Đang chuẩn bị nút TẢI XUỐNG, xin hãy chờ
Tải xuống
Key events have effectively accelerated this pace. First, there was the election of the Obama administration in 2008 on a platform that emphasized healthcare reform. Sec- ond, there was the contemporaneous global economic meltdown and the subsequent enactment of the American Recovery and Reinvestment Act (ARRA), including the sec- tion entitled Health Information Technology for Economic and Clinical Health (HITECH). HDOs, as well as state and federal legislative and regulatory agencies, are now entrants in an HIT compliance race. Current federal law directs the Centers for Medicare and Medicaid Services (CMS), to begin a fundamental redefinition of reim- bursement for healthcare services by. | Project Management for Healthcare Information Technology Scott Coplan PMP David Masuda M.D. CHAPTER 1 Introduction ỉn this chapter we will Review the current healthcare crisis and the solution healthcare information technology HIT can provide Explain how HIT itself in crisis is part of the problem instead of contributing to the solution Define project information technology IT and change management as an integrated methodology that can help solve the healthcare and HIT crises Virtually anyone involved in healthcare over the last several years would agree that healthcare information technology HIT is among the top if not the top strategic and operational challenges facing healthcare leadership today. As well it is clearly known that implementing HIT whether it is the electronic health record EHR telemedicine a personal health record PHR or any of the other myriad healthcare applications is fraught with obstacles and pitfalls. Rarely does a hospital or clinic complete this HIT journey within scope on time and within budget. Our book explores the challenges faced by healthcare delivery organizations HDOs in this process of moving from the paper to the electronic medical record. We refer to HDOs throughout as a generic healthcare provider instead of addressing the differences associated with community hospitals teaching hospitals physician groups ambulatory centers and so on. This is particularly important given the highly complex nature of healthcare organizations as well as the fundamentally transformative nature of HIT. To avoid as many failures as possible to maximize the efficiency of their available project resources and to streamline their path toward digital medicine we integrated project IT and change management together as a single methodology that organizational leaders managers and clinicians should follow. We believe that while individually these methodologies have critical key success factors HIT project leaders will perform best with this integrated .
