Project Management Techniques for Successful CPOE Implementation

1
Project Management Techniques for Successful
CPOE Implementation

• VITL Summit 2009

Elise Ames, MP, PMP
2
Buy in from the TOP

• Medical staff leadership and Administration must
  wholeheartedly endorse this project and insure
  that the needed resources and funding are
  available.
• The expected benefits of CPOE must be quantified,
  documented, agreed to and communicated throughout
  the hospital.
• This cannot be an IT driven effort or it will
  fail!

3
Develop a Shared Vision

• What are we trying to achieve?
• For example CPOE will increase medication
  safety, reduce turnaround time for test orders
  and eliminate phone calls between nursing staff
  and ancillary departments related to order
  clarification
• Be specific 85 of orders for inpatients will
  be placed electronically by providers by January
  2011.

4
Identify Project Sponsor

• A senior executive who will ensure the project
  gets high level support and funding.
• CEO
• COO
• CMO
• NOT the CIO!

5
Identify Project Champion

• A physician who
• routinely provides inpatient care and writes
  diverse orders
• Is credible with hospital administration
• Is a good communicator and who is respected by
  other physicians on staff
• Is reasonably technically savvy not too high
  tech or other physicians may be intimidated and
  think that you have to be a computer nerd to use
  the system

6
Form Project Oversight Committee

• Representation to include Project Champion,
  Nursing leadership, IT leadership, pharmacy, lab,
  radiology, representatives from other ancillary
  departments, additional physicians.
• Meetings at least once per month during the
  planning and workflow redesign phases.
• Meet more frequently during implementation.

7
Identify Project Scope

• Clearly state what will be in the scope of the
  project and what is specifically excluded from
  scope. Thus avoiding misunderstandings.
• Identify and document
• What software will be used
• Which functions and modules will be included
• Which staff will be affected
• Which departments and locations will be affected
• Which orders will be entered electronically and
  by whom
• Measures of success
• Will CPOE use be mandated?

8
Identify Project Approach

• Big bang? (all departments, all providers all
  orders)
• Nursing unit pilot?
• Physician specific pilot?

9
Develop Project Charter

• Crucial project document to outline
• Project scope
• Preliminary cost estimates CPOE projects
  typically span multiple years and staff costs are
  the largest component hardware and software
  costs pale by comparison.
• Preliminary timeline
• Project approach
• Project governance how decisions will be made
• Preliminary risks
• Signed by the project sponsor, it authorizes the
  project and allocates the resources for the next
  planning stage.

10
Planning Processes

• Hardware and infrastructure planProcurement and
  Contracting
• Cost Budgeting detailed by year including
  staff and travel costs
• Human Resource Planning
• Quality Planning measures of success
• Communications Planning
• Schedule development and planning in iterative
  process!
• Risk Management Planning

11
Project Execution Processes

• Workflow documentation and Redesign
• Acquire/develop project team (hospital and vendor
  resources)
• Information distribution
• Execute vendor contracts
• Perform tasks and activities outlined in project
  plan (load dictionaries, build order sets, etc)
• Testing
• Training
• Communication
• Monitoring and review processes

12
Project Closing Processes

• Transition to support need to have 24x7
  instantaneous support for providers
• Ongoing oversight of order set tweaking
• Ongoing metrics and measures of success