The Project Manager's Guide to Health Information Technology Implementation

This book focuses on providing information on project management specific for software implementations within the healthcare industry. It can be used as a guide for beginners as well as a reference for current project managers who might be new to software implementations. Utilizing the Project Management Institute’s (PMI) methodology, the defined process groups and knowledge areas will be defined related to implementing custom and Commercial Off-The-Shelf (COTS) software. The Software Development Life Cycle (SDLC) is a standard for developing custom software but can also be followed for implementing COTS applications as well. How will the system be set-up from an architecture and hardware standpoint? What environments will be needed and why? How are changes managed throughout the project and after? These questions and more will be reviewed. The differences between types of testing are defined as well as when each are utilized. Planning for the activation and measuring the success of the project and how well the strategic need has been met are key activities that are often not given the time and effort to plan as the other parts of the implementation project. This new edition updates the current content to better align with the newest version of the PMI’s Project Management Body of Knowledge (PMBOK), the latest technology and concepts. In addition, this new edition includes additional chapters on agile management, stakeholder management, and choosing the right methodology. This book focuses on providing information on project management specific for software implementations within the healthcare industry. It can be used as a guide for beginners as well as a reference for current project managers who might be new to software implementations. Cover 1 Half Title 2 Title Page 4 Copyright Page 5 Contents 6 Preface 10 Acknowledgments 12 Author 14 1. What Is a Project? 16 What Is a Project? 18 Project Management 20 2. Project, Program, and Portfolio Management 24 Project vs. Operations 24 Program and Portfolio Management 25 Case Study 1: Implementation of an Electronic Health Record 30 Case Study 2: Implementation of a Research Tracking System 30 3. Project Process Groups 32 Initiating Process Group 34 Planning Process Group 37 Executing Process Group 41 Monitoring and Controlling Process Group 42 Closing Process Group 44 Case Study 1: Implementation of an Electronic Health Record 45 Case Study 2: Implementation of a Research Tracking System 46 4. Project Knowledge Areas 48 Integration Management 52 Scope Management 53 Schedule Management 54 Cost Management 56 Quality Management 57 Resource Management 58 Communication Management 59 Risk Management 60 Procurement Management 62 Project Stakeholder Management 63 Case Study 1: Implementation of an Electronic Health Record 63 Case Study 2: Implementation of an Organizational Metrics Dashboard 64 5. Software Development Lifecycle 66 Waterfall Model 70 Spiral Model 71 Rapid Prototype Model 71 Incremental Model 72 Agile Development 72 Commercial Off-the-Shelf (COTS) 73 Case Study 1: Implementation of an Electronic Health Record 75 Case Study 2: Implementation of an Organizational Metrics Dashboard 76 6. Agile Development Methodology 78 The Agile Mindset 79 Agile Methods 80 Life Cycle Selection 81 Common Agile Practices and Terms 82 7. Choosing the Right Methodology 86 What does “Methodology” Mean? 86 Why Is Choosing a Methodology Important? 87 Characteristics of Each Methodology 88 Waterfall 88 Agile 90 Hybrid 92 What Factors Should the Project Manager Consider in Choosing a Methodology? 94 The Business 95 Stakeholders, Customers, and Resources 96 Project Characteristics 99 Discussion/Conclusion 101 Case Study 1: Implementation of an Electronic Health Record 103 Case Study 2: Implementation of an Organizational Metrics Dashboard 104 8. Stakeholder Management 106 Stakeholder Identification 106 Stakeholder Analysis 109 Communication Plan 114 Stakeholder Management in Action 118 Case Study 1: Implementation of an Electronic Health Record 119 Case Study 2: Implementation of a Research Tracking System 119 9. System Configuration 122 Workstations 123 Client 123 Servers 124 Storage Area Network 125 Disaster Recovery 125 High Availability 127 Network 127 Interface 128 Environments 130 Sandbox 130 Development 131 Test 131 Preproduction 132 Production 132 Training 132 Considerations 132 Case Study 1: Implementation of an Electronic Health Record 133 Case Study 2: Implementation of a Research Tracking System 134 10. Security and Privacy 136 IT Project Security and Privacy Tasks 139 Case Study: Access to System by Outside Resources 146 11. Software Testing 148 Testing Types 150 Configuration and Release Management 154 Case Study 1: Implementation of an Electronic Health Record 156 Case Study 2: Implementation of an Organizational Metrics Dashboard 157 12. Activation Management 158 User Training 159 Activation 161 Activation Checklist 163 Activation Rehearsal 165 Case Study 1: Implementation of an Electronic Health Record 169 Case Study 2: Implementation of a Research Tracking System 169 13. Project Transition to Support 170 Why Does This Happen? 171 Characteristics of a Support Center 172 Change Management 174 Managing Transition Throughout the Plan 175 Initiating 175 Planning 178 Execution 182 Closing 183 Case Study 1: Implementation of an Electronic Health Record 186 Case Study 2: Implementation of an Organizational Metrics Dashboard 186 14. Measuring Success 188 Case Study 1: Implementation of an Electronic Health Record 194 Case Study 2: Implementation of an Organizational Metrics Dashboard 194 Appendix A: Case Study Feedback 196 Appendix B: Earned Value Management (EVM) 230 Appendix C: Forms and Templates 234 References and Additional Readings 268 Index 270 electronic;,record;,management;,plan;,subject;,matter;,experts;,computerized;,provider;,order;,Susan,M.,Houston;,Susan,M.,Martin;,Ryan,D.,Kennedy;,Patricia,P.,Sengstack electronic,record,management,plan,subject,matter,experts,computerized,provider,order,Susan M. Houston,Susan M. Martin,Ryan D. Kennedy,Patricia P. Sengstack This book focuses on providing information on project management specific for software implementations within the healthcare industry. It can be used as a guide for beginners as well as a reference for current project managers who might be new to software implementations. Utilizing the Project Management Institute's (PMI) methodology, process groups and knowledge areas are defined as they relate to implementing custom and commercial off-the-shelf (COTS) software. The Software Development Life Cycle (SDLC) is a standard for developing custom software, but can also be followed for implementing COTS applications as well. How will the system be set up from an architecture and hardware standpoint? What environments will be needed and why? How are changes managed throughout the project and after? These questions and more will be reviewed. The differences between types of testing are defined as well as when each are utilized. Planning for the activation and measuring the success of the project and how well the strategic need has been met are key activities that are often not given the time and effort as the other parts of the implementation project. This new edition updates the current content to better align with the newest version of the PMI's Project Management Body of Knowledge (PMBOK), as well as the latest technology and concepts. In addition, this new edition includes additional chapters on agile management, stakeholder management, and choosing the right methodology.