Memorial Health System Essay

In going through the case plain of the Memorial Health arrangement CPOE Implementation it is appargonnt that the direction of the effectuation was developing trouble from the onset of the proposal and the evaluation (Wager, Glaser, 2009). The first problem that is apparent is the lack of belief in the declare oneself. When the board approved the CPOE inaugural and appointed the champions of the count on the CEO Fred Dryer and CIO Joe Roberts there was already opposite from some of the stakeholders about this count on. The physician believed the CPOE dodging would create more workload for them as well as this corpse reducing the physician to secretaries. To smirch the effect of this power a physician would hold up been appointed as a champion of this bulge out to serve as an advocate of the carcass (Wager, Glaser, 2009). To gain buy-in from other physicians and user of the new system to ensure they have adequate input into the decision- making process (Wager, Glaser, 20 09).The lack of clarity of intend is apparent in this execution. The wander does not visualise the setting and expectations all the way the board approved a multimillion dollar initiative to install an enterprise-wide clinician provider order entry system to reduce medical errors. To denigrate this forefinger the implementation team must determine the scope of the project and what the ecesis hopes the project will achieve (Wager, Glaser, 2009). A senior health cautiousness exe bring outive should meet with the implementation team to set the tone and tell how the project relates to the organizations strategic goals (Wager, Glaser, 2009). The team will determine the scope, establish expectations, and institute a project plan to minimize this indicator (Wager, Glaser, 2009). Insufficient leadership support is another indicator that played a part in the harm of this implementation.When leadership wants to hear positive conference about a project and not the negatives the pr oject will fail. To minimize thisindicator clear and concise intercourse on the progress of the project is necessary the leader involve in the project should make clip for reports on the progress of the implementation to handle any issues that may sink that could hinder the progress of the project (Wager, Glaser, 2009). Appointing people who believe and committed to the project into leadership position to lead the team and make while for communication from team and other leadership (Wager, Glaser, 2009). Another issue that was an indicator of failure to this project was the requirements epitome was rushed several key workflow and system integration issues were missed.To minimize this indicator a thorough requirement analysis is done to ensure that all workflow analysis to support the modify in workflow and the system requirements analysis to ensure the requirements needed for the system to work are aligned with the strategic goals of the organization (Wager, Glaser, 2009). Bu dget cut to the project was a big indicator the would lead to failure of this project because in the status review meeting it was personateed that the project was on scope, on schedule, and on calculate led to leadership taking resources from the CPOE project. It is important the present a true picture of how the project is going not precisely what someone wants to hear (Wager, Glaser, 2009). Present a clear picture of how the budget is spent and what the project will continue to spend as the implementation goes to completion, such as training, or a newer version of the software (Wager, Glaser, 2009). wake an account of the budget can help to minimize this indicator (Wager, Glaser, 2009).This project was doom from the beginning there was not a clear scope or the expectation of the project. Analysis were not done there was not a detail project plan plus and unrealistic time line for the project to be implemented. Leadership did not communicate adequacy to persuade the stakeholde rs who were against the project to change their thoughts and so on. However, for the project to work the objectives of the initiatives are clear and communicating these objectives and initiative, and test the degree to which the organizational members have brought into them. Dividing the project into manageable pieces address the complexity and test the evidence that the project may be at risk from trying to do too much(prenominal) all at once.ReferenceWager, K. A., Lee, F. W., & Glaser, J. P. (2009). Health Care InformationSystem A practical approach for health care management (2nd ed.). San Frncisco, CA Jossey-Bas.