Long-Term And Organizational Success Of Implementation
Long-Term and Organizational Success of Implementation
Adopting a workflow change requires consideration of many organization wide factors that span a much larger timescale and scope than the initial stages of implementation. The long-term success of a workflow redesign project depends not only on providing up-front support and training for end users but also on how well the project is maintained throughout its lifespan. Possible factors that influence the long-term, widespread effectiveness of a project include:
An organization’s culture, mission, vision, and values
End-user suggestions and feedback for improving the system
System glitches or bugs that were not identified in the design and implementation stages
Organizational restructuring or procedural changes that impact the basic functionality of the system
The rise of incorrect uses of the system or lack of end user accountability for correct system usage
New governmental or organizational requirements that have implications for the system
The emergence of innovations and new technologies that render the system obsolete
In this Discussion, you focus on how these possibilities affect the long-term and organizational success of a project.
To prepare
Review this week’s Learning Resources for insights on the long-term, widespread success of health care informatics projects.
Consider how an organization can maintain a workflow’s efficiency and effectiveness once a change is implemented.
Examine the long-term and organizational factors and issues mentioned above. How do these factors impact the enduring, widespread success of a project in the health care setting?
What strategies could be used to address or accommodate these factors and issues? For example, help-desk support, regular training modules.
With this information in mind:
Post by tomorrow 11/01/16 a minimum of 550 words essays with a minimum of 3 scholarly references from the list below addressing the level one headings as numbered below:
1) An explanation of how organizational considerations can affect the long-term success of a project implemented to improve workflow.
2) Select 2–3 specific factors or issues and explain how they might impact the successful long-term implementation of a project.
3) Identify at least one strategy for addressing each factor or issue you selected. Justify your response.
Required Readings
Dennis, A., Wixom, B. H., & Roth, R. M. (2015). Systems analysis and design (6th ed.). Hoboken, NJ: Wiley.
Review Chapter 13, “Transition to the New System” (pp. 400–424)
Gruber, D., Cummings, G. G., Leblanc, L., & Smith, D. L. (2009). Factors influencing outcomes of clinical information systems implementation: A systematic review. Computers, Informatics, Nursing, 27(3), 151–163.
Retrieved from the Walden Library databases.
In this article, the authors highlight findings from systematic review of the literature concerning the implementation of HIT. They concluded that no one approach was completely fail proof but, regardless of the approach, communication with and support of end-users was one of the main factors contributing to success or failure.
Pfortmiller, D. T., Mustain, J. M., Lowry, L. W., & Wilhoit, K. W. (2011). Preparing for organizational change: Project: SAFETYfirst. Computers, Informatics, Nursing, 29(4), 230–236.
Retrieved from the Walden Library databases.
This article documents the change management techniques employed in an organization’s adoption of a clinical information system. It also describes a tool developed to measure the preparedness of different groups for handling the change.
Sansmeier, J. (2011). Transforming nursing practice through technology and informatics. Nursing Management, 42(11), 20–23.
Retrieved from the Walden Library databases.
This article discusses the valuable role of informaticists in helping to transform health care through the use of technology. Through the nurse informaticist’s unique insight into both nursing practices and health information technology, they are providing a valuable leadership role in change management.
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