PMO for Successful EHR Adoption

Adapting PMO for Success:

Adapting PMO for Success Dharmendra Ghai(CPHIMS) & Shameer Sam(MBA, PMP) Doha-Qatar HIMSS Middle East Leadership Summit 30 th May 2011

Learning Objectives:

Learning Objectives Identify the challenges of setting up PMO that enables delivery in healthcare setting and in particular from GCC perspective. Shadow standard PMO profile Co-relating dynamic nature of Healthcare Practice. Study available PMO build and Implementation Methodologies available in market and identify opportunities Share vision  and opportunities in constructively optimizing PMO from strategic standpoint.

Paradigm Shift:

Healthcare Regenerative Medicine Diagnostic to Wellness Patient Centric More Regulations Best Practice Compliance Evidence Based Care Home Health & Long-term Informatics Analytics Patient Empowerment Information Technology Silos to Consolidation Virtualization & Cloud Green IT Social Media & Mobility Narrowing Digital Divide Business Intelligence Information Aesthetics Transformational Thinkers Paradigm Shift

Healthcare IT - Challenges:

Healthcare IT - Challenges

Program/Project Success Factors:

Program/Project Success Factors System implementation projects, in general, experience low success rates 28% of projects meet full success 49% of projects are fully completed, but over budget, over schedule and lack full scope of planned functionality 23% of projects experience complete failure or are cancelled [1] EMR/EHR system implementations have even higher failure rates. Industry studies reveal failure rates of 50%, others as high as 70%. [2] [1] Extreme Chaos, 2000. The Standish Group [2] Dr. David Brailer, National Coordinator for Healthcare IT, US DHHS

Traditional Delivery Model:

Traditional Delivery Model Sponsor / Steering Committee sponsoring transformation PMO / Project Management entity responsible for delivery of vision Organization/Vendor/In-House partnership to execute the project

Challenges to PM Model:

Challenges to PM Model Domain Neutral Methodologies Vendor Based Methodologies Adoption and transformation approaches not well defined or integrated Lack of Governance to manage transformation priorities Lack of expertise to transformation IT environments, which typically include silos of data, applications and hardware that can slow change. Clinical transformation misunderstood as organizational transformation and usually starts technology plan

Project Failure – The Knowns:

Project Failure – The Knowns

PM Model- GCC Perspective:

PM Model- GCC Perspective Challenges sustainability of projects decision Making availability of qualified staff continuous tactical planning challenges communications and expectations Management multi-disciplinary multi-cultural environment.

Slide 10:

Adapting PMO for Sustainability

Transformation Vision:

Transformation Vision Learning from Molecular Biology mutation-- a change in the genetic material (ie. DNA) angiogenesis is a physiological process involving the growth of new blood vessels from pre-existing vessels. fundamental step in the transition of tumors from a dormant state to a malignant one. anti-Angiogenesis closure or elimination of unwanted process by not providing resources

PMO and Personalized Medicine:

PMO and Personalized Medicine Personalized Medicine: or pharmacogenetics gives your healthcare providers information about your unique DNA Helps select the best dose and drug for you. genetic factors are more important than other factors that alter your response to drugs such as age, sex, weight, and general health

PMO and Clinical Decision Support:

PMO and Clinical Decision Support Clinical Decision Support: involves invoking an application (or interface or service and having it invoke some action like returning a treatment plan or suggestion encompasses tools that assist healthcare providers in providing safe and effective care to patients. Evidence-based practice (EBP) involves complex and conscientious decision-making which is based not only on the available evidence but also on characteristics, situations, and preferences.

Program Journey:

Program Journey

Slide 15:

Healthcare Digital Transformation

Evolution of Healthcare Digital Transformation:

Evolution of Healthcare Digital Transformation

Evolution of Healthcare Digital Transformation:

Evolution of Healthcare Digital Transformation

Transformation Towards Patient Centered Care:

Transformation Towards Patient Centered Care

Principle of Adaptation:

Principle of Adaptation focused on activities instead of outcomes. rigid role expectations instead of broad flexible ones. communication is channeled and overly structured. They create policies that are mostly oriented toward controlling what people can’t do, not empowering them. bureaucratic and fragmented instead of cross-functional and agile. They seek and reward efficiency and predictability over outcomes. They impose formal structures and rules (sign-offs, forms, etc.) to achieve cooperation among departments They pursue traditional values such as unit loyalty and obedience,. focused on value-added outcomes. job descriptions allow for flexibility. they keep contacts, are open and networks are encouraged to form. changes in design are aimed at enhancing flexibility and responsiveness. they give authority its accorded place, but reliance on it is played down. they focus on and reward achievement, innovation and change. they make information widely available to facilitate work accomplishment practice decision support and evidence

Takeaways….:

Takeaways…. Traditional PMO models pose challenge for EMRs PMO adoption in healthcare is even acute Differentiate between Vendors Solution success indicator for solution versus organizations Transformation Vision Safeguard against Organizations DNA mutation(un proven methodology) Proactively promote PMO Decision Support Progress from Symptomatic Program Management to Predictive and Prognostic Adapt PMO for the Paradigm Shift Bring Accountability to PMO for value stream in transformation journey. De-code your organizations Genome

Q&A:

Q&A Dharmendra Ghai(CPHIMS) & Shameer Sam(MBA, PMP) Doha-Qatar HIMSS Middle East Leadership Summit 30 th May 2011

References:

References Avoiding Project Failure- Author: D. Sommer , Copyright 2003. Business Technology Research Center, LLC. All Rights Reserved. www.4pm.com Project Management Training http://www.nrc-cnrc.gc.ca/eng/projects/iit/biointelligence/biointelligence-image.html http://motorcycleguy.blogspot.com/2008/06/clinical-decision-support.html http://www.healthanddna.com/dna-learning/faq-drug-safety-is-it-for-me.html http://www.nature.com/nrneph/journal/vaop/ncurrent/fig_tab/nrneph.2011.50_F1.html Healthcare Transformation A Guide for the Hospital Board Member Maulik S. Joshi, DrPH Bernard J. Horak, PhD Richard Jarvis Webinar Director Phone: 212.812.1413E-mail: rjarvis@vendomegrp.com http://www.vendomewebinars.com A Framework for Change Management By Alsbridge Digital transformation IBM Global Business Services Executive Report THE ENGINES OF HIPPOCRATES, BARRY ROBSON, A JOHN WILEY & SONS, INC., PUBLICATION http://www.cmar.csiro.au/research/mse/ Adaptive Project Framework Part 2: Version Scope by Robert K. Wysocki, Ph.D. July 18, 2003