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IT Disasters : The Worst Debacles and Lessons Learned From Them. Course Name : Health Care Management Professor : Chen-Chung Ma Student : Yu-Chia Li Student number : 9651002M Date : 2008/03/19. Summary. Most articles discuss successes about IT — lower costs and improve outcomes

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it disasters the worst debacles and lessons learned from them

IT Disasters:The Worst Debacles and Lessons Learned From Them

Course Name:Health Care Management

Professor:Chen-Chung Ma

Student:Yu-Chia Li

Studentnumber:9651002M

Date:2008/03/19

summary
Summary
  • Most articles discuss successes about IT

—lower costs and improve outcomes

  • IT Disasters?

— frustrating、costly and can paralyze

an organization

how to avoid getting caught in it debacle
How to avoid getting caught in IT debacle?
  • Lesson 1:Manage Vendors and Understand Their Motives
  • Lesson 2:Never Outsource the CIO
  • Lesson 3:Don’t Let Vendors and Consultants

Drag Out Implementations

  • Lesson 4:Never Disenfranchise IT Staff From

End Users

  • Lesson 5:Buy,Don’t Build
  • Lesson 6:Involve Users Heavily in the

Decision Process

  • Lesson 7:Avoid 〝 Visionware 〞
slide4

Lesson 1:Manage Vendors and Understand Their Motives (1/4)

  • The images of an organization and a vendor working hand in hand for the good of the organization.

-Partnership

- would work closely to develop a shared

vision of project goals and outcomes.

  • Vendors must satisfy their shareholders , so

maximizing earnings is a priority.

slide5

Lesson 1:Manage Vendors and Understand Their Motives (2/4)

  • Sometimes , partner vendors can become too much a part of the organization.
  • Consulting engagements should last for months , not years , and vendors/consultants should have a clear-cut project plan.

- a fixed endpoint and costs

  • Cause IT costs were high , so don’t let them talk you into paying more people and even more cost.
slide6

Lesson 1:Manage Vendors and Understand Their Motives (3/4)

  • Large , multi-integrated delivery network (IDN)
  • Conversion and consolidation of the Y2K .

- vendors used as an excuse to garner a large

project , increasing its revenue and earnings

from the expense of the hospital.

Y2K 就是 year 2 kilo,也就是西元2000年的意思。Y2K是由電腦年序問題所引起。因為早年的電腦軟硬體設計都是由末兩位數來代表西元的年份,於是電腦便以兩位數來做為運算的基礎。當面臨2000年,避免年序變成00以造成系統產生辨識錯誤,以致發生不可預期的連鎖效應。

slide7

Lesson 1:Manage Vendors and Understand Their Motives (4/4)

  • Manage vendors and negotiate clauses in vendor contracts is a responsibility for organizations.

-to protect against cost overruns and open-ended

projects.

  • The new vendor relationship included remedies , penalties and risk sharing.
slide8

Lesson 2:Never Outsource the CIO (1/3)

  • Outsourcing is not always a panacea.
  • Once outsourced , it is very difficult to get your IT employees back and costs tend to rise with every new project .
  • Why outsourcing the IT department was a

mistake?

(1) while saved money on the surface , it

brought many problems in communicating

specifications and customers support.

slide9

Lesson 2:Never Outsource the CIO (2/3)

  • Why outsourcing the IT department was a

mistake?

(2) the contract was signed in a rush , leaving

service level agreements (SLAs) “to be

determined” and “ambiguous.”

  • The organization’s biggest mistake was outsourcing the CIO position.

- who was an employee of the contracted vendor , also was responsible for approving his own firm’s invoices and purchase orders.

slide10

Lesson 2:Never Outsource the CIO (3/3)

  • It is critical to be employed the CIO by the organization.

- the core mission of ensuring patient safety ,

providing high-quality services and

maintaining efficient operations.

slide11

Lesson 3:Don’t Let Vendors and Consultants Drag Out Implementations

  • The CIO was inexperienced in hospital IT and implementation had become a “feeding frenzy.”

- with vendors and consultants charging many

millions of dollars in time and materials.

  • A more effective approach - hiring an experienced CIO who knew reasonable implementation time frames and negotiated a fixed fee or not-to-exceed cap on implementation fees.
slide12

Lesson 4:Never Disenfranchise IT Staff From End Users

  • The centralized IT analysts tried to learn each system , but users were dissatisfied with their lack of knowledge.
  • The staffs to specialize in various systems and learn the applications in depth.

- users satisfaction increased

  • Originally , IT staff reported to managers at a corporate office;After reorganizing the IT department , staffs report directly to IT director.

- satisfactions scores on customer surveys

rose

slide13

Lesson 5:Buy,Don’t Build

  • Generally , buying IT systems garners more benefits than building them.
  • Building IT systems - the high costs of the large in-house programming and support staff who built and supported the system.
  • When the system crashed , the CIO had no one to turn to for technical support.
  • There is a supplement to this rule:

Do not be the first organization to use a new system !

slide14

Lesson 6:Involve Users Heavily in the Decision Process

  • It is important to have input from the end users who are prior to choosing a vendor.
  • Executives involve the end users enough in the selection process ?
  • Need to know whether the staff is ready and able to use any particular system.
  • But end user involvement also needs to be managed.
slide15

Lesson 7:Avoid 〝 Visionware 〞

  • It is far easier to build a PowerPoint presentation with program prototype screen images of a new system than to finish a code and debug it.
  • Windows 95 , Microsoft’s first graphical user interface , but its predecessors , Windows 1.0 , 2.0 , 3.0 and 3.1 , which were full with bugs and caused system crashes.
  • The programmers are struggling with the same issues you are - budget cuts , cost overruns , insufficient staffing , changing requirements.
conclusion 1 2
Conclusion (1/2)
  • Technology:Not the only Answer

- can’t take the place of person-to-person

teamwork and communication.

- the use of EMRs and CPOE still can cause

patient care problems.

  • Complications will always accompany every IT conversion.

- the responsibility of the healthcare executive

to guide the institution through these land

mines and minimize any damage that occurs.

conclusion 2 2
Conclusion (2/2)
  • Successful organizations will recognize these problems as they occur and adjust to avoid the pitfalls.
slangs
Slangs
  • You’re way too far !

你太過份了!

A:That’s your younger brother . How could you

beat him for no reasons?

B:Yeah , you’re way too far.

  • We’re through.

我們完了。

A:Johnson often quarreled with me over trivial

matters . I can’t bear anymore .

B:So , you’re through?

slide20

何謂SLA?

  • Service Level Agreement
  • 一種雙方(客戶-業者或業者-業者)所協商出的一種契
  • 約服務提供者及顧客之間雙方同意的約定,裡面定義
  • 了服務目標及雙方的預期及責任。
  • SLA objective
  • Develop SLAs that ensure sellers are aligned with
  • buyers in providing service at the contracted
  • level.

國立中央大學資訊工程學系周立德副教授