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HCS 483 Week 4 Health Information System


Why did you choose an information system in the first place? The proof that this information system works and what the plan would be is called justification. This makes up the phases of the execution cycle and recognizes assuming that the well-being data framework is all set live. It is critical to comprehend the legitimization and what drives the associations’ objectives in the data framework determination process. Understanding the roles that each stakeholder and IT play in the selection process is also crucial. Last but not least, there are case studies that will show you what not to do when putting a new system in place. There will be disappointments and issues; however, it’s tied in with following the execution cycle to have an effective send-off of the well-being data.

Which stages are there?

Stages of implementation, according to Balgrosky (2015): Start off and Project Arranging. Establish the task forces and project planning team.2. Choosing a system. Choose the system to be implemented through a methodical procedure3. Negotiation of a contract. Whenever necessary, reach agreements for all system components and services, including software, hardware, devices, consulting services, infrastructure, and others. Design. Perform framework plan working together with process upgrade, including points of interaction expected for dividing information among frameworks taking care of information to those getting data.5. Development. Create all system files that reflect the organizational specifics, such as numbering systems, providers, sites, and elements, as well as develop the system and “build.”6 Testing. 

HCS 483 Week 4 Health Information System

Test each module and the connections between modules and applications across the system.7 Training. Train IT staff and undertaking members at first while the framework is being created and constructed, and afterward, train end clients nearer to the season of the framework’s go-live or sending point.8. Deployment. Go live, roll out the system into the production environment, and prepare the system site for end users to use in their work9. Evaluation. After going live, test and validate systems to ensure that everything is working as intended. Feed the evaluation’s findings and any identified problems in a systematic manner through each step of the process until the system functions flawlessly, and any issues are resolved (Chapter 6).

The selection of an information system is influenced by the organization’s objectives. The objectives of the organization Depending on the objectives of the organization, the selection of an information system may be crucial and a significant component in achieving those objectives. By and large the principal objective of the association is to work on the quality and care of patients and increment medical services experts’ capacity to get to patient records, diminishing the expense of care and patient obligations and, above all, saving the existence of others. By choosing a new healthcare system, professionals can gain access to patients’ accounts via electronic health records and be able to assist a patient in multiple departments. Additionally, it facilitates record access and broadens the scope of care that the patient cannot receive. This new framework can assist the front-end with staffing, similar to enlistment centers, and check qualifications and advantages before the patient is seen. It can determine what the patient owes, such as coinsurance, copays, and deductibles, and help reduce the cost of debts that arise in the hospital. It helps the patient as well as the hospital or organization by letting them know what to expect prior to seeing their healthcare providers. Because patient charts are easier to document and there are fewer errors, the new healthcare system as a whole can help save lives. Charting is simpler and more accessible, and it can cut costs by reducing the number of duplicate labs.

Partners and IT

What are the jobs of the partners, and which part do they play?

Stakeholders play a big role in the process of putting the new health information system into place because these professionals frequently work in the field and can provide valuable feedback. Clinicians and nurses would be the first stakeholders to devote 100 percent of their time to the information system. Clinicians/Nurses This is significant due to their experience on the front lines. Due to their experience in the field and familiarity with the workflow, this group of professionals can provide crucial input into the design. Clinicians ought to choose in light of the fact that they are the ones resolving day in and day in the framework. Before making a purchase, they ought to conduct a “test run.”

HCS 483 Week 4 Health Information System

Staff and managers: These people are significant because they are also regarded as frontline personnel. They are generally who our patients see first. As a result, it’s important to get their feedback on new systems. This group will enter patient data, such as demographics and insurance information, and will collect payments on behalf of patients. Before the system goes live, managers and employees need to be aware of what is changing and adding challenges, opportunities, and even improvements that can be fixed.

The team that bills: The billing team is subject to some of the same guidelines as the office staff and managers. Billers are a piece of the income cycle, very much like office staff, yet they are the ones who get the office/association paid immediately for the administrations delivered. To ensure a smooth transition into a new or updated system, they will need to be aware of the obstacles and modifications that will be implemented. This group can share input on the speed, exactness, and effectiveness of handled claims and how they perform on the new framework.

Board members, CEO, and administrators: This new system or project will be launched by these people. To ensure that it is an excellent addition to the organization as a whole, they will solicit the opinions of the appropriate parties. They look at investment options, branding, spending time, and pricing. Additionally, this group is aware of the organization’s potential opportunities and obstacles, as well as an efficient approach to overcoming those obstacles.

Implementation of IT?

According to Balgrosky (2015, Chapter 6), in addition to launching and evaluating the system itself, the organization relies on the IT department to provide training resources, and plan, clear, design, build, and test the information system. They are able to provide specifics about the hardware and internal system, as well as the program’s design and system flaws. For instance, for the most part, when your framework isn’t working at your specific employment, there is a group of IT experts that help with these issues. You can rely on the experts in IT to point you in the right direction with regard to your system. They are the specialists and are capable in preparing to evaluate all issues that might emerge. This is because they have spent months developing training on what could go wrong and how to fix it. Memorial Health System Failures When starting a new health organization, there will be many failures. It’s common for a brand-new startup.

HCS 483 Week 4 Health Information System

After these failures have been analyzed and resolved, they strengthen the information system and make it less likely that they will occur again.

  1. Some stakeholders viewed the first failure highlighted in the Memorial Health System CPOE as controversial. It says that the doctor was worried it would make work harder. This indicates a lack of trust in the project, indicating that doubt was already present. Clinicians or well-being experts are imperative bits of the investors that assist with carrying out a well-being data framework. The last thing that we maintain is that those people should be overpowered or worn out. Therefore, their opinion ought to have signaled a need to reevaluate the proposed system. Medical staff burnout can result in employee turnover, stress, inadequate patient care, and errors. I would have considered the clinician’s comments and devised a strategy to prevent this.
  2. Questioning the timeline was the second failure. They desired that the implementation be finished in less than 18 months. The text made a statement about how everyone wanted the email, but it took almost two years to set it up, and it was unclear how they would implement and finish everything in 18 months if it took so long to set it up. The way that I would have assessed this impact is to delay the cycle and consider it completely. Improperly navigating an information system can result in higher costs than going live. The implementation plan calls for everyone, including the stakeholders, to work together as a team to implement the plan. In order for that to be successful, a revised plan needs to be implemented during which fresh concepts ought to emerge.
  3. The only thing that stood in the way was leadership support. It mentions the departure of the two leading CPOE advocates. As a pioneer, you will experience numerous disappointments and backup plans. However, a true leader overcomes every obstacle to achieve success. No test is excessively hard for a genuine pioneer. Due to issues with this project, Dryer and Roberts left. I’m on the Health system. As this project’s leader or manager, I would confront my issues head-on and find immediate solutions to them. A well-thought-out and developed project can turn any failing project around. As I mentioned earlier, rushing the project will only make it worse. It is necessary to conduct a reevaluation of the plan, identify issues, gather stakeholders to discuss your new idea and plans and inform the vendor of delays and the ways in which they and we can incur financial losses.
  4. In the section where it says, “Sparks took resources from the CPO project,” another failure was identified. The team was reduced to eight members from the original 16 budgeted individuals. How can you carry out a project with minimal staff in an efficient manner? Without the assistance of staff, how will this project be able to realize its full potential? This makes more tension for individuals that are still near. This can make burnout and exhausted representatives. This number may decrease further before rising. I would immediately initiate the hiring of new employees to assist with this project. The project may be delayed by this, but it will be in better hands with 16 people than with eight.
  5. Although the subsequent failure still falls under its failure category, it almost brings to mind the lack of support and leadership. In the concluding section of the case study, we observed Martin’s fear of Sparks’ response to potential issues. It is essential for managers or employees to avoid feeling the pressure to be afraid when a project that will have an impact on hundreds of employees and the organization as a whole is launched. This is especially true given the significance of the new feature being implemented.

HCS 483 Week 4 Health Information System

There was no support for this project, and it started out with a lot of problems. The lack of faith in the project was the first failure. The second failure was the project’s tardiness, the third was leadership’s lack of support, the fourth was the project’s lack of staff, and the final failure was people’s inability to deal with problems and mistakes. The Memorial Health System’s failure was influenced in part by each of these failures.


Data Frameworks: Electronic Health Records Information systems have evolved with the healthcare industry, but it’s important to learn from mistakes and find ways to fix them. The success of the implementation system is due to stakeholders and IT. The system’s safety, cost-effectiveness, and compliance with the organization’s objectives will all depend on their expertise and opinions. The objective is to always develop and create a seamless transition between an information system and its update.


Balgrosky, J.A. (2015). Essentials of Health Information Systems and Technology. Jones & Bartlett Learning. 

https://bibliu.com/app/#/view/books/9781449648008/epub/OEBPS/17_Chapter_06.html#page _111

Green, J. MPH, JD (2018). 5 key stakeholders in your EHR selection.


Merriam-Webster. (n.d.). justification. 


 Mold, J. (2017, February). Goal-Directed Health Care: Redefining Health and Health Care in the Era of 

Value-Based Care. Cureus, 9(2), 1043. 


The University of Phoenix. (n.d.). Case Study: Memorial Health System CPOE Implementation Failure. chrome-extension:


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