Project Management is old hat for most industries. However, in health care it can be pretty new to even some very large organizations. There are lots of benefits to having a fully developed PM system. Just make sure your system is right for your environment…
When a department determines a software or system need, there are steps that should be followed for the acquisition and implementation. The first is to immediately contact IT to bring them along during the software selection process. It usually does not work to select a software solution, pay for it, wait for it to arrive and then contact IT to set up a server and install it, write interfaces, etc., and potentially find out it is incompatible with your network. IT needs to be an integral part of the process from the beginning, as they often know technical questions that need to be asked, where a requesting manager or VP might not. IT involvement can save hundreds or thousands of dollars (or more), as well as helping ensure a timely implementation, by asking smart questions up front. If your hospital has a Project Management Office, involve them immediately, as well. Many times, however, your IT staff serve as the project managers.
Review current business processes and how you can improve them by adding a software solution. It is usually not wise to think that the software will or has to fit current business practices. Trying to “rig” software to meet the, “We’ve always done it this way” standard, will end up costing you time and aggravation during the implementation. Go outside the box and really look at how you can implement a real change and process improvement. Ask “why” you’ve always done it in a particular way. To quell resistance with staff, bring them along for the ride from the beginning. Use resistance to your benefit, don’t silence it. Explain why a solution is needed and how important their input is to the success of the project. Make them know that their opinion is valued, whether their idea is actually used or not. Brainstorming sessions can be very useful and many times, eye-opening. For those who stand at a distance and “know how it should be done”, put them on the team. Use their energy in a positive way to enhance the project. Some of their thoughts and ideas are completely valid and may have been missed during the decision-making process.
You should budget for the software, hardware, and staff necessary for successful implementation. The requesting department needs to own the project, not IT; you are not implementing a solution for IT’s sake. Set realistic implementation timelines. Some software applications require some building, customization, interfaces to be written, hardware to be tested out, etc. Have the entire project detailed before determining your go live date. If there is a required live date, ensure the resources are accounted for from the start in order to meet milestones and goals.
