Lecture 3 Strategic Planning for IT Projects (Chapter 7)

Lecture 3
Strategic Planning for IT Projects
(Chapter 7)
Learning Objectives
1. Strategic Planning Process: mission,
vision, goals and objectives, strategy
2. Strategic Planning in Healthcare
3. Strategic IT Planning Process
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Strategic Planning
• Creative and interactive ongoing
process to determine what an
organization wants to be in the
future and how it will get there.
• Development of a comprehensive
long-range plan for guiding the
activities and operations of an
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Strategic Planning Process
Define the corporate vision and mission.
Specify achievable goals and objectives.
Develop strategies.
Set policy guidelines.
Determine products, services, and
• (Supporting technology must be factored
into the strategic plan.)
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The Mission
• Purpose for the organization’s existence
• Represents fundamental and unique
aspirations that make the organization
different from others: who we are,
what we do
• Guides the planning process
• All sub-units should be focused on the
organization’s mission and how they
contribute toward accomplishments.
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Scope of the Mission
• Defines the type of activities and
services that will be performed
• Should be clearly identified (detailed)
to help employees and customers
understand the priorities of the
• Serves as basis for development of
certain goals and objectives
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• A future view of what an organization
would like to become
– Be the hospital of choice in the region
– Be national recognized as a best
research center in the field
– Etc…
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Goals and Objectives
• Goal—explains how the mission will be
realized ; describes what is to be
• Objectives—specify how and when
goals will be met
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• Strategy is a comprehensive plan that
states how its mission, goals, and
objectives will be achieved.
• Understanding the endpoint (mission,
goals, and objectives) is critical to the
development of the plan.
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Strategic Planning
• Led by upper management
• Requires participation by middle managers
• Lower-level managers are responsible for
supporting the planning process by
providing information and insight
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Strategic Planning
• Chief Executive Officer( CEO)
• Chief Information Officer (CIO) helps
management see the role of IT in meeting
• Chief Financial Officer (CFO) looks at
• Chief Medical Informatics Officer (CMIO)
• Chief Nursing Informatics Officer (CNIO)
• Chief Strategy Officer (CSO) oversees the
detailed plan
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Strategic Planning in
Healthcare Informatics
• Strengths, Weaknesses, Opportunities,
Threats (SWOT) analysis
• Determine available options
• Provide directions for all IT initiatives,
establish priorities, eliminate all
duplications, ensure the wise use of IT
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Planning for HIS
• Realize need for change.
• Prioritize requirements.
• Develop a master plan that fits into the
organization’s plan.
• Review/revise plan periodically to keep
up with changing needs.
• Identify project
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Planning for
• Does technology support business and
clinical decisions?
• Is technology used effectively?
• Does technology enhance the image?
• Does technology promote safety?
• Are market and regulatory
requirements met?
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Stakeholders in
Strategic Planning
• Any group or individual who can affect
or is affected by the achievement of the
organization’s objectives
• Have a direct or indirect stake in the
organization mission, scope, goals
• Internal as well as external parties
• Should play role or interest being
considered when identifying strategic
planning teams
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Strategic IT Planning Process
• Identification of Goals and Scopes
• Gathering Data from External and
Internal Environments
• Data Analysis
• Identification of Potential Solutions.
• Select a Course of Action.
• Implement the Chosen Solution.
• Ongoing Evaluation and Feedback.
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Identification of Goals and Scopes
• Goals must meet user needs and support
organization missions/goals
• Identified goals provide direction for HIS
development process
• Scope sets the boundary for the project: what
to be done within current limitations in time,
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Gathering Data from
Internal and External Environments
• Define current situation
• Identify areas of need
• Consider current trends in healthcare and
information technology
• Scan internal and external environment for
opportunities and how to comply with new
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Data Analysis
• Analyze current trends: industry practices, IT
• Determine how the organization fit in
• Assess organization’s assets allocated to the
project: technical, financial, time, and
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Identification of Potential Solutions
• Identify ALL potential IT solutions/alternatives
• Analyze, score, rank potential solutions in
terms of technical, operational, economic,
schedule, and risk (Ref. TOESR in Lec.2 § 47)
• Remember to take into account other systems
and legacy systems (potential ripple effects)
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* Potential IT Solutions *
Compliance with standards? Regulations?
Does it use open architecture?
What advantages are offered?
Support for PDAs? Other mobile devices?
User friendly?
Capability for expansion?
Report capability?
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* Feasibility Analysis *
• Technical feasibility is a measure of the practicality of a
specific technical solution and the availability of technical
resources and expertise.
• Operational feasibility is a measure of how well the
solution will work in the organization. It is also a measure
of how people feel about the system/project.
• Economic feasibility is a measure of the costeffectiveness of a project or solution.
• Schedule feasibility is a measure of how reasonable the
project timetable is.
• Risk feasibility – What is the probability of a successful
implementation using the technology and approach?
(Risk Management)
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Selecting a Course of Action
• Select the alternative with highest weighted
score from TOESR Analysis
• In-house development (Build) vs. Outsourcing
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• Develop a timeline for implementation /
conversion: parallel, direct, phased, pilot
(Ref. Lec.2 § 64)
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* System Conversion *
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Ongoing Evaluation and Feedback
• Frequently evaluate current system against
current and future needs for improvements
• Due to limited resources, some initial
requirements are put in backlog but outcome
these processes still affect the new system
• Dynamic changing healthcare environment:
new directions, new practices, new
information technologies
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* Benchmarking *
• Measure organizational as well as functional
services and practices against those from top
competitors in the industry
• If the current HIS doesn’t support well new
needs, start a new systems development cycle
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• Serve as a bridge between nursing and IT
• Have knowledge on health /nursing
sciences informatics and information
• Participate in design, selection, and
implementation of heath information
• (Role of Business System Analyst)
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Project Manager Role
Define scope and results of project.
Identify tasks within the project.
Identify when tasks must occur.
Define who is responsible for each task.
Establish timelines for completion.
Establish process for project decisions.
Provide communication about project
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Project Team
• User department managers and
– provide context and requirements
– know the work processes
– key to project success
• IS Specialists: Analysts and programmers
– Make the necessary system changes
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