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Presentation/PPT
27/08/2022
Providing Support at Closeout
Closing out a project and providing subsequent support after its launch is not a one-size-fits-all process. Differing circumstances produce unique closeouts that take into account a number of situation-specific variables. For example, an electronic health record (EHR) system for an entire hospital will require additional support and a more extensive implementation process than a self-service check-in kiosk at a small orthopedic clinic. The hospital may need support from the EHR vendor for several weeks, whereas the clinic may only require an initial support period of a few days. Though there are many differences between individual project closeouts, all closeouts share some similarities in structure.
In this Discussion, you explore these commonalities and differences by analyzing the closeout process of an HIT project.
To prepare:
Post by tomorrow 11/01/16 a minimum of 550 words essays with a minimum of 3 scholarly references from the list below addressing the level one headings as numbered below:
1) An assessment of best practices for preparing for a closeout.
2) Explain what you believe to be the most important component of closing out a project.
3) Describe strategies for obtaining meaningful feedback from all stakeholders. Justify your response using support from your research.
Required Readings
Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.
In this section of Chapter 3, the authors explain the processes that occur during a phase or project closeout. The text also outlines the components of a closeout report.
Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.
This section of Chapter 3 describes the processes used to finalize the activities necessary for completing a project, phase, or contract. The authors describe the inputs and outputs of closing a project and closing procurements.
This section of Chapter 4 describes the steps that a project manager must take during the process of closing a project or phase. The text also describes the final outputs of a closeout.
Gruber, D., Cummings, G. G., LeBlanc, L., & Smith, D. L. (2009). Factors influencing outcomes of clinical information systems implementation: A systematic review. CIN: Computers, Informatics, Nursing, 27(3), 151–163.
Retrieved from the Walden Library databases.
The authors of this article describe a literature review on the factors that influence the success or failure of implementing clinical information systems. The article provides recommendations for managers and decision makers in the go-live portion of a project.
Make ‘go live’ go smoothly. (2012). Hospital Access Management, 31(7), 84.
Retrieved from the Walden Library databases.
This article describes the go-live of a new admission, discharge, and transfer system in a Florida-based hospital. The author specifies three points that helped the go-live occur smoothly.
Owens, K. (2008). Triumphs and tribulations of an EMR go-live. The Journal of Medical Practice Management, 23(6), 379–381.
Retrieved from the Walden Library databases.
In this article, the author describes the implementation of an electronic medical record system and explains what lessons were learned during the go-live process.
Required Media
Laureate Education (Producer). (2013e). Project closeout [Video file]. Retrieved from https://class.waldenu.edu
Note: The approximate length of this media piece is 7 minutes.
In this presentation, Dr. Judy Murphy discusses the importance of conducting a sign-off meeting and building historical data for repeatable processes.
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