Project Management Special Interest Group
& Fellows
Joint Meeting
March 2, 2016
Pawan Goyal MD, CPHIMSS, FHIMSS, FAHIMA, PMP
Marc Newman MBA, LFHIMSS
Co-Chairman
Conflict of Interest
None of panelists and Co-Chairs have any
conflict of interest.
Agenda
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Welcome and introductions
Year in Review
FY 2016 Goals
Panel Discussion
Panel Discussion Wrap Up
Summary/Discussion
Year In Review
• Education – 5 Sessions Available
• SIG Home Page – Knowledge Base Established
New Year Goals
• Add new and exciting Webinars to SIG library
• Begin collecting materials for a knowledge library
• Increase interaction with HIMSS Chapters
• Polling to determine the state of PM practices and
opportunities for additional education
• Increase volunteer participation in the SIG
• Re-establish communication with PMI
• Increased fellow interactions
Learning Objectives
• Explore emerging project management
issues and lessons learned to implement
significant project types:
– EHR and PHR implementation
– Health Data Interoperability and Exchange
– Big Data
– Mobile Health, Telehealth
– Unified Digital Experience
– Revenue Cycle, Administrative Systems
What are Some of the Common Themes?
Project Lifecycle
Plan:
Milestones:
Tasks:
Activities
Governance
Program
Stakeholder
Data
Security and
Privacy
Big Data and Knowledge Management
Data
Information
Knowledge
Best Practices
Learning
Organization
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Panel Discussion
• Bo Dagnall Chief Technologist, HP Enterprise
and Veterans Affairs
• Satish Gattadahalli Manager and Principal
Strategist, Health Care Transformation, WBB
• Cherie Pardue
IT Executive
Health Systems Engineering Landscape
Systems Engineering and PM Checklist
Establish Vision, PMO, Governance, Supporting Collaboratives, Change Mgt., and
Secure Leadership Buy-in.
Align with Strategy. Develop 2 year Operating Plan, Integrated Master Plan &
Schedule, Risk Mgt. Strategy.
Launch Enterprise-scale system redesign/process improvement (PI) efforts.
Establish PI ambassadors.
Develop Reqs. and Cost Foundations: CONOPS, Functional and Detailed
Requirements, Usability, Design Thinking/Journey Maps, HFE/Digital Experience,
Systems Quality Factors, SLAs. Develop Analyses of Alternatives, Life Cycle Costs,
and Prototypes.
Develop and Institute Business-driven EA: Business Capabilities, e2e/interrelated
processes, Data & Technical Architecture for interoperability, Shared
Infrastructure/Services, Modeling & Simulation. Establish enterprise scale analytics
platform and data life cycle management practices.
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Establish Privacy and Security Foundations and Policies (incl. Patient
Generated Data, Genomics, Clinical/Wearable Device).
Develop Outcomes-based Performance Measures across quality dimensions
and enable continuous monitoring & improvement.
Implement Agile Development Practices, IPTs.
Implement QA, e2e testing, verification, and validation.
Institutionalize Governance & Reviews (Architecture, Data Quality,
Requirements Management, PMR, Scrum, Patient Safety, Usability, Systems
Engg. Reviews, UAT, Performance & Reliability, Independent Reviews/Audits).
Launch benefits measurement capability and KM Portal: feedback, lessons
learned, impacts, best practices.
Publish Data/Open Data: Supply-chain, quality, access, safety, cost, and
include industry benchmarks.
Establish innovation centers/COEs/network, Employee Idea Bank. Engage
with academia and think tanks. Institute Challenge Awards.
Establish Communications, Training, and Technical Assistance in Systems
Engineering, Methods and Tools for Quality Improvement (e.g., lean
training).
Analytic Best Practices
• Informatics and IM Governance (Steering Committee, Data
Governance & Data Quality WG, Security and Privacy WG, Data
Stewards & Data Quality Metrics, Quarterly Measures Review)-Backed by Chief Data/Analytic Officer.
• Data Strategy (incl. Big Data), Data Principles, Roadmap, Usecases,
Requirements, Journey Maps (Design Thinking), Data Ownership.
• Analytics built into workflows– point of care, patient
engagement/delight.
• Demonstrable business value– ACO, PHM, Scheduling/OR
Optimization, Modeling Medication Error, etc.
• Analytics COE, Analytics and Data Science Training, Enterprise
Data Literacy, Outcomes-based rewards and risk sharing, culture
alignment.
Enterprise Data Architecture
• Data Standards, Data Models, Conformed Dimensions, Measures Ratified
• Master Data Management, Customer Data Integration, Reference Data,
and Standardized Vocabulary
• Metadata Management: Shared & Searchable Metadata
• Data Quality SLAs (source systems and suppliers), and Data Quality
Practices
• Alignment with cloud strategy
• Data infrastructure leverages SOA, Standards (e.g., FHIR, NIEM, HL7 2x,
CCDA), and designed for interoperability & exchange
Knowledge Transfer
In organizational theory,
knowledge transfer
is the practical problem of
transferring knowledge from
one part of the organization to another.
Like knowledge management,
knowledge transfer
seeks to organize, create, capture or
distribute knowledge and ensure its
availability for future users.
It is considered to be more than just a
communication problem.
en.wikipedia.org/wiki/Knowledge_transfer
Tacit or explicit transfer - which works the best? Another great exercise
Nick Milton
Read more: http://www.nickmilton.com/2009/07/tacit-or-explicit-transfer-whichworks.html#ixzz41DRdcDQP
Knowledge Transfer - Ownership
• EHR and PHR implementation
• Health Data Interoperability and Exchange
• Big Data
• Mobile Health, Telehealth
• Unified Digital Experience
• Revenue Cycle, Administrative Systems
RTHS Definition
A healthcare system that converges data from all available and
applicable data sources, analyzes it for key findings, and
provides real-time insights to patient and providers.
Technology convergence to solve
complex business problems
“Physicians will make treatment decisions
based on the chest pain a patient is
experiencing at the moment—from data
being delivered real-time via mobile
device to provider—rather than from
symptoms several days prior reported
during an office visit several days later.”1
1
Derek Newell, Four ways real-time data will change healthcare, http://www.ilhitrec.org/ilhitrec/pdf/HIMSS_June2013.pdf
Emerging Technology/Data
Equipment: smart beds,
medication dispensers and
compliance monitors,
RFID for real-time location
tracking, telehealth,
bedside monitors,
…
Nanochips1: tumor
detection, tumor DNA
appearance, immune
activation, genomic
signals indicative or
heart attack, stroke or
cancer, Type 1
diabetes detection,
antibody signals, drug
tailoring, inflammation
detection and
location,
…
Biosensors: BP, heart
rhythm, respiratory rate,
SO2, heart rate variability,
cardiac output, temperature,
eye pressure, glucose, brain
waves, intracranial
pressure, muscle
movements, fetal heart rate,
sleep metrics,
…
Mobile imaging: X-ray,
CT, nuclear/PET,
ultrasound, MRI,
…
Potential Use Cases
Tracking
Assets/Resources
Tracking People
Clinical Data
• Broad use cases for tracking nonhuman assets can include:
• Patient movement tracking and
way-finding
• Patient monitoring (either remote
or in a care facility)
• Locating an asset in a care facility
(e.g. “Where is the nearest EKG
machine?”)
• Clinical staff workflow analysis
and optimization
• Mobile lab tests
• Asset/resource management and
scheduling
• Guideline and safety compliance
such as hand-washing
determination
• Mobile physical examination
• Preventative asset maintenance
• Patient elopement
• Theft detection
• Behavior and movement
monitoring (including fall
detection)
• Environmental monitoring (e.g.
Temperature, pressure, humidity,
etc. for lab samples.)
• Optimized supply utilization
• Mobile imaging
• Compliance monitoring
• Biosurveillance
• Infection identification and
control, and disease detection.
• Exposure to infectious or harmful
agents
• Supply chain management
2
Questions? Comments? Discussion?
Dr. Pawan Goyal, Client Principal, HP Enterprise,
pawan.goyal@hpe.com
Marc Newman, Consultant
marcnewma@gmail.com
Satish Gattadahalli, Manager and Principal Strategist, WBB Consulting
sgattadahalli@wbbinc.com
Bo Dagnall, Chief Technologist, HP Enterprise
bo.dagnall@hpe.com
Cherie Pardue, IT Executive
cpardue@cox.net