CPHIMS Flashcard Study Guide PDF

CPHIMS
STUDY GUIDE
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Healthcare Environment
General
Technology Environment
Analysis
Design
Selection, Implementation, Support, and Maintenance

CPHIMS Systems
Testing and Evaluation
Privacy and Security
Leadership
Administration
Management
ACRONYMS &
ABBREVIATIONS
General
The Healthcare Environment
LEARNING OBJECTIVES:
1. Articulate characteristics of different types of healthcare organizations.
2. Articulate characteristics of the interrelationships within and across healthcare organizations.
3. Describe the roles of healthcare professionals and the organizational structure where they work.
4. Understand the role of government in healthcare delivery.
HEALTHCARE DELIVERY PROVIDERS
1. HOSPITALS
a. Levels of care: primary, secondary, tertiary
b. Ownership: for-profit (taxed), non-profit (tax-exempt)
c. Geographic location: urban (MSAs and community hospitals), rural
d. Payor mix: based on weighted mix of revenue sources
e. Teaching facilities or academic medical centers: teaching facilities are affiliated with a medical
school, academic medical centers include a medical school, and non-teaching hospitals do not
formally train physicians or other providers
2. AMBULATORY CENTERS OR CLINICS: preventive, diagnostic, and treatment services
3. LONG-TERM CARE (LTC) SERVICES: 30-days or more
4. PUBLIC HEALTH AGENCIES AND PROGRAMS: may be predominant way that medical care is delivered
5. COMMUNITY HEALTH PROGRAMS: primary care safety net, access to basic services for medically
underserved and/or uninsured
6. PHYSICIAN PRACTICES: solo and group practices
7. PHARMACIES: prepare and dispense pharmaceuticals
8. INTEGRATED DELIVERY NETWORK (IDN): composite healthcare organizations and services; merger and
acquisition formation (integrates assets), joint venture (pools resources), alliance (joint agreement),
network (alliance of several providers), virtual (contractual arrangement, independent practice
association [IPA])
PAYMENT SYSTEMS
Financing of healthcare services: National Health Insurance (NHI, Canada) public finance, private providers;
national Health System (NHS, Britain) government managed infrastructure; public/private (US, including
Medicare and Medicaid)
HEALTHCARE WORKFOCE
1. Physicians
2. Mid-Level Practioners: physician assistants, advanced practice nurses
3. Nurses: largest category, mostly in hospitals
4. Information and management systems professionals: operations, development, process, admin, etc.
ROLE OF GOVERNMENT, REGULATION, PROFESSIONAL AND ACCREDITATION AGENICES IN HEALTHCARE
DELIVERY
Provider of services (VA, NHS); Payor of services (NHI); regulator of services (Health Insurance Portability and
Accountability Act, HIPAA; Emergency Medical Treatment and Active Labor Act, EMTALA; European union Data
Protection Directive, EUDPD)
1. ACCREDITATION
a. Joint Commission and Joint Commission International (JCI)
b. ICD-10 Standardization
GENERAL: HEALTHCARE ENVIRONMENT
The Technology Environment
1. Define components of healthcare IT environment and factors influencing evolution.
2. Define major types of software applications used in healthcare and give examples.
3. Describe the hardware and connectivity components typically found in healthcare organizations.
TODAY’S HEALTHCARE IT ENVIRONMENT

1. Application Software: acquires, process, management outputs data and information
2. Hardware: processors, memory and data storage that runs application software
3. Network Connectivity: connects hardware; enables transmission of information
APPLICATIONS IN SOFTWARE
1. CLINICAL APPLICATIONS: EHR, PACS, decision support
2. ADMINISTRATIVE APPLICATIONS: scheduling, business intelligence
3. FINANCIAL APPLICATIONS: practice management (ambulatory), patient accounting (hospital), contract
management, decision support, membership enrollment, claims adjudication, care management,
budgeting, accounts receivable/payable, general ledger
4. E-HEALTH AND CONSUMER ACCESS: web based (services), portals/portlets, PHR
5. E-HEALTH AND HEALTH INFORMATION EXCHANGES: usually regional (RHIO), agreed sharing of all,
some, or no data (data use agreements)
KEY TRENDS IN HEALTHCARE APPLICATIONS

1. APPLICATION INTEGRATION: master person index (MPI), single sign-on with context management
(SSO/CM), HL7 standards for clinical data, X12 standards for administrative data
2. VENDOR APPLICATION DELIVERY: common standards, HL7 ambulatory EHR functionality
3. PRIVACY AND SECURITY: HIPAA, EUDDP, access (RBAC), biometric, file encryption, point-to-point or
virtual private network (VPN) connections
HARDWARE AND CONNECTIVITY TECHNICAL INFRASTRUCTURE

1. END-USER DEVICES: point-of-care (mobile), integrating medical devices (telemetry, pumps, etc.),
tracking technology (RFID, etc.), audio and video (VOIP, etc.)
2. CONNECTIVITY: LAN, WLAN, WAN, ISP (HISPs), VPN
3. BACK-END SERVERS AND HOSTS: typically store or access large databases, server farms (forests)
4. APPLICATIONS SERVICE PROVIDERS AND REMOTE HOSTING: external to organization, Internet and
application providers (SaaS, etc.)
5. RECOVERY AND REDUNDANCY: internal redundancy, fail-over, back-ups, hot site (operational
immediately), cold site (operational in hours or days)
GENERAL: TECHNOLOGY ENVIRONMENT

APPLICATION TECHNICAL ENVIRONMENT
CLINICAL ADMINISTRATIVE FINANCIAL E-HEALTH/E-BUSINESS/HIE
Electronic Health Record Scheduling Provider Informational
Physician Practice Physician Practice / Facility Practice Management Searchable access to symptoms,
Hospital/Facility Patient Accounting disease information, interactive
Contract Management and assessments, comparison of provider
Decision Support organizations for quality and cost
Picture Archiving and Capture Managing and Tracking Payer Interactive Portals
System (PACS) Rooms and Beds, Equipment, Enrollment Provider: Schedule appointments,
Medical Records, Supplies Claims Adjudication view test results, e-Visits
Care Management Payer: Research and choose health
plan, reorder medications, find a
physician
Departmental Systems Business Intelligence Common Financial Personal Health Records (PHR)
Lab, Radiology, Pharmacy, End-User Analysis, Data Budgeting Maintain an electronic record of
Dietary Marts, Executive Dashboards Accounts Receivable / their health history, medications, lab
Accounts Payable results, encounters, and the like
General Ledger
Care Setting Niche Systems Common Business
Emergency Department, Human Resources, Document
Operating Room, Oncology, Management, Facility Access,
Labor & Delivery e-Mail
Knowledge-Based
Drug Interaction, Protocol
Integration
Master Person Index Product Suite HL7 Standard
Interface Single Sign-On X12 Standard
[2] GENERAL: TECHNOLOGY ENVIRONMENT
Figure 1 - Hardware and Connectivity
Internal External
END-USER Medical
DEVICES Devices
External
Web User
Wireless
CONNECTIVITY Network
Firewall
SERVERS AND
STORAGE
Trading
Partner
Redundant
Servers
RECOVERY AND
REDUNDANCY
Cold/Hot Site
[3] GENERAL: TECHNOLOGY ENVIRONMENT

SYSTEMS
Systems Analysis
1. Describe purpose and list major components of systems analysis phase of SDLC.
2. Articulate differences between problem analysis and needs assessment and roles in systems analysis.
3. Explain how “current and future” state analyses are used to identify and “elicit” requirements.
4. Describe value of CBA and AoA in setting priority of an initiative.
5. List project management stages most important to the systems analysis phase.
STRATEGIC INFORMATION SYSTEM PLANNING
1. Strategic Information Systems Plan
2. SWOT analysis
PROBLEM ANALYSIS: DEFINING THE PROBLEM AND IDENTIFYING THE SOLUTIONS
Four components of a clear problem statement:
1. Define the problem.
2. Identify where the problem is occurring.
3. Describe the size of the problem.
4. Describe the impact of the problem on the healthcare organization
A solution should address the following five questions:
1. What is the priority for resolving the problem?
2. Is the goal to solve the symptom or root cause of the problem?
3. Will the approach to solving the problem rely on people, process, or technology, or some combination?
4. What is the broader impact of the solution, and are there any unintended consequences?
Joint Commission – root cause analysis for investigation of sentinel events (serious harm/death of patient)
PRELIMINARY INVESTIGATION: NEEDS ASSESSMENT AND FEASIBILITY
1. Level of effort will vary based on the scope and complexity of type of solution being requested.
2. Needs assessment is more proactive – problem analysis is often a reaction to breakdown in process.
3. Goal of need assessment is to provide a recommendation on the scope and anticipated benefits.
4. Needs assessment validates that perceived needs are real needs.
5. Interview partners: executive and department leadership, subject matter experts, direct users, indirect
users, other stakeholders.
6. Clinicians involved: clinical executives, clinical leaders, clinical practioners, clinical knowledge keepers,
clinical informaticists.
7. Output of needs assessment: report of findings.
8. Ultimately, needs assessment needs to answer three questions:
a. What is the need or potential value to the organization of the solution>
b. What is the scope of the solution?
c. Is the solution feasible given the current technology and operating environment, and if not,
what are the major gaps?
REQUIREMENTS ANALYSIS: DEFINING BUSINESS REQUIREMENTS
1. Current state or “as is” analysis: activity diagram, data flow diagram, flowchart.
2. Future state or “to be” analysis: consider best practices in other organizations, focus on outcomes not
tasks, consider the problems identified in current state.
3. Describing and prioritizing requirements
SYSTEMS: SYSTEMS ANALYSIS

ANALYSIS OF ALTERNATIVES AND COST-BENEFIT ANALYSIS
1. Choices (alternatives analysis); bottom-line impact (cost-benefit analysis).
2. Do nothing alternative.
3. Enhance the existing solution.
4. Partially implement the proposed solution.
5. Tangible benefits are those with which a dollar value can be assigned.
6. Intangible benefits are those that are more difficult with which to associate a dollar value.
OBTAINING ORGANIZATIONAL COMMITMENT: PRESENTATION OF THE PROPOSAL AND APPROVAL
1. Obtaining approval has at least two components: (1) it assumes that there is a firm understanding of
what the solution is and organizational impact: and (2) it obtains a formal, specific commitment to the
proposed solution from the stakeholders and decision makers.
PROJECT MANAGEMENT
1. PMBOK® (PMI®) project stages – initiating, planning, executing, monitoring/controlling, closing.
2. Initiating Stage: project charter, scope.
3. Planning Stage: create work breakdown structure, activity definitions, activity sequencing, activity
resource estimating, schedule development, cost/budget estimating, human resource planning,
communication planning, risk management planning, quality management.
Figure 1 - Six Blind Men Describing an Elephant
[2] SYSTEMS: SYSTEMS ANALYSIS

Figure 2 - System Development Life Cycle (SDLC)
System Analysis
Systems
Systems Design
Operation
Systems
Implementation

Table 1 - Overview of the Systems Analysis Process in Healthcare
STRATEGIC INFORMATION SYSTEMS PLAN

Problem Analysis Preliminary Requirements Analysis of Proposal / Project
Investigation Analysis Alternatives Approval Management
Definition Needs Assessment Current State Alternatives Proposal Project Management
Describe Leadership “Elicit” requirements Do nothing Executive summary Body of Knowledge
Identify where sponsored Modeling techniques Implement all Detailed Project stages:
Measure Involves broad range Uses array of tools requirements documentation initiating, planning,
Identify impact of participants Future State Partially implement Executive executing,
Cause (physicians, clinicians, Process changes requirements Presentation monitoring, closing
Symptomatic leadership, users, Standards and Cost-Benefit Analysis Made by sponsor Initiating
etc.) information exchange Non-technical Project charter
Root cause
Uses array of tools Document Enthusiastic Project scope
Solution
(interviews, surveys, requirements Endorsement Enables Planning
People, process,
observations, review Prioritize Project plan: work
and/or technology Process change
of policies, etc.) Needs breakdown resource,
Temporary Change management
Feasibility Analysis Wants schedule,
(addresses symptom) Benefit realization
Readiness Stakeholder Sign-Off communication, risk,
Permanent
assessment quality
(addresses root
Report of Findings
cause)
Table 2 - Problem Analysis - Cause and Solution
Symptomatic Cause Root Cause

Work-around Solution Stopgap solution to a problem that is not fully Advisable when resources are not available to
1. understood. 2. implement optimal solution.
Permanent Solution Potential waste of resources since root cause is
3. unaddressed. 4. Ideal solution.

Table 3 - Fact-Finding Methods Used in Needs Assessment and Requirements Gathering
Method Description
Interviews The interviews should be conducted with a questionnaire or interview protocol that relies mostly on open-ended
questions. Since the goal of the assessment is to uncover what the respondents need and want, it is important not
to bias them with heavily preformatted questions that may steer them to a particular response or solution.
Review of Review of existing documentation should supplement the interviews. Among the documentation that should be
considered:
Documentation Organization charts
Policies, procedures, practice guidelines, training materials
Performance metrics, problem logs, incident and adverse event reports
User manuals and other system documentation
Observation Observing and documenting the existing operational processes is also valuable in the needs assessment. Detailed
analysis and diagramming of process flows is more appropriate once the initiative has been approved and
requirements are being defined. But for the needs assessment, a high level examination of existing processes is
useful for understanding the needs and discovering integration touch points that might be overlooked by
interviewees.
Surveys While interviews are useful in identifying the types of needs and problems that concern the stakeholders, a survey
can validate the extent of the problem or need within a broader audience. For example, an investigation into a
nursing incident reporting system might start with interviews with key stakeholders on obstacles to current
reporting and then be expanded to an online survey for all nurses to complete to better quantify the problem.
Data Analysis Analysis of data from existing sources can be valuable in validating perceptions of the size of the problem when
such sources exist.

Figure 3 - Activity Diagram: High Level Flow of Practice Visit
High-Level Flow of Practice Visit
Patient Appears at
Receptionist
New Patient No
Front Desk
Schedules Follow-
Up Visit
History Form
Yes Completed
History Form
Completed
Documents
Complaint
Nurse
Educates Patient
Takes Ht, Wt,

Vitals
Yes
No
Education
Reviews Chart Ordered
Physician
Examines Patient Writes Orders

Figure 4 - Sample Data Flow Diagram
Practice Management
(Office)
Patient
Examine
Physician
Give Order
History
Nurse
Clinical Information (Office)

Key
ORDERS RESULTS
Process
External Lab (External)

Entity
Data Store

Table 4 - Costs to Be Considered in Healthcare CBAs
Cost Example
Hardware Computers
Initial purchase and ongoing maintenance Handheld devices
Service contracts
Software Vendor supplied software
Initial purchase and ongoing maintenance Support agreements
Network and Communications Communication lines
Network costs including wireless costs
Training and Support Training staff
Cost of removing staff from their normal work duties to attend
training
Initial and additional costs for ongoing support staff
Personnel Project management
Systems analysts
Programmers, testers, etc.
Induced costs Loss of productivity of staff when initially using the system
Table 5 - Examples of Tangible and Intangible Benefits
Tangible Benefits Examples

Increased revenue Improved bill capture
Increased productivity Reduced time to document
Decreased costs Reduction in transcription costs
Reduction in film costs
Intangible Benefits Examples
Improved patient safety Reduction in adverse drug events
Improved patient satisfaction Increased scores on patient satisfaction surveys

Table 6 - Components of the Proposal
Component Items
Background Summary of needs
Readiness assessment
Objectives
Scope
Proposed Solution Overview of solution
Use case
Detailed requirements
Process changes
Assumptions and risks
Business Case Alignment with business goals
Alignment with systems strategy plan
Summary of benefits
Recommendation Alternatives considered
Cost-benefit analysis
Recommendation
Implementation Initial budget
Initial schedule
Initial project organization
Appendices Current state activity flow
Future state
Detailed requirements description

Systems Design
1. Describe how systems design fits within the systems development life cycle.
2. List the members and responsibilities of the systems design team.
3. Explain why the role of systems design changes when selecting a pre-developed vendor system.
4. Describe how business processes and needs are accommodated during the design stage.
5. Define and describe the differences between RFP and RFI.
6. Discuss the regulatory and environmental forces that affect healthcare information systems.
PURPOSE AND GOALS OF SYSTEMS DESIGN
1. Build (internal development) vs. Buy (vendor solutions) decision making.
2. System design goals: creating accurate technological specifications; choosing correct development
approach; supporting business needs; minimizing compatibility/compliance issues; developing RFI/RFP;
identifying dependent sub-systems; designing data management practices; ensuring user acceptance.
BACKGROUND: SYSTEM THEORY
The environment in which the information system resides is a complex system.
1. Collection of information systems within the organization = enterprise system or clinical information
system.
2. When describing the group of systems related to patient care = EMR, PACS, CDSS, CPOE.
3. Open systems – policies must be designed into the system; procedures enforced by the stakeholders.
4. Any open system will reach a balance between internal and external environments.
5. Tight integration is now the major success factor for information systems projects.
6. Traditional tenets of application design: ease of use; intuitive interfaces; and accessibility.
SYSTEMS DESIGN FOR BOTH INTERNAL DEVELOPMENT AND VENDORS
1. Initial design task will define the system’s actual characteristics.
2. Preliminary design review creates the baseline specifications.
SYSTEMS DESIGN TEAM
1. Domain expertise and past experience designing a similar system are preferred.
2. Design team roles: design team leader; system analysts; systems end-users; systems developers; RFP
committee; trainers; legal; purchasing; project management office; domain experts and consultants.
3. Avoid extremes and ensure the system corresponds to the technical proficiency of the end-users.
4. Experienced system trainers who participate in the design process can ensure user acceptance.
DESIGN DELIVERABLES AND TOOLS
1. Technical specifications document: translate functional requirements into technical specifications.
2. Systems design document: input/output, data specifications, programming specifications, and flow
diagrams.
3. Security risk assessment: hardening, disaster recovery, security vulnerability analysis.
4. Conversion and integration plan: software, hardware, and network compatibility findings.
5. Training plans: tailored to address initial and ongoing user education needs.
6. Prototypes and mock-ups: a model of how the application will display data to the users.
7. Tools: Unified Modeling Language (UML), modeling/diagramming tools (including Visio).
TECHNOLOGY EVALUATION PROCESS
Technology evaluation must answer the following questions:
(a) What technology is the vendor offering?
SYSTEMS: SYSTEMS DESIGN
(b) What technology will the vendor offer in the future?
(c) What technology do we currently have?
(d) What technology do we plan on having in the future?
1. Evaluating existing technologies: survey of the current marketplace.
2. Evaluating emerging technologies: should be considered but not overemphasized.
3. Supporting the organizational strategy: how does the IS support the organization’s mission?
SELECTING A DESIGN APPROACH: BUILD OR BUY
1. Not to be confused with the system selection stage; design stage emphasizes “who” and “how.”
2. Outsourcing is not a common practice for healthcare organizations.
3. Most common design approach is to acquire a commercial system.
ACCOMMODATING BUSINESS PROCESSES
1. A business process is simply a series of tasks performed to solve a single problem.
2. The design of the new system should not interfere with operational processes (revenue sources).
3. Review current and existing practices and processes to identify areas affected by the new system or
eliminated.
4. Vendors should be able to provide detailed system and workflow diagrams.
5. The organization’s cost allocation methods should be addressed during this time, especially for activity-
based costing.
SUPPORTING BUSINESS NEEDS
1. What are the business needs of the organization?
2. Where are they documented?
3. How do we prioritize them?
4. Anticipated business needs: if not documented, discuss.
SYSTEM INTEGRATION AND COMPATIBILITY
1. Software compatibility: conform to the organization’s data management practices.
2. Hardware compatibility: legacy and proprietary hardware issues.
3. Network infrastructure compatibility: wireless, bandwidth, off-site connectivity (VPN) issues.
4. Data and protocol standardization: vendors provide conformance documentation to healthcare
protocols and standards (DICOM, etc.).
5. Systems interfacing: data compatibility, EMR/EHR, EPR, PHR, PACS, RHIO, CPOE; Integrating the
Healthcare Enterprise (IHE) profiles.
SYSTEM COMPLIANCE
1. Healthcare industry compliance: published compliance standards from vendors; local and federal
guidelines.
2. Regulatory compliance: HIPAA, EUDPD.
3. Organizational compliance: local policies and procedures.
DEVELOPMENT OF REQUEST FOR INFORMATION (RFI)
1. RFI is a planning document that seeks information from prospective vendors to be used for comparison
purposes.
2. Components of the RFI include: instructions for response; statement of scope; functional requirements
document; business information.
3. Unreleased or beta products; FDA clearance; particularly important for healthcare systems requiring
governmental approval.
[2]
DEVELOPMENT OF REQUEST FOR PROPOSAL (RFP)
1. RFP is an invitation to prospective vendors or service providers to submit a proposal to provide a
commodity.
2. RFP will eventually transition to a legally binding contract.
3. Vendor questionnaire: corporate size/structure; duration in industry; financial data; beta and alpha
development products; install base and client references; project completion rates and results; legal,
health, and regulatory compliance status..
4. Scope
5. Limitations: shifts control of the selling process to the organization (buyer).
ENVIRONMENTAL TRENDS
1. Industry trends: what’s happening in the world of vendors and developments in the field?
2. Technology trends: selecting the newest, fastest, and sleekest technology must logically follow the
functional requirements.
3. Infrastructure trends: wireless technology, network security, and remote connectivity.
4. Legal and regulatory trends: review new and upcoming regulations and recent legal findings that are
applicable to the system.
DATA MANAGEMENT PRACTICES
1. Describes the methods by which system data is accessed, secured, retained, exchanged, and stored.
2. Data access controls; data storage and retention practices; disaster recovery plans (DRP).
Table 1 - Systems Design Tasks
Design Tasks Sub-Tasks

Design the system
Output Specifications
Input Specifications
Data Specifications
Code and Programming Specifications
Flow Diagrams and Use Cases
Development Cost-Benefit Analysis
Preliminary Design Review
Design User Support and Training
Conversion and Migration Strategies
Security Risk Assessment and Mitigation
Conduct Critical Design Review
Present Deliverables for Approval
[3]
Table 2 – Sample RFP Timeline
Activity Duration
1. Determine business needs and project scope 1 week
2. Systems analysis 2 months
3. Systems design and planning 1 month
4. Select design approach: RFP 1 week
5. Technology and industry evaluation 2 weeks
6. Develop RFP 1-2 weeks
7. Submit RFP to prospective vendors 1-2 weeks
8. Collect vendor responses 1 month
9. Review, weight, and score responses 2 weeks
10. Rank vendors and narrow selection to 2 vendors 2 weeks
11. Select primary and secondary vendor <1 week
12. Develop, negotiate, and finalize contract 3 weeks
[4]
Systems Selection, Implementation, Support, and Maintenance
1. Identify the needs of the organization.
2. Select the appropriate software solution to meet the needs of the organization.
3. Negotiate with vendor and acquire the software application in the best interest of the organization.
4. Successfully implement the new software application.
5. Manage and monitor the performance of the new software application.
6. Prepare a disaster recovery plan.
7. Maintain operations in the event the information system experiences downtime.
SELECTION PROCESS
1. Start with clear, concise goals and objectives; selection team needs to include representation and
participation of the individuals within the organization who will be most affected by the new system.
2. End-user; high level executive “champion;” clinical, operations, IT, business managers; right size.
3. Reviewing Operations: gap analysis of current operations:
a. What is good about the current system?
b. Where can it be improved?
c. What is missing from the current system that must be part of the new application?
4. Review of infrastructure: hardware, networking, physical plant resources (electricity, equipment
locations, and security needs).
ACQUISITION PROCESS
1. Role of RFIs and RFPs
a. RFI: less formal, to gain more detailed information about products and meets requirements.
b. RFP: formal, solicit responses to evaluate vendors’ proposal criteria.
2. Demonstrations of Applications: top two or three vendors; look under the hood and kick the tires;
scheduled close together; prepare specific scenarios; required outputs and format demonstrated;
scoring sheet for vendors/applications.
3. On-site Visits: to existing vendor client(s); scoring sheet for vendor/application.
4. Client References: request positive and less positive client references.
5. Negotiations: cost proposal – software licenses, interfaces, conversions, third party software licenses,
training costs, implementation services, hardware purchases.
6. Standards of Performance Components: definition of severity of support issues, types of support issues
(hard/software, interfaces, networking), response time frames, remote/on-site support, downtime,
and patches/fixes.
CHANGE MANAGEMENT
1. Areas most likely to experience change: strategy, operations, culture, and office politics.
2. Techniques: compose team of people from all levels of the organization; strategic plan developed by
the team; candidly assess organization’s culture/politics.
3. Solid training plan; proactively addressing potential issues; having a strong support for the end-user.
THE IMPLEMENTATION PROCESS
Complete implementation plan includes: milestones, timeframes, clearly defined actions, responsibilities,
testing, and sign-off (acceptance).
1. Implementation Strategies: phase-in; departmental; single department; parallel; system-wide.
SYSTEMS: SYSTEMS SELECTION, IMPLEMENTATION, SUPPORT, AND MAINTENANCE

2. Testing and Implementing a New System within an Existing Framework: all new hardware should be set
up, tested, and deployed before relying on it to support the application in the actual implementation.
3. Enough bandwidth and speed over the network (performance, capacity, latency, etc.).
4. While infrastructure deployed: clinical team should adapt and create daily operational processes and
procedures to maximize efficiencies, effectiveness, and productivity.
5. Master Files: common files or data elements shared across applications/systems.
6. Data Conversion: historical, mapping historical elements to new system data fields, representative
sampling, larger representative sampling, final backup; interfaces (HL7, etc.).
7. User Training: super user; key user; go-live; training and operational manuals; training sessions.
8. Training is an ongoing endeavor and needs to be planned and continually addressed.
MANAGING HEALTHCARE INFORMATION SYSTEMS
1. Help Desk: passive/active network monitoring; help desk logs knowledge base; triage/evaluate and
assigning priority or severity level (update knowledge base).
DISASTER RECOVERY PLANS
1. Comprehensive disaster recovery plan: critical functions of the organization, how to recover the
operations of the organization, how to function without the electronic IT systems functioning, who is
responsible for what activities of the recovery process, a plan for notifying personnel regarding issues
related to the disaster, protocols for testing the recovery plan, procedure for updating the disaster
recovery plan.
2. Developing a Plan: needs assessment; identify critical operations and functions by each department;
necessary data requirements and equipment; identify non-essential departments/functions.
3. Procedures and Protocols: detail step-by-step procedures for preparing for impending disaster,
maintaining the plan in case of unforeseen disasters, operating during the disaster, and returning to
normal operations after the disaster.
DOWNTIME PROCEDURE
1. To continue to provide patient care and maintain medical records in the event of a system outage.
2. Written procedures should define the operating processes to be followed during the downtime.
3. Defines procedures for communicating with other departments and external agencies that are not
experiencing downtime.
4. Assign the responsibility for the downtime activities to positions within the department.
[2]
Table 1 – Review of Current Operations
Operational Regulatory Agency Management Support Services Other Requirements
Requirements Requirements Information Needs Requirements
Requirements
Hardware Regulatory Operational Interfaces
Requirements Processes
Networking Documentation Maintenance
and Support
Issues
Internet Capabilities Reporting
Capabilities
Decision Support
Functionality
Table 2 – RFP Basic Format

Section Description
Title Page Identifies the organization, the project, and the date of the RFP.
Cover Letter Basic introduction to the organization and the project.
Table of Contents Listing of the sections, subsections, and page numbers.
Schedule of Events Dates for the RFP, response due date, evaluation timeframe,
demonstration dates, conference dates, and award dates.
Description/Background of the Organization Provides a detailed structure of the organization.
Description of the purpose/intent of the RFP Details the goals and objectives of the project.
Definitions Ensures understanding of any terms that can be interpreted in
multiple ways.
Standard and/or Special Terms and Conditions Identifies any situations that need to be addressed for the
successful completion of this process.
Technical Specifications List of Requirements Developed by the Team – vendor capabilities.
Scope of Work – what service the vendor will provide.
Sample Implementation Plan – basic strategy during
implementation.
Project Management – how the vendor will oversee the
implementation process.
Deliverables – items given to the organization.
Measurable Standards Schedule – dates of the implementation
milestones.
Support – details the level and timeframes for support activities.
Training – detailed description of training methods/strategies.
Maintenance – detailed description and schedule of normal
maintenance activities.
Vendor Requirements Mandatory Requirements – minimum list of objectives,
deliverables, activities, and requirements vendor must meet.
Background of the Vendor – history of the vendor and current
operations.
Vendor Qualifications/Experience – explanation of vendor’s
abilities to meet the project requirements.
References – current/past vendor clients.
Financials – vendor’s financial strength and survivability.
Resumes – owner/CEO, project personnel.
[3]
Section Description
Proposal Response Format Standard configuration for vendor response.
Cost Proposal Standard components of the total cost (hardware, licensing,
training, travel, conversions, interfaces, maintenance, etc.).
Method of Evaluation and Award Description of how responses will be evaluated.
Attachments Include plans or charts, as well as any additional information the
vendor wants to submit. *Be aware of page limitations or file size*
Table 3 - RFP Evaluation Process Issues (sample matrix)

RFP Evaluation Issues Compliance Status
Does the evaluation meet the organization’s goals and objectives?
Does the application technology fit the organization’s current infrastructure and future
strategic vision?
Does the application have the necessary functionalities?
Does the application handle key requirements and specific scenarios?
Does the application have the necessary interfaces?
Is there a comparable organization successfully using the application?
Is the vendor strong enough to succeed in this demanding environment?
Can the vendor support the organization?
Is the product within the budget established by the organization?
What are the potential additional or unforeseen costs?
Table 4 - Major Elements of the Purchase and Sales Agreement

Purchase and Sales Agreement
Payment schedule based on milestones within the implementation process
Responsibilities of the vendor and the client
Delivery schedule of the hardware and software
Completion of interfaces
Data conversion process
Training methods and schedules
Implementation plan and schedules
Deliverables (e.g., training materials, user manuals)
Penalties for not meeting deadlines
Termination and remedies
Purchase of additional and future licenses
Assignment of licenses
Upgrades and updates
[4]
Table 5 - Change Management Actors
Actor Description
Initiator Sees problem, conceptualizes the change.
Approver Provides funds.
Champion Enthusiastically advocates for change.
Facilitator Assists in smoothing the change process.
Developer Oversees technical aspects of the change.
Installer Handles implementation, training, and support.
Doer Serves as the end-user.
Obstructionist Guards the status quo.
Customer Serves as end beneficiary.
Observer Is not immediately effected by change.
Ignorer Perceives no personal implications or is unaware of change.
Table 6 - Implementing Updates and Upgrades (IT Department)

Update/Upgrade Issue Compliance Status
Review the documentation that came with the upgrade or update.
Identify if there are any issues with the current infrastructure or security
settings.
Load the upgrade/update into a test environment with current data.
Process scenarios and data that is representative of the daily operations in
the test environment.
Audit the outcomes of the scenarios and data for accuracy and integrity.
Run tests against interfaces and exports to dependent systems.
Educate the end-user on the upgrade/update.
Schedule the implementation of the upgrade/update, particularly if the
organization will experience downtime.
Implement the upgrade/update.
Review the daily operation and live outcomes from the upgrade/update.
Table 7 - Sample Help Desk Log

HELP DESK LOG RESPONSE
Caller
Department
Time of Call
Length of Call
Type of Issue
Severity of Issue
Whether the issue is software or hardware related
The system or application to which the issue is related
Resolution of the issue
Length of time to implement resolution
[5]
Table 8 - Disaster Recovery Plan
Disaster Recovery Plan Component Description Status
Critical functions of the organization.
How to recover the operations of the
organization.
How to function without the electronic IT systems
functioning.
Who is responsible for what activities of the
recovery process?
A plan for notifying personnel regarding issues
related to the disaster.
Protocols for testing the disaster recovery plan.
Procedure for updating the disaster recovery
plan.
Table 9 - Disaster Recovery Plan Needs Assessment

Critical Function Response
Hardware inventory
Software applications used by different departments
Vendor information for each department
Insurance information
Personnel lists with job responsibilities, disaster
recovery duties, and contact information
Backup list for those positions where the primary
responsible person cannot be reached
Notification call tree
Interdepartmental dependencies related to each
department
Any other information specific to each department’s
needs or operations (e.g., a backup location to
maintain operations of an outpatient clinic)
Data backup information (e.g., location, access)
Agreements for alternative IT processing sites
Security levels and roles
[6]
Table 10 - Sample Hurricane Procedures and Protocols
Critical Function Compliance
As the storm approaches, review your plans with employees and outline their tasks.
Print flyers for the patients with your pertinent recovery information and hotline numbers
so they know where to call or go if they need care or medication.
Update information on your hotline.
Print the appointment schedules for the next five days and distribute copies to
appropriate staff.
Be sure to run at least one final pre-hurricane backup.
Alert your alternative sites of possible need to activate their operations.
Prepare your physical office, move equipment away from windows, file as much
paperwork as possible and store the rest of the paperwork in a safe location.
If possible, turn off and unplug all electronic equipment including computers, monitors,
copiers, etc.
Move all equipment and exposed medical records with plastic in case windows break.
Clear desktops and countertops.
Secure the physical location.
Table 11 - Additional Functions and Issues for the Disaster Recovery Plan
Other Functions Compliance
Administrative functions (e.g., payroll)
Maintaining facilities (e.g., clearing debris)
Logistics (e.g., providing the personnel on-site with food, water, shelter)
User support, especially in the case of intermittent connectivity
Continuity and updates of the electronic data
Restoration of the facilities and services after the disaster
Test Factors Compliance
Ability to execute the plan
Success of interaction with vendors
Timeframes for recovering both critical and non-critical functions
Effectiveness of the training of personnel
Success of the procedures for maintaining and updating the plan
Table 12 - Downtime Activities (Developing Department Processes and Procedures)

Downtime Activities Description Responsible Position Status
How might the operational process change when the system
is down?
How can the clinicians continue to document care?
How is the electronic medical record updated when the
system comes online again?
How does the organization communicate to other
departments and external agencies during the downtime?
How is the downtime procedure communicated to the staff?
What needs to happen when the system becomes available
again?
[7]
Systems Testing and Evaluation
1. Define the purpose of information systems testing.
2. Identify five (5) key components of a testing methodology.
3. Understand the major levels of testing and their intended use.
4. List five (5) testing controls used to maintain the integrity of a testing process.
5. Identify the key elements of a post-implementation review.
6. Articulate and define a systems testing methodology.
PURPOSE OF TESTING
1. To formally challenge the functioning of a program, application, or system – under controlled
conditions – specifically to detect errors or unexpected system responses.
2. Prior to implementing a system in production, testing provides stakeholders with the highest level of
confidence that the system will operate relatively error free, meet end-user requirements, and provide
consistent outcomes.
COMPONENTS OF A TESTING METHODOLOGY
1. “Black Box” – without full knowledge of underlying code and relational database structure.
2. “Grey Box” – no knowledge of underlying code, but some knowledge of database structure.
3. ITIL, PMBOK, COBIT/IASCA, Deming’s PDCA/PDSA (quality cycle).
4. 5 Components of a Testing Methodology: planning, development, execution, reporting, evaluation.
PLANNING AND DEVELOPMENT
1. Testing Strategy: formal description of how the organization plans to approach testing in terms of
resources, infrastructure, functional relationships, and practice standards.
a. Software Release Levels: ITIL (package release, full release, delta release).
b. System Configuration: IT infrastructure and system configuration (hard/software); testing
environment, training environment, production environment.
c. Testing Tools: various instruments used to improve the efficiency and effectiveness of testing
process, e.g., templates, flowcharts, automated test scripts, data scrambling, code/release
management.
d. Testing Roles and Responsibilities: all testing requires clear leadership; establishing buy-in from
business end-users and time commitments for testing activities.
e. Levels of Testing: Unit Testing, Functional Testing, Integration and Interoperability Testing,
System Testing, Performance Testing, Regression Testing, Acceptance Testing.
f. Control Requirements: (ITIL) describe the functional interactions within configuration, change
and release management processes, as well as general retesting requirements and system
access guidelines; Configuration Management, Change Management, and Release
Management.
g. Limitations and Assumptions: to determine testing priorities; personnel, technical resources,
timeframe, etc.
2. Test Plan: formal testing plan; (1) how will testing be done, (2) what will be tested, (3) when can it
begin, (4) who will do it, and (5) how long will it take?
a. A test plan is tactical in nature and provides the functional details necessary to implement your
testing strategy. It defines the objectives, scope, schedule, test case requirements, risks, and
release criteria.
SYSTEMS: SYSTEMS TESTING AND EVALUATION
b. Test development is the process of translating system requirements into specific testable
activities through the development of test cases and scenarios.
c. Functional tests cover these functional types:
i. Normal case: expected valid inputs.
ii. Output forcing: all system inputs selected to force all outputs.
iii. Robustness: unexpected/invalid inputs to demonstrate system behavior.
iv. Combination of inputs: multiple functions assembled into a scenario that fully executes
business rules.
d. Test Cases and Scenarios:
i. Test Case: minimally execute a business event and includes input, action, output,
expected result, and actual result.
ii. Testing Scenario: a collection of test cases arranged in a specific sequence; the goal
would be to cover all possible business process outcomes, paths, and data flows.
e. Scheduling: allow sufficient time for error resolution and retesting.
f. Automation: best use of automation is in regression testing.
3. Execution: resource/time intensive; risk analysis can help with prioritization; change management
processes important.
a. Controls:
i. Versioning Control
ii. Change Control
iii. Quality Control Tools
iv. Pre- and Post-Testing Audits
v. System Access and User Security Profiles
4. Test Reporting: all test results should be documented, with all defects (or bugs) reported and
evaluated for corrective action.
5. Evaluation / Post-Implementation Review: initiated to evaluate how the system is doing; how is it
performing, what opportunities exist for improvement? Can be the basis for periodic system reviews,
and should be completed after a period of live use.
a. Key Outcomes:
i. Did the release meet its objectives?
ii. Did it deliver planned benefits and are the stakeholders satisfied?
iii. Did it address contractual and design specifications?
iv. Can we improve the implementation process (including testing)?
v. What are the lessons learned for further releases?
b. Post-implementation should result in specific action items communicated to stakeholders.
[2]
Figure 1 - Software Development Life Cycle Process Model (including testing)
CUSTOMER
USER
Business
DOC APP DOC APP ACCEPT DELIV
Needs
TEST
ANALYST
REQ DOC DOC

ARCHITECT
DES
DEVELOPER
UNIT
CODE
TEST
TESTER
FUNC
INTEG
TEST
CONFIGURATION
MANAGER
REQ ARCH CODE APP

RESULTS RESULTS
STORE STORE STORE REL
MANAGER
PROJECT
MONITOR, CONTROL, AND MANAGE WORKFLOW
[3]
Systems Privacy and Security
1. Identify responsibilities implementing privacy and security requirements.
2. Understand how to identify compliance gaps and how to use this to implement requirements.
3. Understand types of physical environment controls to safeguard PHI.
4. Define data integrity and how to achieve it.
5. Define how to implement technical access controls.
6. Explain risks in electronic transmission of health information.
7. Understand how to handle privacy and security violations or breaches.
8. Understand importance of sanctions program for non-compliance.
9. Identify key components of a contingency plan.
10. Define key processes in maintenance of privacy/security compliance program.
11. Explain why “maintenance” is an important part of the compliance plan.
INTRODUCTION
ISO, FISMA/FIPS, HIPAA, GLB, UK Data Protection Act of 1998, EUDPD
Privacy: what information/data is to be held confidential and allowed to be disclosed (need to know).
Security: how information/data is to be protected (physical and technical).
1. General Rules of Privacy: how to protect data and general understanding of data use.
2. Individual Rights: rule relating to sharing information as required by state or governmental law.
3. Privacy Administrative Requirements: covered organizations.
a. Compliance responsibilities include:
i. Developing policies and procedures.
ii. Processing related claims.
iii. Monitoring ongoing compliance.
iv. Training workforce, monitoring compliance, and subject to disciplinary
actions/sanctions.
b. Variations in methods of safeguarding and protecting information may be the result of:
i. Organization structure/size.
ii. Business operations or external partners/agreements.
iii. Financial and workforce resources.
iv. Technical foundation.
4. General Security: successful security balances controls or limitations on the data; controls on
workforce; controls regarding physical environment.
5. The Privacy and Security Compliance Process
a. Awareness: first step is to appoint a team of accountable people. Impacted areas include:
compliance area, workforce understands operations and development of current policy,
workforce understands current systems, workforce handles ongoing disciplinary issues and
training, and workforce handles controls for the physical environment.
b. Assessment: Identifying how current practices differ from requirements; risk analysis.
c. Remediation: closing the gaps from assessment. Two stages: close gaps on paper via policy; and
close gaps via practice. The people who actually do the work must be trained.
d. Maintenance: surveillance; updates; periodic review of requirements.
[1] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

THE ASSESSMENT PHASE
1. Document Gathering: consolidate all necessary documentation.
2. Identification of Gap Areas: compare regulatory requirements with organization’s current baseline.
3. Consider what the organization needs to protect: its assets
a. Information: documented data or intellectual property.
b. Systems: combination of information, software, and hardware that process and store.
c. Services and Applications: that process and store information.
d. People: unique skills, knowledge, and experience.
4. Facility Walkthrough: physical walkthrough of the facility.
5. Technical Baseline: snapshot of the organization’s current technical status.
6. Identification of Threats and Vulnerabilities
Risk: a function of the likelihood of a given threat-source’s exercising a particular potential vulnerability
and the resulting impact of that adverse event on the organization or an individual.
a. Threat Source: person, circumstance, or event with potential to cause harm to an IT system.
b. Threat: potential for a threat-source to exercise.
c. Vulnerability: flaws or weakness in system security.
7. Common Vulnerability Sources: previous risk assessment documentation; audit reports, system
anomaly reports, security review reports, and system test and evaluation reports; common
vulnerabilities lists; security advisories; vendor advisories; commercial computer incident/emergency
response teams and post lists; and system software security analyses.
8. Common Threat Sources
a. Natural: floods, earthquakes, tornadoes, landslides, avalanches, electrical storms, etc.
b. Human: unintentional (inadvertent data entry) and intentional (sabotage).
c. Environmental: long-term power failure, pollution, chemicals, and liquid leakage.
9. Threat Motivation: assess motivation, resources, and capabilities to carry out a successful attack.
10. Likelihood Determination threat-source motivation, nature of the vulnerability, and existence and
effectiveness of current controls.
11. Impact Analysis
a. Loss of Integrity: the requirement that information be protected from improper modification.
b. Loss of Availability: loss of system functionality and operational effectiveness.
c. Loss of Confidentiality: protection of information from unauthorized disclosure.
12. Risk Determination: the likelihood of a given threat-source’s attempt to exercise a given vulnerability;
the magnitude of the impact should a threat-source successfully exercise the vulnerability; and the
adequacy of planned or existing security controls for reducing or eliminating risk.
REMEDIATION
1. Developing Policies and Procedures: definition of responsibility; background; policy; procedure;
rationale; reference; and definitions.
a. Cross-referencing existing documents: collect current policies and procedures; identify business
partners; interview supervisors and front-line workers; contact trade associations, state bar
associations, and other sources.
2. Protection of Physical Environment to Safeguard Protected Health Information (PHI): cleaning
personnel; computer screens; conversations; copying health information; desks and countertops;
disposal of paper with health information; home office; information carried from one building to
another; key policy; personal digital assistants (PDAs); printers and fax machines; record storage;
workforce vigilance; and visitors.
3. Technical Access Controls: access profiles used to limit access to PHI; incorporated into job descriptions
and training materials; special access profile; review of access profiles and workforce annually, upon
management request, new or changes job or class of jobs, and as part of the termination process.
4. Data Management Controls
a. To balance confidentiality of health information with its integrity and availability.
b. Device and Media Controls: policies and procedures to cover the receipts, disposal, storage, and
reuse of all electronic media (laptops, desktops, PDAs, diskettes, CDs, DVDs, etc.).
5. Electronic Transmission of Health Information: EHI in transit is subject to risk of interception and
unauthorized access; encryption and decryption.
6. Integrity: organization’s ability to assure EHI in its possession is kept consistent with its source and
protected from unauthorized modification, deletion, or destruction.
7. Data Authentication Controls
a. Database Integrity: check sums, hashes, data duplication, transaction logging, and error-
correcting memory.
b. Message Integrity: transport-level data integrity protocols, as well as higher-level mechanisms
such as digital signatures.
c. Procedure Integrity: RAID, duplicate power systems, appropriate power conditioning, and
cooling systems.
8. Controls for Data While in Transit: technical solutions that assist in preserving data while in transit may
include the use of firewalls, cryptography, or other authentication devices.
9. Password Security: Controls for Data while at Rest
10. Software Controls: systems that do not have adequate authentication mechanisms should not be used
to store or transmit EHI.
11. Authentication of Person or Entity
MAINTENANCE
1. Methods of training: direct review of policies/procedures; slides; live lecturing; online or automated.
2. Training Content
a. Awareness Training: vigilance.
b. Protection from Malicious Software: report suspected or detected via security procedures.
c. Login Attempt Monitoring: monitor and report suspicious login attempts.
d. Password Management: procedures for creating, changing, and safeguarding passwords.
i. Prohibit sharing of passwords.
ii. Changing passwords on the different IS.
iii. Reviewing password policies.
iv. Logging-off work stations when not in use.
v. Reviewing automatic suspension of user accounts.
vi. Reporting violations of password policy and procedure.
e. Details of Applicable Policies and Procedures: how privacy and security policies affect jobs.
f. Periodic Reminders: pamphlets, posters, etc. (awareness).
g. Policy and Procedure Change: communicating changes in a timely manner.

h. Information about Disciplinary Measures or Sanctions: distributing compliance/non-compliance
implications (including federal, state, or international law).
i. Testing: to measure comprehension and retention.
3. Training Delivery Controls: initial and routine/periodic training; “User Confidentiality Statements;”
“Acceptable Use Agreements.”
4. Maintaining Privacy and Security Compliance: performance of ongoing risk management activities;
routine review or evaluation of privacy and security policies and controls; reviews of system
activity/audit trail usage; and ongoing testing and revision of contingency/disaster recovery planning.
5. Ongoing Risk Management Activities
a. Initial Risk Assessment: the process to determine initial level of risk.
b. Risk Mitigation: the process to decrease the determined level of risk.
i. No action.
ii. Reduce or mitigate.
iii. Transfer the risk.
c. Ongoing Monitoring and Risk Assessment: routinely review output of policies and procedures to
stay on the compliance “track.”
6. Auditing/Monitoring Tools: self-audit (assurance); walk-through (physical); person-to-person
interviews (gauge compliance); checklists or scorecards (consistent methodology); rating scale
(quantitative risk values).
a. Key areas to audit:
 Review of reported policy violations and subsequent evidence of mitigation
 Review of authorization forms
 Training records
b. Sample privacy and security areas to evaluate:
 Evaluating risk analysis findings
 Periodic audit or review of procedures
 Review or testing access controls
c. Technical areas may include:
 Network and systems penetration testing
 Social engineering of current workforce
7. Report of Findings: formal results reported to senior level management.
8. Handling Privacy and Security Policy and Procedure Violations and/or Data Breaches: all workforce
members should be trained to report any violation of organizational privacy and security policies.
9. Audit Trails / System Activity Reports: an audit trail is a record of each time data is accessed, altered,
how it was altered, and by whom.
a. A mechanism to monitor user activity.
b. A mechanism to identify suspicious activity and/or breaches.
c. Provides necessary data to reconstruct any past events where integrity of data may be
questioned.
d. Provides a monitoring mechanism.
e. Audit log should answer:
 Who saw what information (user identification and data source)?

 How was the event initiated (command, program)?
 What was the type of event and its result (what data was compromised)?
 At what time and on what date did the breach occur?
 On which individual did the breach occur and what was the reason for access? This is the
nature of activity which may be changed, reviewed, updated, or deleted.
 On which systems did the event take place (include hardware, software, and/or procedural
mechanism)?
10. Contingency Planning: Response to Unexpected Negative Events
a. Development of disaster recovery and business continuity processes.
b. Contingency plan provides a mechanism for an organization to accomplish the protection of
assets in response to negative and unexpected occurrences:
i. Protect lives and personal safety
ii. Protect sensitive data and allow for information safety and recovery
iii. Protect the equipment, limit damage, and allow for recovery
iv. Protect the facility, limit damage, and allow for recovery
v. Provide a mechanism to:
 Avoid interruptions to critical functions
 Minimize impact on total business operations and interruptions to critical functions
 Address complications and consequences of normal lost processing time, operations
degradation, lost equipment replacement processes, insurance funds, and the need
for alternative processing sites, temporary office space, equipment, key personnel,
telephones, and other business equipment
c. Contingency plan:
i. Data Backup Plan: provide creation, maintenance, and retrievability of information.
ii. Disaster Recovery Plan: procedures to restore loss of data and equipment.
iii. Emergency Mode Operation Plan: allow for continuation of critical business processes.
iv. Testing and Revision: routine testing and exercising of contingency plans.
v. Applications and Data Criticality Analysis: prioritization of system and data types.

Table 1 - Suggested List for Document Gathering
Suggested List for Document Gathering
General – for all lines of business:
 Organization charts (all levels)
 New employee training materials (departmental level, employee manual)
 Results from previous internal or external audits
 Results from previous continuous process improvement projects
 Results from accreditation efforts
 Project charter documents for privacy and security compliance and other related efforts
 Information flow diagrams, data flow diagrams, interface diagrams (logical level)
 Work flows for the electronic standard transactions
 Routine correspondence and functional reports
 Charters, policies, and procedures by functional area
Workforce Information – examples may be:
 Security/confidentiality statements
 Employee handbook
 Privacy and security training materials
 Disciplinary/sanctions policies
 System use auditing or reporting activities
 Emergency workforce contact information
 Business partner agreements
 Current disaster recovery plans
 Current safety policies and procedures
 Current emergency resource contract lists or other emergency mode documentation
Physical Safeguards or Measures Designed to Protect Buildings and Equipment Where Information Systems are Housed –
examples may include:
 Blueprint or layout of physical buildings, support structures, wall, door, and ceiling construction
 Related workforce clearance/access ability to physical structures
 Lists of keys, codes, or swipe card access to building
 Fire prevention and protection system documentation
 Inventory of all hardware, software, portable devices, media, and software
 Policies and procedures governing work station location and security
 Disposal, reuse, and accountability procedures for devices and other media
Technical Safeguards – examples may include:
 Network diagrams including location and configuration of firewalls, servers, dial-up connections and routers
 Vendor contact information, documentation of software and hardware
 Policies and procedures defining electronic access privileges including initial authorization, establishment, and termination
 Audit and integrity controls
 Authentication of person or entity
 Controls for transmission security

Table 2 - Sample Matrix Use to Compare Requirements of HIPAA Security with Current Organizational Status
Standard/Sanctions Implementation Reality Today HIPAA Compliant? Degree of Gap Next Step
Specification Y/N/Partial (H/M/L) Recommendations
HIPAA Security Standard: Implement
Management Process policies and procedures to
164.308(a)(1)(i) prevent, detect, contain,
and correct security
violations.
Security Management Risk Analysis (required) – The organization is just N H Begin the gap analysis
Process conduct an accurate and beginning operations and process to assure an
164.308(a)(1)(ii)(A) thorough assessment of has not yet developed a accurate assessment of the
the potential risks and technical baseline administrative, physical,
vulnerabilities to the assessment or considered and technical safeguards
confidentiality, integrity, potential risks and the organization will use to
and availability of vulnerabilities to the protect electronic health
electronic protected health health information it will information is conducted
information held by the handle. and plans are put in place
covered entity. to assure implementation
with the chosen technical
processes and workforce
policies which will result.
Security Management Risk Management Given that the N H Once the initial risk
Process (required) – implement organization is in “start- analysis is completed and
164.308(a)(1)(ii)(B) security measures up” mode, there are no solutions (technical and
sufficient to reduce risks current security measures policy) are implemented,
and vulnerabilities to a to monitor on an ongoing begin the ongoing risk
response and appropriate basis. management process to
level. monitor the security
posture of the organization
by implementing policies
and procedures designed
to reduce risks and
vulnerabilities on an
ongoing basis.
Y= Yes H = High
N = No M = Medium
L = Low
Table 3 - NIST 800-12, An Introduction to Computer Security: the NIST Handbook, Common Threats to IT Systems
Threat Description
Errors and Omissions Caused by all types of users who create and edit data.
Fraud and Theft Systems that control access to any data asset are targets.
Employee Sabotage Mischief or other actions that might cause the most damage or sabotage.
Loss of Physical and Infrastructure Support Power failures, loss of communications, water outages and leaks, sewer problems, lack
of transportation services, fire, flood, civil unrest, and strikes.
Malicious Hackers Those who intentionally break into computers without authorization.
Industrial Espionage The act of gathering proprietary or sensitive data from private companies or the
government for aiding another company or companies.
Malicious Code “Uninvited” software (viruses, worms, Trojan Horses, logic bombs, etc.).
Foreign Government Espionage Threats posed by foreign governments.
Threats to Personal Privacy Access to and distribution of personal information.
Table 4 - Risk Scale and Necessary Actions (adapted from NIST 800-30, Risk Management Guide for Information Technology Systems)
Risk Level Necessary Actions
High Existing system may continue to operate but a strong corrective
action plan must be put in place as soon as possible.
Medium Plan must be developed to incorporate necessary corrective
actions within a reasonable period.
Low System’s authorizing official must determine whether corrective
actions are still required or decide to accept risk.
Table 5 - Controls for Data while at Rest

Current Minimally Accepted Practices
 Contain 8 characters
 Contain both uppercase and lowercase characters
 Include numbers, digits, punctuation characters, and letters
 Not contain single words in any language, slang, dialect, or jargon
 Not be based on personal information such as names of family, places, etc.
Table 6 - Authentication of Person or Entity

Authentication/Corroboration Sources Additional Criteria
 Something a workforce member/entity has (card,
token, key)
 Something a workforce member/entity knows
(password, personal identification number)
 Something related to who the workforce
member/entity is (signature, iris, fingerprint)

Table 7 - Authentication Methods or Mechanisms
Authentication Method Additional Criteria
 Password configuration and Usage Controls Configuration of system for password encryption
Configuration of system for automatic password changes on a frequent
and routine basis (every 30-days or 60-days)
Password deactivation controls
Single session passwords
Configuration of user identification numbers consistent across
organizations
 Other Safeguard Controls Related to Authentication Access controls (establishment, modification, and termination)
Audit trails
Biometric authentication – physical features, hand, fingerprint, voice
Digital systems, digital signatures
Encrypted authentication protocols, encryption technologies (secret or
public key)
Magnetic swipe cards with personal identification number (PIN)
Smart tokens, soft tokens
Token-based authentication systems
Workforce incentives to reduce sharing of information
Workforce sanctions to reduce sharing of information
Workforce training about creation of passwords (not easy to guess, use
of alpha and numeric when possible)
Technical controls for workforce members needing access to EHI
including:
- Which workforce members have access (access profiles)
- Why access to EHI is permitted
- When access to EHI is permitted
- When access to EHI is expired
- Where access to EHI is permitted
- What EHI an individual is permitted access to
- How workforce members gain access

ADMINISTRATION
Administration Leadership
1. Understand the series of skills need to guide and facilitate development of IT organizations.
2. Effectively communication – written and oral.
3. Assess the current systems status and effectively monitor performance indicators.
4. Develop strategic analyses to better align IT with the company’s mission, vision, goals, and strategies.
5. Learn to balance the necessary relationships with vendors – business ethics.
INTRODUCTION
Leadership is a critical skill; begin with a self-assessment.
PARTICIPATION IN ORGANIZATIONAL STRATEGIC PLANNING
Strategy is a formal or informal plan of action to achieve a goal; to outline these strategies, an organization will
use one or more “expressions:” mission, vision, values, and goals.
1. Mission: a statement of why the organization exists; purpose statement; the best mission statements
can be easily understood and remembered. Epic Systems: “do good, have fun, make money.”
2. Vision: the company statement that defines where it wants to go or what it wants to be.
3. Values: a list of values allows for individuals to understand what the company supports and
appreciates most.
4. Goals: measures set to accomplish the vision; brief, understandable, and measurable.
FORECASTING TECHNICAL AND INFORMATION NEEDS OF AN ORGANIZATION
1. IS leaders need to be keenly aware of the organizational goals and be ready to recommend appropriate
systems and technologies in support of these goals.
2. Requestors will need support in the discipline of defining project scope, determining objectives, and
creating vendor relationships.
3. All organizational leaders need to know how to access the tactical steps that are in place to support the
organizational goals.
4. Be aware of the personnel resources that are available in your divisional sphere of authority and the
timeline of their availability having a contingency plan for addressing resource needs.
5. Methodology to support the organization’s ability to measure against stated goals and objectives
internal benchmarking, local and national benchmarks be careful with benchmarked data.
DEVELOPMENT OF DEPARTMENTAL OBJECTIVES TO ALIGN WITH ORGANIZATIONAL STRATEGIES AND GOALS
1. Formalized and complexity of strategic plan based on size of organization and IT department.
2. Maintaining a project crosswalk provides a visual summary of the initiative being handled by your area
of service.
GOAL AND PERFORMANCE INDICATORS – MONITORING AND ASSESSING ONGOING PERFORMANCE
1. Gantt chart to visually display project tracking.
2. Quality of Service (QOS) is a measure typically used for network performance but can be extended to
other quality commitments; dashboard or other visualization tools; “stretch goals.”
3. Typical dashboard includes a series of control charts; variation in healthcare can be a signal for changes
in the quality of care to patients, warranting immediate attention and understanding.
ENSURING STAKEHOLDER UNDERSTANDING OF OPPORTUNITIES AND LIMITATIONS
1. Ability to temper enthusiasm by explaining any limitation that must be understood.
2. SBARC: Situation, Background, Assessment, Recommendation, Communication.
[1] ADMINISTRATION: LEADERSHIP

3. Scope creep: undisciplined addition of new goals, objectives, and milestones that have a negative
effect on a project’s cost or timeline; an effective way of eliminating scope creep is to anticipate it and
to have a method of reviewing scope change recommendations with the project’s leadership team on a
regular basis.
ASSESSMENT OF ORGANIZATIONAL PERCEPTION OF SYSTEMS AND DEPARTMENTAL EFFECTIVENESS

1. Regular department and systems assessments prevent isolation and enhance communication.
2. Start with a baseline analysis; gather data about systems being used by stakeholders and how the
systems are being used; a baseline can be accomplished in many ways, including:
Face-to-face interviews
Unit rounding
3. Commit to regular process to follow up analyses.
4. Immediately accessible feedback provides customers with an efficient opportunity; the worst feedback
is none at all; understanding how the personnel respond and relate to other within the organization.
5. Additional features to consider evaluating include:
Does your staff empathize with the concerns and frustrations of the customer?
Does your staff communicate regularly with the customer while resolving problems/issues?
MEASURING QUANTITATIVE DIMENSIONS OF SYSTEM EFFECTIVENESS
1. Defining the benefits of expected outcomes:
Measure pre-implementation efficiencies as the baseline system or process.
Measure the results immediately following the implementation, and then again following stabilization.
Enlist customers and project sponsors in defining each of the quantitative dimensions to be measured.
POLICIES AND PROCEDURES FOR INFORMATION SYSTEMS
1. Consider why you are developing the policy.
2. A reason for NOT adopting a particular policy or procedure is the inability to audit and report on the
effectiveness of the policy/procedure.
3. Do what is measurable, measure what you do, review what you have measured, and act on the results
of that information.
ADHERENCE TO LEGAL AND REGULATORY STANDARDS
1. Centers for Medicare and Medicaid (CMS)
a. Conditions for Coverage and Conditions of Participation:
http://www.cms.hhs.gov/CFCsAndCoPs/.
2. Federal Register
3. Joint Commission: http://www.jointcommission.org.
4. Joint Commission International (JCI).
ADHERENCE TO ETHICAL BUSINESS PRINCIPLES
1. Corporate compliance programs are made up of a set of basic elements:
Senior management must be made aware of and involved in the process of compliance.
P&Ps must reflect the organization’s procedures for achieving compliance.
Education must occur for both management and employees of the organization.

Programs must be monitored to access disciplinary procedures to act upon non-compliance.
ASSESSMENT OF ORGANIZATIONAL ENVIRONMENT
1. Business ethics and corporate compliance approach are two examples of the organizational culture
and organizational environment.
2. Develop relationships with other leaders; always mentor those under you; serve as a listener.
3. Work processes and culture will be impacted by the introduction of automation and technology into
the environment.
EMPLOYING COMPARATIVE ANALYSIS STRATEGIES
1. Understand the overall financial and budgetary reports of the organizations; comparative benchmarks;
and overall system performance.
2. Budget: able to read a budget spreadsheet; variances; revenues and expenses; notations explaining
timing events.
3. Financial and Non-Financial Indicators: Days in Accounts Receivable (DAR); Discharged Not Final Billed
(DNFB); cash available – days cash on hand; to a point, the larger the numbers the better.
4. Benchmarks: internal benchmarks are likely set by the organization’s operations or board of directors;
often a reflection of the financial indicators; external benchmarks may be financial indicators but more
likely to include quality, safety, regulatory, or accreditation measures.
5. Quality Indicators: from governmental organizations or payers, these are measures outside the
organization’s control and serve as goals to be met.
PREPARING AND DELIVERING BUSINESS COMMUNICATIONS
1. Well prepared documents serve as an outline of the topics and time to be spent on the given issues.
2. Presentation skills: use a visual aid only if it will contribute to the message you have to deliver.
3. Dress appropriately for the audience.
4. Business report: an alternate method of delivering content; useful resource/reference in preparing
written communications: http://owl.english.purdue.edu/owl/resource/651/1/.
5. Project communication plans and status reports: initial brief summary with necessary documentation
following.
FACILITATION OF GROUP DISCUSSIONS AND MEETINGS
1. First, organize the meeting content; know the issues, controversies, and positions of meeting
attendees; construct your meeting agendas with foresight on the time it will take to resolve issues –
keep controversial decisions at the beginning or end.
2. Complex decisions and controversial topics can make meeting management a challenge! Become
familiar with Robert’s Rules of Order; ideally decisions are arrived at by consensus.
FUNCTIONING AS AN IN-HOUSE CONSULTANT
1. Project Management Office (PMO) – or Program Management Office (PMO).
RELATIONSHIPS WITH VENDORS
1. You are expected to know about systems, services, consultants, and the entire continuum between.
2. “When you have a hammer, everything begins to look like a nail.”
3. Know the content of your contract with vendors – and the obligations of all parties; make sure there is
a well defined escalation process.
4. A strong interpersonal relationship (with vendors) will facilitate problem solving on both sides.

MANAGEMENT OF VENDOR CONTRACTS
1. How you and the vendor choose to manage processes will differ; you have several areas of negotiation,
including overall cost, payment schedule, milestone definitions, performance measures, and
remediation processes.
2. Total contract cost includes software payments and maintenance over time; payments should be
linked to delivered and functioning tools (or services) – payments tied to milestones are important;
define milestones clearly and in detail.
3. Remediation is unlikely to be in cash; services, future deliverables are more common.
4. Be wary of “discontinuation of service” and “renewal procedures” in contracts.
5. Do not allow for an automatic renewal unless it is for a critical service.
MARKETING HEALTHCARE INFORMATION SERVICES TO STAKEHOLDERS
1. Membership organizations (e.g., HIMSS).
CRITICAL THINKING AND DECISION MAKING
1. Decision making is a process not an event.
CONFLICT RESOLUTION
1. Personality assessment tools: Insight® and Myers-Briggs Type Indicator (DISC, etc.).
2. Teach the conflicting parties to resolve conflicts amicably – avoid win-lose scenarios.
EDUCATIONAL STRATEGIES FOR IT FUNCTION
1. Commit to the time and cost to complete added education.
2. Succession planning: a well educated organization has the bench strength to maintain business
continuity in the same way as system redundancy to maintain continuity.
ACQUIRING INFORMATION AND SKILLS FROM A VARIETY OF SOURCES TO STAY CURRENT WITH MARKET
AND INDUSTRY TRENDS
1. Team members need to stay connected to a variety of disciplines that circle around their particular
sphere(s) of expertise (i.e., leaders are readers).
DEVELOPMENT OF IT STRATEGIC PLANS
1. Begin with a copy of the current (IT) plan and the organization strategic plan.
2. At a minimum, an IT strategic plan needs to:
Include the organization’s mission, vision, goals, and strategies – IT supports the business.
Define the current state of systems and processes.
Define the gaps between current functions and those that need to be developed or procured.
Determine the timeline for staff to manage development versus costs for external sourcing.
Identify who will take responsibility for the initiatives to be addressed.
3. IT only serves as a component within the bigger initiative (i.e., enabler, force multiplier, etc.).
4. The plan needs to outline some of the more “pure” IT initiatives (e.g., VOIP).
5. Execute and monitor implementation of IT strategic plan: it is a living document.
6. Risk assessment and mitigation: two axes – magnitude and likelihood; consider risk tolerance
(threshold); contingency plan is an alternate path in the event the primary path is disrupted; business
continuity planning is a comprehensive contingency plan in the event of a catastrophic loss of business
function through any kind of disaster.

Figure 1 - Service Performance Control Chart
10
9.5
9 UCL
Measure
8.5 STRETCH
8 GOAL
7.5 METRIC
LCL
7
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Month

Figure 2 - Meeting Agenda Template
Meeting Information
Meeting Name November ITSC Meeting Date:
Time: Location:
Attendees
Names: □ Chairperson □ Attendee 2 □ Attendee 3
□ Attendee 1 □ □
November Guests:
□ Guest 1 and reason for attendance
□ Guest 2 and reason for attendance
Agenda
Discussion Point Expected Outcome Responsible Party Time
(Min)
Agenda Review Agree to meeting goals 5
Prior Meeting Review Approve prior meeting minutes. 5
Review/Update action items.
Review/Update issues status.
Item 1 Discussion vs. Decision 10
Item 2 Discussion vs. Decision 10
Item n Discussion vs. Decision 30
Committee Action Items

Responsible Completion Date
Action Item Comments/Progress Made Status
Party Original Revised
2011 IS Budget Send 2011 budget 10/31/10
communication to ITSC
committee members
Data Center Send Data Center summary 11/02/10
Approval information to ITSC committee
Request – members
November
Board
Tactical Plan Listing of all current and 12/20/10
for all IS requested service requests for IS Awaiting
initiatives Tool will become part of System
decision making process Capital
Draft to be presented at October Project
ITSC for approval Approval
Process

Committee Action Register – Pending Items
Responsible Completion Date
Action Item Comments/Progress Made Status
Party Original Revised
Complete IS 5 Expand 5 year incremental TBD
year costing grid to include expense /
assessment / capital impacts related to
estimate of replacement equipment /
infrastructural upgrades, etc. (known costs of
requirements doing business)
and associated
cost
Develop ITSC Define metrics – situational / Team TBD
Dashboard operational
Open Issues (from previous meetings)

Issue Action Taken Assigned To Status
New Issues Raised

Issue Action Taken Assigned To Status
Tentative Future Meeting Agenda

Discussion Point Planned Outcome Responsible Party Time
(Min)
Single Sign On / CCOW / Biometric Establish strategy for technology Team
Access Technology access:
Educate committee on
capabilities, pros/cons,
complexity, and
implementation impacts.
Decide how to perform
exploration – funding
Potential to neutral/external
party with industry expertise
define scope
Key Decisions Made
Meeting Minutes
Discussion Point Discussion Notes Time
(Min)
Agenda Review Meeting began at 0700
Prior meeting review
Item 1
Item 2
Item n
Adjourn Meeting adjourned at 0900
Figure 3 - Project Milestone Completion Status

Deliverable/Work Product / Milestone Status Current Plan
Change Readiness Wave 1 Yellow – 64% done 09/29/10
Change readiness planning Green – complete 09/02/09
Initial assessment (survey/focus group) Green – complete 09/23/10
6 month readiness assessment Green – complete 12/02/09
3 month readiness check Green – complete (determined not to do) 03/03/11
Post-training readiness assessment Didn’t happen 04/28/11
Post-Go-Live readiness assessment Not started 09/28/10
Analysis & evaluation of change readiness Yellow – 50% done (data aggregated, summarized) 09/15/11
Change Readiness Wave 2 Yellow – 20% done 11/01/10
Change readiness planning Red – 20% 09/02/10
Initial assessment (survey/focus group) Green – Complete (determined not to do) 10/14/11
6 month readiness assessment Green – Complete (replaced with 3 month assessment) 12/02/11
3 month readiness check Red – 0% HFA determined not to do 03/03/10
Post-training readiness assessment Not started 06/23/10

Figure 4 - Project Milestone History
Area Topic Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12
Staffing and
       
Certification
Workflows       
Reporting
       
Resolute Needs
Hospital System
      
Billing Build
Claims Testing  
End User
Training
Post-Live
Activities
Staffing and
       
Certification
Managers
    
Certification
Workflows        
Reporting
Resolute        
Needs
Professional
System
Billing       
Build
Testing  
End User
 
Training
Post-Live
Activities
Figure 5 - Risk Matrix (Risk = Magnitude X Likelihood)

MAGNITUDE OF RISK
LOW MEDIUM HIGH
1 2 3
LOW
1 2 3
1
LIKELIHOOD OF RISK MEDIUM
2 4 6
OCCURRING 2
HIGH
3 6 9
3

Administration Management
1. Identify ways that an IT executive manages peers.
2. Understand the basics of managing departmental personnel resources.
3. List the five phases of a project and the five steps required to create a project plan.
4. Recognize the essentials for team participation.
5. Understand the key approachs to customer service.
INTRODUCTION
“Managers ensure we do things right; leaders ensure we do the right thing.”
DEFINITION OF MANAGEMENT
The process of achieving organizational goals by planning, organizing, leading, and controlling organizational
resources.
STAFFING
1. Major element of the department’s budget; conduct of department’s work is highly dependent on the
quality of the staff: IT knowledge, interpersonal skills, teamwork, work ethic, and “fit” in the culture of
the department and the organization.
2. Job Analysis: addresses the training, skills, experience, and qualifications that are needed to perform
the functions of the job; completed using observation, questionnaires, and interviews; the result of job
analysis is the job description used in rescruitment and ongoing personnel management; job
descriptions often state minimal education, license or other qualifications, reporting relationship, areas
of responsibility, and the definition of measurable standards to which the employee will be held
accountable; the job description is the document that guides most other staffing functions:
recruitment, performance review, and compensation, for example.
3. Recruitment: the organization searches for and attracts qualified people to fill positions; horizontal or
vertical transfers may be included; in some areas, the human resources department may hold primary
responsibility for recruitment.
4. Selection and Hiring: experience, qualifications, education, interpersonal and communication skills, fit
for the department; fair employment practices and qual employment opportunity requirements define
certain pre-employment and interview practices as discriminatory: marital status, sexual preference,
ethnic origin, health status, family plans, race or color, national origin or ancestry, creed or religion,
height and weight (may be occupational requirements), financial status.
5. Employee Retention: the ongoing process of assuring that qualified empoyees stay with the
organization; retention is influenced by several factors: compensation and benefits, scope of work,
opportunity for advancement, and a work environment that values employees as professionals; some
tools used: job performance reviews, compensation adjustments, competitive benefits, training
opportunities, and a work environment that is managed to assure a positive and safe working
experience for the employee.
6. Employee Development: provides the employee with the proficiencies and qualifications needed for
advancement in the organization, and helps staff form attitudes and interpersonal skills to work
effectively; training programs may originate from: human resources (organization-wide requirements,
e.g., HIPAA), department (in-services), and supervisory, management, and leadership development
within the organization or human resources.
[1] ADMINISTRATION: MANAGEMENT

7. Performance Evaluation: ongoing process where employees’ work, outcomes, attitudes and
interpersonal skills, professional growth, and adherence to organizational values are assessed and
feedback is given to the employee; rating scale method; 360 method; employee self-assessment; it is
important that the manager provides feedback at regular intervals throughout the year; when
disciplinary action is needed, it must be taken based on clear facts and with documented justification
at all steps it is advisable to communicate with and seek the advise of human resources.
MANAGING PROJECTS
1. PMI – PMBOK defines project management as “the application of knowledge, skills, tools, and
techniques to project activities in order to meet or exceed stakeholder needs and expectations from a
project.”
2. It is a carefuly planned and organized effort to accomplish a specific – and usually one-time –
endeavor.
a. Integration Management: creating the project plan.
b. Scope Management: defining what work will (and won’t) be performed as part of the project.
c. Time Management: overseeing project resources and schedules.
d. Cost Management: staying within budget.
e. Quality Management: creating and measuring quality standards for a project.
f. Human Resource Management: allocating and managing people assigned to a project.
g. Communication Management: creating and managing a project’s communication plan.
h. Risk Management: predicting potential risks and developing mitigation plans if they occur.
i. Project Procurement Management: selecting and purchasing systems.
3. PMBOK defines a project has having these qualities: a beginning and end; a lasting outcome; a final
product that is produced, quanitifiable, and can be an end itself or a component item in another
project; the ability to develop in steps and continue in increments (i.e., progressive elaboration).
4. The Project Manager (PM) is responsible for: working with project sponsors, project team, and other
involved in a project to meet project goals; delivering specific project objectives within budget and on
schedule; controlling assigned resources to meet project objectives; managing the “triple constraints”
of scope, schedule, and cost that ultimately affect quality; reporting on project progress; facilitating
and resolving issues, conflicts, risks, and other items detrimental to a project.
5. Key Project Management Activities:
a. Initiate: project is formally authorized and a PM appointed; the project charter includes:
product description, strategic plan, historical information, projected start and end dates,
budget information, project manager and sponsor, project objectives, approach, identificaiton
of roles and responsibilities with components, constraints, assumptions, and preliminary scope
statement.
b. Plan: the project plan is developed; five-step process:
i. Work with the customers to construct their desires into high-level project objectives.
ii. Break the objectives down into deliverables required to meet those objectives.
iii. Create schedules to meet the deliverables, including resource requirements and
expected costs.
iv. Develop supporting plans for personnel needs, roles, and responsibilities.
v. Define risks, estimate likelihood of occurrence, and plan responses (e.g., mitigation) if
they occur.
c. Execute: running a project and obtaining resources to complete it; milestones and an
established means of communication.
d. Control: monitoring and measuring progress, communicating status, and taking corrective
action as needed.
e. Close: obtain customer acceptance and document lessons learned.
6. Reports Used in Project Management:
a. Project Charter: the project charter sets out these elements: project overview and objectives,
application features and capabilities, project scope and limitations, metrics for determining
project success, budget and overall timetable, project organization, and project management
strategies.
b. Project Plan: details “the tasks, phases, and resources needed, by task and phase and timeline.”
The timeline includes: project name, sponsor, project manager, reporting period, task list with
start and planned end dates, narrative, issue list, budget status, corrective actions to be taken,
scope changes, and activities for the next reporting period.
7. Project Team: short term (project); project steering committee ensure the PM is managing the project
properly; communication is key to team management.
8. Vendor Management: working with vendor; vendor project plans are a good start, but not a subsitute
for preparing one from scratch – and for your organization.
9. Project Change Control: the critical aspect of project change management is to identify, evaluate, and
adopt changes so that projects are enhanced.
a. Reactive Change: to respond to project problems.
b. Requested Change: changes in project requirements, scope, deliverables, or related
management plans from end-users or other project participants.
c. Change Control Process: five basic elements of change management:
i. What types of changes will be allowed? Change boundaries; value priority, timing, cost,
impat.
ii. How will changes in procedured and formats be requested, who will be authorized to
request changes, and how will requests be handled?
iii. How will changes be reviewed, who is responsible, and how will decisions be made and
documented?
iv. How will changes be incorporated into project plans and deliverables?
d. Change control procedures should be used to assess, track, and manage inevitable changes, but
procedures and standards are only part of the picture – PM needs to sharpen communication
and negotiation skills.
10. To Conclude Project Management: wise system decisions are made after analyzing current state and
formulating desired future states.
a. Team Management and Participation: since TQM, team involvement in decision making and
project implementation has proliferated; a team may be “standing” or ad hoc.
b. Documentation: if it’s not in the record, it never happened.
11. System Documentation: includes documents to support analysis, decision-making, acquisition, and
implementation processes; also addresses system features, functionalities, and technical
requirements.
a. Systems Analysis Documentation.
b. Functional requirements, design specifications, RFIs, RFPs, and vendor responses.
c. Procedures, manuals, computer programs, and machine operating manuals.
d. Standards compliance.
e. Initial system testing process and results.
12. Operational Documentation: those that relate to the ongoing systems operations and maintenance.
a. Ongoing testing of systems and results.
b. Audit processes.
c. Training manuals.
d. Database management.
e. Implementation time frame, flow charts, and progress reports.
f. Data backup and recovery procedures.
13. Department Documentation: policies and procedures (P&P) help to guide the processes and actions
that employees use to perform their work; a procedure document describes how the outcome is to be
accomplished; P&Ps set a performance requirements that can be used to motivate or discipline
employees; in developing P&Ps:
a. Identify the need.
b. Create a draft of the policy or procedure.
c. Get management approval.
d. Distribute the document to employees and educate them on the contents.
e. Revise, replace, or withdraw policy or procedure as needed.
f. Coordinate with human resources, corporate compliance, or other enforcement areas when
applicable.
g. Departmental P&Ps will address:
i. Security (access control, authentication, audit trails, data encryption, fire wall, virus
checking).
ii. Privacy protection.
iii. Information retention and availability of medical information.
iv. Communication of medical information.
v. Management of licensed software.
vi. Change management.
vii. Development methods and standards.
viii. Copyrights and ownership.
ix. Handling of service requests.
x. IT strategic plan.
xi. IT budget.
CUSTOMER SERVICE
1. Healthcare is primarily a “people business;” HIMSS defines customer-centric as “placing the customer
at the center of focus of design or service.”
2. Service Level Management: service level (SL) functions need to be defined formally in order to be
administered in an SL manner.
a. Resources Provided: what level of assistance can be provided? How are problems escalated?
b. Reporting Mechanism: how will performance be monitored? Communicated? Can trouble ticket
software track performance?
c. Help Desk Triage: each reported problem assigned a priority level and worked accordingly.
d. Issue Tracking: ongoing monitoring of open, new, and closed help desk requests; may be a
trigger for additional resources based on SL agreements (SLAs).
e. User Satisfaction Surveys: upon completion of service; objective; good coaching material.
3. Most measured area of IT is help desk; a key measure of effectiveness is first-call resolution higher if
service technicians are well trained, and the material for reference and troubleshooting is readily
available; call abdandonment rate: percentage of time callers hang up without speaking to a technician
look for longer/higher wait times; other metrics include system performance rates related to
uptime and response time. High availability and response times are important.
4. Problem Resolution: does the policy make sense of is the customer possibly right?
SUMMARY
1. An IT department is only as successful as its customers perceive it to be.

ACRONYMS &
ABBREVIATIONS
ACRONYM / ABBREVIATION TERM
ANA American Nurses Association
ANSI American National Standards Institute
API Application Programming Interface
ASP Application Service Provider
CAD Computer Aided Design
Computer Aided Detection
CBA Cost Benefit Analysis
CCD Clinical Care Document
CCR Continuity of Care Record
CDA Clinical Document Architecture
CDC Centers for Disease Control and Prevention
CDSS Clinical Decision Support System
CEO Chief Executive Officer
CIO Chief Information Officer
CITL Center for Information Technology Leadership
CMIO Chief Medical Information Officer
CMS Centers for Medicare and Medicaid Services
CPHIMS Certified Professional in Health Information and Management Systems
CPOE Computerized Practioner Order entry
CRNA Certified Registered Nurse Anesthetist
CSO Chief Security Officer
CTO Chief Technology Officer
DAR Days in Accounts Receivable
DNFB Discharged Not Final Billed
DRG Diagnostic Resource Group
DRP Disaster Recovery Plan
EHI Electronic Health Information
EHR Electronic Health Record
EMR Electronic Medical Record
EMTALA Emergency Medical Treatment and Active Labor Act (US)
EPR Electronic Patient Record
EU European Union
EUDPD European Union Data Protection Directive (EU)
FDA Food and Drug Administration (US)
GLB Gramm-Leach-Bliley Act (US)
GUI Graphical User Interface
HHS US Department of Health and Human Services (US)
HIE Health Information Exchange
HIX Health Information Exchange
HIMSS Healthcare Information and Management Systems Society
HIPAA Health Insurance Portability and Accountability Act (US)
HISP Health Information Service Provider
HITSP Health Information Technology Standards Panel (US)
HL7 Health Level Seven
ICD International Classification of Diseases
[1] ACRONYMS and ABBREVIATIONS

ICD-9 International Classification of Diseases and Related Health Problems,
9th revision
ICD-10 International Classification of Diseases and Related Health Problems,
10th revision
ICF Intermediate Care Facility
ICU Intensive Care Unit
IDN Integrated Delivery Network
IDS Integrated Delivery System
IHE Integrating the Healthcare Enterprise
IPSEC Internet Protocol Security
IS Information System
ISO International Organization for Standardization
ISP Internet Service Provider
IT Information Technology
ITIL Information Technology Infrastructure Library
JCI Joint Commission International
LAN Local Area Network
LTC Long-Term Care
MIS Management Information System
MPI Master Patient Index
Master Provider Index
MSA Metropolitan Statistical Area (US)
NHI National Health Insurance
NHS National Health Service
National Health System
NI Nursing Informatics
NICU Neonatal Intensive Care Unit
OHIP Ontario Health Insurance Plan (Canada)
ONC Office of the National Coordinator for Health Information Technology
(US)
PA Physician Assistant
PACS Picture Archiving and Communication System
PC Personal Computer
PCI Payment Card Industry
PCP Primary Care Physician
PDA Personal Digital Assistant
PHI Personal Health Information
Protected Health Information
PHR Personal Health Record
PM Project Manager
Program Manager (PMI prefers PgM)
PMBOK Project Management Body of Knowledge
PMI Project Management Institute
PMO Project Management Office
Program Management Office

P&P Policies & Procedures
QOS Quality of Service
RAID Redundant Array of Independent Disks
RFI Request for Information
RFID Radio Frequency Identification
RFP Request for Proposal
RFQ Request for Quotation
REC Regional Extension Center (US)
RHIO Regional Health Information Organization (US)
RN Registered Nurse
RSNA Radiological Society of North America
SAMHSA Substance Abuse and Mental Health Services Administration (US)
SAN Storage Area Network
SBAR Situation, Background, Assessment, Recommendation
SBARC Situation, Background, Assessment, Recommendation, Communication
SDLC System Development Life Cycle
Software Development Life Cycle
SIG Special Interest Group
SL Service Level
SLA Service Level Agreement
SNF Skilled Nursing Facility
SSL Secure Socket Layer
ST&E Security Test and Evaluation
SWOT Strengths, Weaknesses, Opportunities, Threats
TCO Total Cost of Ownership
TQM Total Quality Management
UML Unified Modeling Language
VOIP Voice Over Internet Protocol
VPN Virtual Private Network
WAN Wide Area Network
WHO World Health Organization (UN)
WLAN Wireless Local Area Network

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Selection, Implementation, Support, and Maintenance

Testing and Evaluation

Privacy and Security

TODAY’S HEALTHCARE IT ENVIRONMENT

KEY TRENDS IN HEALTHCARE APPLICATIONS

HARDWARE AND CONNECTIVITY TECHNICAL INFRASTRUCTURE

GENERAL: TECHNOLOGY ENVIRONMENT

[3] GENERAL: TECHNOLOGY ENVIRONMENT

SYSTEMS: SYSTEMS ANALYSIS

Figure 1 - Six Blind Men Describing an Elephant

[2] SYSTEMS: SYSTEMS ANALYSIS

[3] SYSTEMS: SYSTEMS ANALYSIS

STRATEGIC INFORMATION SYSTEMS PLAN

Table 2 - Problem Analysis - Cause and Solution

Symptomatic Cause Root Cause

[4] SYSTEMS: SYSTEMS ANALYSIS

[5] SYSTEMS: SYSTEMS ANALYSIS

High-Level Flow of Practice Visit

Takes Ht, Wt,

Examines Patient Writes Orders

[6] SYSTEMS: SYSTEMS ANALYSIS

Clinical Information (Office)

External Lab (External)

[7] SYSTEMS: SYSTEMS ANALYSIS

Table 5 - Examples of Tangible and Intangible Benefits

Tangible Benefits Examples

[8] SYSTEMS: SYSTEMS ANALYSIS

[9] SYSTEMS: SYSTEMS ANALYSIS

Table 1 - Systems Design Tasks

Design Tasks Sub-Tasks

SYSTEMS: SYSTEMS SELECTION, IMPLEMENTATION, SUPPORT, AND MAINTENANCE

Table 2 – RFP Basic Format

Table 3 - RFP Evaluation Process Issues (sample matrix)

Table 4 - Major Elements of the Purchase and Sales Agreement

Table 6 - Implementing Updates and Upgrades (IT Department)

Table 7 - Sample Help Desk Log

Table 9 - Disaster Recovery Plan Needs Assessment

Table 12 - Downtime Activities (Developing Department Processes and Procedures)

REQ DOC DOC

REQ ARCH CODE APP

MONITOR, CONTROL, AND MANAGE WORKFLOW

[1] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

[3] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

[4] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

[5] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

[6] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

Table 5 - Controls for Data while at Rest

Table 6 - Authentication of Person or Entity

[8] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

[9] SYSTEMS: SYSTEMS PRIVACY AND SECURITY

[1] ADMINISTRATION: LEADERSHIP

ASSESSMENT OF ORGANIZATIONAL PERCEPTION OF SYSTEMS AND DEPARTMENTAL EFFECTIVENESS

[2] ADMINISTRATION: LEADERSHIP

[3] ADMINISTRATION: LEADERSHIP

[4] ADMINISTRATION: LEADERSHIP

[5] ADMINISTRATION: LEADERSHIP

Committee Action Items

[6] ADMINISTRATION: LEADERSHIP

Open Issues (from previous meetings)

New Issues Raised

Tentative Future Meeting Agenda

Key Decisions Made