Making sausage--effective management of enterprise-wide clinical IT projects.

Detlev H. Smaltz, Rhonda Callander, Melanie Turner, Gretchen Kennamer, Heidi Wurtz, Alan Bowen, Mike R. Waldrum

Research output: Contribution to journalArticle

6 Scopus citations

Abstract

Unlike most other industries in which company employees are, well, company employees, U.S. hospitals are typically run by both employees (nurses, technicians, and administrative staff) and independent entrepreneurs (physicians and nurse practitioners). Therefore, major enterprise-wide clinical IT projects can never simply be implemented by mandate. Project management processes in these environments must rely on methods that influence adoption rather than presume adoption will occur. "Build it and they will come" does not work in a hospital setting. This paper outlines a large academic medical center's experiences in managing an enterprise-wide project to replace its core clinical systems functionality. Best practices include developing a cogent optimal future-state vision, communications planning and execution, vendor validation against the optimal future-state vision, and benefits realization assessment.

Original languageEnglish (US)
Pages (from-to)48-55
Number of pages8
JournalJournal of healthcare information management : JHIM
Volume19
Issue number2
StatePublished - Jan 1 2005

ASJC Scopus subject areas

  • Medicine(all)

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    Smaltz, D. H., Callander, R., Turner, M., Kennamer, G., Wurtz, H., Bowen, A., & Waldrum, M. R. (2005). Making sausage--effective management of enterprise-wide clinical IT projects. Journal of healthcare information management : JHIM, 19(2), 48-55.