It_Project_Implementation_Failures

IT Project Implementation Failures When implemented correctly, a computerized provider order entry (CPOE) is able to provide organizations and patients with many benefits. Errors related to medications can be reduced. Test results and prescriptions can be received in a more timely fashion. Fewer administrative staff may be needed. Billing may be more accurate and received faster. Reductions in transcription errors can occur. A CPOE also provides medical personnel with features like support with decisions. With the many benefits of implementing a CPOE, risks are also present. There are many indicators of a project that is likely to fail (Wager, Lee, & Glaser, 2009). The case study of Memorial Health System CPOE Implementation portrays several indicators of project failure. Failure Indicators The first indicator of project failure that manifests in the cast study is that there was a lack of belief in the project. Some stakeholders of the health system considered the project controversial. Several physicians out-right opposed the project (University of Phoenix, 2011). The University of Phoenix (2011) shares, “They worried their workload would increase because CPOE systems replace verbal order with computer-entered orders by doctors.” The time-line given for the project was questioned by several board members (University of Phoenix, 2011). A failure to respect uncertainty becomes apparent as several prominent physicians protest by taking their referral business to another local health system. This health system gave them the promise that no CPOE would be used. Not long after, the CPOE's two project champions left Memorial Health System (University of Phoenix, 2011). Another indicator of project failure surfaced when a very vocal opponent of the IT project was appointed as the new chief executive officer (CEO). Though the new champion opposed of the project, many board members were still supportive of it. Insufficient leadership support manifests. The project CEO opposed, the project that they are instructed to proceed with, while board members are not fully aware of the project's progress. Insufficient leadership is also present when the project's new chief information officer (CIO) did not take kindly to the bad news that the new executive project manager had to share (University of Phoenix, 2011). With the CIO's negative reaction to the executive project manager's update on the project's progress came a lack of candor. The executive project manager vowed to not deliver bad news again, as instructed by the CIO. By always reporting that the project was on-budget, on-schedule, and on-scope, the executive project manager was keeping issues, risks, problems, and set-backs hidden from the project champions as well as stakeholders and board members (University of Phoenix, 2011). A lack of technology stability and maturity manifests in this case study as well. The original IT initiative had been rushed and poorly planned-out. Without sufficient leadership support from the CIO, the entire project team was not provided with the support and resources necessary to fix the mistakes and over-sights made by the original project champions and team. As the project deadline approached, some physicians persuaded the CIO to implement the newest version of the system software instead. The executive project manager and team were given two months to complete eight months' worth of work and planning. The team had to plan the installation and test the new software as well as train personnel and configure the new interfaces and software. When launched, the software was full of glitches and staff was under-trained. Not to mention, many requirements had been missed while analyzing the software (University of Phoenix, 2011). Eliminated or Minimizing the Effect of the Indicators To adequately implement a new system, there must be support form stakeholders and the health system's personnel. I would have included in-put from stakeholders and personnel. Instead of having a new system just thrown at them, they should be given a chance to review and inquire about system choices. Questions should be answered. Concerns should be discussed. A realistic time-frame for the implementation of the project would be discussed before being set. The project team must consider those who will be dealing with the new information technology system on a daily basis in order to build belief in the project. I would have ensured that demonstrations were given and the concerns of every physician were addressed. Providing them with knowledge about what would be happening and adequate training would help the uncertainty subside. With uncertainty can come fear. No business wants to be fearful of what might happen with new changes. However, changes are necessary to grow and continue providing adequate health care. Sufficient time would be devoted to make sure that board members and the project team are aware of what has occurred, will occur, and could occur. Of course, with a higher belief in the project established early on in the planning process, insufficient leader support should not become an issue. Part of the planning stage is to address concerns and develop a project that has the ability to ensure the growth and success of the entire health system. Honesty is always the best policy. To eliminate this indicator, I would have been honest with the CIO. Good news, or bad, the project champions must be aware of all aspects of the project in order for issues to be addressed. Despite the CIO's negative reaction, I would have still not held back. If the CIO continued to react negatively and give me grief over something that was set before I was given the position of executive project manager, I would take my findings, issues, and concerns straight to the project CEO. As for a lack of technology stability and maturity, I would have ensured that the project team was well-organized, possessed the necessary resources and leadership support, and established a realistic time-line. Time lines should be established with the anticipation that set-backs and issues may occur. Given enough time, a project team should be able to address issues and resolve problems without causing project failure. McManus & Wood-Harper (2007) share, “Few organizations have the infrastructure, education, training, or management discipline to bring projects to successful completion.” This statement holds true for the Memorial Health System. Implementing a CPOE had the potential to benefit the health system by pushing it's growth and improving patient care. McManus & Wood-Harper (2007) also share, “Developing an alternative methodology for project management founded on leadership, stakeholder and risk management should lead to a better understanding of the management issues that may contribute to the successful delivery of information systems projects.” The indicators of this project's failure could have been avoided or eliminated altogether had the project team spent adequate time researching, organizing, and planning the IT initiative. References McManus, J., & Wood-Harper, T. (2007, Autumn). Understanding the Sources of Information Systems Project Failure. Management Services, 51(3), 38-43. Retrieved on September 16, 2011 from ProQuest. University of Phoenix. (2011). Case Study- Memorial Health System CPOE Implementation. Retrieved on September 16, 2011 from University of Phoenix, HCS 483 website. Wager, K. A., Lee, F. W., & Glaser, J. P. (2009). Health care information systems: A practical approach for health care management (2nd ed.). San Francisco, CA: Jossey-Bass.