Healthcare technology project ownership.
Hospitals have great expectations that technology will address their critical strategic issues. However, obtaining satisfactory results--or having confidence that it can be done well--has been a challenge. Most hospital executives acknowledge that success is not primarily a matter of whether or not the technology is capable of performing required functions; rather, it is a matter of whether people will use the new technology to improve performance. While care delivery, patient safety, and hospital margins stand to gain from the increased use of automation and electronic information, these are not actually technology projects. Instead, these are process breakthroughs that are enabled by technology that yield performance improvements. Hospital clinical and administrative leaders own the results and must take active ownership of projects. This paradigm shift begins when project sponsors have a clear understanding of their role in technology-based change initiatives.
Evans
Celwyn C
CC
Greencastle Associates Consulting, USA.
D007256:Information Systems / Q000191:economics / Q000458:organization & administration*; D009936:Organizational Innovation; D009937:Organizational Objectives; D010067:Ownership; D014481:United States