project steering committee thursday, august 15, 2013 co-chairpersons:clint hinman michelle ziemba
TRANSCRIPT
Project Steering CommitteeThursday, August 15, 2013
Co-Chairpersons: Clint HinmanMichelle Ziemba
AGENDA
• Communication• Project Status• Training• Vendor list hand-off• Technical Dress Rehearsal • Risk/Change Management Summary
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COMMUNICATION
• Importance of communicating Steering Committee items to staff
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PROJECT SNAPSHOT
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• Prior Week
– Integrated testing round 1 test
– 90 day go-live readiness assessment
• Current Week
– Integrated testing round 1 fix
– Parallel revenue testing round 1
– Content build complete deadline
• Next Week
– Integrated testing round 2 test (SME involvement)
TRAINING REGISTRATION
• Tracking Training Compliance– Right people assigned to supervisor?
– Assigned the right courses based on their role?
– People registered for their courses?
– People have completed their courses?
1. HealthStream – always most up-to-date (real time)
2. Internet report – extracted once per day from HealthStream
3. http://www.uahealth.com/epic/training
• How to register for a course:1. Attend training registration lab
2. Call registration line 694-6732
3. Directly in HealthStream – coming soon
4. Internet registration form – coming soon
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TRAINING PLAYGROUND
• To access the Hyperspace– Click on PLY2 on a UAHN Desktop
– PLY2 on the citrix site: https://ctx.umcaz.edu
• PLY2 is set up to use the same log ins and patients used in training, so save the training materials from class.
• Access difficulties– If you have any trouble logging into Citrix, please contact the Help Desk.
– If you have lost your login and/or have trouble logging into the training environment itself, then you’ll need to contact the trainer who taught your class to request that information.
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UAHN SUPERUSER PROGRAM
• Registration for back-up support• http://www.uahealth.com/for-professionals/epic/training• Manager to help ensure they meet qualifications
– Complete training
– 2 hr superuser special training
– Assist in 4 classes
• Superuser preparation for BIG BANG!!– How many do you have?
– What is the schedule?
– Is there a gap between need and have?
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USER PREPAREDNESS
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CLASSROOM TRAINING
• Need supervisor review of reports and data– Must validate their employees have gone through all necessary
classroom training
– Must validate they have passed the exam
– If staff are in need of training they need to get them into classroom training ASAP
• Classroom offerings extended into September pending identified need
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BEYOND THE CLASSROOM
• Activities
– Workflow preview sessions, walk-in labs, scheduled labs, peer-to-peer demos and Q&A sessions, customization/personalization labs
• Resources – beg, steal, borrow….buy
– Dedicated contractors (MD and other)
– Super users
– MITC physicians
– Unit based educators
– Clinic nurse managers
– Trainers and analysts
• Where
– Standing meetings and committees
– Ad hoc sessions, department sign-up
– Labs; dedicated physician resource center on both campuses
– Training rooms, auditorium, physician lounge, cafeteria…
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TECHNICAL DRESS REHEARSAL
• In progress and work stations and equipment is being validated. Green and Red dots
• Signage on critical downtime operations computers
• DO NOT MOVE EQUIPMENT
• If there are areas that appear not to be served or linked to down time PC in your physical location please contact Breda Adams
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GO-LIVE SUPPORT
• Executive governance support• Operational leadership involvement• Determination of required support for successful activation (eg. 1:5-
8)• At-elbow support
– Superusers
– Application analysts
– Epic vendor support
– Consultant resources
• Issue management system• Command Centers and deployment teams
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VENDOR LIST OWNERSHIP
• Need Steering Committee involvement in identification of vendors needing access into the system– Forward list of vendors and system need to Phyllis Siverhus, UAHN
Training Project Manager
– Review by Corporate Security Officer
– Eventual formal request through CARS
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RISK/CHANGE MANAGEMENT
• Involvement of Risk Management, Compliance, and Legal in multiple areas of the project
• Change management process within the project for system build and close collaboration with the existing ISS team for current environment
• Activation risks being identified and evaluated based on institutional knowledge and other customer experience through risk registry
• Third party review by Epic outside project team to assess application status and provide risk reports to project team articulating areas of risk and severity.
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PARKING LOT
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