HIM 6125 Health Informatics and Analytics Capstone

 

Team Project Guidelines

 

The team project provides an opportunity for students to apply the concepts, frameworks, principles, techniques and tools that they have acquired in the prior classes to conduct a real- world health informatics analysis and redesign project. More specifically, we will use agile approach to work on the team project throughout the class to understand and analyze real-world healthcare information technology (HIT)-enabled process changes and outcome impacts. It is intended to be an important learning by doing aspect of the class that enables us to do something that is substantive and makes what we covered in class meaningful and actionable. As we discussed in class, you may focus on one of two types of analysis in your project, or a combination of both:

 

1. Analyze a recently completed HIT project by comparing before (pre-implementation or as-is) and after (post-implementation or to-be) changes and impacts at different levels (strategic goals – processes – IT), the focus should be on healthcare administrative/clinical innovations enabled by IT that have made healthcare processes more patient-centered/evidence-based.
2. If you don’t have access to a recently completed HIT project, you can analyze and redesign a healthcare process based on as-is and to-be

 

Try to exercise out-of-the-box thinking and let your practical issues and creativity guide your team project. In doing your project, try to focus on

 

1. Identifying and selecting a project topic
2. planning and controlling your own team project
3. mapping of strategic goals, processes, and resources (IT, HR, culture, )
4. key drivers of changes in strategic goals, processes and resources; co-innovation between business and IT staff
5. identifying differences between as-is and to-be in terms of strategic goals, processes and resources

(IT, HR, culture, etc.)

6. assessing impacts of the changes in terms of process and patient-centered care outcomes
7. conducting feasibility study and recommending implementation plan
8. summarizing lessons learned

 

As you assess the differences between as-is and to-be and the impacts of changes, try to use some approximate quantitative assessments based on interviews or small questionnaire surveys. For example, you may ask questions based on the interviewee’s or respondent’s perceptions using a scale from 0 to 100. Using quantitative assessments would enable us to rank and show the magnitudes of changes and impacts. Depending on the nature of your project, some of the tables/figures in the cases that we analyzed can be used as templates for analyzing and summarize information about the various aspects of the system/project.

 

 

 

2.  Guidelines for team project mapping/scoping/SOW report

 

The purpose of this report is to apply the mapping/ scoping/initiation/planning concepts/frameworks that we discussed in class and cases to our team project. The coverage of this report includes parts 1 in the team project guidelines.

 

3.  Guidelines for team project tracking/control report

 

The purpose of the tracking report is to facilitate us to progress steadily on our team project. I’m a stronger believer that a good project report is a result of iterative discussions and revisions that reflect our learning and discovery process. The tracking report should include but not limited to: part 2 of the team project guidelines.

 

4.  Guidelines for team project final report

 

The purpose of the final report of build on the as-is analysis that your team did in the tracking report to document the comparative analysis of the as-is and to-be differences, to document recommendations that your team would provide, to document the lessons learned that your team has gained in doing this project. The final report should include but not limited to the rest parts of the team project guidelines.

 

 

Team project essential elements/framework

 

Project type 1 (HIT implementation assessment): Analyze a recently completed HIT project by comparing before (pre-implementation or as-is) and after (post-implementation or to-be) changes and impacts at different levels (strategic goals – processes – IT), the focus should be on healthcare administrative/clinical innovations enabled by IT that have made healthcare processes more patient-centered/evidence-based. We can think about the essential elements of HIT implementation assessment project using the framework below (Figure 1).

 

 

AS-IS (Pre-)

State

HIT Initiative Implementation

To-Be (Post-) State

Changes                   Impacts

 

 

 

Figure 1 – Project type 1 (HIT implementation assessment) framework

 

Project type 1 (HIT implementation assessment) report coverage guideline:

 

As shown in Figure 1, key elements of project type 1 should (but not limited to) include:

 

1. Mapping/scoping/SOW of your team project
   • Overall objectives of your team project
   • Mapping of key organizational objectives and main processes (including the processes that you would analyze and redesign) – identifies relative importance/contributions of main processes to key organizational goals
   • Definition of targeted process – process boundary, components, key issues/pathologies
   • Key process measures
   • Key process improvement targets
   • Data sources/collection techniques
   • Data analysis techniques/tools
   • Your team project planning elements as project baseline plan (WBS, OBS, RAM, Gantt chart schedule, milestones and deliverables, and budget)
2. Document/analyze the as-is or pre-implementation states, including describing the key as-is (pre-implementation) process, as-is process workflow/dataflow models of the process, and an overview of the functions of the HIT systems/approach/project that was implemented, identifying key issues/challenges in the as-is states, key opportunities for improvements as a part of the HIT initiative/implementation.
   • Data gathering methods (e.g., Interviews, nominal group techniques/focus group studies, survey, observations, documents)
   • Overview of the HIT project (name of the HIT project, starting date, planned completion date; major objectives of the project; key system functionalities implemented; key organizational readiness and changes that have been done, )
   • Process narratives/stories (attached as appendixes, similar to IBM tutorial Appendix A)
   • Process definition and repository, data tables for process
   • As-is process
     1. You should use Visio or LucidChart to create process workflow charts and data flow
     2. In addition, optionally you may use IBM tool to do some quantitative analysis (create a set of tables similar to Appendix B in the IBM tutorial) and generate process analysis reports such as performance metrics (e.g., cost, time, resources), analysis of process cases (e.g., bottleneck, gap), simulation analysis (e.g., bottleneck, gap) and analysis reports (e.g., cost, time, resource, communications).
   • Redesign objectives (process issues/problems/gaps/opportunities)
3. Document/analyze the to-be or post-implementation states, including describing the key rationales for making the changes that were made, to-be process workflow/dataflow models of the
   • You should use Visio or LucidChart to create process workflow charts and data flow
   • In addition, optionally you may use IBM tool to do some quantitative analysis (create a set of tables similar to Appendix B in the IBM tutorial) and generate process analysis reports such as performance metrics (e.g., cost, time, resources), analysis of process cases (e.g., bottleneck, gap), simulation analysis (e.g., bottleneck, gap) and analysis reports (e.g., cost, time, resource, communications
   • Highlight the key changes in each of the three layers (strategy/goal measures, process/data flows, and IT), try to be specific. Give particular attention to the

changes that were made at process/data flow levels, highlighting differences between the as-is and the to-be process/data flow models.

• Analyze impacts, including organizational impacts (changes in structure, control, people, roles, incentives etc.), process impacts (changes in time, cost, quality, etc.), and patient impacts (satisfaction, )
• Your team’s own lessons learned through doing the project
  1. Name top five most valuable things that you learned in doing the project
  2. Name top five most important things that you own team would like to improve if you were to do the project all over again

 

Project type 2 (Healthcare process redesign): If you don’t have access to a recently completed HIT project, or by choice, you can analyze and redesign a healthcare process based on as-is and to-be analyses. We can think about the essential elements of healthcare process redesign project using the framework below (Figure 2).

 

 

 

 

AS-IS State

 

Strategy/Goal Measures

 

 

Process/data flows

 

 

IT

To-Be State                  Anticipated Changes

 

Strategy/Goal Measures

 

 

Process/data flows

Anticipated Impacts

 

 

Figure 2 – Project type 2 (healthcare process redesign) framework

 

Project type 2 (Healthcare process redesign) report coverage guideline:

 

As shown in Figure 2, key elements of project type 2 should (but not limited to) include:

 

1. Mapping/scoping/SOW of your team project
   • Overall objectives of your team project
   • Mapping of key organizational objectives and main processes (including the processes that you would analyze and redesign) – identifies relative importance/contributions of main processes to key organizational goals
   • Definition of targeted process – process boundary, components, key issues/pathologies
   • Key process measures
   • Key process improvement targets
   • Data sources/collection techniques
   • Data analysis techniques/tools
   • Your team project planning elements as project baseline plan (WBS, OBS, RAM, Gantt chart schedule, milestones and deliverables, and budget)
2. Document/analyze the as-is states, including describing the key as-is process, as-is process workflow/dataflow models of the process, identifying key issues/challenges in the as-is states, key opportunities for improvements as a part of your
   • Data gathering methods (e.g., Interviews, nominal group techniques/focus group studies, survey, observations, documents)
   • Process narratives/stories (attached as appendixes, similar to IBM tutorial Appendix A)
   • Process definition and repository, data tables for process
   • As-is process
     1. You should use Visio or LucidChart to create process workflow charts and data flow
     2. In addition, optionally you may use IBM tool to do some quantitative analysis (create a set of tables similar to Appendix B in the IBM tutorial) and generate process analysis reports such as performance metrics (e.g., cost, time, resources), analysis of process cases (e.g., bottleneck, gap), simulation analysis (e.g., bottleneck, gap) and analysis reports (e.g., cost, time, resource, communications).
   • Redesign objectives (process issues/problems/gaps/opportunities)
3. Document/analyze the to-be states, including describing the key rationales for making the changes that were made, to-be process workflow/dataflow models of the
   • You should use Visio or LucidChart to create process workflow charts and data flow
   • In addition, optionally you may use IBM tool to do some quantitative analysis (create a set of tables similar to Appendix B in the IBM tutorial) and generate process analysis reports such as performance metrics (e.g., cost, time, resources), analysis of process cases (e.g., bottleneck, gap), simulation analysis (e.g., bottleneck, gap) and analysis reports (e.g., cost, time, resource, communications
   • Highlight the key changes in each of the three layers (strategy/goal measures, process/data flows, and IT), try to be specific. Give particular attention to the changes that were made at process/data flow levels, highlighting differences between the as-is and the to-be process/data flow
   • Analyze anticipated impacts, including organizational impacts (changes in structure, control, people, roles, incentives etc.), process impacts (changes in time, cost, quality, etc.), and patient impacts (satisfaction, )
   • Your team’s own lessons learned through doing the project
     1. Name top five most valuable things that you learned in doing the project
     2. Name top five most important things that you own team would like to improve if you were to do the project all over

 

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