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IT Disasters : The Worst Debacles and Lessons Learned From Them. Course Name : Health Care Management Professor : Chen-Chung Ma Student : Yu-Chia Li Student number : 9651002M Date : 2008/03/19. Summary. Most articles discuss successes about IT — lower costs and improve outcomes
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IT Disasters:The Worst Debacles and Lessons Learned From Them Course Name:Health Care Management Professor:Chen-Chung Ma Student:Yu-Chia Li Studentnumber:9651002M Date:2008/03/19
Summary • Most articles discuss successes about IT —lower costs and improve outcomes • IT Disasters? — frustrating、costly and can paralyze an organization
How to avoid getting caught in IT debacle? • Lesson 1:Manage Vendors and Understand Their Motives • Lesson 2:Never Outsource the CIO • Lesson 3:Don’t Let Vendors and Consultants Drag Out Implementations • Lesson 4:Never Disenfranchise IT Staff From End Users • Lesson 5:Buy,Don’t Build • Lesson 6:Involve Users Heavily in the Decision Process • Lesson 7:Avoid 〝 Visionware 〞
Lesson 1:Manage Vendors and Understand Their Motives (1/4) • The images of an organization and a vendor working hand in hand for the good of the organization. -Partnership - would work closely to develop a shared vision of project goals and outcomes. • Vendors must satisfy their shareholders , so maximizing earnings is a priority.
Lesson 1:Manage Vendors and Understand Their Motives (2/4) • Sometimes , partner vendors can become too much a part of the organization. • Consulting engagements should last for months , not years , and vendors/consultants should have a clear-cut project plan. - a fixed endpoint and costs • Cause IT costs were high , so don’t let them talk you into paying more people and even more cost.
Lesson 1:Manage Vendors and Understand Their Motives (3/4) • Large , multi-integrated delivery network (IDN) • Conversion and consolidation of the Y2K . - vendors used as an excuse to garner a large project , increasing its revenue and earnings from the expense of the hospital. Y2K 就是 year 2 kilo,也就是西元2000年的意思。Y2K是由電腦年序問題所引起。因為早年的電腦軟硬體設計都是由末兩位數來代表西元的年份,於是電腦便以兩位數來做為運算的基礎。當面臨2000年,避免年序變成00以造成系統產生辨識錯誤,以致發生不可預期的連鎖效應。
Lesson 1:Manage Vendors and Understand Their Motives (4/4) • Manage vendors and negotiate clauses in vendor contracts is a responsibility for organizations. -to protect against cost overruns and open-ended projects. • The new vendor relationship included remedies , penalties and risk sharing.
Lesson 2:Never Outsource the CIO (1/3) • Outsourcing is not always a panacea. • Once outsourced , it is very difficult to get your IT employees back and costs tend to rise with every new project . • Why outsourcing the IT department was a mistake? (1) while saved money on the surface , it brought many problems in communicating specifications and customers support.
Lesson 2:Never Outsource the CIO (2/3) • Why outsourcing the IT department was a mistake? (2) the contract was signed in a rush , leaving service level agreements (SLAs) “to be determined” and “ambiguous.” • The organization’s biggest mistake was outsourcing the CIO position. - who was an employee of the contracted vendor , also was responsible for approving his own firm’s invoices and purchase orders.
Lesson 2:Never Outsource the CIO (3/3) • It is critical to be employed the CIO by the organization. - the core mission of ensuring patient safety , providing high-quality services and maintaining efficient operations.
Lesson 3:Don’t Let Vendors and Consultants Drag Out Implementations • The CIO was inexperienced in hospital IT and implementation had become a “feeding frenzy.” - with vendors and consultants charging many millions of dollars in time and materials. • A more effective approach - hiring an experienced CIO who knew reasonable implementation time frames and negotiated a fixed fee or not-to-exceed cap on implementation fees.
Lesson 4:Never Disenfranchise IT Staff From End Users • The centralized IT analysts tried to learn each system , but users were dissatisfied with their lack of knowledge. • The staffs to specialize in various systems and learn the applications in depth. - users satisfaction increased • Originally , IT staff reported to managers at a corporate office;After reorganizing the IT department , staffs report directly to IT director. - satisfactions scores on customer surveys rose
Lesson 5:Buy,Don’t Build • Generally , buying IT systems garners more benefits than building them. • Building IT systems - the high costs of the large in-house programming and support staff who built and supported the system. • When the system crashed , the CIO had no one to turn to for technical support. • There is a supplement to this rule: Do not be the first organization to use a new system !
Lesson 6:Involve Users Heavily in the Decision Process • It is important to have input from the end users who are prior to choosing a vendor. • Executives involve the end users enough in the selection process ? • Need to know whether the staff is ready and able to use any particular system. • But end user involvement also needs to be managed.
Lesson 7:Avoid 〝 Visionware 〞 • It is far easier to build a PowerPoint presentation with program prototype screen images of a new system than to finish a code and debug it. • Windows 95 , Microsoft’s first graphical user interface , but its predecessors , Windows 1.0 , 2.0 , 3.0 and 3.1 , which were full with bugs and caused system crashes. • The programmers are struggling with the same issues you are - budget cuts , cost overruns , insufficient staffing , changing requirements.
Conclusion (1/2) • Technology:Not the only Answer - can’t take the place of person-to-person teamwork and communication. - the use of EMRs and CPOE still can cause patient care problems. • Complications will always accompany every IT conversion. - the responsibility of the healthcare executive to guide the institution through these land mines and minimize any damage that occurs.
Conclusion (2/2) • Successful organizations will recognize these problems as they occur and adjust to avoid the pitfalls.
Slangs • You’re way too far ! 你太過份了! A:That’s your younger brother . How could you beat him for no reasons? B:Yeah , you’re way too far. • We’re through. 我們完了。 A:Johnson often quarreled with me over trivial matters . I can’t bear anymore . B:So , you’re through?
何謂SLA? • Service Level Agreement • 一種雙方(客戶-業者或業者-業者)所協商出的一種契 • 約服務提供者及顧客之間雙方同意的約定,裡面定義 • 了服務目標及雙方的預期及責任。 • SLA objective • Develop SLAs that ensure sellers are aligned with • buyers in providing service at the contracted • level. 國立中央大學資訊工程學系周立德副教授