Project Management for
Healthcare Information
Technology (HIT)
Session IND02
Scott Coplan, PMP, CPHIMS & David Masuda, M.D., MSc
COPLAN AND COMPANY
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
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The Healthcare Crisis
•
We consume 17% of our GDP in
healthcare, and get what many
would call second-class care
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•
A patient walking into a clinic or
hospital has only a 55% chance of
getting the right medical advice
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
Only 6.3% of physicians report having extensive,
fully
functional
Electronic Health Records (EHR) systems due
in part to adaptability and sustainability issues:
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•
Resistance from physicians
•
Loss of productivity
•
Uncertainty about ROI
•
Inappropriate patient information disclosure
The HIT Crisis
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
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Confronting the Crises
The U.S. plans to spend over $18 billion on HIT in
the next five years
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, so unless we improve HIT
project success rates:
•
We will waste that investment
•
Increasing demand on healthcare services
will result in crises
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
•
Increased HIT means a fundamental shift in
how organizations provide healthcare
services
•
Project, product and change management
disciplines
alone
contribute to project
success, but only
integrating
all three
increases the likelihood of project success
---
Integrated Project Management (IPM)
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
•
Use the framework you know as the basis for
integrating additional knowledge areas
•
Rely on proven project management methods to
manage HIT scope, schedule, cost and quality
•
Include additional disciplines already used on
successful HIT projects
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
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Product Management
•
Project management focuses on the
processes to perform the project, e.g.,
scope, time, cost
•
Product management, however, focuses on
the tangible output of the project, e.g., an
EHR
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
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IT Management
•
Information Technology (IT) Management
produces the product of an HIT project
•
We derive IT management knowledge
areas from the Institute of Electrical and
Electronics Engineers (IEEE) Software
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
Change Management
•
Project management focuses on processes
and outputs undertaken to achieve a final
outcome
•
Product management focuses on developing
and deploying a final product
•
Change management focuses on transitioning
individuals and groups from the current to a
future state
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
An Organization’s Change Journey
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Why Organizations Resist
Change Management
5
Properties
Project or Product
Management
Change
Management
Measurability
Easy
Difficult
Predictability
Strong
Weak
Accountability
Precise
Ambiguous
Respectability
Widespread
Limited
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Change Management Standards
•
Unlike project and IT management, change
management has no accredited formal
standards
•
We propose a framework using theories and
best practices from organizational behavior and
development
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
Successful Change
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Unsuccessful Change
Change Realization Frustration
Change Sponsorship Confusion
Change Training Anxiety
Change Optimization Stagnation Change Transformation Resistance
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Separate Disciplines
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Integrated Disciplines
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IPM Can Shift Focus to Patient Needs
Workflow change encourages caregiver and patient
dialogue, which strengthens their therapeutic alliance
and improves patient satisfaction
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IPM Can Help Improve Patient Outcomes
CPOE/CDS has the potential to significantly reduce
hospital-wide mortality rates
No CPOE/CDS
CPOE/CDS
IPM + CPOE/CDS
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References
1.
Goldman, D. and McGlynn, E.A. (2005).
US Health Care: Facts About
Cost, Access, and Quality.
Santa Monica: Rand and the
Communications Institute
2.
McGlynn, E.A., Asch, S.M., Adams, J., Keesey, J., Hicks, J.,
Decristofaro, A., and Kerr, E.A. (2003). The quality of health care
delivered to adults in the United States.
New England Journal of
Medicine, 348,
2635-2645
3.
National Center for Health Statistics, December 2009
4.
Millard, M. (2010). Big Growth Project for HIS Market.
Healthcare IT
News
5.
Lorenzi, NM, and Riley, RT. (2003). Organizational issues = change.
International Journal of Medical Informatics, 69,
197–203
This presentation excerpted from
Project Management for Health
Information Technology
, by Scott Coplan and David Masuda, Copyright©
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
