
sabotage even the best of EMR implementation projects. |
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Critical Success Factors For Successful ECM System Selection
- Danaher and Greener
Click
here to to download a PDF version of this white paper
With healthcare reform at the top of our current administrator's
agenda and widespread electronic medical record (EMR) adoption
at the forefront of the American Recovery and Reinvestment Act
(ARRA) of 2009, the move toward digital accessibility of information
is the reality for today's healthcare organization (HCO). Comprehensive
patient information must be available in a secure, central location
to those who need it, when they need it, and where the need
it. |
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How One Healthcare Organization Successfully Achieved Physician
Adoption - Levin and Konschak
Click
here to to download a PDF version of this white paper
Today, widespread adoption of the EMR is at the forefront of
President Obama’s healthcare reform strategies as evidenced
by the American Recovery and Reinvestment Act (ARRA) of 2009,
signed into law in February 2009. This economic stimulus package
provides incentive payments for physicians and hospitals that
adopt EMR systems. As expected these incentives come with a
timeline and are not without conditions, with penalties levied
on health providers who have not yet installed EMR systems beginning
in 2015. So, if the consensus is that the EMR can, and will,
fundamentally change healthcare, why is it only a small number
of U.S. physicians have adopted these systems (and for those
that do, 1 in 5 of these efforts will fail or stall)?This paper
presents a case study of how one health care provider (HCP),
Sentara Healthcare (Sentara), effectively implemented an EMR
and credits much of its success to one thing, engaging physicians
in the adoption process. |
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System Selection: Aligning Vision and Technology - Kizer
and Konschak
Click
here to to download a PDF version of this white paper
President Obama’s recent allotment of roughly $20 billion
for health information technology (HIT) has healthcare information
technology (IT) professionals and provider organizations across
the U.S. reconsidering long-deferred IT projects. Whether embarking
on the monumental task of an electronic health record implementation,
or simply replacing an out-of-date billing system, it is imperative
to select the vendor and system whose strengths are most in
line with organizational vision and functional needs.
This paper discusses a system selection methodology for aligning
the provider organization’s strategic vision, goals and
objectives with the proposed technology solution being purchased
from the vendor. |
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Organizational Structures for Clinical Transformation -
Staley and Konschak
Click
here to to download a PDF version of this white paper
The healthcare industry is in the process of transforming itself
using technology. These transformation efforts focus on moving
from manual processes, often based on historical practices,
to technology-enabled or even automated processes. The overall
effort involved in such a transformation creates a tremendous
amount of disruption to all aspects of the organization, creating
the absolute need for a commitment to managing change.
This paper explores, through case studies, the clinical and
cultural considerations in implementing and managing workflow
changes at three large healthcare systems. |
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Business Intelligence: An Essential Tool for Every Healthcare
Organization - Konschak
Click
here to to download a PDF version of this white paper
Market pressures continue to make it harder for healthcare organizations
to maintain a positive bottom line. Decreasing reimbursements,
increased costs, and the desire to increase quality at any expense
are having a major impact on the bottom line. Organizations
are investing millions in computer systems, diagnostic technology,
and preventive care programs in an attempt to meet organizational
goals. Are they working? |
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Developing a Project Management Office: Ten Lessons Learned
from the Trenches - Felt and Konschak
Click
here to to download a PDF version of this white paper
The number and complexity of projects occurring simultaneously
within even a moderately sized integrated delivery network can
be staggering. In order to deliver these projects on time, within
scope, and on budget, the establishment of a PMO is essential.
This paper identifies the ten critical success factors (lessons
learned) identified during our team’s years of combined
experience managing projects and establishing health care PMOs. |
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New Frontiers in Home Telemonitoring - Konschak and Flareau
Journal of Healthcare Information Management / Volume 22
/ Number 3 / Summer 2008
Click
here to download a PDF version of this white paper
Home-monitoring technology is a somewhat rare example of highly
effective healthcare information technology that patients "get."
Clinical and IT professionals throughout the United States and
Europe demonstrate that patients quickly understand and grow
to value telemonitoring as a tool to take charge of their own
health. Healthcare providers involved with home telemonitoring
programs report significant direct and indirect benefits for
all stakeholders, as well as a number of lessons learned when
working with patients, clinical and medical staff, healthcare
administrators and board members and third-party payors. Despite
decades of successes, health telemonitoring technologies are
still relatively untapped. However, new technologies are reaching
the marketplace. Demographic and regulatory shifts are pushing
stakeholders toward a new frontier in telemonitoring. Based
on their own experiences and an extensive literature review,
the authors conclude: the new frontier of home telemedicine
is here. Where are you? |
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Improvements in the Emergency Dept.: Understanding and
Managing Computer Simulations - Konschak
Click
here to download a PDF version of this white paper
Changes to any emergency department- large or small, rural or
urban, busy or, well, busy-cause numerous and sometimes unforeseen
consequences to healthcare delivery. Whether change is deliberate
or is visited upon a provider from outside forces, it will impact
patients, staff and the community. Computer simulations offer
a safe and cost-effective way to experiment with changes to
processes, staffing and even the footprint of a department or
entire hospital. In this way, simulations guide administrators
in making the best decisions for their facilities. |
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IT Training for End Users - Mercer
Click
here to download a PDF version of this white paper
Many healthcare systems are weighing multi-million dollar
technology investments. In an industry with slim margins and
demands for better access to affordable high quality care,
executives must know the expected costs and benefits of all
facets of its information technology investments, as noted
in an earlier DIVURGENT white paper.
Training of staff and clinicians in the use of new healthcare
information technology (IT) is a significant and important
component of a thorough analysis of costs. |
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Understanding the Total Cost of Ownership (TCO) Analysis
for IS in the Healthcare Setting - Konschak and Felt
Click
here to download a PDF version of this white paper
In an industry with slimming margins and increasing demands
for quantifiable results in every business and clinical area,
it is increasingly important for healthcare organizations-and
the internal "owners" of budget line items-to identify in
a compelling way:
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the total cost of ownership of specific investments
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the benefits expected over the life of the application. |
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The IT Professional and Change Leadership - Konschak
Trustee, 2006 Vol. 59, Issue 7, Page 30
More often, IT leaders are being put at the forefront of change
in their organizations. I have seen this as both an outside
healthcare consultant and as a technologically inclined health
system pharmacy leader. The reason is simple: the revolution
needed in health care today requires a unique mix of information
technology knowledge and strong leadership. |
