Hello, please help me to comment on my two classmates responses below:

Classmate 1: Do you think the absence of a full-time CIO has had an impact on this acquisition project? Why or why not?

Yes, the absence of a full-time CIO has had an impact on the acquisition project at Doctors' Hospital. The CIO plays a crucial role in technology decision-making and implementation, and the part-time contract position may not have provided the hospital with the necessary stability and continuity in this area. The CIO's role is to oversee the selection, implementation, and management of information systems, and without a full-time CIO, the hospital may have struggled to move the acquisition project forward.

Discuss who you think should serve on the project steering committee. Who should serve as chair? Why?

The project steering committee should include representatives from various departments and stakeholders within the hospital. The committee should consist of individuals who have a vested interest in the success of the acquisition project and who can provide valuable input and guidance. The committee should be chaired by a senior manager or executive who has the authority to make decisions and see the project through to completion. The chair should be someone who is able to manage the committee effectively, keep meetings on track, and make sure that all members are engaged and accountable.

What steps should the CIO take to ensure that the capacity management system will be purchased and implemented? What do you see as the critical first step in this process? Why?

The CIO should make a report that should explain the importance. and need by identifying and explaining all the reasons for the need for purchase and implementation of the capacity management system. As the Doctor's hospital has the capacity for 162-bed, and acute care facilities but lacks a system to record the patient flow processes, particularly patient transfers and discharges, this seems to be the critical first step in the process to start recording the patient flow process that will give an accurate idea of how many patient visits are occurring based on that, appropriate steps can be taken. By presenting these details to the new governing body, and the senior management, the CIO must ensure that the capacity management system is purchased and implemented.

At this point, what do you think is a realistic time frame for implementation of the capacity management system? What steps can be taken to ensure the new timeline is met despite competing priorities?

Yes, I think this is a realistic time frame for implementing the capacity management system. As the new governing body and the senior management are aware of the importance of implementing the capacity management system, they should hold a meeting together and fix a new timeline by setting aside a sufficient budget and purchasing it. They should understand delaying purchase will lead to more consequences and irregularities in the maintenance of the patient flow process. Hence, this seems to be the appropriate time frame to go ahead with the implementation.

References

Wager, K. A., Lee, F. W., & Glaser, J. P. (2017). Health care information systems: A practical approach for health care management. Jossey-Bass.

Classmate 2: I believe that the absence of a full-time CIO has had a negative impact on this acquisition project. A CIO is responsible for management and implementation of information and computer technology systems. To continue the success of information and computer technology systems a CIO should be monitoring and managing almost daily. The job of a CIO is even more important when it comes to implementing and entirely new management software. This is a large task that is new to the entire organization and the CIO is front runner at making sure implementation goes smoothly. Having a CIO readily available only two days a week every two weeks will not only slow down implementing a new software system, but it will also cause lags in the current system.

The first and most important step that the CIO should take to ensure that the capacity management system will be purchased and implemented is to show the data on how implementing this new system will reduce the inefficiencies in the patient flow processes. Showing data to the authority board will show that this implementation will not be a waste of time or money, and down the line will save time and money for the hospital. The authority board was implemented due to a major financial upheaval, therefore they are trying to fix this disruption, not make it worse. Management identified that the inefficient patient flow processes from transfers and discharges resulted in backlogs. It was also stated that new construction will worsen this problem. Data showing that a new implementation process will fix this problem will show management that it is worth it, so that construction does not need to be pushed off.

I think the project steering committee should consist of the CIO, members of the authority board and members of the ED and surgical pavilion. The CIO should serve as chair, because they understand how to implement these systems. Having members of the authority board on the committee will help with keeping the implementation going at a steady pace. Having members of the ED and surgical pavilion will help because they can help with implementation when it comes down to a team level for use.

The next steps for implementation include setting aside a budget for the implementation process to allow for purchase of the capacity management system. This should be made a priority, as pushing this purchase off will only increase backlogs, making the current situation worse. Once the system is purchased, pilot testing should be performed in order to determine how the system will be used and putting procedures into place. This should be put into focus and be completed prior to Phase 2 of the construction project getting underway.