Before data can be moved from CERNER to EPIC, the project management team and the Informatics team at Atrium Hospital should understand the breadth of the data conversion, the differences between the two systems, and the necessary customization level. The key project activities in changing the EHR are project planning and tracking, project resource management, scope management, estimation management, project risk management, scheduling management, project communication management, and configuration management. The essential resources to accomplish these activities are finances, staff, technological tools and equipment, and expertise.
The project’s limitations and future development rely on stakeholders because they are critical to its success. Stakeholders provide the financing and care about the health and efficiency outcomes. They must comprehend project perspectives to assess project feasibility and investment values. Garcia-Dia (2019) acknowledges that the project manager can acquire permission and manage the stakeholders’ knowledge and expectations of the project by delivering a scope statement. It is essential to review the scope statement that was initially submitted to confirm that it has not been altered after the project was authorized and evaluated.
Staffing and expertise are critical resources to project execution and success. According to De Benedictis et al. (2020), all of the benefits of electronic health record systems are tied to care excellence, performance, and communication and rely on health workers. Training may ensure that users understand and appropriately utilize the software program by following the workflow (Garcia-Dia, 2019). The training is required to avoid potential mistakes, malfunctions, or defects that might impact consumers.
Consequently, the project necessitates clinical training for employees to verify that the IV pump is appropriately fitted and linked to the patient and the system. Garcia-Dia (2019) claims that to encourage a collaborative and successful work environment, proper tools and adequate resources, such as workstations, mobile phones, and access to the shared drive, must be obtained in advance and offered to the project team. These resources are needed in scheduling and risk management to conduct daily conferences via Zoom with the members and ensure that the staff has no concerns regarding the new system. Moreover, each member of informatics has assigned hospitals to cover and monitor to enable efficient project communication management. From the standpoint of procurement management, the logistics of obtaining and securing equipment, such as quote, purchase, delivery, storage, and installation, is a time-consuming and labor-intensive process that necessitates advanced preparation and coordination (Garcia-Dia, 2019). Hence, integrating these planning activities, namely strategy, tactics, and logistics, will result in a well-balanced project plan and guide the project team in accomplishing objectives and deliverables from start to completion.
To conclude, when designing the project, it is always vital to create a realistic timeframe. Garcia-Dia, (2019) emphasizes that a well-planned timeline and authorized go-live dates will prevent resource competition and allow for improved tracking, debugging, and issue resolution. It is critical to validate additional IT and operational group resources long in advance, particularly when preparing the integration testing and training calendar. The skill sets and characteristics of assigned resources will significantly influence project scheduling estimation if subject-matter specialists are not scheduled to assist, which may result in rescheduling and disruptions (Garcia-Dia, 2019). Additionally, engaging clinicians as project resources should be considered with nurses and key stakeholders to guarantee that their schedules are optimized or that an alternate or replacement may present to the group at planning meetings and other critical milestones.
References
De Benedictis, A., Lettieri, E., Gastaldi, L., Masella, C., Urgu, A., & Tartaglini, D. (2020). Electronic medical records implementation in hospital: An empirical investigation of individual and organizational determinants. PLOS ONE, 15(6), Web.
Garcia-Dia, M. J. (2019). Project management in nursing informatics. Springer Publishing Company.
