Lecture 3 Strategic Planning for IT Projects (Chapter 7)

1. Lecture 3 Strategic Planning for IT Projects (Chapter 7)

2. Learning Objectives Strategic Planning Process: mission, vision, goals and objectives, strategy Strategic Planning in Healthcare Informatics Strategic IT Planning Process IS 531 : Lecture 3

3. Strategic Planning Creative and interactive ongoing process to determine what an organization wants to be in the future and how it will get there. Development of a comprehensive long-range plan for guiding the activities and operations of an organization. IS 531 : Lecture 3

4. Strategic Planning Process Define the corporate vision and mission. Specify achievable goals and objectives. Develop strategies. Set policy guidelines. Determine products, services, and markets. (Supporting technology must be factored into the strategic plan.) IS 531 : Lecture 3

5. The Mission Purpose for the organization’s existence Represents fundamental and unique aspirations that make the organization different from others: who we are, what we do Guides the planning process All sub-units should be focused on the organization’s mission and how they contribute toward accomplishments. IS 531 : Lecture 3

6. Scope of the Mission Defines the type of activities and services that will be performed Should be clearly identified (detailed) to help employees and customers understand the priorities of the organization Serves as basis for development of certain goals and objectives IS 531 : Lecture 3

7. Vision • A future view of what an organization would like to become • Be the hospital of choice in the region • Be national recognized as a best research center in the field • Etc… IS 531 : Lecture 3

8. Goals and Objectives • Goal—explains how the mission will be realized ; describes what is to be accomplished • Objectives—specify how and when goals will be met IS 531 : Lecture 3

9. Strategy Strategy is a comprehensive plan that states how its mission, goals, and objectives will be achieved. Understanding the endpoint (mission, goals, and objectives) is critical to the development of the plan. IS 531 : Lecture 3

10. Strategic Planning • Led by upper management • Requires participation by middle managers • Lower-level managers are responsible for supporting the planning process by providing information and insight IS 531 : Lecture 3

11. Strategic Planning Chief Executive Officer( CEO) Chief Information Officer (CIO) helps management see the role of IT in meeting goals Chief Financial Officer (CFO) looks at costs/benefits Chief Medical Informatics Officer (CMIO) Chief Nursing Informatics Officer (CNIO) Chief Strategy Officer (CSO) oversees the detailed plan IS 531 : Lecture 3

12. Strategic Planning in Healthcare Informatics Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis Determine available options Provide directions for all IT initiatives, establish priorities, eliminate all duplications, ensure the wise use of IT resources IS 531 : Lecture 3

13. Planning for HIS Realize need for change. Prioritize requirements. Develop a master plan that fits into the organization’s plan. Review/revise plan periodically to keep up with changing needs. Identify project champion/manager/teams. IS 531 : Lecture 3

14. Planning for IT in HIS Does technology support business and clinical decisions? Is technology used effectively? Does technology enhance the image? Does technology promote safety? Are market and regulatory requirements met? IS 531 : Lecture 3

15. Stakeholders in Strategic Planning Any group or individual who can affect or is affected by the achievement of the organization’s objectives Have a direct or indirect stake in the organization mission, scope, goals Internal as well as external parties Should play role or interest being considered when identifying strategic planning teams IS 531 : Lecture 3

16. Strategic IT Planning Process Identification of Goals and Scopes Gathering Data from External and Internal Environments Data Analysis Identification of Potential Solutions. Select a Course of Action. Implement the Chosen Solution. Ongoing Evaluation and Feedback. IS 531 : Lecture 3

17. Identification of Goals and Scopes Goals must meet user needs and support organization missions/goals Identified goals provide direction for HIS development process Scope sets the boundary for the project: what to be done within current limitations in time, resources. IS 531 : Lecture 3

18. Gathering Data from Internal and External Environments Define current situation Identify areas of need Consider current trends in healthcare and information technology Scan internal and external environment for opportunities and how to comply with new directives IS 531 : Lecture 3

19. Data Analysis Analyze current trends: industry practices, IT supports Determine how the organization fit in Assess organization’s assets allocated to the project: technical, financial, time, and resources IS 531 : Lecture 3

20. Identification of Potential Solutions Identify ALL potential IT solutions/alternatives Analyze, score, rank potential solutions in terms of technical, operational, economic, schedule, and risk (Ref. TOESR in Lec.2 § 47) Remember to take into account other systems and legacy systems (potential ripple effects) IS 531 : Lecture 3

21. * Potential IT Solutions * Compliance with standards? Regulations? Does it use open architecture? What advantages are offered? Support for PDAs? Other mobile devices? User friendly? Capability for expansion? Report capability? IS 531 : Lecture 3

22. * Feasibility Analysis * • Technical feasibility is a measure of the practicality of a specific technical solution and the availability of technical resources and expertise. • Operational feasibility is a measure of how well the solution will work in the organization. It is also a measure of how people feel about the system/project. • Economic feasibility is a measure of the cost-effectiveness of a project or solution. • Schedule feasibility is a measure of how reasonable the project timetable is. • Risk feasibility – What is the probability of a successful implementation using the technology and approach? (Risk Management) IS 531 : Lecture 2

23. Selecting a Course of Action Select the alternative with highest weighted score from TOESR Analysis In-house development (Build) vs. Outsourcing (Buy) IS 531 : Lecture 3

24. Implementation • Develop a timeline for implementation / conversion: parallel, direct, phased, pilot (Ref. Lec.2 § 64) IS 531 : Lecture 3

25. * System Conversion * IS 531 : Lecture 2

26. Ongoing Evaluation and Feedback Frequently evaluate current system against current and future needs for improvements Due to limited resources, some initial requirements are put in backlog but outcome these processes still affect the new system Dynamic changing healthcare environment: new directions, new practices, new information technologies IS 531 : Lecture 3

27. * Benchmarking * Measure organizational as well as functional services and practices against those from top competitors in the industry If the current HIS doesn’t support well new needs, start a new systems development cycle IS 531 : Lecture 3

28. CNIO Role Serve as a bridge between nursing and IT professional Have knowledge on health /nursing sciences informatics and information technologies Participate in design, selection, and implementation of heath information systems (Role of Business System Analyst) IS 531 : Lecture 3

29. Project Manager Role Define scope and results of project. Identify tasks within the project. Identify when tasks must occur. Define who is responsible for each task. Establish timelines for completion. Establish process for project decisions. Provide communication about project status. IS 531 : Lecture 3

30. Project Team • User department managers and employees • provide context and requirements • know the work processes • key to project success • IS Specialists: Analysts and programmers • Make the necessary system changes IS 531 : Lecture 3