Health IT Projects - everything the clinical collaborator knows after they have done one
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The document discusses some of the challenges faced in healthcare software projects, including knowledge gaps, resource constraints, and differing expectations between parties. It outlines key methodologies and phases in project management and software development lifecycles. Successful collaboration requires understanding different technical, project management, and clinical perspectives. Iterative development allows solutions to evolve based on experiential learning and feedback from end users.
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Health IT Projects - everything the clinical collaborator knows after they have done one
- 1. HINZ 2015 Dr Sheryl Jury
- 2. Page 2 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Acknowledge some of the difficuties • Knowledge gaps • Resourcing constraints • Often very complex Often a mismatch between expectations of the different parties as they proceed through a project Key methodologies Different goals and constraints faced at different phases
- 3. Page 3 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Knowledge Overlap Technical Project Management Clinical Concepts clearly understood by everyone
- 4. Page 4 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE After everyone has done a few projects Increased knowledge and confidence Better collaboration and teamwork because trust is higher
- 5. Page 5 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Project Phases
- 6. Page 6 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Project Management
- 7. Page 7 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE System Development Life Cycle
- 8. Page 8 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Putting It Together
- 9. Page 9 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE • Statement of Work • Project Initiation Document • Gantt Charts… Back at the beginning …
- 10. Page 10 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE How good is your starting point…
- 11. Page 11 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Quality Requirements = Project Success
- 12. Page 12 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Requirement Traps • Inadequate front line involvement - user surrogates • Vague and ambiguous requirements • Unprioritised requirements • Building functionality no one uses • Scope creep • Inadequate change control • Insufficient analysis of implications • Inadequate version control
- 13. Page 13 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE ‘The Groan Zone’ Sam Kaner, The Facilitator’s Guide to Participatory Decision-Making What is Happening in our Meetings…
- 14. Page 14 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Clinicians and Technical Architecture
- 15. Page 15 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Solution Develops Iteratively Experiential learning and concept reality gaps
- 16. Page 16 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Environments
- 17. Page 17 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Approaching UAT
- 18. Page 18 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE • Super Users • Change Management • Go/ No Go Decisions Successful Adoption
- 19. Page 19 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE • Support and Project Handover • Always plan on a next phase…project metrics Go Live and Maintenance
- 20. Page 20 • 2015 © Orion Health™ group of companies THINKING SOFTWARE FOR LIFE Provided • Practical insights • Useful information – Demystified software vendor ‘speak’ – Help to conceptualise the processes and phases Summary Started a conversation about how we improve our shared understanding and achieve greater efficiency
Editor's Notes
- Good Afternoon everyone, Kia ora tatou I am a PHMS and have been working at Orion Health for the past 5 years , I also worked as GP for 10 years and did one of the first primary/secondary GP liaison roles. Done numerous health information system implementation projects Understanding of project phases and what the tasks are to be done at each stage
- Things you wish you had known before you started
- What do we learn along the way… What from a clinical perspective do you get to know is important
- Initiation, planning execution and closeout
- Quality Resources and Risk
- Workflow requirements variation to workflow If your requirements are incomplete or unclear the project is likely to run into delays and rework, pushing out timelines, causing frustration, costing more
- poor business analysis capability 3x as many project failures Pay a premium of as much as 60% on time and budget Elite Analysts are those with the industry knowledge Process of extracting and documenting the requirements must be efficient for the stakeholders Great business requirements uncover interdependencies , documents the information that supports process
- Karl E Wiegers www.processimpact.com Scope creep - change requests. Goes back to you SoW Start somewhere and refine as you go
- Explore issues, hear different view points, Impatience, frustration, question the process or purpose of the workshop, close ideas prematurely or get paralysed with all the options we have come up with Lots of positives in here Far better understanding of the complexities of the problem. · Greater clarity about individual perspectives and the piece of the whole puzzle that each person holds. Time isn’t wasted re-visiting problems that were addressed too quickly. · Stronger teams better positioned for problem-solving. Understand when you are in the groan zone and utilise tools for resolution
- This impacts the data we can have displayed
- Iterative configuration Timely feedback is key here
- System and User Acceptance testing