Unity Project Startup

Transcription

1 Unity Project Startup Pat Macy Engagement Leader July 13, 2015

2 What is your role as an attendee? Begin to understand the transformation of patient care delivery Communicate gaps You will create a new future Reference your current state rather than replicate current state Communicate with your colleagues to validate what you saw and share the future vision Did you see something to be excited about for the future? Do you have questions for your colleagues? Understanding Next Steps and Deliverables Understand what deliverables are due in the next 30, 60 and 90 days Communicate any challenges to completing the deliverables Understand who you can reach out to should you have any questions or issues regarding deliverables Feedback & Visibility Complete post-event survey 2

3 Project Startup Objectives Provide overview of Consulting Framework, Value Planning and initial project deliverables Begin Data collection and Regular Solution Group meetings 3

4 Agenda This Morning Introductions and Overview Your Value Objectives Partnered For Success Project Framework Roles And Responsibilities Value Planning Adoption Approach Communication Strategy Project Reporting Learning and Training Administrative Notes Next Steps Wrap Up and Questions 4

5 Agenda Welcome to the Cerner Millennium Migration Project- Value Objectives and Project Scope 8:30 9:00 Cerner Consulting Framework, Model System, Data Localization Process review, Project Portal 9:00 10:00 and Project Reporting Break 10:00 10:15 Project Governance, Communication Plan, Risk Management and Gateways 10:15 10:45 Learning Strategies 10:45 11:15 Virtual Walktrhough/Welcome 11:15 12:00 Day 1 Lunch 12:00 13:00 5

6 Agenda for the rest of the week Breakout Groups Data Collection of Current State Site Walkthroughs / Tours Locations: All facilities including: Battle House, SHAC Please refer to Excel Spreadsheet Questions: See Pat Macy and John Cherry 6

7 Your Value Objectives

8 Value Objectives One patient one record Empowering our providers and staff to be their best Optimize revenue cycle Aid development of value Supporting best practices Develop analytics infrastructure 8

9 Partnered For Success

10 Positioned for the future Cerner Consulting Partnering with you v1. Effective April

11 Project Framework Values, Scope and Project Approach

12 Consulting Framework Measure Value Measure and communicate value achieved Identify opportunities for improvement Learn and adapt Align to the Vision Assess current state Define the value objectives Identify stakeholders and governance Activate and Support Activate new processes and technology Support the team Monitor performance Engage Stakeholders Show the future state Apply Transition change strategies Localize system configuration and workflow 12

13 Consulting Framework Program Management ALIGN ENGAGE ACTIVATE MEASURE Strategic Imperatives People Process Technology Value Achieved 13

14 Consulting Framework ALIGN ENGAGE ACTIVATE MEASURE Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Future State Review Future State Validation Maintenance Training Integration Testing 1 & 2 End User Training Go Live Health Check Value Achievement Review Project Gateways Project status checkpoints at critical milestones to ensure value achievement Evaluation of critical items and key risk factors across people, process and technology Reviewed by Client and Cerner leadership teams Assess risks to determine if they can be mitigated in time to prevent impact to the project and keep the project on its current timeline For incomplete items, a risk mitigation plan will be documented with an owner and due date 14

15 Key Events ALIGN ALIGN Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Gateway #1 Project Startup Duration: 6-8 weeks Participants: Project Leadership Objectives: Identify key resources for project Prepare for Current State Review 15

16 Key Events ALIGN ALIGN Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Gateway #1 Current State Review Duration: ~1 week Participants: Various members of the leadership team, clinicians, IT Objective: Review current state and organizational readiness for change, identifying opportunities and risks around people, process, and technology PEOPLE: Evaluate impacted audiences readiness to change behaviors PROCESS: Capture current state for key workflows TECHNOLOGY: Assess technical infrastructure, Capture data needed to begin localizing system configuration Deliverables: Executive Summary PEOPLE: Draft Transition Change Plan PROCESS: Mapping of Current State Workflows TECHNOLOGY: Technical Assessment 16

17 Key Events ALIGN ALIGN Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Gateway #1 Leadership Alignment Duration: 1 Day ~11 day Participants: Executive and project leadership team Objectives: Review the Current State Review results Define the Value Objectives: Understand the project goals Review the defined organizational imperatives Identify primary contacts Discuss The Cerner Approach to Organizational Adaptability: : Review draft Transition Change Plan Define support activities for the change leader Review project approach and key activities taking place Identify next steps to action the Transition Change Plan Plan for next steps and upcoming events 17

18 Key Events ALIGN ALIGN Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Gateway #1 Value Measurement Workshop Duration: 1 day Participants: members of the leadership team, clinicians Objectives: Outline the measurement plan Identify the process metrics that meet our value goals Document the measure owners and required next steps Deliverable: Value Measurement Plan Draft 18

19 Key Events ALIGN ALIGN Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Gateway #1 Project Team Readiness Duration: ~.5 day Participants: Project team Objectives: Align project team to the vision Review identified value objectives Review project details Project plan/approach Governance structure Staffing model Communication strategy Project tools 19

20 Key Events ALIGN ALIGN Project Startup Current State Review Leadership Alignment Value Measurement Workshop Project Team Readiness Gateway #1 Gateway #1 Your organization and the project team demonstrates they are aligned in their goals, resources and plan. Confirm change leader/s are assigned and engaged and the organizational adaptability plan is approved and published to stakeholders. Value objectives are defined. Confirm the governance structure and resources are in place 20

21 Key Events ENGAGE Future State Review Future State Validation Gateway #2 Maintenance Training Integration Testing 1 Integration Testing 2 Gateway #3 Future State Review Duration: ~1 week Participants: Project team Objectives: Define future state workflows that support best practices Describe points of workflow integration with other departments and roles Apply client specific data to best practice workflows 21

22 Key Events ENGAGE Future State Review Future State Validation Gateway #2 Maintenance Training Integration Testing 1 Integration Testing 2 Gateway #3 Future State Validation Duration: ongoing Participants: Project team Objective: Demonstrate localized system Highlight system build that supports the value objectives 22

23 Key Events ENGAGE Future State Review Future State Validation Gateway #2 Maintenance Training Integration Testing 1 Integration Testing 2 Gateway #3 Gateway #2 Your organization confirms agreement on the future state workflows. Confirm Future State Workflows Future state workflows support the achievement of the value objectives Training Delivery Plan Finalized 23

24 Key Events ENGAGE Future State Review Future State Validation Gateway #2 Maintenance Training Integration Testing 1 Integration Testing 2 Gateway #3 Maintenance Training Duration: ~1 week Participants: IT Maintenance Staff Objective: Train IT staff to support ongoing maintenance of the system 24

25 Key Events ENGAGE Future State Review Future State Validation Gateway #2 Maintenance Training Integration Testing 1 Integration Testing 2 Gateway #3 Integration Testing 1 (& 2) Duration: 2 weeks (week 1: clinicals, week 2: revenue cycle) for each round of integrated testing Participants: Project team Objective: Test end-to-end workflows to ensure proper integration across the continuum 25

26 Key Events ENGAGE Future State Review Future State Validation Gateway #2 Maintenance Training Integration Testing 1 Integration Testing 2 Gateway #3 Gateway #3 Your organization confirms your people are ready to learn new workflows and their supporting technology. Validate solutions are configured and aligned to best practices Model system is properly localized Training materials and TRAIN domain reflect future state workflow 26

27 Key Events ENGAGE ENGAGE Gateway #3 End User Training Gateway #4 Training Duration: (dependent upon Training Plan) Participants: Trainers, end users Objective: Train all end users on changes in process and technology 27

28 Key Events ENGAGE ENGAGE Gateway #3 End User Training Gateway #4 Gateway #4 Your organization demonstrates readiness for new workflows and technology. Verify user training and Go Live support plan are complete. Confirm value measure baselines are documented Post-Go Live support and issue management plan is in place. 28

29 Key Events ACTIVATE Go Live Go Live Duration: 2 weeks + Participants: Full Project Team Objective: Baseline Value Measurements 29

30 Key Events MEASURE Health Check Gateway #5 Value Achievement Review Health Check (Previously Post Conversion Assessment) Duration: 2 weeks Participants: Project Team Objectives: Week One: Onsite visit to complete data driven solution assessments Week Two: Clinically focused executive summary/debrief Solution resources most likely do not need to attend this week, just Cerner project leadership Event should be data driven review analytics data prior to event Recommendations should be prioritized and used by leadership to roadmap upcoming projects (continuous process improvement) Deliverable: Summary of recommendations by objective End User Survey 30

31 Key Events MEASURE Health Check Gateway #5 Value Achievement Review Gateway #5 Your organization achieved the value targeted by the project. Super-user and end-user s competency, confidence and satisfaction targets achieved. Value measures trending toward goals. Performance and operational metrics trending positively and no unresolved significant solution issues. Issues and changes are being managed effectively. 31

32 Key Events MEASURE Health Check Gateway #5 Value Achievement Review Value Achievement Review Duration: 1-3 hours Client Participants: Client leadership, Cerner Participants: CRE, CE (optional), Clinical Strategist, EL Objectives: Review the post implementation Value Objectives data Identify the top successes and any remaining areas to improve Document the project story highlighting the value achieved Deliverable: Executive Summary of measured results Project story with value statements 32

33 Roles and Responsibilities

34 Consulting Framework Event Duration of Event Location Project Startup 6-8 weeks Client Site Current State Review 1 week Client Site Leadership Alignment 1 day Client Site Value Measurement Workshop 1 day Client Site Project Team Readiness.5 day Client Site Future State Review 1 week TBD Future State Validation ongoing TBD Maintenance Training 1 week Kansas City Integration Testing 1 Integration Testing 2 1 week for Clinical 1 week for Rev Cycle 1 week for Clinical 1 week for Rev Cycle Client Site Client Site End User Training ~ 6 weeks (depending on training plan) Client Site Go Live 1 week Client Site Health Check 2 weeks Client Site Value Achievement Review 1-3 hours Client Site 34

35 Project Team Responsibilities Cerner Guide Workflow Discussions Lead with workflow Clinical consulting experience Define Expectations and due dates Begin with Standard and Provide Solution Specific Audits Troubleshoot Test Issues Support Integration Test Cycles Provide and maintain Project Portal Site Provide Conversion Support USA Provide experience based on current workflows and how that relates to Standard Lead practice changes Supply Facility-Specific Data Localize Documentation, Policies & Procedures Create Test Scripts/Testing Final Validation of System Facilitate Organizational Change Customize Training Manuals Facilitate End-User Training Provide Post-Conversion Support 2011 Cerner Corporation. All rights reserved. This document contains Cerner confidential and/or proprietary information which may not be reproduced or transmitted without the express written consent of Cerner

36 Cerner Roles (and Acronyms) Client Results Executive (CRE) Manages full client relationship and ongoing Cerner support Engagement Leader (EL) Equivalent to Program Manager Responsible for project delivery and management to scope, budget, and timeline Technical Engagement Leader (TEL) Responsible for technical project delivery and management to scope, and timeline Clinical Strategist (CS) Responsible for consulting of clinical adoption, change management, and workflow localization Clinical expert Integration Architect (IA) Responsible for planning around solution integration points, domain strategy, change control processes, testing strategies Solution Architect (SA) / Technical Architect (TA) Expert in design and build of a given solution Delivery Consultant (DC) / Technical Consultant (TC) Responsible for completion of all build for a given solution Revenue Cycle Architect (RCA) Responsible for revenue cycle design, build, and workflows 36

37 Client Roles - Subject Matter Experts Collects information to be used in database configuration Provides solution and process knowledge in support of workflow localization, process changes and learning plan development Actively participates in Kansas City events where decisions are made and planned for implementation. Works with team to develop and execute test plans, report issues, certify readiness for conversion Provides conversion support Participates in training and conversion plan development and execution Helps develop and execute system downtime and recovery/fail-over procedures Participate in the localization of Cerner Standard to better fit current processes Supports end-user training Assists in defining a standardized work process Be visible as a strong proponent of the new EMR Reports to Clinical and Executive Leaders on project status and risks 37

38 Client Roles Analyst Acts as primary departmental/functional resource Actively participates in Kansas City visits where decisions are made and planned for implementation. Acts as liaison for Client and Cerner activities while in Kansas City, responsible for the completion of homework deliverables outside of the Kansas City events and engagement of those not traveling to Kansas City Works with the departmental/functional teams to develop and execute test plans and scripts Participates as an Integration Testing and Go Live team member. Provides application assistance to the departmental/functional team Attends Maintenance Training, investigates and helps resolve application problems with Cerner team Supports end-user training Provides ongoing post conversion solution support for the IS department 38

39 Client Roles IT Lead On-site hardware maintenance and management. Maintain networks and communications. Provides support for the facility s information technology, devices and computer systems to include: Works with other departments to ensure IT needs are met. Attend and participate in project team meetings, as needed. 39

40 Client Roles Technical Analyst Actively participate in project events where decisions are made and planned for implementation Works with departmental / functional teams to develop the technology strategy and rollout. Provides consultation on technical risk factors that must be addressed to achieve a successful implementation Acts as the primary contact for technical issues Ensures on-going availability of systems 40

41 Client Roles Facilities and Engineering Engineering and IT resources: Configures, installs, and mounts Cerner Connectivity Engines and Device Adapters Device Maintenance Low Level CCE and DA troubleshooting and replacement Maintains and improves the efficiency of existing equipment and systems while overseeing the installation of new equipment and systems Custodial services - Supports patient service and operations by transporting patients and items; managing staff Bed Board management - responsible for the allocation and provision of beds within the hospital 41

42 Adoption Approach

43 Clinical Adoption is the adoption of new programs and/or processes that patients, physicians and clinicians may use to support health and care. Adapted From Clinical Transformation and Electronic Health Record BRNDEXP Cerner Corporation. All rights reserved.. 43

44 Framework Clinical Adoption People Leadership Alignment Process Training & Workforce Development Data Driven Quality Safety Cost Governance Organization Change Management Agile Methodology Technology

45 Adoption Critical Success Factors Patient Centric Decisions made with a central focus on the patient Critical Success Factors Clinician Led Engagement and leadership for initiatives provided by physicians / clinicians Organizational Leadership Deep involvement and accountability by organizations leaders Change Management Execution of training and adoption strategies to advance learning organization Governance & Program Management Oversight, decision making process, and management to execute on projects Communication Candid and frequent dialogue across organizations and from CEO to project teams

46 Align Phase

47 Align Adoption + Align Engage Launch People Define Governance Model Identify Clinical & Departmental Champions Define Organizational Change Management Strategy Develop Communication Plan Process Develop Guiding Principles for the EMR Define Value Objectives + Technology & Tools Support Device Assessment Activities

48 Align People ALIGN Align Define Governance Model Identify Change Leaders Provides leadership, energy, enthusiasm, and coordination for the EHR initiative Vital role in the success of the transformation of the organization Identify Change Champions Vital role in the success of the transformation of the organization Identifying Change Agents or other resources needed to support the project Resolving change management issues Gauge readiness and progress of stakeholders within their region, facility or entity Hold employees within their area accountable

49 Align People ALIGN Align Identify Subject Matter Experts (SMEs) Clinical domain experts Assist in Future State validation and Change Control Representation required for every department & specialty across all facilities/venues Accountable for design decisions, clinical process decisions and end-user adoption Responsible for communications between councils and end-users Change Leaders, Change Champions and SMEs must be identified by the end of the Align Phase

50 Align Process ALIGNAlign Align Define strategy and guiding principles for managing EHR change requests through Governance Must be clinically led and IT supported Must support agile process Process must be defined to manage custom, research & innovation requests Define communication process for requests across each Venue or Facility Discover Train Release #X Validate Demo

51 Align Technology & Tools ALIGN Align Device Assessment Define desired future state Assess Usability and Satisfaction Assess workflow for opportunities to reduce number of systems / devices end-users must access Identify optimal devices to support workflow Assess current state at current live sites Align device strategy with future state workflows Data Migration Preparation Determine Data & Timeline for to be Converted Engage SMEs and Super Users Communicate requirements and recommendations

52 Design Approach With STANDARD STANDARD: Optimized settings, content and recommended workflows that represent Cerner s best practices across their base of clients. Developed by Cerner clinicians and experts, it is continually updated based on implementation experience, client input, evidence-based content, and industry regulations. Better outcomes Improve user and workflow efficiency Optimize patient experience Ensure regulatory compliance Improve interdisciplinary communication Reduce variability Predictable outcomes Connect the Piecesdesigning without seeing

53 STANDARD Settings & Configurations Foundation for EHR Design Content Documentation (Templates, iview, PowerForms) MPages Fields (code sets) Reports & Discern Rules Playbooks Recommended content and workflows for a specific rule, department, venue STANDARD Workflows Workflow Designer Design Quality Assessments Alignment STANDARD audit tools Solution and position preferences, privileges and security profiles BRNDEXP Cerner Corporation. All rights reserved.. 53

54 STANDARD Workflow Recommendations Workflow STANDARDS represent Workflows that impact patient safety, quality, cost and efficiency Complicated workflows that involve multiple interactions to complete an activity Department specific workflows impacted by the HER Localized to reflect client future state Workflow Approval Process Define sign-off criteria and process

55 EHR Guiding Principles: Example Design decisions will be patient centric, evidence based and will support revenue cycle operations, clinicians, and ensure patient safety. The acute and ambulatory EHR design and build assumes universal adoption of all care givers and a Paperless environment. Customization" of Cerner Standard Model will be limited to factors that impact patient quality and safety. Any major deviation that will impact time, scope and resources will be approved through the Steering Committee. Whenever possible, workflow processes will be standardized to drive to consistent outcomes. Whenever possible Niche software applications will be replaced by Cerner, to preserve and enhance the integrity of the longitudinal patient record and revenue cycle integration. Make decisions and move on. Failure to attend a meeting is no reason to postpone a decision. BRNDEXP Cerner Corporation. All rights reserved.. 55

56 EHR Guiding Principles: Example "Perfect " is the enemy of "Good Design will be based on what is best for the patient, not what is best for individual facilities, clinics or departments. The EHR will be universally adopted and will be used as designed. Design will focus on improving operational efficiency and promote patient safety and clinical excellence. Design must balance the workflow with system performance considerations. Processes will be streamlined to optimize workflow and eliminate unnecessary steps. Every end user will receive training that will allow for measureable, objective outcome measures in order to ensure appropriate change management, adoption and accountability BRNDEXP Cerner Corporation. All rights reserved.. 56

57 Engage Phase

58 Engage Adoption + + Launch People Launch Communication & Change Management Strategies Educate & Activate Change Leaders Develop and Approve Learning Plan Define Organizational Adaptability Strategy Process Collect baseline measurements for Value Objectives & KPIs Validate workflow impact and role changes Define and communicate organization and venue change control processes Monitor adoption and engagement reports Technology & Tools Communicate Technology and Device Strategy

59 Engage People Align ENGAGE Launch Communication Strategies Solutions Gallery Provider, Facility and Departmental roadshows Focused workflow validation and education sessions Champions and SMEs learn to lead conversations and demonstrations re: Future state Identify and Resource Super Users Ensure a smooth transition to the new care model Become the local expert on EMR capabilities that support clinical care processes Provide coaching and support to end users as they transition Must have time allocated to support role

60 Engage People ENGAGE Align ALIGN Educate & Activate Change Leaders Create Champion Communication Toolkit Complete Influential Physician Assessment tool for all service areas Activate a Physician focused communication strategy CEO Updates Med Exec Meetings Departmental Meetings Division Meetings House staff meetings Affiliated providers MEASURE

61 Engage Process Align ENGAGEAlign Collect baseline measurements for Value Objectives (Imperatives), KPIs and defined metrics Validate and communicate workflow impact Workflow Validation Events Roadshows/Demos Monitor adoption and engagement reports

62 Documenting The Impact Tools Workflow Diagrams Start/Stop/Continue-Workflow Summary Data Collection Worksheets Policy & Procedure/Job Impact Downtime Procedure Impact Test Scripts Training Tips/FAQs/Training Guides

63 Engage Technology ENGAGE Align Technology and Device Fairs Communicate device strategy Provide hands-on sessions for clinicians if indicated Hands-on sessions for care team Incorporate multiple roles

64 Activate, Measure and Continuous Improvement

65 Activate, Measure & Sustain Adoption Align People Engage Launch Learning principles, strategy and delivery defined Activate Organizational Adaptability Strategy + Monitor End User Competency/Satisfaction/ Adoption Process Monitor Value Objectives and Key Performance Indicators Effective issue and change management + Monitor Clinical, Operational & Financial metrics Continuously innovate and improve Technology & Tools Monitor adoption of tools and technology

66 Activate, Measure & Sustain People Align Learning Key Success Factors Learning must be mandatory for all providers who do not demonstrate competent use of the system Pre activation competency assessment Ongoing competency evaluations Competency in tools, process and standards Completion of learning must be tracked and monitored Patient education must be a key component of the education strategy Ongoing education related to the EMR Initiative must become part of the ongoing organizational education program

67 Activate, Measure & Sustain Process Activation Key Success Factors Monitor Goal Progress/Achievement Continuous monitoring of workflow adoption and staff competencies Effective issue and change management Ongoing communication & reinforcement of workflow standards Data-driven with positive trends Monitor operational metrics Continuously innovate and improve

68 Activate, Measure & Sustain Technology Align Launch Pre-conversion personalization activities Ongoing roadshows Ongoing refresh, communication and education Engage Learning Teams to incorporate new technology into workflows and assess competence Manage & Communicate re: System Performance

69 Value Planning Artrice Love Physician Strategist

70 Our Value Driven Implementation Process Measure Value Measure and communicate value achieved Identify opportunities for improvement Learn and adapt Align to the Vision Assess current state Define the value objectives Identify stakeholders and governance Activate and Support Activate new processes and technology Support the team Monitor performance Engage Stakeholders Show the future state Apply behavior change strategies Localize system configuration and workflow 70

71 Value Planning Objectives Introduce and define Value Planning within the project Clarify and communicate organizational priorities and the story you re hoping to tell after the project Align your organization to meaningful data that allows for continued improvement Set Value Measurement expectations within your organization and assign appropriate ownership to your objectives 71

72 Value A successful project includes not only a timely conversion, but also measurable improvements to patient safety, quality patient care, and reduced cost 72

73 How do we know the project was a success? We Measure. Measures light the way, showing where systems are breaking down and where they are succeeding to help patients get and stay well. National Quality Forum 73

74 Good Measurement Selecting the right tools for the job is essential Good Measurement drives Improvement, informs consumers, and influences payment. Just as a ruler can t determine air temperature, different measures are required for different jobs. 74

75 Begin with the End in Mind Different Measures result in different information, understand which items will benefit your organization and elevate accountability and world class patient care. Measurement types: Process Structural Composite Experience National Quality Forum 75

76 Examples of Project Measures Denied Patient Claims Compliance with documentation requirements Reduced Late Charge Entry Supply Cost By Patient Type or Department Hospital Acquired Conditions Clinician Compliance with Evidence Based Recommendations Patient Throughput ED arrival to Patient Admission ED arrival to Patient Discharge home 76

77 Questions to Consider What do you want to improve with this project? What do your clinicians consider as pain points? What do you measure currently? What would you like to measure in the future? What is working well today? What improvements could be made to your current measurement process? And last but not least What story do you want to tell after our hard work is complete? 77

78 Value Objectives Guiding principles for value objectives selection: Aligned with your organizational imperatives Focused list Understand outcome vs. process measures Actionable Measureable 78

79 Value Objectives Value achievement for your project starts with: Executive ownership of each objective Broad communication of the project value objectives and expected outcomes Collaboration from stakeholders across the organization Clear measurement plans including pre- and postconversion comparisons and actionable data 79

80 Next Steps Validate objectives with executive leadership team Communicate your objectives Align the project team to a common purpose Continue to discuss and address any missing items or new information 80

81 Governance Structures: Project Teams Pat Macy Engagement Leader

82 Project Teams Project Teams (Reports to Leadership Advisory Committee) CPOE Orders Team/ Physician Advisory: Physician Champions, Pharmacy, CPOE SA, Physician Strategist, Clinical Transformation Lead Clinical Advisory/Medication Process Teams: Physician Champion, Pharmacy, SMEs, PharmNet SA, Clinical Strategist, Clinical Transformation Lead Finance Sub Committee: CFO, HIM, Patient Access, Patient Accounting, Care Management Cerner Build/ Client Test Team: Cerner SA/ SDCs, Client IS, Project Manager, Testing Coordinator, Clinical Staff for Testing Clinical/Department Teams Clinical Transformation Lead, Department Leads Training Team: Staff Development, Clinical Transformation Team, Sub set of Super Users/SMEs Communication Planning: Executive Sponsor and Project Manager Technical Team: Clinical Transformation Lead, HIM, Biomed, and IS 82

83 Project Teams/SME Representation Interdisciplinary Clinical Documentation Nursing Respiratory Nutrition Therapies/Rehab Care Mgt/Discharge Planning Maternity/NICU Long-term Care Laboratory General Lab Microbiology AP Team Blood Bank Perioperative/Anesthesia Surgery/Endoscopy Department Surgery Scheduling Supply Chain Management Anesthesia Integrated Medication Process Medication Process Point of Care/Barcode Scanning Specialties Oncology, Peds, NICU Pharmacy Radiology Scheduling/Medical Necessity Patient Accounting Patient Accounting Billing & Accounts Supply Chain Management Charge Services Patient Access ED Patient Access Inpatient Registration OB Patient Access HIM/Clinical Reporting EMPI/HIM/Medical Records/Transcription Physician Track CPOE, Orders, Medication Reconciliation, eprescribe Physician Doc Ambulatory Office Practice Management Ambulatory Clinical/Physician Documentation Prescription and Orders Oncology Practice Emergency Department ED Nursing, ED Reg, ED Coding ED Physicians CPOE and Documentation Quality/Regulatory Biomedical Engineering 83

84 Project Teams And Sub-groups CPOE Order Sets/Orders Teams: IT Analyst for CPOE with Client Physicians and Clinical Leaders Develop Content and Design of Ordersets (PowerPlans and/or IPOCs) Develop Orderables, Order Sentences for Catalog Develop Common Folders Structure & Content Completes Design Decisions for PowerPlans and Order Management May Require Sub-Groups by Specialty Medication Process Team: Develops Medication Orderables and Order Sentences Develops Medication Protocol Order Sets Completes the Medication Integration Design Decisions Completes Point of Care Design Decisions, if needed Department & Interdisciplinary Documentation Teams: Completes Design Decisions for Department Orders and Documentation Content Completes Future State Workflow Decisions Completes Review of Specialty Content Develops requirements for Standard Reports Supports Workflow Validation through Testing 84

85 Project Teams Build/Testing Team: Approves the Build Model Completes Testing Schedule and Reports Results to Physician and Clinical Advisory Committees Technical/IT/Reports Team Manages and coordinates development of operational reports Ensures system maintenance and support Participates in Device Strategy Provides Technical Support Education Team: Develops Integration Testing Scripts & Participates in Integration Testing Develop Education Plans for each venue Communication Team: Develops and executes Internal and External Plan Quality (Value) Team: Ensures metrics are identified and built Approves testing scripts for metric documentation 85

86 Project Teams Discussion Build/Test Team: Must have Clinicians to test Performs the Building for CPOE According to Design Decisions Completes Testing Schedule and Reports Results to Physician and Clinical Advisory Committees Education Team: Can be Clinical Advisory Develops Integration Testing Scripts Participates in Integration Testing Develop Education Plans for each venue Communication Team: Can be Executive Sponsor Develops and executes Internal and External Plan Technical Team: IT Department Ensures system maintenance and support Participates in Device Strategy Provides Technical Support 86

87 Communication Strategy

88 Communication Strategy + + The plan to disseminate information related to the project and the changes that will impact users across the organization and the community.

89 Communication Strategy Approach Define the Communication Scope & Strategy Organization and Venues Assign a Communication Lead Facilitates internal and external messaging about the project Define Project Branding Communication Planning Define Governance communication procedures Issue and escalation communication procedures and schedules Project team communication roles & responsibilities Define communication owners for each stakeholder group Define Communication master plan, timeline & budget Develops communication toolkits Leadership, Facility/Venue Change champion toolkits BRNDEXP Cerner Corporation. All rights reserved.. 89

90 Communication Strategy Approach Communication Plan Organizational Adaptability plan & tactics Establish communication guidelines Create communication templates Assign communication owners for each facility/venue Venues localize leadership messaging from communication toolkits Define & deploy communication events and vehicles Establish feedback mechanisms Ensure communication plan aligned with Agile Methodology BRNDEXP Cerner Corporation. All rights reserved.. 90

91 Communication Strategy Key Roles Communications Lead Facilitates internal messaging about the project from Executive Sponsors Coordinate planning of communication events and vehicles Manages the distribution of communication deliverables Defines communicate templates and standards Coordinates the distribution of communication to wider group of stakeholders Coordinates communication of leadership messages to project teams and governance Change Champions, Subject Matter Experts, SuperUsers Will represent the leadership team and be a source of information about the project Participates in broader communication strategies Identify issues on the front line Gather feedback on the communications campaign Help to identify key resistors of change

92 Communication Vehicles & Events Communication Vehicles Executive Messages Newsletters Targeted announcements Internal website Stakeholder Suggestion Webinars Future State Collateral Stop/Start/Continue; Job Impact; Policy & Procedure Impacts Solution Guides Training Content; Job Aids Tips and Tricks/FAQs at Conversion Events Town Hall Presentations Physician & Department Roadshows Training Events Staff meetings 92

93 Cerner Project Communication Weekly Solution Calls Project Management Meetings Monthly Executive Status Summary Recurring Project status reporting

94 Executive Status Summary Overall project status dashboard Items for Management Attention Project Milestones Value Objectives Key Accomplishments Activities Not Complete Scope Acceptance by Cerner and client

95 Communication Template: Solution Teams BRNDEXP Cerner Corporation. All rights reserved.. 95

96 Immediate Next Steps Leadership Alignment Assign a communication lead Define communication scope and strategy Develop and distribute initial key messages about the project Create communication templates and plans for toolkits Define communication guidelines and project team roles and responsibilities Future State Review Outline governance escalation and issue communication procedures BRNDEXP Cerner Corporation. All rights reserved.. 96

97 Learning and Adoption Lisa Jobes OCM Lead, Transition Center July 13, 2015

98 Organizational change management Competence. Confidence. Satisfaction. Adoption.

99 Organizational Change Management Create Commitment Build Competence Define governance and processes Create change plan Host show and tell events Survey and enhance the environment Localize learning materials Analyze stakeholder commitment levels Why Execute communication plan Activate change agent network Deliver webbased training Facilitate formal learning Encourage ongoing practice Deploy super user team Provide coaching Utilize reward and recognition systems Enable competitions Target messaging based on commitment levels Target help and remediation based on performance metrics Promote ongoing support tools Value objectives

100 Learning and adoption Delivery approach Informal Job aids LearningLIVE Conversion support Adoption coaches Coached Open learning lab Practice scenarios Performance support/ conversion coaches Formal elearning Structured learning lab Simulation learning assessment scenarios Informal 70% Coached 20% Formal 10%

101 Learning scope Learning Strategy Assessment Project Team Education Courses Millennium Fundamentals Architecture, Troubleshooting & Issue Management Learning Project Manager TRAIN Domain Configuration Train the Trainer LearningLIVE Adoption Coaching, Conversion Support

102 Organizational Change Management Transition Center activities and events PLAN ALIGN ENGAGE ACTIVATE MEASURE Learning Strategy Learning Assets Learning Labs and Adoption Coaching Conversion Support and Adoption Coaching Ongoing Learning Adoption Coaching with Lights On Network Motivation Strategy/ Awareness / Champions / Rewards and Recognition / Communication Change Plan Execution

103 Next steps Lisa Jobes OCM Lead, Transition Center

104 Project Reporting

105 Project Status Reporting - Weekly Overall Staffing Client Education Project Scope Project Budget Timeline Next Event Transformation Technical Financial 10 5

106 Project Status Dashboard 10 6

107 Cerner Terms (and Acronyms) Project Framework Event Based A SharePoint site specific to each project for communication and information sharing ucern Online collaboration and networking tool for Cerner associates and clients ulearn Access to online learning tools Web-Based Training (WBT) Online class and assessment CernerWorks (CWx) Cerner s Remote Hosting Organization (RHO), a network of data centers around the world that host client data The Acronym List 10 7

108 It Begins Now 10 8