How Evanston Northwestern Healthcare Approached Project Management
Document Sample


How Evanston Northwestern
Healthcare Approached Project
Management for their Electronic
Health record (Epic)
Barbara DeMartin
April 21, 2005
Agenda
Organizational Overview
Project Summary
Project Management Approach
Lessons Learned
ENH Overview
Evanston Hospital → 420 Beds
Glenbrook Hospital → 136 Beds
Highland Park Hospital → 240 Beds
Admissions (Including Births) → 42,000
Patient Days → 195,000
Deliveries → 5,700
Outpatient Visits (Excluding ER) → 454,000
Total ER Visits → 88,500
Employees → 7,500
Physicians (Professional Staff) → 1,700
ENH Medical Group → 500
House Staff → 150
Waukegan
Gurnee
Round Lake
Waukegan
Grayslake North Chicago
Libertyville
Lake Bluff
Mundelein
Lake Forest
Vernon Hills Fort Sheridan
Long Grove Highwood
Lincolnshire
Buffalo Grove Deerfield Highland Park
Lake Co.
Cook Co. Wheeling Northbrook Glencoe
Techny
Arlington
Heights Winnetka
Prospect Kenilworth
NAS
Heights
Wilmette
Glenview
Mount Prospect Morton Grove
Des Plaines Evanston
Niles Skokie
Edgewater
Norwood Lincolnwood
Park EdgebrookNorth Town
Rogers Park
Chicago Uptown
Ravenswood
Irving Park
Project Summary
Implement An Electronic Health Record
Repository Conversion & Interfaces
Physician Order Entry
Paperless in Inpatient, Outpatient and
Physician Office
Scanning
Budget
Project Management Approach
Number one project for the organization
Steering Committee
Physician Advocate Committee
Medical Informatics
Project Leads were Operational
Strong Partnership with Vendor
“Just-In-Time” Project Management
Steering Evanston Northwestern Healthcare
Epic System Development Project
Committee Project Structure Chart 10/2002
EpicCare EMR
Pharmacy & ED
Medical Informatics Identity/EMPI
Committee Prelude Registration
AVP Clinical CTO & Patient Cadence Scheduling
Operations Physician Operations
Co-Senior Director Systems (IS) Co-Senior Director Management (IS) Resolute Billing
Champion
MyChart
Hospital Pharmacy &
Ambulatory EMR
Outpatient
Inpatient EMR
Emergency
Physician
Team Team Advocate Group Registration & Professional
Departments Department
Scheduling Team Billing
MyChart
Physician Order Clinician Patient
Pharmacy & ED EMPI Scheduling
Entry Documantation Registration
Process
Process Process Process Re-Design
Process Process Process
Re-design Re-design Re-design
Re-design Re-design Re-design
System Build &
System Build & System Build & System Build & Documentation
System Build & System Build & System Build &
Documantation Documantation Documantation
Documantation Documantation Documantation
Testing &
Testing & Testing & Testing & Training
Testing & Testing & Testing &
Training Training Training
Training Training Training
Hospital Hospital Process
Re-Design
Process Process Process
Process Process
Re-Design Re-Design Re-Design System Build &
Re-Design Re-Design
Documentation
System Build & System Build & System Build &
System Build & System Build &
Documentation Documentation Documentation Testing &
Documentation Documentation
Training
Testing & Testing & Testing &
Testing & Testing &
Training Training Training
Training Training
Office Office
Lessons Learned- What Went Well
Two Go-Lives Hospital (1)Documentation 2)Physician Order
Entry 4-6 weeks after Documentation)
Two Physician Office Go-Lives (1)Front Office &
Scheduling (1st of the month), 2) Physician Order Entry &
Documentation (15th of the month)
Workflow Redesign
Training
Project Structure
Command Center-Go-Live Support
Downtime Documentation Support Strategy
Software Development Partner
Lessons Learned- Done Differently Next Time
Hospital Outpatient Departments & Their
Physicians
Post-Go-Live Support
FTE’s Required Ongoing (sooner rather than later)
Hospital Based Trainers (sooner rather than later)
Paperless Goal-> Introduced Huge
Scanning Component
Ancillary Departments Knowledge of EMR
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