HSA 4191 Chapter Notes - Chapter 11: Integrated Delivery System, Airline Hub, Gartner
Why is PMO Essential?
• Some studies have found that 65% of HIT projects fail to achieve anticipated benefits
• One of the primary causes of failed HIT projects is a “silo” projet aageet
mentality—
o Occurs when projects are initiated, planned, and fully executed without an
effective consideration of their impact on other systems or other parallel
projects being planned and executed
• As illustrated in Exhibit 11.2—
o Contemporary healthcare applications have significant interdependencies that
can have unintended consequences
• Exhibit 11.3 on page 317—illustrates real-world examples of unintended consequences
of HIT projects that were planned and executed in relative isolation
o The mistakes in this diagram seem obvious
o They are not uncommon mistakes because in reality healthcare delivery
organizations have thousands of cross-departmental interrelated workflows that
must be considered when embarking on a new HIT project
• Exhibit 11.4 on page 318—
o Depicts sample high-level application interfaces that are in place at a typical
academic medical center that is representative of any medium to large
integrated delivery system
o Conveys a complex web that relies heavily on interfacing applications wherever
possible
o Sheer volume of interdependencies shown in this exhibit makes a case that
individual projects or programs of applications should not be managed in silos
but rather in a professional PMO focuses on successfully achieving envisioned
benefits of particular projects
• Allowing information, silo-based project management to occur in a healthcare
organization is somewhat like attempting to minimize collisions at an airport without
the benefit of a flight control tower
o Exhibit 11.4—
▪ Resembles a typical major airline hub city with flights coming and going
from all point on the compass
▪ It depits a real orgaizatio’s urret appliatios ad how eah is
interfaced and interrelated
▪ This level of interrelatedness strongly suggests the need for a
professional control tower to manage HIT projects
• Gartner Research suggests—
o Three out of four successful $500,000-plus projects will be planned and tracked
with project office support
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