The following is a guest article by Cynthia Casatelli, Senior Consultant and Project Manager at e4.health
The success of any major IT system change hinges on having the right people working on the right tasks through every step of the process. Each phase of a project, from ideation to activation, demands specific skills and insights.
From pre-planning to strategic plans and rigorous timelines, proper resource alignment is crucial. However, proper staffing for EHR, revenue cycle management (RCM), and other major health IT system transitions go far beyond IT personnel. Operational teams must also be fully engaged and included.
Operational readiness is just as important to the success of any IT project as is the readiness of the software applications and technology infrastructure. In fact, my experience suggests that operational readiness is a key factor for EHR and RCM success.
Operational Readiness Can’t Be Overlooked
This principle underscores the importance of pre-planning and strategic planning for any major IT system change. Organizations may be ready from an executive leadership, technology infrastructure, and information governance perspective, but success is unlikely if operational teams aren’t fully prepared.
These teams are the ones who will use the new systems day in and day out. Operational departments also know how the new technology needs to interact within their existing workflows. They are the individuals who understand what specific needs must be fulfilled in the new system starting on day one.
Consider these three specific roles when determining which individuals from your operational teams to include in an IT project:
- Departmental Directors
- Subject Matter Experts (SMEs)
- End Users
Trust Departmental Directors to Tap the Right Resources
The best departmental directors will delegate responsibility to their top lieutenants. Directors know which employees are the most knowledgeable about departmental workflows and which are the most productive. Departmental directors bring the right people to the table.
However, directors must also empower their designees to make informed decisions, contribute their expertise effectively, and report back to the department as the project progresses. Department directors and managers should also free up these staff from day-to-day tasks to support the IT project team.
Include Subject Matter Experts to Train and Lend Expertise
When planning for system changes it is essential to assemble at least one (preferably several) subject matter expert from each operational department. For large-scale systems, this becomes increasingly challenging. These teams are often fluent in testing, use cases, decision-making, workflow, and validation. They are critical to ensuring the project’s success.
Subject matter experts are also a good choice to serve as trainers for the specific operational departments they serve. They have established credibility with staff and are usually very familiar with detailed nuances of operational workflow having served in all the various department roles over the years.
Trainers play a pivotal role in the front-line testing phase. These individuals often need approval from their supervisors to dedicate time to the project. They are typically your most capable and busiest employees. Therefore, it is essential to select trainers wisely and ensure they receive adequate support and recognition for their contributions. Specific consideration for trainers includes:
- Have trainers involved from the beginning
- Include trainers in design workshops and testing
- Ensure free access to trainers throughout the project
- Trainers are good testers. They understand where employees might make mistakes or try workarounds.
Embrace End Users with Respect
Often the systems being replaced have been used for decades. They are trusted tools for end users. These same end users know all the workarounds that (hopefully) will be automated in the new system. Their input is essential!
Best practice is to make end users feel like they are part of the project, not mere recipients of it. Building a system with end users’ active involvement makes the implementation more successful. Here are three best practices to consider as they relate to end-user participation in EHR and other major IT system changes.
- Engage them in the planning process, listen to their input, and take their concerns seriously.
- Be attentive to the soft skills required to work effectively with end users. Acknowledge their investment in the existing system and the pride they take in their work. This collaborative approach ensures smoother transitions.
- Your IT team is not going to use the new software or platform. The end users are the day-to-day interface with the new IT system. Remember that new systems are an operations project, not an IT project.
There are several other operational considerations during EHR and other major IT system changes.
Consider Vendors and Third-Party Integrators
Vendors and third-party integrators are often overlooked throughout the pre-planning and strategic planning process. It’s crucial to remember that external partners are integral to your system’s success. Ensure their role and responsibilities are clearly defined and aligned with your project goals.
Teamwork Makes the Dream Work
Finding the right team to facilitate planning can be challenging and some organizations may feel overwhelmed by “too much help.” In such cases, executive leadership must step in to dissolve teams and ensure the right people are handling the right tasks.
However, the success of major IT system changes in healthcare organizations relies heavily on the active involvement of operational teams, expert alignment, user engagement, careful trainer selection, and a holistic approach that considers all aspects of the transition, including third-party integrations. By following these principles and adapting them to the specific needs of each project, healthcare organizations can ensure better implementations of systems that enhance patient care and operational efficiency.
About Cynthia Casatelli
Cynthia Casatelli is a tenured healthcare IT professional with a wealth of experience in the industry. As a Senior Consultant and Project Manager at e4health, Cynthia leverages her extensive background to drive transformative changes in healthcare organizations. She previously served as Director of Administrative Systems IT at St. Joseph’s Hospital and Medical Center, where she played a crucial role in supporting multiple implementation initiatives. Cynthia also served as Director of Revenue Cycle IT at Hackensack University Medical Center for nearly two decades.
