EHR Final Presentation

pptx

School

University of Southern Maine *

*We aren’t endorsed by this school

Course

MISC

Subject

Health Science

Date

Feb 20, 2024

Type

pptx

Pages

17

Uploaded by CoachExplorationBoar37

Report
Implementing an Electronic Health Record at the Central City Medical Group Case Study KIMBERLY MANCINI JYOTI VADIRAJ PATIL HANNA S. NAJI 2023-12-11 PJM6025
AGENDA COMPANY BACKGROUND PROJECT BACKGROUND WBS SCHEDULE SUMMARY BASELINE PROJECT COST BASELINE EARNED VALUE APPROACH LESSONS LEARNED CONCLUSION
COMPANY BACKGROUND The CCMG was established in 1980 as a collaboration between neighborhood centers and the city and state governments, EMC with doctors and nurses is an innovative primary care organization that specializes in providing care. CCMG’s vision is built on 4 pillars: 1. The provision of individualized primary care. 2. Provide care for those on the margins. 3. Provision of care to patients no matter where they are. 4. The use of Nurse practitioner/Physician teams.
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PROJECT BACKGROUND The CCMG board was alerted by the ED to critical changes in June 2007. Due to tensions caused by the implementation of EHR over the last 9 months. Change in leadership and low morale in physicians’ low productivity. External Payment Environment has been a big challenge. The ED questioned whether CCMG should stop accepting new patients until returns to full productivity. This project is to decide whether to change EHR or eliminate it.
WORK BREAKDOWN STRUCTURE
WORK BREAKDOWN STRUCTURE
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MILESTONES
SUMMARY OF SCHEDULE BASELINE
CRITICAL TASKS
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SUMMARY OF PROJECT COST
EARNED VALUE APPROACH
EARNED VALUE THROUGH QUARTER 3
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STATUS REPORT Status as of 8/30/23 Earned Value Figures PV 422,465 SV (191,776) BAC 570, 078 EV 378,302 CV 261,939 VAC 394,727 AC 117, 363 SPI .66 CPI 3.25 EAC 175,351 The project schedule has fallen behind due to issues with hardware installation and initial system testing. In spite of the scheduling delays the project is still forecast to come in under budget. However, the project is behind schedule. At today's meeting we will discuss ways that we can add resources to shorten the scheduled 44 day staff training period Begin training 2 days earlier, offer overtime and incentives to staff to work longer days to decrease the training period to 32 days to meet the GO-LIVE deadline of 10/23/23
LESSONS LEARNED Utilizing more than one estimation technique is beneficial for both cost and schedule estimates Ensure your project has an appropriate amount of skilled resources Work with outside staffing agencies to have backup options for outside contractor resources Communicate and follow-up with external resources to stay abreast of any changes in their schedules that may affect your project schedule Earned Value analysis of the project provides valuable information for making decisions when the project needs to be brought back on track Simulation technology is a powerful tool to analyze potential what if scenarios with the project Above all else know what is important to your stakeholders—Cost, Schedule or Scope and use the available analysis tools to make sound decisions to balance that triangle
CHALLENGES $ CONCLUSIONS • Earned Value Analysis if executed correctly can alert the project team to the existence of a variance but it will not tell you how to fix the variance. The challenge is to determine why the variance exists, what the potential cause is and how the variance can be corrected or mitigated. Challenge #1 • Understanding what is important to the project stakeholders and using earned value management to effectively and honestly communicate variances with the stakeholders. Challenge #2 • Develop your project schedule to accurately tell the project story • Use more than one estimation technique to estimate schedule, and costs • Be knowledgeable about earned value management as a means to monitor the project Conclusion
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Any Questions
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