It Project Implementation Failures
Introduction
Memorial Health System is an eight-hospital integrated healthcare system. The Memorial Health System implemented an IT system which failed. When an organization implements an IT system, every one of its employees needs to be on the same page. This includes the stakeholders, CEOs, and managers. When an organization has made the decision to implement an IT system, it is important for the organization to have an IT staff that knows how to work with the system.
When the organization that is implementing the system does not have the IT staff properly trained, then the system could fail. This is the main reason that the Memorial Health System implementation failed.
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Why the Process Failed
In this case, Memorial Health Care system failed. Four years ago, the board of directors of Memorial Health Care Systems agreed to a multi-million dollar implementation of an organizational clinician provider order entry system (CPOE) that would reduce the medical errors within the organization. Since the implementation four years ago, the system is still not fully functioning.
The system is only working fully for one out of the eight hospitals within the organization. Fred Dryer (CEO) and Joe Roberts (CIO) were in charge of the project. Even with some of the stakeholders not sure of this, the go-ahead was given. There were others complaining that the new system would double the workloads. In an effort to prove their timeline could be met, Dryer and Roberts rushed the requirement analysis, had an RFP issued, selected a vendor, and signed the contract in just six months, leaving 12 months to do the implementation of the IT system.
It was a short time after that the two leads on the project, Dryer and Roberts, left the organization. The then chief medical officer, Barbara Lu, was made CEO and put in charge of the implementation, even though she was opposed to it. The board of directors still supported the project and did not want to lose the large down payment to the vendor, so Lu was instructed to proceed with the implementation of the system. Dr. Melvin Sparks was appointed CIO of the system and hired Sally Martin as project manager. In working on the project, Sparks and Martin had an argument which caused a breakdown in communication.
When the project was launched, it was obvious what the analysis had missed. The software was flawed, and user-end training was not conducted. As a result, doctors could not sign in to the system, and nurses could not enter the doctor's orders. Patients ended up waiting for tests and medications. What should be done differently? The process should not have been rushed to ensure that the requirements analysis was thorough and that important steps were not missed. Some of the missing steps were the training of the user staff, the cost of the whole project, and the time frame of the project.
Concllution
The staff should have received more complete training for using the system. The cost should have been better explained so that the organization could budget for all the expenses. The time frame needed to be realistic and not rushed. In conclusion, the implementation of the system failed due to rushed requirement analysis, lack of training for the staff using the system, and lack of communication during the implementation of the system. It did not help that the key project managers changed during the process of implementing the system. The end result is that only one out of eight hospitals is using the system.
Cite this Page
It Project Implementation Failures. (2017, Jan 20). Retrieved from https://phdessay.com/it-project-implementation-failures/
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