This paper outlines the WBS for the identification, procurement, implementation, and maintenance of a suitable informatics system at my organization. The initial step will begin with the identification and description of the scope of the project through the CEO, CFO, CMO, and CNO. The CFO, CMO, and CNO then decompose these specifications into smaller deliverables then appoint a change management team from their departments for individual assignments. This team includes professionals from Accounting, HIM/IT, HR, the Nursing Administration, and the Clinical Informatics Management. The newly appointed team should consider attaining the delivery of a suitable and cost-effective informatics system (Mooney and Boyle, 2011).
The next step involves the methodology used to produce the required informatics system as per organizational specifications. This step integrates professionals picked across the four departments to help design a detailed methodology in the selection of a suitable EHRs. For instance, the CNO directs that the Clinical Informatics Manager should recommend a system that can meet organizational and federal standards on HITs. This process involves an intensive interaction with other employees and respective administrators. For instance, the team will compare the compatibility of the systems across all sectors in the organization before choosing the ideal option (Mooney and Boyle, 2011).
The third step involves EHRs acquisition and implementation. Here, the team, in collaboration with the CFO department, drafts a budget for acquisition and implementation activities. They then consult a suitable vendor, who would further assist in the installation process. Next, the clinical informatics manager and the IT department would engage a team of facilitators to act as trainers and change managers in the implementation process. This team should identify the QC procedures as part of the organizational and federal regulatory specifications (Prestigiacomo, 2010).
The last step entails the maintenance phase. Here, it is always a good practice for the planning and implementation team to conduct a seasonal evaluation of the EHRs based on the deliverables in question. The step allows members to share their thoughts on the new process. As a participatory process, it will include a presentation of organizational level experiences to the top management. Finally, this step offers a detailed analysis of a suitable methodology for tracking progress based on the new system (Mooney and Boyle, 2011).
References
Mooney, B., & Boyle, A. (2011). 10 steps to successful EHR implementation: Laying a solid foundation will create a sound and profitable system. Retrieved from Medical Economics : http://medicaleconomics.modernmedicine.com/medical-economics/news/modernmedicine/modern-medicine-feature-articles/10-steps-successful-ehr-imple?page=full
Prestigiacomo, J. (2010). The top requirements to help you make a good vendor match for your organization. Retrieved from Healthcare Informatics: http://www.healthcare-informatics.com/blogs/jprestigiacomo/top-10-things-put-your-ehr-rfp
