Consumer Health Informatics, Mobile Health, and Social Media for Health: Part...
IT Management in Healthcare Organizations - Part 2
1. IT Management
in Healthcare Organizations (2)
นพ.นวนรรน ธีระอัมพรพันธุ์
หลักสูตร Healthcare CIO
โรงเรียนการบริหารงานโรงพยาบาล คณะแพทยศาสตร์ รพ.รามาธิบดี
2 สิงหาคม 2556
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2. Part 2
Moving organizations with IT
- IT Strategy
- Project Management
- Change Management
- Knowledge Management
3. 3
IT As A Strategic Advantage
Resources/
capabilities
Valuable ?
Non-Substitutable?
Rare ?
Inimitable ?
No
Competitive
Disadvantage
Yes
No
Competitive
necessity
No
Competitive
parity
Yes
Yes
No
Preemptive
advantage
Yes
Sustainable
competitive
advantage
From a teaching slide by Nelson F. Granados, 2006 at University of Minnesota Carlson School of Management
4. 4
4 Quadrants of Hospital IT
Strategic
Operational
ClinicalAdministrative
12. 12
IT Project Management
• A project: “a temporary endeavor undertaken to
accomplish a unique purpose”
• Project management: “the application of
knowledge, skills, tools, and techniques to
project activities in order to meet or exceed
project requirements”
Marchewka (2006)
13. 13
The Project Management
Body of Knowledge (PMBOK®)
Marchewka (2006)
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resources Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
14. Class Exercise: Part 7
The Importance of Project Management
Group discussion: ถ้าขาด Project Management
ที่เหมาะสม จะเกิดอะไรขึ้นได้บ้างกับ IT Projects?
(What can go wrong with the IT projects?)
17. 17
The CHAOS Report
The Standish Group (1995)
Among the IT projects studied:
• 31% were cancelled before completion
• 53% were completed but over budget, over schedule, and
did not meet original specifications.
19. 19
New Top Ten Factors for IT Project Success
Marchewka (2006)
Rank Success Factor
1 Executive Support
2 User Involvement
3 Experienced Project Manager
4 Clear Business Objectives
5 Minimized Scope
6 Standard Software Infrastructure
7 Firm Basic Requirements
8 Formal Methodology
9 Reliable Estimates
10 Other
Table 1.3 Source: Extreme Chaos. The Standish Group International, Inc. 2001.
http://www.standishgroup.com/sample_research/index.php
29. 29
Measurable Organizational Value (MOV)
Marchewka (2006)
• The project’s goal
• Measure of success
• Must be measurable
• Provides value to the organization
• Must be agreed upon
• Must be verifiable at the end of the project
• Guides the project throughout its life cycle
• Should align with the organization’s strategy and goals
31. 31
A Good Project Goal
Marchewka (2006)
“Our goal is to land a man on the
moon and return him safely
to the earth by the end of the decade.”
John F. Kennedy (1961)
32. 32
Metrics: Financial
Marchewka (2006)
• Payback Period = Initial Investment
Net Cash Flow
• Breakeven Point = Initial Investment
Net Profit Margin
• Project ROI = (Total Expected Benefits - Total Expected Costs)
Total Expected Costs
33. 33
Metrics: Scoring Method
Marchewka
(2006)
Criterion Weight Alternative A Alternative B Alternative C
Financial
ROI 15% 2 4 10
Payback 10% 3 5 10
Net Present Value (NPV) 15% 2 4 10
Organizational
Alignment with strategic
objectives 10% 3 5 8
Likelihood of achieving
project’s MOV 10% 2 6 9
Project
Availability of skilled
team members 5% 5 5 4
Maintainability 5% 4 6 7
Time to develop 5% 5 7 6
Risk 5% 3 5 5
External
Customer satisfaction 10% 2 4 9
Increased market share 10% 2 5 8
Total Score 100% 2.65 4.85 8.50
Notes: Risk scores have a reverse scale – i.e., higher scores for risk imply lower levels of risk
54. 54
Project Risk Management
Risk Strategies
• Accept/ignore
• Avoid completely
• Reduce risk
likelihood or impact
• Transfer risk to
someone else (e.g.
insurance)
Marchewka (2006)
Risk = f(likelihood x impact)
55. Class Exercise: Part 11
Risk Assessment
Group discussion: ระบุ risks สําคัญๆ ที่อาจเกิดขึ้นใน
ระหว่างการดําเนิน IT Project ที่เสนอ และวิธีจัดการ
risks เหล่านั้น
56. 56
Gartner’s Sourcing Life Cycle
Sourcing Strategy
Identification
Criteria development
Organization fit
Selection process
Partnership opportunities
Governance model
Metrics
Payment models
Terms and conditions
Provision
for changes
Relationship
Performance
assessment
Goals: reach business
objectives, efficiency,
quality, innovation
Transition
Evaluation and Selection
Contract
Development
Sourcing
Management
Alignment
Organization assessment
Core competencies
Market scan
Make‐or‐buy decisions
Risk analysis
Strategic Tactical
From a teaching slide by Nelson F. Granados, 2006
57. 57
IT Outsourcing Decision Tree
Does service offer
competitive advantage?
Is external delivery
reliable and lower cost?
Keep Internal
Keep Internal
OUTSOURCE!
Yes
No
Yes
No
From a teaching slide by Nelson F. Granados, 2006
58. 58
IT Outsourcing Decision Tree:
Ramathibodi’s Case
Does service offer
competitive advantage?
Is external delivery
reliable and lower cost?
Keep Internal
Keep Internal
OUTSOURCE!
Yes
No
Yes
No
Core HIS, CPOE
Strategic advantages
• Agility due to local workflow accommodations
• Secondary data utilization (research, QI)
• Roadmap to national leader in informatics
External delivery unreliable
• Non‐Core HIS,
External delivery higher cost
• ERP maintenance/ongoing
customization
ERP initial
implementation,
PACS, RIS,
Departmental
systems,
IT Training
59. 59
Gartner Hype Cycle
Image source: Jeremy Kemp via http://en.wikipedia.org/wiki/Hype_cycle
http://www.gartner.com/technology/research/methodologies/hype-cycle.jsp
61. Class Exercise: Part 12
Change Management
Group discussion: เสนอวิธีบริหารการเปลี่ยนแปลง
ใน user แต่ละกลุ่มใน Rogers’ Adoption Curve
62. 62
Unified Theory of Acceptance and Use
of Technology (UTAUT)
Venkatesh et al. (2003)
Performance
Expectancy
Effort
Expectancy
Use
Behavior
Social
Influence
Facilitating
Conditions
Behavioral
Intention
Gender Age Experience
Voluntariness
of Use
Usefulness
Ease of Use
Social Norm
& Opinions
IT Support
63. 63
Adoption Strategies:
“The Tipping Point” Version
The Three Rules of Epidemics
• The Law of the Few
– Connectors
– Mavens
– Salesmen
• The Stickiness Factor
• The Power of Context
Gladwell (2000)
Ease of Use
Social Norm
& Opinions
IT Support
Change Agents
Opinion Leaders
Super‐Users
Champions
64. 64
Factors Related to Hospital IT Adoption
• Communications of project plans & progresses
• Workflow considerations
• Management support of IT projects
• Common visions
• Shared commitment
• Multidisciplinary user involvement
• Project management
• Training
• Innovativeness
• Organizational learning
Theera-Ampornpunt (2009) [Unpublished]
67. 67
The KM Aspect of Project Management
Image source: Senoo et al. (2007) http://dx.doi.org/10.1108/14601060710776725
Nonaka SECI Model
During
Implementation,
Near Go-Live &
Post Go-Live
After Action
Review (AAR) /
Postmortem
Meeting,
Project Evaluation
Before & After
Project Kick-off,
During Project
Planning
During
Implementation,
Near Go-Live
Training