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It’s no longer acceptable for go-lives to be pushed back by weeks or months due to unpreparedness, says Sue Schade. In this post, she talks about how GLRAs can “ensure all issues and risks are surfaced and addressed” before the big day.
Before any major project can be launched, there are “core fundamental and foundational processes” that need to be established, says CIO Tom Barnett. At URMC, it started with creating an IT Service Management team.
Although Atul Gawande’s recent article brought much-needed notoriety to the topic of EHR usability, it missed the boat when it came to educating the public about the critical role of clinical informatics, says Dirk Stanley.
There’s no way to determine with 100 percent certainty whether a project will succeed, but by asking these seven questions, you’ll have a much clearer idea, says Bill Russell.
The key to changing a culture without disrupting it? It’s all in the approach, says CIO Dan Nash, who talks about the major turnaround that has taken place at Citrus Valley.
Although it’s impossible to determine with completely certainty which projects will fail and which will succeed, there are steps leaders can take to increase the chance of success, says Bill Russell.
Bill Russell’s team was looking for a better way to prioritize projects; what they discovered was a way to help the staff see the big picture and understand how all the pieces interrelate.
Being CIO at a critical access hospital is more than just dealing with a tighter budget; it’s being willing to get your hands dirty and help out where it’s needed, says Jake Dorst.
Although an organization’s priorities are constantly shifting, the fundamentals – communication, transparency, and trust – should stay the same, says CIO Joey Sudomir.
The most important piece of advice CIO Jamie Nelson has for those planning a major implementation? Add more staff than you think might be needed, because the appetite for information will only grow.
