Implementing MOE/MAR: balancing project management with change management.
Stephanie Saull-McCaig1, RoseAnn Pacheco, Pakizah Kozak
1AcuteCare Information Management, Shared Information Management Services, University Health Network. Stephanie.Saull-Mccaig@uhn.on.ca
Healthcare Quarterly (Toronto, Ont.)
|December 14, 2006
Summary
University Health Network launched a large-scale Medication Order Entry/Medication Administration Record system implementation in 2001. This project required extensive change management, clinical engagement, and robust project oversight.
Area of Science:
- Health Informatics
- Clinical Information Systems
- Healthcare Management
Background:
- The University Health Network initiated a significant digital transformation project in 2001.
- The project involved implementing a new Medication Order Entry/Medication Administration Record system.
Purpose of the Study:
- To outline the foundational requirements for a large-scale health informatics initiative.
- To highlight the critical success factors for implementing electronic health records.
Main Methods:
- This initiative required comprehensive project management strategies.
- Significant clinical stakeholder involvement was essential for success.
- A robust change management program was developed and implemented.
Main Results:
- The project was recognized as one of the largest change management undertakings.
- Successful implementation depended on rigorous planning and execution.
Conclusions:
- Large-scale health IT projects necessitate meticulous planning and execution.
- Effective change management and clinical integration are paramount for successful system adoption.
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