html5-img
1 / 5

The Healthcare Executive’s Role in IT Decisions Andy Ziskind, M.D. November 8, 2011

The Healthcare Executive’s Role in IT Decisions Andy Ziskind, M.D. November 8, 2011. Background. Interventional cardiologist Former Positions Vice-President University of Maryland Vice-Dean/Associate Vice-President University of Washington Co-Chaired IT Oversight

grazia
Download Presentation

The Healthcare Executive’s Role in IT Decisions Andy Ziskind, M.D. November 8, 2011

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Healthcare Executive’s Role in IT Decisions Andy Ziskind, M.D. November 8, 2011

  2. Background Interventional cardiologist Former Positions Vice-President University of Maryland Vice-Dean/Associate Vice-President University of Washington Co-Chaired IT Oversight Group President BJC Healthcare/President Barnes-Jewish Hospital Chaired, BJC IT Oversight Committee Oversaw Eclipsys implementation at BJH Currently Accenture Partner Lead Accenture’s Academic Health System and Accountable Care practices 1

  3. Lessons Learned • These major implementations are not IT projects, they are clinical transformation initiatives that require operating executive sponsorship and ownership • Rigorous approval processes and tollgate reviews are essential • Don’t move forward without critical success factors in place • Catch problems early • Executive leadership needs to stay actively engaged • If it sounds too good to be true, it probably is! • Beware of vendors and consultants overpromising.

  4. Lessons Learned (con’t) • Implementation and operating expenses are consistently underestimated • Hidden costs • Unanticipated costs • Post-go live operating expenses to support new system and build new features. • Spend time selling vanilla! Resist excessive customization • Physicians will not show up for training in the classroom at 9:00 am on Tuesday • Train at the right time in the right way and provide lots of go live support. • Integrate the CIO fully into the senior clinical leadership dialogue

  5. Recognize that the CIO is in the crosshairs! “Bummer of a birthmark,Hal.”

More Related