Hcs 483 It Project Implementation Failure Research Paper
IT Project Implementation Failures
Michele Frizzell
HCS/483
December 15, 2014
Key Smith
IT Project Implementation Failures Subsequent to a health care organization acquiring a new information system, is the system implementation process, the third of four stages in the systems development lifecycle. A significant amount of support and dedication is needed from senior executives and should take precedence within the organization. Adequate resources should be available to all individuals involved in the execution of the new system. User training, installing new networks, converting data, new procedures, and various other changes must be properly coordinated to avoid political, cultural and behavioral issues (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). …show more content…
Selecting an implementation team and appointing a system champion for the team is vital to an organizations success.
These individuals plan, coordinate, budget and manage every phase of a new IT system implementation (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). The configuration of the team are different levels of the organizations workforce, for example; CIO, Physician, Radiology Director, Nurse, Business, and Lab Managers. A system champion views the IT system as a way to provide better patient care, is well respected within the organization, assumes the leadership role, and will be an advocate for the information system (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition).
Determine project scope and expectations are the implementation team’s first order of business. Reviewing the system goals, which were outlined in the system selection process, will give the team a better understanding of the organizations expectations with the information system (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). Meeting with senior health care executives to discuss relevant overall strategic goals and dedication to the new
development.
The organization has appointed an implementation team and champion; objectives and achievements have been set; the last step is to establish and institute a project plan. The plan should be detailed and include:
Target dates
Time of each activity
Milestones
Budget and resources
Major activities
Responsibilities/dependencies
(Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition).
Components of the Implementation Plan:
Workflow and process analysis
System installation
Staff Training
Conversion
Communications
Prep for "Go-Live" Date
(Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). According to Wager, Lee, and Burns (2009), only 35% of new IT projects are successful (Chapter 14 Managements Role in Major IT Initiatives), 46% delivered useful product, but did not meet timeline goals, went well over budget, and had system and user issues. The percentage of failed IT systems 19%. Strategy and implementation failures are at the forefront of the collapse (Wager, Lee, & Burns, 2009, Chapter 14 Managements Role in Major IT Initiatives). There are numerous ways a heath care organization and the professionals encumber IT projects; Lack of clarity and purpose, inadequate leadership support, organizational baggage, lack of dedication, project complexity, and disinterest (Wager, Lee, & Burns, 2009, Chapter 14 Managements Role in Major IT Initiatives). The majority of system implementation failures can be impugned upon management action or lack of. To limit the risk of failure, executives need to be clear about objectives, communicate often, eliminate disruptions, welcome debate, stay away from extra unwanted issues, and keep in mind no one is perfect and mistakes will happen (Wager, Lee, & Burns, 2009, Chapter 14 Managements Role in Major IT Initiatives). When implementation teams and lead executives fail to follow project plans or mismanage activities, the outcome is dissatisfied users, monetary suicide, and information system sabotage. Honesty, compassion for the project, and clear communication will keep the implementation process on track for success. The outcome for the organization is better patient care, higher revenue, and fewer errors with medications and prescriptions. Organizations will need time, dedication, patience and planning when implementing a new information system.
References
Wager, K.A., Lee, F.W., & Glaser, J.P. (2009). Health Care Information Systems. A Practical Approach for Health Care Management (2nd ed.). Retrieved from The University of Phoenix eBook Collection Database
Michele Frizzell
HCS/483
December 15, 2014
Key Smith
IT Project Implementation Failures Subsequent to a health care organization acquiring a new information system, is the system implementation process, the third of four stages in the systems development lifecycle. A significant amount of support and dedication is needed from senior executives and should take precedence within the organization. Adequate resources should be available to all individuals involved in the execution of the new system. User training, installing new networks, converting data, new procedures, and various other changes must be properly coordinated to avoid political, cultural and behavioral issues (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). …show more content…
Selecting an implementation team and appointing a system champion for the team is vital to an organizations success.
These individuals plan, coordinate, budget and manage every phase of a new IT system implementation (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). The configuration of the team are different levels of the organizations workforce, for example; CIO, Physician, Radiology Director, Nurse, Business, and Lab Managers. A system champion views the IT system as a way to provide better patient care, is well respected within the organization, assumes the leadership role, and will be an advocate for the information system (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition).
Determine project scope and expectations are the implementation team’s first order of business. Reviewing the system goals, which were outlined in the system selection process, will give the team a better understanding of the organizations expectations with the information system (Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). Meeting with senior health care executives to discuss relevant overall strategic goals and dedication to the new
development.
The organization has appointed an implementation team and champion; objectives and achievements have been set; the last step is to establish and institute a project plan. The plan should be detailed and include:
Target dates
Time of each activity
Milestones
Budget and resources
Major activities
Responsibilities/dependencies
(Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition).
Components of the Implementation Plan:
Workflow and process analysis
System installation
Staff Training
Conversion
Communications
Prep for "Go-Live" Date
(Wager, Lee, & Glaser, 2009, Chapter 6, System Acquisition). According to Wager, Lee, and Burns (2009), only 35% of new IT projects are successful (Chapter 14 Managements Role in Major IT Initiatives), 46% delivered useful product, but did not meet timeline goals, went well over budget, and had system and user issues. The percentage of failed IT systems 19%. Strategy and implementation failures are at the forefront of the collapse (Wager, Lee, & Burns, 2009, Chapter 14 Managements Role in Major IT Initiatives). There are numerous ways a heath care organization and the professionals encumber IT projects; Lack of clarity and purpose, inadequate leadership support, organizational baggage, lack of dedication, project complexity, and disinterest (Wager, Lee, & Burns, 2009, Chapter 14 Managements Role in Major IT Initiatives). The majority of system implementation failures can be impugned upon management action or lack of. To limit the risk of failure, executives need to be clear about objectives, communicate often, eliminate disruptions, welcome debate, stay away from extra unwanted issues, and keep in mind no one is perfect and mistakes will happen (Wager, Lee, & Burns, 2009, Chapter 14 Managements Role in Major IT Initiatives). When implementation teams and lead executives fail to follow project plans or mismanage activities, the outcome is dissatisfied users, monetary suicide, and information system sabotage. Honesty, compassion for the project, and clear communication will keep the implementation process on track for success. The outcome for the organization is better patient care, higher revenue, and fewer errors with medications and prescriptions. Organizations will need time, dedication, patience and planning when implementing a new information system.
References
Wager, K.A., Lee, F.W., & Glaser, J.P. (2009). Health Care Information Systems. A Practical Approach for Health Care Management (2nd ed.). Retrieved from The University of Phoenix eBook Collection Database