S05/S43: HIT System Lifecycle

8/9/2019 S05/S43: HIT System Lifecycle

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y y :Proven Project Managemente o s or s op

u y u r p y , RN, FACMI , FHI MSSVice Pres iden t , I n fo r m a t ion Serv i ces ,

Auro r a Heal th Care , Mi lw auk ee, WI

. .

Cin d y Gad d, PhD, MBA, MSAssociate Pro fesso r & D i recto r o f Educat i ona l Pro ram s

Dep t o f B i omed i ca l I n f o rm a t i cs, Vande rb i l t Un i ve rsi t y

c indy .gadd@vanderb i l t .edu


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Agenda Tuesday, May 25, 2010

10:00-10:10am Introductions & Review A enda

10:1010:50am PART 1: Systems Lifecycle

10:50-11:00am Exercise Set-Up

11:0011:30am Com lete Exercise & Take Break

11:30-11:40am Exercise Report-Out

11:40-12:15pm PART 2: Project Management

, , 1:30-1:40pm Introductions & Review Agenda

1:402:20pm PART 1: Systems Lifecycle

: - : pm xerc se e - p 2:303:00pm Complete Exercise & Take Break


2

: - : pm : ro ec anagemen


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PART 1: System Life Cycle

We will cover

What is the Systems Life Cycle What is a Project

What is Project Management

10 Reasons Projects Fail

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projects, a model has been developed and refined overthe years to try and maximize the chances of a successful

.

This method / model is called the SYSTEMS LIFE CYCLE,

and outlines the steps in an IT project.cons s s o a ser es o s ages a a e a pro ec rom s

very first stages to the final outcome of a fully working,fully integrated system.

e erm e cyc e s use ecause e process neverreally ends. Systems are created, they become mature,they grow old and are replaced by new ones. It is a cycle.

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Why is Systems Lifecycle needed? IT change is particularly risky!

over 14,000 organizations (OASIG study(1)): 80-90% of systems fail to meet performance goals 80% of systems are late and over budget 40% of systems fail or are abandoned Less than 40% of implementations fully address training and

skills requirements

objectives Just 10-20% of businesses meet all their success criteria.

The Standish Grou research(2) shows: 31.1% of projects are canceled before they get completed 52.7% of projects cost over 189% of their original estimates Only 16.2% of projects are completed on time & on budget

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(1) http://www.it-cortex.com/Stat_Failure_Rate.htm (2) http://www.projectsmart.co.uk/docs/chaos-report.pdf


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There are many things that can and do go wrongwhen an organization is planning to develop/install anew system. ere s a umorous oo at a ew:

http://www.geekzone.co.nz/juha/1637


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What could be done better?

chances of failure?

Pay attention to the Systems Lifecycle

Use ood Pro ect Mana ement

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Systems Lifecycle

Parallels with the Problem-Solving Process

PostConversion

ImplementTrainingTestingDevelopment(Build)

Analysis& Design

Organization

uppor

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Systems Lifecycle

Organization

Project CharterScope

Organization Chart ro ec eamBudgetIdentify Improvement

Opportunities

Baseline Measures

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Systems Lifecycle

Analysis& Design

Organization

rocess ow na ys s e es gnHardwareDetailed System design:

Applications ea ures unc onsDatabase/VocabulariesSecurityReports

n er aces

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Analysis and DesignDocumentation ofCurrent State

ee w s a e o ers

Who will be effected Gather what you are doing today Current workflow process Current examples, tools, printouts

Identify data you want coded for automation Determine if changes will be made

e erm ne a process or c ange Determine a process of signing off change

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Analysis and Design

Future State Design

Workflow Re-Engineering/Process Re-Design Identify Process Tasks

Enhanced by operational change

Eliminatedearn e unc ona y o your new sys em o

design and make decisions Gap Analysis

Current to FutureReality vs. Blue Sky; 1 or 2 step process

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AMCMC FUTURE STATE

INPATIENT RECORD PROCESSING

START AFTER

PATIENT IS

VisioWorkflow

DISCHARGED

OBTAIN INPATIENT

OBTAIN DISCHARGE

REPORT FROM

INCOMPLETE AREA

DISCHARGE

REPORT

Diagram VERIFY ALL CHARTS HAVEBEEN RETREIVEDhimCreateVolume.exe

AREAS THE MORNING

AFTER DISCHARGEVolumes will

normally be

created whenpatient is

admitted

Existing chart?

yes

no-newPrint bar

code

CREATE

VOLUMENew

chartExisting

chart

Profile

himCreateVolume.exe

UPDATE THE CHART

LOCATION

UPDATE

CHART

LOCATION

Profile

ASSEMBLE THE CHART

ADD VISIT RECORDS TO

THE CHART

himUpdateChartLocation.exe

himCreateVolume exe

Visit

records

IS THE

FOLDER

FULL?

YES

NO

Print bar

code

CREATEVOLUME

.

Profile NewchartPatientchart

PLACE CHART ON PRONGS

PAGE2


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SUNQUESTOpen Engine will prefix the patient ID

Updates Only

PATIENT IDENTIFIER DATA FLOW

ORD ID's_________

PATIENT ID's

----------------------"HM" 11111111

(ROBERT SMITH)

"HM" 260011111111(JANET JONES)

SMS

REGISTRATION

with the client code (2600) to keepHPC patient unique on SunQuest.

Likewise, on outbound transactions,

Open Engine will strip off the clientcode prefix.

Outstanding decision: Should weprefix with the entire client code orjust use the org code (i.e., 26)?

000011111111NAME: JANET JONES

CHART # = 00185731

CASE # = 00666666

SUNQ ORD CODE

PATIENT ID's

---------------------

"HMH" 11111111 12345678

Store CHART#

in UDF?

CHARTSCRIPT

PT KEY=PAT SYS ID

NOTE:

The manual chatr# is

not always known atthe time of

registration. Also, the

clinic location is notidentified at the time

of registration.

Updates Only SampleData

000011111111

NAME: JANET JONES

CHART # = 00185731

DOC ID's

__________

PAT ID + DOC

(Need Order # forRadiology)

(ROBERT SMITH)"HPC" 11111111 115808

(JANET JONES)[Clinic locn => Locn code]SMS

SCHEDULING

(MANUAL CHART# - Data Field)

FIN KEY=CASE#

NOTE:

The encoutner# isgenerated at the time

of the scheduledappointment. Theclinic location is

identified at this timetoo. A "Reg"transaction is

Results

OrderStatus

Orders

Flow

DiagramENCOUNTER# = 115808

'

PATIENT ID's

---------------------

(3100) 11111111 12345678

(ROBERT SMITH)

(2600) 11111111 115808(JANET JONES)

LabCharges

HNAOr

HNA

FIN KEY=ENCOUTNER#

gen era e or a

feeds, then aschedule transaction

to HNA. Also, the

manual chart# is notalways known at the

time of the scheduled

appointment.

Updates OnlyOrderStatus

Orders

OCF

"31" 11111111

NAME: ROBERT SMITH

CASE# = 12345678

----------------

PAT ID + HNA ORD NUM

nc ocn => ac y co e

" "

SMS

BILLING

SunQue

sters

andCharges

ChartScript DictatingRadiologist

Results

(ROBERT SMITH)

"HPC" 11111111(JANET JONES) IDENTIFIERS NEEDED:

1) MRU# or PAT SYS ID...2) CASE# or ENCOUNTER #...

3) ORDER #, If applicable...

PT KEY=HOSP ORG+MRU#

FIN KEY=CASE#


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Systems Lifecycle

Development

(Build)

Analysis

& Design

Organization

ons ruc a a ases& Data Dictionaries

Configure Applications

Build Security r e epor sInfrastructure

Desktop/ Mobile devicesPrinters

e worRedundancy/Disaster recoveryInterfacesWrite Policy/ Procedures

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Systems Lifecycle

TestingOrganization Development(Build)Analysis& Design

Conduct Testing- Unit

- System-- Stress- Volume

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Systems Lifecycle

TrainingOrganization Development

(Build)

TestingAnalysis

& Design

TrainingMaterials

Conduct TrainConduct

End UserTraining

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Systems Lifecycle

ImplementOrganization Development(Build)

Testing TrainingAnalysis& Design

OperationalReadiness

Go/ No-GoDecision

Go-Live

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Systems Lifecycle

Post

ConversionSupport

ImplementOrganization Development

(Build)

Test ing Tra in ingAnalysis &

Design

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What is a Project?

A project is a multi-task,one-time job that has

e n e s ar ng an

ending points, a well-

be done, a budget, and a

tem orar team.

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p: en.w pe a.org w ro ec _managemen


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What is a Project?

The Project Management Institute (PMI)e nes a pro ect as o ows:

create a unique product or service.

Temporarymeans that every project has ae n te eg nn ng an a e n te en .

Uniquemeans that the product or service is

other products or services.

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http://www.pmi.org/Pages/default.aspx


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What is a Project?

rob lem

sc heduled for

.

Dr. J. M. Juran

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http://www.juran.com/HomeLeftNav/juran_mgt_system.aspx


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Project Management Defined

Pro ect mana ement is

facilitation of theplanning, scheduling,and controlling of all

work that must be done

objectives.

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What Is Project Management?

application of knowledge, skills, toolsand techni ues to ro ect activitiesto meet project requirements.

Project management a systematic processfor implementing systems on time, within

bud et and in line with customer

expectations of quality.

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2004. A guide to Project Management Body of Knowledge (PMBOK), 3rdEd.


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Project Management across the

PostConversionSupport

ImplementTrainingTestingDevelopment(Build)Analysis& DesignOrganization

...Project Management.Start

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OTHER RESOURCES:

Top 10 Project Management Challenges by P.W. Fordttp: projectmanagementcourse.com project-c a enges. tm

Project Mangement Imperatives: Ten Keys to Success by Jerry Manashttp://www.pmthink.com/2007/01/project-management-imperatives-ten.htm

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Exercise Set-Up

Strate ic Anal sis

SWOT Analysis Stakeholder Anal sis

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Initiating: SWOT Analysis

Stren thsWeaknesses-O ortunities-Threats

important component of project initiation andplanning.

Focuses team members on project requirements andfacilitates identification of factors that may impact

achievement of project deliverables. Assists with identifying potential Strengths and

Weaknesses of your team relative to a project andthe potential Opportunities and Threats inherent in

the project.

29*Template available in workshop handouts


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Initiating: SWOT Analysis

Stren thsWeaknesses-O ortunities-Threats

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Initiating: Stakeholder Analysis

Documents important (often sensitive)

Stakeholders names

Unique facts about each stakeholder

Their level of influence on and interest in the project

Suggestions for managing relationships with eachstakeholder what do you need form them and whatdo the need from ou

Identify potential sources and causes of resistanceand strategies for overcoming

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Initiating: Stakeholder Analysis

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Plan to influence Stakeholders

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Agenda

Tuesday, May 25, 2010 10:00-10:10am Introductions & Review A enda

10:1010:50am PART 1: Systems Lifecycle

10:50-11:00am Exercise Set-Up

11:0011:30am Com lete Exercise & Take Break


11:40-12:15pm PART 2: Project Management

, , 1:30-1:40pm Introductions & Review Agenda

1:402:20pm PART 1: Systems Lifecycle

: - : pm xerc se e - p

2:303:00pm Complete Exercise & Take Break


34

: - : pm : ro ec anagemen


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PART 2: Project Management

We will cover

Five Process Groups and the IPECC Flow

1. Initiating

.

3. Executing

4. Monitoring & Controlling5. Closing

Knowledge Areas in each Process Group

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Project Management Methodology

systematicmeans to gain

TIME

cost, quality,

risk, scope, &

COSTQUALITYPROJECT

MANAGEMENT

(e.g. variablesthat determine RISK

projectsuccess)

SCOPE

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P j t M t


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Project Management:

1. Initiatin

2. Planning.

4. Monitoring and Controlling

. os ng

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The IPECC Flow

P lanningInitiating Executing

Monitoring &Controlling

Closure

38Source: Partners HealthCare PMO

Level of Activity and Overlap of


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Level of Activity and Overlap of

39

Source: Schwalbe, K. (2006). Information Technology Project Management, Fourth Edition, pg. 73.


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Relationship of Process Groups

Process groups can bemapped to the Plan-

- - .

Each process groupmarked by:

In uts tools andtechniques, outputs(deliverables).

Individual process

inputs/outputs.

Outputs from eachprocess groupbecome inputs tonext process group.

Often iterated prior to- - -

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.- - -Act Cycle (PMBOK, 2004; p. 40)


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Process Group Triangle

Whenarge comp ex

projects areseparated into

,processgroups will be

each phase

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Project Management Process Group Triangle (PMBOK, 2004; p. 69)


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Knowledge Areas for each Process Group

Know ledge Area Project Management Process Groups

Initiating Planning Executing Monitoring & ClosingControlling

Project Integration Management X X X X XProject Scope Management X X

Project Time Management X X

Project Cost Management X X

Pro ect ualit Mana ement

Project Human ResourceManagement

X X X

Project Communications X X XManagement

Project Risk Management X X

Project Procurement Management X X X X

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Adapted from: Schwalbe, K. (2006). Information Technology Project Management, 4th Edition, pps. 76-77


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The IPECC Flow

P lanningInitiating Executing


C losure

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Source: Partners HealthCare PMO


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Initiating Purpose

The purpose of the project initiation processy r , r ,

and main goals of the project.

Understand the business case & ROI

Identify the project players Create a shared vision for the project

deliverables

ra a pro ec m ss on a s congruen wthe vision of the organization

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Initiating Tools & Techniques

Business Case

(S t reng thsWeaknesses -Oppo r tun i t i e s -Th rea t s )

St akeh o lder Ana lys is

nventory

Project Charter

(Responsible-Accountable-Consulted-Informed)

Value Risk Assessment

e g e ec s on a r x

Project Portal

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Initiating: Project Charter

A project charter is a document thatformally recognizes the existence of aproject and provides direction on the

.

Key project stakeholders should sign a

on the goals & intent of the project.

,

the deliverables and project success

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the Project Charter

Facilitates communication among stakeholders

, , ,

schedule baselines Documents agreement between groups/stakeholders

Documents assumptions

Provides baseline for scope and expectation management

Shows how ro ect will be or anized Lists team members

Defines roles/responsibilities

escr es purpose m ss on

Identifies project goals

Describes deliverables tan ible hase out uts

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P j Ch l


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Project Charter example

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Initiating: RACI Chart

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Initiating: Value Risk Assessment

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I iti ti W i ht d D i i M t i


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Initiating: Weighted Decision Matrix

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The IPECC Flow


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The IPECC Flow

P lanningInitiation Executing


Closure

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A

argumentfor notplanningis, We

dont havetime toplan.

The morecritical thedeadline

the morenecessary

54

.

Planning Purpose Tools & Techniques


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Planning Purpose, Tools & Techniques

process is to guide execution of theproject.

Tools & Techniques

whats out of scope

WBS: Work Breakdown Structure

Gantt Chart

55

Simply put the PLANNING phase defines


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Simply put, the PLANNING phase defines

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Planning: Scope Statement


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Planning: Scope Statement

Developed from:

Voice of the

customer Project charter

Stakeholderanalysis

SWOT anal sis(strengths,weaknesses,opportunities,threats)

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Planning: Work Breakdown Structure


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g

WBS: A deliverable-oriented grouping of project elements andtasks that organizes and defines the total scope of the project.(Milosevic, 2003)

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Planning: Work Breakdown Structure


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g

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The IPECC Flow


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The IPECC Flow



Closure

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Executing Purpose


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g p

The purpose of the executing process is to completethe work in the project plan, meet project

requirements on time, within budget and in a waythat is satisfying to the customer

Commonly involves:

Developing specifications

Conducting programming

Conducting testing

r uc w r w r w r r c ur

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Executing Tools & Techniques


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g q

Project Meeting

Request for ProposalTemplate

Updated Gantt chart Planned vs. Actual

me epor ng oo

Risk identification andmiti ation lan

Issue log Progress/Status reports

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Executing: Time Reporting Tools


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g p g

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Executing: Issue Log


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g g

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The IPECC Flow


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Closure

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Monitoring & Controlling Purpose


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g g p

The purpose of the monitoring &r r rv r

execution so the potential problems can beidentified in a timel manner andcorrective action can be taken whennecessary to control execution of thepro ec (PMI, 2004).

Performed throughout life of project (withinrocess rou and across ro ect

Provides feedback between project phases

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Monitoring & Controlling Definitions


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g g

Monitoring: keep track of project processes, ,

closing a project.

Project performance (actual) vs. project plan (projected)

Risks identified, tracked, response plan in place

Status reporting, progress measurement and reporting

taken to direct project performance.

Determining when change has occurred

Managing and approving change.

May necessitate revisiting the project plan and makingupdates.

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Per for m anc e, T im e, and Sc ope.

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Project Management:


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Framework foreva ua ngthe project impactwhen changes

,or scope.

Quality is at

. Changes in one

point will affect at

point and is likelyto affect quality.

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Monitoring & Controlling Tools


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Project managementmet o o ogy

Project management

Time reporting tool

Progress reports Expert judgment

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Monitoring & Controlling:Pr r R r


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How is my projectdoing overall?

Are my project on

schedule? Are m time

estimatesaccurate?

Are my resourcesproperly utilized?

Are my costestimates

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Monitoring & Controlling:


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ID Task Baseline Actuals E-A-C

1 Admin 3,042 hr 772 hr 3,086 h

6 Training 1,119 hr 245 hr 1,114.5 h

Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2001

10 Support 780 hr 139.5 hr 755 hr

14 WAMH 3,689.5 h 1,316 hr 4,152.42 h

18 Benefits Measurement 24 hr 2 hr 17.97 h22 Planning Steps 22 hr 22 hr 22 hr

27 Current State 281 hr 290.5 hr 290.5 h

30 Complete Interviews 63 hr 65 hr 65 hr

70 Perform Process Observa 59 hr 59 hr 59 hr

110 Complete Visio's 135 hr 142.5 hr 142.5 h

150 Future State 803.5 hr 468 hr 761.6 h

156 Visio WorkFlow Design 54 hr 70.5 hr 70.5 hr

e = r g na ase ne

Black = Current Schedule

196 App Build Design 657 hr 350.5 hr 558.73 h

197 Radnet 143 hr 139 hr 194.1 h

200 Superuser Training 73 hr 36.5 hr 54 hr

212 Firstnet 79 hr 30.5 hr 84.9 hr

235 Carenet/Orders 410 hr 181 hr 279.73 h

254 Obtain Visio Signoffs 40.5 hr 23.5 hr 28.5 hr

294 Cert Build WAMH and SSMC 241 hr 150.5 hr 314 hr

295 Radnet 103 hr 108 hr 126.5 h

345 Firstnet 28 hr 9.5 hr 31.5 hr

356 Carenet/Orders 110 hr 33 hr 156 hr

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387 Testing 462.42 h 79.5 hr 496.03 h

392 Functional 175.42 h 51.5 hr 191.33 h

397 Integration 160 hr 0 hr 160 hr

402 Problem Resolution 32 hr 3 hr 41.2 hr

407 Prod Build WAMH and SSMC 532.5 hr 5 hr 547.5 h

The IPECC Flow


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Closure

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Closing Purpose


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Finalize all project activities toorma y c ose t e pro ect

Finalize all activities and transfer the

Main outputs include:

Administrative closure rocedures Contract closure procedures

Final products, services, or results

Measurements for benefit realization and

return on investment

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Closing Tools & Techniques


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Project Closure Meeting

Post Im lementation Surve Product Effectiveness

Management of the Triple Constraints (Scope, Budget, Schedule)

Risk Management

ommun ca ons anagemen

Acceptance Management

Organizational Change Management

Issue Mana ement Performance of the Project Team

Lessons Learned Meeting What was done well?

What was done poorly?

Where improvement is needed in future projects?

Pro ect Closeout Checklist

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PMI (Project Management Institute)


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PMP (Project Management Professional Certification)


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Thanks !

Fr om Ju dy & Cind y