Series 2: Project Management Underst in addition to ing in addition to Using 6 Basic Tools9/2013From the

Series 2: Project Management Underst in addition to ing in addition to Using 6 Basic Tools9/2013From the www.phwiki.com

Series 2: Project Management Underst in addition to ing in addition to Using 6 Basic Tools9/2013From the

Heyser, Holly, Faculty Advisor has reference to this Academic Journal, PHwiki organized this Journal Series 2: Project Management Underst in addition to ing in addition to Using 6 Basic Tools9/2013From the CIHS Video Series “Ten Minutes at a Time” Module 5: Change Management OverviewDefine in addition to identify basic principles of change managementTwo levelsOrganizational readiness as long as change Project Schedule Activity/Task changes that impact constraints Example of a Change Management modelLink Change Management to workflow diagrammingChange ManagementProjects make changes to processes, systems, tools, job roles in addition to even organizational structuresRequire individuals to change how they do their jobsChange management is the application of the “set of tools, processes, skill in addition to principles as long as managing the people side of change to achieve the required outcomes ”Goal is to support individuals through the required changes – not impose change(Prosci, Inc. 1996. Retrieved February 2012 from www.change-management.com)

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Change Management in the Project Management PlanGoal is always to keep project on time, on budget in addition to in scope without sacrificing qualityIntegrated throughout Plan:Communication Plan – includes project sponsor, project manager in addition to project team/stakeholdersRisk Management Plan – based on validated change management tools applied to common in addition to expected project risksProject Schedule – requires time in addition to space as long as implementation, so considered in the project durationTen PrinciplesAddress change systematically in addition to proactivelyStart with executive level leadership (via the Project Steering Committee)Involve every layer of the organization Make a as long as mal case – why in addition to howLeadership has “ownership” of the changeCommunicate the change planConsider the organizational culture Address the organizational cultureExpect the unexpected Engage the individualTen Guiding Principles of Change Management (2004). Reggie Van Lee, John Jones, Paul Hyde, Gary Neilson, Andrew Tipping, DeAnne Aguirre, Wolfgang Schirra, Jörg Krings, in addition to Claudia Staub. Booz Allen Hamilton, 2004. Change Management Removes BarriersPressure about developing new skills Fear of looking stupid or incompetent in these new skill sets Fear of losing professional status Pressure re: management expectations as long as improved per as long as mance in addition to effectiveness Pressure connected with a perception of more control by management resulting in an expectation of fewer errors Fear of job loss due to the new technology, changing rolesHostgaard, A., & Nohr, C. “Dealing with Organizational Change when Implementing EHR Systems.” Paper presentation. MEDINFO 2004, San Francisco, CA.

Force-field Analysis in addition to the Lewin Change ModelForces as long as change Forces resisting changeDriving as long as ces Restraining as long as ces Equilibrium No change! Driving as long as ce MUST exceed restraining as long as ceKurt Lewin’s Contribution in addition to a Summary of Methodology in Analyzing Change (2004). Retrieved 9/2013 from http://www.valuebasedmanagement.net/methods-lewin- as long as ce-field-analysis.html .Lewin’s Model: Unfreeze-Change-RefreezeLewin’s modelUnfreeze – Shake up stage, focus on developing awareness as long as need as long as change, nature of change needed, methods planned, needs of those affectedChange – Define challenges, identify solutions, create in addition to follow project plan to implement change, troubleshoot to find solutions Refreeze – Lock in changes in addition to stabilize, consolidate, evaluate in addition to support, prevent regression to old waysLewin Force Model With Scoring – Pre-AnalysisImplement certified EHR system Attain Meaningful UseDemonstrate HIEForces as long as changeForces against changeGrant $$$Good businessBest practiceScarce ResourcesConfusionNot welcome533544Total = 11Total = 13

Intervene to “Unfreeze,” Disturb Equilibrium in addition to Reduce Opposing Force “Unfreeze” Intervention: Create a shared vision Increase awareness about the new health care paradigmUnderscore role EHR systems have in its implementationLink Meaningful Use to national health re as long as m in addition to role of behavioral health “Unfreeze” Intervention: Create individual motivationWhy exchange BH in as long as mation using NwHIN Direct What are the underlying best practice principles How will individual staff person benefit (what are the personal rewards)http://www.cms.gov/Research-Statistics-Data- in addition to -Systems/Computer-Data- in addition to -Systems/MedicaidInfoTechArch/Behavioral-Health-MITA.html Intervene to Strengthen Forces as long as Change Implement in addition to “Freeze” (Stabilize) Change “Change” InterventionsWhat will their job look like when the project is fully implemented What workflows will be affected How will the change be monitored in addition to controlled Where are staff involved in the planning“Freeze” (Stabilize) InterventionReward skill development, active project supportSet a cut-off date as long as doing things “the old way” in addition to 100% transition to the “new way”Implement training plan ( as long as start up in addition to as long as new staff orientation; peer-to-peer model as long as those lacking skill needed as long as the change)Post- Intervention Force Field Analysis ScoringImplement certified EHR system Attain Meaningful UseDemonstrate HIEForces as long as changeForces against changeGrant $$$Good businessBest practiceScarce ResourcesConfusionNot welcome544323Total = 13Total = 8Plan/Do/Study/Act (PDSA) http://www.ihi.org/knowledge/Pages/Tools/PlanDoStudyActWorksheet.aspx

Change Management in addition to Workflow AnalysisRequires a ProcessIdentify the need as long as change in “As Is” state Summarize need in addition to “To Be” vision in change requestLog the change request (name, date, brief description, any additional follow up as long as clarification)Project Manager evaluates the change impact on project schedule (time, cost in addition to scope), includes in requestSubmit change request internal change control board (Steering Committee, IT Governance group, GPO)Obtain decisionImplement change (use PDSA) OR document reason as long as no change in logSummary“People skills,” stakeholder consideration are valued during all stages of the projectEmployees in addition to clinicians are in as long as med in addition to engaged (on the project team, included in Communication in addition to Risk Management Plans)Consideration given to what will motivate stakeholders to make the transition Staff involved in workflow analysis in addition to redesign Training (online, classes, one-on-one) offered pre- in addition to post implementation, as neededLorenzi, Nancy M., in addition to Riley, Robert T. (200) “Managing Change: An Overview.” We Have Solutions as long as Integrating Primary in addition to Behavioral Healthcare Contact CIHS as long as all types of primary in addition to behavioral health care integration technical assistance in addition to training needs 1701 K Street NW, Ste 400 Washington DC 20006Web: www.integration.samhsa.govEmail: integration@thenationalcouncil.orgPhone: 202-684-7457 Prepared in addition to presented by Colleen O’Donnell, MSW, PMP, CHTS-IM as long as the Center as long as Integrated Health Solutions

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