Implementation Use of technology and quality improvement tools may not mean anything unless the individuals involved in the improvement project can convince employees within the organization to act on the knowledge gained during a process improvement analysis. Implementation strategies are a key component in process improvement within an organization and are necessary to successfully roll out and monitor new and existing initiatives. Successful implementation of a quality improvement program requires “planning, execution of the plan, and post-execution control” (Ross, 2014, p. 537). The planning phase requires that individuals have a good understanding of the quality issue to be resolved. Different problems often require specific staff to be involved in the process. Resources that staff will need available during an implementation are also required. The execution phase requires that prerequisites are established in order for a successful implementation. These prerequisites may include senior leadership support, enhanced organizational communication, receptive and able culture, committed resources (people and equipment), and an explicit plan (Bell & Omachonu, 2011). Lastly, post-execution requires management to implement monitoring to ensure that the quality improvement program established and implemented is working according to plan. These controls will help the organization maximize the potential for a successful implementation and will ensure that the implemented initiative is working and performing as planned (Vuk, 2012). Practice Policies The inherent changes in healthcare have caused within the industry a more focused approach to patient care through improved quality, with particular attention to practice policies. Practice policies are “preformed recommendations on treatment based on the level of information known about medical outcomes and patient preferences” (Ross, 2014). The goal of practice policies is to provide the best possible care in order to run an effective and efficient medical practice. Physicians in the past always had latitude in making decisions about medical practice policies; however, with continuous changes on the horizon and technology at the forefront of all current and future innovations, a shift is inevitable in meeting the needs of patients’ and their families. Four specific areas in need of practice policies that physicians require in order to stay abreast of changes or improve patient care are information technology tools to assist them in keeping up with medical advances in medical knowledge, information systems to help them track and analyze data and to locate pertinent research for decision-making purposes, identified differences in patterns of practice (patients not receiving the right treatment or needed care), and lastly, the high cost of medical care (Francis, 2013). These are all areas in need of practice policies in order to provide patients and their families with state-of-the-art care. References Be.

1. Implementation
Use of technology and quality improvement tools may not mean
anything unless the individuals involved in the improvement
project can convince employees within the organization to act
on the knowledge gained during a process improvement
analysis. Implementation strategies are a key component in
process improvement within an organization and are necessary
to successfully roll out and monitor new and existing initiatives.
Successful implementation of a quality improvement program
requires “planning, execution of the plan, and post-execution
control” (Ross, 2014, p. 537).
The planning phase requires that individuals have a good
understanding of the quality issue to be resolved. Different
problems often require specific staff to be involved in the
process. Resources that staff will need available during an
implementation are also required. The execution phase requires
that prerequisites are established in order for a successful
implementation. These prerequisites may include senior
leadership support, enhanced organizational communication,
receptive and able culture, committed resources (people and
equipment), and an explicit plan (Bell & Omachonu, 2011).
Lastly, post-execution requires management to implement
monitoring to ensure that the quality improvement program
established and implemented is working according to plan.
These controls will help the organization maximize the potential
for a successful implementation and will ensure that the
implemented initiative is working and performing as planned
(Vuk, 2012).
Practice Policies
The inherent changes in healthcare have caused within the
industry a more focused approach to patient care through
improved quality, with particular attention to practice policies.
Practice policies are “preformed recommendations on treatment
based on the level of information known about medical

2. outcomes and patient preferences” (Ross, 2014). The goal of
practice policies is to provide the best possible care in order to
run an effective and efficient medical practice. Physicians in the
past always had latitude in making decisions about medical
practice policies; however, with continuous changes on the
horizon and technology at the forefront of all current and future
innovations, a shift is inevitable in meeting the needs of
patients’ and their families. Four specific areas in need of
practice policies that physicians require in order to stay abreast
of changes or improve patient care are information technology
tools to assist them in keeping up with medical advances in
medical knowledge, information systems to help them track and
analyze data and to locate pertinent research for decision-
making purposes, identified differences in patterns of practice
(patients not receiving the right treatment or needed care), and
lastly, the high cost of medical care (Francis, 2013). These are
all areas in need of practice policies in order to provide patients
and their families with state-of-the-art care.
References
Bell, M., & Omachonu, V. (2011). Quality system
implementation process for business success. International
Journal of Quality & Reliability Management, 28(7), 723–734.
Francis, D. O. (2013). Bench to trench: How evidence and
guidelines shape health care policy and practice. Official
Journal of the American Academy of Otolaryngology—Head
and Neck Surgery Foundation, 149(3), 356–359.
Ross, T. K. (2014). Health care quality management: Tools and
applications. Somerset, NJ: John Wiley & Sons, Inc.
Vuk, T. (2012). Quality indicators: A tool for quality
monitoring and improvement. International Society of Blood
Transfusion Science Series, 7(1), 24–28.