china hospital ceo annual conference 2009 dorenfest china healthcare group 1 china hospital ceo...

CHINA HOSPITAL CEO ANNUAL CONFERENCE 2009 DORENFEST CHINA HEALTHCARE GROUPDORENFEST CHINA HEALTHCARE GROUP1

CHINA HOSPITAL CEO ANNUAL CONFERENCE 2009

LESSONS LEARNED FROM 20 LESSONS LEARNED FROM 20 DIGITAL HOSPITALDIGITAL HOSPITAL

GRACE YUGRACE YU

SHANGHAI, CHINA 2009.11


OUTLINEOUTLINE

THE CURRENT STATUS OF I.T. USE IN CHINESE THE CURRENT STATUS OF I.T. USE IN CHINESE HOSPITALSHOSPITALS

LESSONS LEARNED FROM 20 DIGITAL HOSPITALLESSONS LEARNED FROM 20 DIGITAL HOSPITAL

CONCLUSIONCONCLUSION


DORENFEST GROUPDORENFEST GROUP

IN 2006 THE DORENFEST GROUP FORMED THE DORENFEST IN 2006 THE DORENFEST GROUP FORMED THE DORENFEST CHINA HEALTHCARE GROUP, BASED IN SHANGHAI. WE OFFER CHINA HEALTHCARE GROUP, BASED IN SHANGHAI. WE OFFER A VARIETY OF CONSULTING, TRAINING, AND EDUCATION A VARIETY OF CONSULTING, TRAINING, AND EDUCATION SERVICES TO THE CHINA HEALTHCARE SYSTEM TO HELP SERVICES TO THE CHINA HEALTHCARE SYSTEM TO HELP THEM IMPROVEMENT IT MANAGEMENT, OPTIMIZE HOSPITAL THEM IMPROVEMENT IT MANAGEMENT, OPTIMIZE HOSPITAL WORKFLOW, IMPORVE QUALITY OF CARE AND REDUCE COST.WORKFLOW, IMPORVE QUALITY OF CARE AND REDUCE COST.

OUR CLIENTS INCLUDE:OUR CLIENTS INCLUDE: – SHANGHAI CHANGNING MATERNITY AND INFANT HEALTH SHANGHAI CHANGNING MATERNITY AND INFANT HEALTH

INSTITUTEINSTITUTE– PEKING UNIVERSITY MEDICAL COLLEGE #3 HOSPITALPEKING UNIVERSITY MEDICAL COLLEGE #3 HOSPITAL– SHANDONG RIZHAO PEOPLE’S HOSPITALSHANDONG RIZHAO PEOPLE’S HOSPITAL– SHENZHEN CITY HEALTH BUREAUSHENZHEN CITY HEALTH BUREAU– CHONGQING CITY HEALTH BUREAUCHONGQING CITY HEALTH BUREAU– HONGKONG HOSPITAL AUTHORITYHONGKONG HOSPITAL AUTHORITY– MICROSOFTMICROSOFT


THE CURRENT STATUS OF I.T. USE IN THE CURRENT STATUS OF I.T. USE IN CHINESE HOSPITALSCHINESE HOSPITALS



元（ 10 亿）

4.36 26.6%

5.29

73.4%

21.3%ANNUAL GROWTH RATE:

73.2%

26.8%

19.7%

6.33

CHINA H.I.T. EXPENDITURE GROWTHCHINA H.I.T. EXPENDITURE GROWTH

26.0%

24.6%

74.0%

3.5

25.0%

75.0%

Source: CCWSource: CCW

PUBLIC HEALTHPUBLIC HEALTH

HOSPITALHOSPITAL


ALLOCATION OF H.I.T. INVESTMENT AROUND THE WORLDALLOCATION OF H.I.T. INVESTMENT AROUND THE WORLD

SOURCE: CCWSOURCE: CCW


CURRENT STATUS OF H.I.T. IN CHINACURRENT STATUS OF H.I.T. IN CHINA

1.1. CHINA IS MAKING SIGNIFICANT HEALTHCARE REFORMCHINA IS MAKING SIGNIFICANT HEALTHCARE REFORM

2.2. HEALTHCARE REFORM POLICY CLEARLY STATES THAT USE HEALTHCARE REFORM POLICY CLEARLY STATES THAT USE OF INFORMATION TECHNOLOGY CAN HELP IMPROVE THE OF INFORMATION TECHNOLOGY CAN HELP IMPROVE THE HEALTH DELIVERY SYSTEMHEALTH DELIVERY SYSTEM

3.3. HOWEVER, SEVERAL FACTORS ARE IMPEDING THE HOWEVER, SEVERAL FACTORS ARE IMPEDING THE SUCCESS IN CHINA H.I.T. INCLUDING LACK OF EXPERIENCE SUCCESS IN CHINA H.I.T. INCLUDING LACK OF EXPERIENCE IN IT PLANNING, WEAK APPLICATION, AND LACK OF IN IT PLANNING, WEAK APPLICATION, AND LACK OF IMPLEMENTATION SKILLIMPLEMENTATION SKILL

4.4. CHINA SHOULD LEARN FROM OTHER COUNTRIES TO CHINA SHOULD LEARN FROM OTHER COUNTRIES TO ACHIEVE ‘LEAP-FROG’ IMPROVEMENT ON H.I.T.ACHIEVE ‘LEAP-FROG’ IMPROVEMENT ON H.I.T.


LESSONS LEARNED FROM 20 DIGITAL LESSONS LEARNED FROM 20 DIGITAL HOSPITALSHOSPITALS



MOH APPOINTED THE FIRST GROUP OF 20 HOSPITALS AS DIGITAL MOH APPOINTED THE FIRST GROUP OF 20 HOSPITALS AS DIGITAL HOSPITALSHOSPITALS

BASED ON “HOSPITAL IT SYSTEM BASIC FUNCTIONAL STANDARDS”, 20 HOSPITALS ARE SELECTED AS MOH DIGITAL MODEL HOSPITALS INCLUDING 13 GENERAL HOSPITALS,3 TCM HOSPITALS, 4 MILITARY HOSPITALS.

1 BEIJING TIANTAN HOSPITAL 2 ZHEJIANG UNIV. AFFILIATED 1ST HOSPITAL 3 SHANGHAI RUIJIN HOSPITAL 4 GUANGDONG JIANGMEN CENTRAL HOSPITAL 5 WUXI TCM HOSPITAL 6 SHANGHAI YUEYANG HOSPITAL 7 GUANGDONG FUOSHAN NANHAI DISTRICT TCM HOSPITAL 8 DONGNAN UNIVERSITY ZHONGDA HOSPITAL 9 DALIAN MEDICAL UNIVERSITY 2ND AFFILIATED HOSPITAL 10 SICHAN MEDICAL COLLEGE PEOPLE’S HOSPITAL 11 BEIJING TONGREN HOSPITAL 12 PKU SHENZHEN HOSPITAL 13 GUANGDONG ZHONGSHAN CITY PEOPLE’S HOSPITAL 14 SHANDONG QIANFUOSHAN HOSPITAL 15 CHINA MEDICAL UNIVERSITY SHENGJING HOSPITAL 16 HUAZHONG SCIENCE AND TECH UNIV. TONGJI HOSPITAL

17 MILITARY GENERAL HOSPITAL 301 18 MILITARY 251 HOSPITAL 19 NANJING MILITARY GENERAL HOSPITAL

20 CHONGQING SOUTHWESTERN HOSPITAL

1 BEIJING TIANTAN HOSPITAL 2 ZHEJIANG UNIV. AFFILIATED 1ST HOSPITAL 3 SHANGHAI RUIJIN HOSPITAL 4 GUANGDONG JIANGMEN CENTRAL HOSPITAL 5 WUXI TCM HOSPITAL 6 SHANGHAI YUEYANG HOSPITAL 7 GUANGDONG FUOSHAN NANHAI DISTRICT TCM HOSPITAL 8 DONGNAN UNIVERSITY ZHONGDA HOSPITAL 9 DALIAN MEDICAL UNIVERSITY 2ND AFFILIATED HOSPITAL 10 SICHAN MEDICAL COLLEGE PEOPLE’S HOSPITAL 11 BEIJING TONGREN HOSPITAL 12 PKU SHENZHEN HOSPITAL 13 GUANGDONG ZHONGSHAN CITY PEOPLE’S HOSPITAL 14 SHANDONG QIANFUOSHAN HOSPITAL 15 CHINA MEDICAL UNIVERSITY SHENGJING HOSPITAL 16 HUAZHONG SCIENCE AND TECH UNIV. TONGJI HOSPITAL

17 MILITARY GENERAL HOSPITAL 301 18 MILITARY 251 HOSPITAL 19 NANJING MILITARY GENERAL HOSPITAL

20 CHONGQING SOUTHWESTERN HOSPITAL


LESSON ONE: HOSPITAL EXECUTIVE SUPPORT IS CRITICAL TO LESSON ONE: HOSPITAL EXECUTIVE SUPPORT IS CRITICAL TO HOSPITAL IT SUCCESSHOSPITAL IT SUCCESS

LESSON ONE: HOSPITAL EXECUTIVE (ESPECIALLY PRESIDENT) IS LESSON ONE: HOSPITAL EXECUTIVE (ESPECIALLY PRESIDENT) IS CRITICAL TO HIT SUCCESSCRITICAL TO HIT SUCCESS

– THE PRESIDENTS OF THE 20 HOSPITALS GENERALLY HAVE THE PRESIDENTS OF THE 20 HOSPITALS GENERALLY HAVE SPENT A LOT OF TIME IN UNDERSTANDING HIT. IN STEAD OF SPENT A LOT OF TIME IN UNDERSTANDING HIT. IN STEAD OF AVOIDING IT, THEY MAKE EFFORT TO LEARN IT KNOWLEDGE AND AVOIDING IT, THEY MAKE EFFORT TO LEARN IT KNOWLEDGE AND HAVE BETTER UNDERSTANDING OF HOW IT SUPPORT THE HAVE BETTER UNDERSTANDING OF HOW IT SUPPORT THE HOSPITAL BUSINESSHOSPITAL BUSINESS

– THEY MAKE I.T. A PART OF THE HOSPITAL GROWTH PLAN AND THEY MAKE I.T. A PART OF THE HOSPITAL GROWTH PLAN AND REGULAR MEETING AGENDA.REGULAR MEETING AGENDA.

– THEY DEDICATE TIME TO IT MEETINGS AND DISCUSSIONS. THEY THEY DEDICATE TIME TO IT MEETINGS AND DISCUSSIONS. THEY LEAD IT PLANNING AND CAREFULLY MONITOR IT PROJECT LEAD IT PLANNING AND CAREFULLY MONITOR IT PROJECT STATUSSTATUS

– THEY STIMULATE THINKING ON IT AMONG MID-LEVEL MANAGERS THEY STIMULATE THINKING ON IT AMONG MID-LEVEL MANAGERS AND REGULARLY COMMUNICATE HOSPITAL’S IT VISTION WITH AND REGULARLY COMMUNICATE HOSPITAL’S IT VISTION WITH EMPLOYEES. THEY ENCOURAGE DEPARTMENT HEADS TO EMPLOYEES. THEY ENCOURAGE DEPARTMENT HEADS TO SUPPORT IT WORK AND PROMOTE THEIR ACCOUNTIBILITY AND SUPPORT IT WORK AND PROMOTE THEIR ACCOUNTIBILITY AND PARTICIPATION.PARTICIPATION.

– THEY SUPPORT FOUNDATIONAL IT INFRASTRUCTURE AND IT THEY SUPPORT FOUNDATIONAL IT INFRASTRUCTURE AND IT ORGANIZATION DEVELOPMENT THOUGH ENOUGH IT ORGANIZATION DEVELOPMENT THOUGH ENOUGH IT INVESTMENT.INVESTMENT.


LESSON ONE: HOSPITAL EXECUTIVE SUPPORT IS CRITICAL TO LESSON ONE: HOSPITAL EXECUTIVE SUPPORT IS CRITICAL TO HOSPITAL IT SUCCESS (CONTINUED)HOSPITAL IT SUCCESS (CONTINUED)

DR. GUO QIYONG, PRESIDENT OF CHINA MEDICAL UNIV. DR. GUO QIYONG, PRESIDENT OF CHINA MEDICAL UNIV. AFFILICATED SHENGJING HOSPITAL IS CALLED “IT FAN” BY AFFILICATED SHENGJING HOSPITAL IS CALLED “IT FAN” BY HOSPITAL EMPLOYEES.HOSPITAL EMPLOYEES.

– HE PERSONALLY LEADS HOSPITAL IT STEERING HE PERSONALLY LEADS HOSPITAL IT STEERING COMMITTEE.COMMITTEE.

– IN THE HOSPITAL, IT TOPICS ARE REGULAR IN THE HOSPITAL, IT TOPICS ARE REGULAR DISCUSSION TOPIC IN THE EXECUTIVE MEETING.DISCUSSION TOPIC IN THE EXECUTIVE MEETING.

– HIS THEORY OF IT DEVELOPMENT IS “IT DEVELOPMENT HIS THEORY OF IT DEVELOPMENT IS “IT DEVELOPMENT IS NOT A ONE-TIME EVEN BUT A COMPLEX AND IS NOT A ONE-TIME EVEN BUT A COMPLEX AND SYSTEMS PROJECT. IT IS ALSO A PRESIDENT-PROJECT”SYSTEMS PROJECT. IT IS ALSO A PRESIDENT-PROJECT”

DR. LI HONG, PRESIDENT OF SHANGHAI RUIJIN HOSPITAL DR. LI HONG, PRESIDENT OF SHANGHAI RUIJIN HOSPITAL HAS MERGED THE HOSPITAL’S IT STRATY WITH THE HAS MERGED THE HOSPITAL’S IT STRATY WITH THE BUSINESS STRATEGY WHICH IS REGIONAL HEALTH CARE BUSINESS STRATEGY WHICH IS REGIONAL HEALTH CARE DELIVERY SERVICE MODEL. HE HAS MADE ADVANCED DELIVERY SERVICE MODEL. HE HAS MADE ADVANCED EXPERIMENT OF AUTOMATED REGIONAL HEALTH DELIVERY EXPERIMENT OF AUTOMATED REGIONAL HEALTH DELIVERY SERVICES.SERVICES.


LESSON TWO: HOSPITAL IT SUCCESS CAN’T HAPPEN WITHOUT LESSON TWO: HOSPITAL IT SUCCESS CAN’T HAPPEN WITHOUT CLINICIAN PARTICIPATIONCLINICIAN PARTICIPATION

LESSON TWO: HOSPITAL IT SUCCESS CAN’T HAPPEN LESSON TWO: HOSPITAL IT SUCCESS CAN’T HAPPEN WITHOUT CLINICIAN PARTICIPATIONWITHOUT CLINICIAN PARTICIPATION

– CLINICIANS NEED TO ACTIVELY PARTICIPATE IN IT CLINICIANS NEED TO ACTIVELY PARTICIPATE IN IT PLANNING, SYSTEM SELECTION, AND SYSTEM PLANNING, SYSTEM SELECTION, AND SYSTEM IMPLEMENTATION. THEIR ACCOUNTABILITY IS IMPLEMENTATION. THEIR ACCOUNTABILITY IS IMPORTANT TO IT SUCCESS.IMPORTANT TO IT SUCCESS.

– FOR EXAMPLE, PKU SHENZHEN HOSPITAL HAS FOR EXAMPLE, PKU SHENZHEN HOSPITAL HAS PERIODIC IT MEETING WHERE HOSPITAL PERIODIC IT MEETING WHERE HOSPITAL EXECUTIVES, DEPARTMENT HEADS AND IT EXECUTIVES, DEPARTMENT HEADS AND IT MANAGER OPENLY DISCUSS CLINICIAN’S MANAGER OPENLY DISCUSS CLINICIAN’S FEEDBACKS ON IT SYSTEM.FEEDBACKS ON IT SYSTEM.


LESSON THREE: POSITIONING IT DEPARTMENT AS THE BRIDGE OF LESSON THREE: POSITIONING IT DEPARTMENT AS THE BRIDGE OF FACILITATION BETWEEN HOSPITAL USERS AND VENDORFACILITATION BETWEEN HOSPITAL USERS AND VENDORSS

LESSON THREE: POSITIONING IT DEPARTMENT AS THE BRIDGE OF FACILITATION BETWEEN LESSON THREE: POSITIONING IT DEPARTMENT AS THE BRIDGE OF FACILITATION BETWEEN HOSPITAL USERS AND VENDORHOSPITAL USERS AND VENDORSS

– MANY AWARD-WINNING CIO’S SAID THEIR SUCCESS EXPERIENCE MANY AWARD-WINNING CIO’S SAID THEIR SUCCESS EXPERIENCE IS POSITIONING IT DEPARTMENT TO SERVICE MANAGEMENT AND IS POSITIONING IT DEPARTMENT TO SERVICE MANAGEMENT AND CLINICIANS. IT ONLY EXISTS BECAUSE IT RPOVIDES SERVICE TO CLINICIANS. IT ONLY EXISTS BECAUSE IT RPOVIDES SERVICE TO IMPROVE THE EFFICIENCY OF OTHER DEPARTMENT. THE IMPROVE THE EFFICIENCY OF OTHER DEPARTMENT. THE SUCCESS OF IT IS DEFINED AS HOW MUCH HELP IS CONSIDERED SUCCESS OF IT IS DEFINED AS HOW MUCH HELP IS CONSIDERED TO BE RECEIVED BY IT DEPARTMENT’S CUSTOMERSTO BE RECEIVED BY IT DEPARTMENT’S CUSTOMERS

– FOR EXAMPLE, FUZHOU MILITARY GENERAL HOSPITAL CIO CHEN FOR EXAMPLE, FUZHOU MILITARY GENERAL HOSPITAL CIO CHEN JINXIONG OFTEN WALK AROUND ALL THE CLINICIAL JINXIONG OFTEN WALK AROUND ALL THE CLINICIAL DEPARTMENTS AND OBSERVE SYSTEM IMPLEMENTATION AND DEPARTMENTS AND OBSERVE SYSTEM IMPLEMENTATION AND PROCESS IMPROVEMENT SITUATION. HE COLLECTS CLINICAL PROCESS IMPROVEMENT SITUATION. HE COLLECTS CLINICAL FEEDBACKS AND IDENTIFIES OPPORTUNITIES FOR FEEDBACKS AND IDENTIFIES OPPORTUNITIES FOR IMPORVEMENT.IMPORVEMENT.

– PKU SHENZHEN HOSPITAL HAS ESTABLISHED A WEEKLY IT PKU SHENZHEN HOSPITAL HAS ESTABLISHED A WEEKLY IT WARD-ROUNDING POLICY, I.E. CIO VISITS CLINICAL DEPARTMENT WARD-ROUNDING POLICY, I.E. CIO VISITS CLINICAL DEPARTMENT TO COLLECT CLINICIAN FEEDBACKS.TO COLLECT CLINICIAN FEEDBACKS. THE CIO MR. LU HONG THE CIO MR. LU HONG THINKS THAT A HOSPITAL CIO HAS TO HAVE A DEEP THINKS THAT A HOSPITAL CIO HAS TO HAVE A DEEP UNDERSTANDING OF HOW TO USE IT TO SUPPORT CLINICAL UNDERSTANDING OF HOW TO USE IT TO SUPPORT CLINICAL WORK IN ORDER TO MANAGE IT EFFECTIVELY.WORK IN ORDER TO MANAGE IT EFFECTIVELY.


LESSON FOUR: BUILDING A WIN-WIN RELATIONSHIP WITH SOFTWARE LESSON FOUR: BUILDING A WIN-WIN RELATIONSHIP WITH SOFTWARE VENDORSVENDORS

LESSON FOUR: BUILDING A WIN-WIN RELATIONSHIP WITH LESSON FOUR: BUILDING A WIN-WIN RELATIONSHIP WITH SOFTWARE VENDORSSOFTWARE VENDORS

– IT’S IMPORTANT FOR HOSPITAL TO BUILD A WIN-IT’S IMPORTANT FOR HOSPITAL TO BUILD A WIN-WIN PARTNERSHIP WITH IT VENDORS. IT WIN PARTNERSHIP WITH IT VENDORS. IT VENDORS ARE OFTEN NOT FAMILIAR WITH VENDORS ARE OFTEN NOT FAMILIAR WITH HOSPITAL’S BUSINESS PROCESSES WHILE USERS HOSPITAL’S BUSINESS PROCESSES WHILE USERS ARE NOT FAMILIAR WITH IT SYSTEMS.ARE NOT FAMILIAR WITH IT SYSTEMS.

– THEREFORE, IT DEPARTMENT PLAYS A CRITICAL THEREFORE, IT DEPARTMENT PLAYS A CRITICAL BRIDGING ROLE TO FACILIATE THE BRIDGING ROLE TO FACILIATE THE COMMUNICATION OF VENDORS AND USERS. COMMUNICATION OF VENDORS AND USERS.


LESSON FIVE: HOSPITAL NEEDS TO TAKE MORE RESPONSIBILITY OF PROCESS LESSON FIVE: HOSPITAL NEEDS TO TAKE MORE RESPONSIBILITY OF PROCESS IMPROVEMENT AND CHANGE MANAGEMENT DURING IMPLEMENTATIONIMPROVEMENT AND CHANGE MANAGEMENT DURING IMPLEMENTATION

LESSON FIVE: HOSPITAL NEEDS TO TAKE MORE RESPONSIBILITY OF LESSON FIVE: HOSPITAL NEEDS TO TAKE MORE RESPONSIBILITY OF PROCESS IMPROVEMENT AND CHANGE MANAGEMENT DURING PROCESS IMPROVEMENT AND CHANGE MANAGEMENT DURING IMPLEMENTATIONIMPLEMENTATION

– IT SYSTEM IMPLEMENTATION IS NOT ONLY SOFTWARE IT SYSTEM IMPLEMENTATION IS NOT ONLY SOFTWARE INSTALLATION BUT ALSO CHANGE OF WORKFLOWS INSTALLATION BUT ALSO CHANGE OF WORKFLOWS AND ORGANIZATIONAL STRUCTURE.AND ORGANIZATIONAL STRUCTURE. 　　

– BECAUSE OF INAPPROPRIATE SYSTEM BECAUSE OF INAPPROPRIATE SYSTEM IMPLEMENTATION, HOSPITALS FIND IT ENDS UP WITH IMPLEMENTATION, HOSPITALS FIND IT ENDS UP WITH REDUNDANT AND ERROR-PRONE WORKFLOW.REDUNDANT AND ERROR-PRONE WORKFLOW.

– AS HOSPITAL IT SYSTEM BECOME MORE COMPLEX, AS HOSPITAL IT SYSTEM BECOME MORE COMPLEX, THE REQUIREMENT OF HOSPITAL’S CAPABILITY IN THE REQUIREMENT OF HOSPITAL’S CAPABILITY IN SYSTEM IMPLEMENTATION AND IT LEADERSHIP AND SYSTEM IMPLEMENTATION AND IT LEADERSHIP AND USERS’ ROLE BECOME MORE IMPORTANT.USERS’ ROLE BECOME MORE IMPORTANT.

– SUCCESSFUL SYSTEM IMPLEMENTATION REQUIRES SUCCESSFUL SYSTEM IMPLEMENTATION REQUIRES GOOD PROJECT MANAGEMENT AND CHANGE GOOD PROJECT MANAGEMENT AND CHANGE MANAGEMENT CAPABILITY. GOOD UNDERSTANDING OF MANAGEMENT CAPABILITY. GOOD UNDERSTANDING OF USER NEEDS AND HOSPITAL WORKFLOW IS CRITICAL.USER NEEDS AND HOSPITAL WORKFLOW IS CRITICAL.


LESSON SIX: IT DEPARTMENT NEEDS TO TAKE MORE RESPONSIBILITY OF LESSON SIX: IT DEPARTMENT NEEDS TO TAKE MORE RESPONSIBILITY OF HELPING, FACILITATING AND COORDINATING CLINICIANS TO PARTICIPATE IN IT HELPING, FACILITATING AND COORDINATING CLINICIANS TO PARTICIPATE IN IT DEVELOPMENTDEVELOPMENT

LESSON SIX: IT DEPARTMENT NEEDS TO TAKE MORE LESSON SIX: IT DEPARTMENT NEEDS TO TAKE MORE RESPONSIBILITY OF HELPING, FACILITATING AND COORDINATING RESPONSIBILITY OF HELPING, FACILITATING AND COORDINATING CLINICIANS TO PARTICIPATE IN IT DEVELOPMENTCLINICIANS TO PARTICIPATE IN IT DEVELOPMENT

– CIO NEEDS TO TRANSFORM FROM TECHNOLOGY-CIO NEEDS TO TRANSFORM FROM TECHNOLOGY-DRIVEN MANAGER TO BUSINESS-DRIVEN DRIVEN MANAGER TO BUSINESS-DRIVEN MANAGER.MANAGER.


HOSPITAL IT PROJECT ROLESHOSPITAL IT PROJECT ROLES阶段阶段PhasesPhases

策略策略BusineBusiness and ss and IT IT StrateStrategiesgies

项目建项目建议议ProjecProject t ProposProposalal

项目启动项目启动Project Project KickoffKickoff

需求制定需求制定 RequirRequire-e-mentsmentsDefinitDefinitionion

厂商选择厂商选择Vendor Vendor SelectiSelectionon

项目实施项目实施ImpleImplemen-men-tationtation

项目效益项目效益实现实现BenefitBenefits s RealizaRealizationtion

加强及维加强及维护护EnhancEnhance-e-ments ments and and MainteMaintenan-cenan-ce

领导层领导层Sr. Sr.

LeaderLeaderss

主导主导LeadLead

督导督导OverseOverse

ee

科系科系主管主管

Dept Dept HeadHead




合导合导Co-Co-

LeadLead

合导合导 Co-Co-LeadLead



信息信息人员人员ITIT

配合配合SuppoSuppo

rtrt

配合配合SupporSuppor

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厂商厂商VendorVendor

ss


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CONCLUSIONCONCLUSION



MISTAKES OF CHINA HOSPITAL IT INVESTMENTMISTAKES OF CHINA HOSPITAL IT INVESTMENT

MISTAKE #1: USER REQUIREMENTS CANNOT BE DEFINED. MISTAKE #1: USER REQUIREMENTS CANNOT BE DEFINED. CLINICIANS DON’T KNOW WHAT FUNCTIONS THEY EXPECT FROM IT CLINICIANS DON’T KNOW WHAT FUNCTIONS THEY EXPECT FROM IT SYSTEMS.SYSTEMS.

MISTAKE #2: IT VENDORS WILL TELL THE HOSPITAL HOW TO MISTAKE #2: IT VENDORS WILL TELL THE HOSPITAL HOW TO IMPLEMENT THE SYSTEM.IMPLEMENT THE SYSTEM.

MISTAKE #3: HOSPITAL IT DEVELOPMENT IS ONLY RESPONSIBLE BY MISTAKE #3: HOSPITAL IT DEVELOPMENT IS ONLY RESPONSIBLE BY IT DEPARTMENT. CLINICAL DEPARTMENTS HAVE NOTHING TO DO IT DEPARTMENT. CLINICAL DEPARTMENTS HAVE NOTHING TO DO WITH IT.WITH IT.

MISTAKEMISTAKE #4: RETURN ON IT INVESTMENT IS NOT CALCULABLE.#4: RETURN ON IT INVESTMENT IS NOT CALCULABLE.

MISTAKE #5: WHEN THE IT SYSTEM IS ADOPTED, EVERY PROBLEM MISTAKE #5: WHEN THE IT SYSTEM IS ADOPTED, EVERY PROBLEM WILL BE SOLVED.WILL BE SOLVED.

MISTAKEMISTAKE #6: IF THE SOFTWARE IS RUNNING INTO A PROBLEM, ONLY #6: IF THE SOFTWARE IS RUNNING INTO A PROBLEM, ONLY THE VENDOR SHOULD BE HELD RESPONSIBLE.THE VENDOR SHOULD BE HELD RESPONSIBLE.


HOW CHINA HOSPITAL CAN IMPROVE THEIR INVESTMENT ON ITHOW CHINA HOSPITAL CAN IMPROVE THEIR INVESTMENT ON IT

BUILD BETTER IT PROJECT PLANNING METHODOLOGY TO BETTER BUILD BETTER IT PROJECT PLANNING METHODOLOGY TO BETTER SET IT PROJECT PRIORITYSET IT PROJECT PRIORITY

CREATE BETTER USER REQUIREMENT DEFINITION METHODOLOGYCREATE BETTER USER REQUIREMENT DEFINITION METHODOLOGY

CREATE BETTER SOFTWARE PRODUCT ASSESSMENT CREATE BETTER SOFTWARE PRODUCT ASSESSMENT METHODOLOGYMETHODOLOGY

DEVELOP BETTER SYSTEM IMPLEMENTATION METHODOLOGY SO DEVELOP BETTER SYSTEM IMPLEMENTATION METHODOLOGY SO THAT NEW SYSTEM IMPLEMENTATION WON’T ADD WORK AND MAKE THAT NEW SYSTEM IMPLEMENTATION WON’T ADD WORK AND MAKE WORK PROCESS REDUNDANT.WORK PROCESS REDUNDANT.

DEVELOP BETTER COMMUNICATION METHODOLOGY WITH VENDORS DEVELOP BETTER COMMUNICATION METHODOLOGY WITH VENDORS TO FACILITATE SYSTEM IMPLEMENTATION AND SYSTEM TO FACILITATE SYSTEM IMPLEMENTATION AND SYSTEM MAINTENANCE.MAINTENANCE.

DEVELOP BETTER USER TRAINING METHOD.DEVELOP BETTER USER TRAINING METHOD.

DEVELOP BETTER IT MANAGEMENT MECHANISM.DEVELOP BETTER IT MANAGEMENT MECHANISM.

FOCUS MORE ON IMPROVING THE BENEFITS OUT OF IT FOCUS MORE ON IMPROVING THE BENEFITS OUT OF IT INVESTMENT.INVESTMENT.


THANK YOU.THANK YOU.FOR MORE INFORMATION CONTACT:FOR MORE INFORMATION CONTACT:

YU ZHIYUAN (GRACE)YU ZHIYUAN (GRACE)

THE DORENFEST CHINA HEALTHCARE GROUPTHE DORENFEST CHINA HEALTHCARE GROUPSUITE 908, NO. 998 RENMIN ROAD, SHANGHAISUITE 908, NO. 998 RENMIN ROAD, SHANGHAI

PHONE: 021-63203522, 63269722PHONE: 021-63203522, 63269722

WEB SITE ADDRESS: WEB SITE ADDRESS: www.dorenfest.com

E-MAIL ADDRESS: E-MAIL ADDRESS: [email protected]

SHELDON’S E-MAIL ADDRESS: SHELDON’S E-MAIL ADDRESS: [email protected]

YU ZHIYUAN (GRACE) YU ZHIYUAN (GRACE) : : [email protected]

china hospital ceo annual conference 2009 dorenfest china healthcare group 1 china hospital ceo...

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