| So often I hear the question, "Why is it taking | | | | punches instead of simply rolling over. |
| you so long to implement your EMR?" It is true | | | | We first implemented a Project Manager to plan |
| that our scheduled eighteen month project did | | | | the location for our new office. Our employees |
| actually take three years in order to implement. | | | | could use what was learned from the process, |
| However, although our gingerly approach seemed | | | | which includes how to use mind-mapping software. |
| overly cautious to some of our associates, | | | | We have used these techniques for all major |
| Project Management professionals commended | | | | projects at our practice since then, including |
| our attention to care. The fact that about half of | | | | implementation of the electronic medical records |
| all IT systems implementations projects fail is | | | | (EMR). When we finally arrived a a place when |
| known quite well. A strong plan is essential for | | | | staff had training, we posted the hard deadline to |
| success, and must account for significant changes | | | | go live. There was a simulation date on a |
| of circumstance and other barriers to completion | | | | Saturday which occurred two days before launch; |
| along the way. | | | | both dates were mandatory to attend. Although |
| Your EMR systems vendor will be able to refer | | | | theoretically we could have pushed the launch |
| you to someone who can help guide you through | | | | date back, these dates helped to keep us working |
| the implementation process. This person may be | | | | together and exposed risks that were faced. Now |
| someone who knows about the electronic medical | | | | we're about 5 months into our roll-out. The stress |
| records system, or someone with experience | | | | levels have begun to settle a bit, and we're now |
| rolling out Internet Technology projects at medical | | | | tweaking our templates and getting ready for the |
| offices. | | | | next wave of patients to introduce to electronic |
| I'd recommend hiring on a certified project | | | | medical records. |
| manager to handle this critical task. A professional | | | | So, although people may wonder when you'll finally |
| project manager can transform your project into | | | | get around to implementing the electronic medical |
| a resilient process which can adapt to multiple | | | | records system, at least you'll know that you |
| delays and setbacks. Standard project scheduling | | | | have the best possible chances for a successful |
| can't really do much in the way of accomplishing | | | | implementation when the time is right. This is the |
| this. The primary advantage of using a work | | | | most important result, and the plan should be |
| breakdown structure is that any glitches that pop | | | | flexible in order to eventually arrive at this |
| up don't completely ruin your goal to successfully | | | | conclusion. Remember, hiring a certified Project |
| implement the EMR system. Of course, at a small | | | | Manager on from the start, to develop a resilient |
| practice there is more schedule flexibility. A hard | | | | plan that accounts for unexpected hurdles, is the |
| deadline should most certainly be set, as part of | | | | most important factor in making sure that your |
| the plan for EMR roll-out. However, with a proper | | | | EMR implementation is a success. |
| plan structure your plan can roll on with the | | | | |