project plan assignment #4
Shahood3
EMRProject-ImplementationPlanningGuide.pdf
AOHC EMR Implementation Toolkit | EMR Implementation Planning Guide – Version 1.0
AOHC EMR IMPLEMENTATION TOOLKIT
EMR Implementation Planning Guide
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EMR Implementation
Planning Guide
A Ten-Step Guide to Planning
for Successful Implementation of an
Electronic Medical Record (EMR) System
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Contents
Purpose of this guide ............................................................................ 3
Step 1: Establishing the project team ................................................... 4
Step 2: Project activities and phases .................................................... 5
Step 3: Planning for change .................................................................. 9
Step 4: Communication planning ........................................................ 10
Step 5: Data migration and data retention from legacy systems ....... 11
Step 6: Training ................................................................................... 12
Step 7: Identifying EMR reporting requirements ............................... 13
Step 8: Executing and validating deployment .................................... 14
Step 9: Executive approval to go live .................................................. 15
Step 10: Post-Go Live activities and support ...................................... 16
For questions or comments, please contact:
AOHC EMR Project
Association of Ontario Health Centres
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Purpose of this guide
The EMR Implementation Planning Guide is a ten-step framework to help
you understand activities necessary for successful implementation of the
new Electronic Medical Record (EMR) system at your health centre. It’s
designed to provide opportunities for advance planning and resource
allocation, and timelines for deployment activities.
EMR implementation will be a collaborative effort involving teams from
your centre, the EMR vendor, and AOHC staff working on the EMR
project. Depending on the size of your centre and resource availability,
the number of project team members will vary. At a minimum, however,
all executive directors or a designated senior manager will need to
review the Guide to understand funding and resource commitments and
assign staff to the EMR project as appropriate.
When and how to use the Guide
Intended as a step-by-step planning tool, the Guide provides valuable
information to help you make decisions regarding the timing of the EMR
Go Live date, and resource commitments necessary for successful
adoption of the new EMR. Regardless of when your centre is scheduled
for EMR implementation, this document will help you start thinking
about what’s needed for smooth implementation. As the system is
deployed across the sector, the Guide will be updated with lessons
learned to ensure information remains current.
On-site implementation
This guide is a pre-implementation planning tool. Once your EMR Go
Live date has been confirmed, a comprehensive EMR implementation
approach will be available to support project teams in system
implementation at your centre. Encompassing processes, guides, tools
and activities, the EMR implementation approach will support EMR
adoption and use, and help determine your centre’s needs at a detailed
level, including budget and resource requirements.
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Step 1: Establishing the project team
Key Points
� While the AOHC and the EMR vendor will play key roles and act in partnership with the centre, each centre is responsible for its own
EMR implementation project.
� Centres will be required to assign a dedicated project manager, who will be responsible for project deliverables and keeping the project
on track.
The centre's project team
The centre's project team is pivotal to the overall success of EMR system
implementation. Although the full project team may be assigned later in
the project lifecycle, the executive sponsor and project manager should
be assigned prior to the start of the project.
ROLE RESPONSIBILITIES
EXECUTIVE PROJECT
SPONSOR
Accountable for the overall success of
the project, the executive sponsor
assigns the project manager. Prosci, an
internationally-recognized change
management firm, has identified active
and visible executive sponsorship as the
most important factor in project success.
Together, the
executive sponsor
and project manager
identify members of
the centre's project
team. They lead
change and manage
resistance to change. PROJECT MANAGER Typically a senior manager experienced
in leading multi-faceted implementation
teams, the project manager makes EMR
implementation decisions on behalf of
the centre, and is responsible for day-to-
day management of EMR
implementation for the duration of the
project.
PROJECT TEAM The project team works on all aspects of EMR implementation with
a focus on the following:
� Budget/agreement management
� Business change � Information technology
management
� Privacy and security � Communications � Data migration � Training � Reporting
Depending on resource availability and EMR implementation
complexity, one person may fulfill multiple roles. The key
consideration is the time and effort each role requires to ensure
overall project success. It’s important to include clinical
representation on the project team.
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Step 2: Project activities and phases
Key Point
� This guide is a pre-implementation planning tool. Once your EMR Go Live date is confirmed, a comprehensive EMR implementation
approach will be available to support system implementation at
your centre. Encompassing processes, tools and activities, the
approach will be updated regularly to leverage lessons learned from
earlier EMR system implementation at other centres.
Project Phases
1 Peer leaders are health centre staff who will champion the use of the EMR to
sector colleagues through best practices and lessons learned. Peer leaders will
likely be drawn from centres that adopted the EMR system early in the sector-
wide implementation schedule.
ENGAGEMENT ASSESSMENT PREPARATION
& PLANNING DEPLOYMENT
GO LIVE
WEEKEND
POST-
IMPLEMENTATION
� Initial project planning
discussions
with centre
� AOHC/centre preliminary
meeting to
kick off
project
� Detailed needs
analysis to
assess
centre's
business
and
technical
readiness
� Project planning
� Project Scope of
Work,
Funding
Agreement,
budget
preparation
� Business process
redesign
preparation
� Data migration
preparation
� Pre-production environments
allocated
� Data migration trial runs to
create a clean
extract file
� Business process
redesign
� User training, EMR demos
� Identification/ development
of ad hoc
reports
� Peer leader 1
group support
� Data conversion,
validation
� Final readiness
checklist
completion
� Go/No-Go Live meeting
� Data validation by end users
� Addressing issues
� End user support
� Peer leader group support
� Transition to adoption/
operations
phase
1 month
approximately
1 month
approximately
3 months
approximately
3 days Ongoing
6 - 12 months
approximately
Readiness Deployment Adoption &
Maintenance
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Engagement Meeting
Designed to kick off the project, the engagement meeting brings together
senior centre executive and project team members and the AOHC EMR
Project Team, who will work in partnership to implement the EMR
system. The centre's executive sponsor should assign a project manager
prior to the meeting. Meeting activities include reviewing project
milestones, resource assignment, roles and responsibilities, and
establishing a high-level approach to project communications and issues
management. The funding agreement and budget templates will also be
reviewed at this session.
ACTIVITY START Four months prior to your EMR Go Live date
DURATION Half-day session
Assessment Phase
The centre's technical and business leads are assigned during this phase.
Working with leads, the AOHC EMR Project Team will conduct a detailed
business and technical needs analysis including network requirements
of the centre. Information gathered at this stage will be used to evaluate
gaps in business processes or technology, inform the EMR
implementation budget and support development of the Project Scope of
Work (SOW) and funding agreement between the AOHC and your centre.
PHASE START Four months prior to your EMR Go Live date
DURATION One month approximately
Preparation and Planning Phase
Your centre's full project team should be assigned prior to the start of
this phase. Activities include:
� Development of the project work plan using an AOHC EMR Project template
� Review of results from the business and technical needs analysis � Project Scope of Work (SOW) preparation by the centre and the
AOHC, and signature by the centre, AOHC, and vendor
� Preparation of the EMR implementation budget � Funding agreement preparation, and signature by centre and
AOHC executive directors
� Data migration and transfer activities � Documenting current workflows � Enabling deployment portal access � Ordering network services, infrastructures upgrades, equipment,
etc.
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PHASE START Four months prior to your EMR Go Live date
DURATION One month approximately
Deployment Phase
The deployment phase involves all activities required to advance the
project from planning and preparation to the day the EMR goes live at
your centre. Activities in this phase include:
� Meetings to coordinate EMR implementation activities � Vendor team engagement with centre/AOHC project teams � Allocation of data migration, training, demonstration and pre-
production environments
� Data migration trials � Identification of additional local reporting requirements � Preparing staff for the new EMR � Identifying and implementing local EMR configurations (i.e.,
setting up authorized users, assigning role-based access, etc.)
PHASE START Three months prior to your EMR Go Live date
DURATION Three months approximately
Go Live Weekend
Occurring from Friday to Monday, Go Live weekend is the most critical
part of EMR implementation. A time of intense activity for centre, AOHC,
and vendor project teams, activities include:
� Data migration and IS/IT teams copying the database(s) and sending files to a centralized migration environment
� Data conversion using data migration tools � Exporting data to the new EMR, and data validation � Executive approval to go live.
For more information on this activity, see Step 8: Executing and
validating deployment, and Step 9: Executive approval to go live.
ACTIVITY START Three days before your EMR Go Live date
DURATION Three days
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Post-Implementation Phase
Even after your new EMR is up and running and in active use, there are
still a series of activities to undertake, including:
� Data validation by end users � Super user2 support of end users � AOHC and vendor team support for a specified period � Peer leader support � Ongoing practices to support full EMR adoption
For more information on the Post-Implementation Phase, see Step 10:
Post-Go Live support and EMR adoption.
PHASE START As soon as your new EMR is live
DURATION Ongoing
2 EMR users at your centre who receive additional training on the new system
so they may share knowledge and assist other staff. See Step 6 - Training.
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Step 3: Planning for change
The new EMR will bring significant change to your centre. To help you
plan for change, the AOHC Transition Management Team will work with
you to develop a strategy to support the transition of people, processes
and technology.
Three key activities are required to develop a change strategy and
prepare providers and staff for EMR implementation from a business
process perspective:
1. Set the strategic direction by defining goals around the use of the new EMR to support and improve client-centered care.
2. Map current processes to identify the people, processes and tools currently used to provide client care. Likely led by your
centre's change manager with assistance from the AOHC
Transition Management Team, this is an opportunity to identify
what works well at your centre, and more importantly, what
doesn’t, and to identify processes or workflows that need
improvement.
3. Define to-be processes by re-thinking and re-designing processes to ensure a client-centered practice. This activity
provides opportunities to plan organizational changes in your
daily workflow based on the improved features and functionality
of the new EMR. This exercise should be a centre–wide initiative
with representation from all areas of care and operational
support.
Change management helps organizations and individuals affected by
new processes and technology understand the need for changing current
behaviour, and provides practical approaches and tools to help
organizations and individuals implement and adopt new skills and
behaviours. To support you in these activities, the AOHC EMR Project
Team will provide guides, tools and expert assistance.
ACTIVITY START Four months prior to your EMR Go Live date
DURATION Four months
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Step 4: Communications planning
Communications planning focuses on informing and engaging staff from
throughout your centre, and stakeholders, on changes that will result
from implementation of the new EMR. Providing early awareness and
keeping these audiences informed of project progress and the impact the
new system will have on their day-to-day lives is an important part of
overall project success.
A communications plan should at a minimum fulfill the following
objectives:
� Provide staff with awareness and understanding of upcoming changes early on
� Inform any centre partners, such as laboratories, of EMR implementation, to give them time to make necessary process
changes
� Keep users and stakeholders informed about project progress, as well as EMR adoption status
� Inform and update your board of directors and LHIN about the project and current status.
A comprehensive guide and communications planning template will be
provided by the AOHC EMR Project Team once your EMR Go Live date is
confirmed. Communications planning should start four months before
your EMR Go Live date and continue throughout the project, up to
approximately one month after your Go Live date.
ACTIVITY START Four months prior to your EMR Go Live date
DURATION Four months
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Step 5: Data migration and data retention
from legacy systems
Data migration and retention of legacy clinical management system
(CMS) data to the new EMR is the most critical activity in successful
implementation of the new system. Without proper migration of existing
client data, the new EMR will fail to support optimal client care. Due to
data migration complexity and the variation in levels of electronic record
adoption across the sector, careful and detailed planning is necessary at
each centre to prepare for successful migration of legacy CMS data to the
new EMR.
Data migration involves five key activities:
1. Data preparation of paper and electronic charts, as per instructions, guides and tools provided by AOHC EMR Project
Team.
2. Data mapping of local data values to data fields in the new EMR.
3. Data migration using AOHC EMR Project Team migration tools and data mapping spreadsheets. Data migration will happen in a
dedicated, centralized environment supporting pre-
implementation practice runs and final migration and validation.
This approach will enable project teams to benefit from iterative
data migration trial runs, so data conversion errors can be
corrected, and data can be validated after each trial run.
4. Planning and execution of manual entry of relevant data from paper charts.
5. Retention of original historical records to ensure compliance with medical/legal requirements.
Data migration support
Along with a dedicated data migration environment, an AOHC data
migration coordinator, as well as guides and tools will be available to
assist you with data preparation, retention and migration.
ACTIVITY START Four months prior to your EMR Go Live date
DURATION Four months
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Step 6: Training
All staff who will use the new EMR will require training. Specialized
training will also be necessary for super users, system administrators,
data management coordinators and financial staff.
The AOHC EMR Project Team will provide you with tools to help you
develop a training strategy for your centre to meet your short and long-
term needs. This includes identifying training roles and responsibilities
and completing a training and course planning matrix.
The EMR vendor will provide onsite training for your staff.3 Each centre
should identify at least one super user4 who can be trained to provide
onsite expertise and who can, when required, train new staff.
A training environment for staff to practice using the new EMR will also
be available. Staff will have ongoing access to online training modules to
refresh knowledge, and supplement training for new staff or staff with
new responsibilities.
EMR training will be supplemented by a peer leader support network.
The network will enable clinical staff from other centres experienced in
using the new EMR, like physicians, nurse practitioners, nurses,
dietitians, social workers and clinical support staff, to act as mentors to
new users. The program aims to speed adoption of the new system and
assist you in achieving meaningful use of your EMR.
ACTIVITY START Three months prior to your EMR Go Live date
DURATION Three months
3 Basic computer skills are a prerequisite to EMR system use. Training to support basic computer literacy will not be provided as part of the AOHC EMR
Project. If some of your staff lack basic computer skills, it’s important to
recognize and address this gap before they receive training on the new EMR
system. 4 For a definition of super user, see Step 2, Post-Implementation Phase.
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Step 7: Identifying EMR reporting
requirements
The new EMR will offer pre-defined reports to address core business
needs. Additional reports requested on a sector-wide basis and available
to all centres will be added based on an approved change request
process.
If required, centre-specific local reports will be developed to address the
specific reporting needs of a centre. Driven by the centre's business
change team, each centre will need to compare their reporting
requirements to standard system reports to verify if additional local
reports will be required.
The following activities will be required to identify local reporting
requirements at your centre:
1. Identify current reporting activities across all offices. 2. Assess current reporting activities in terms of relevance and
usefulness and identify new reporting requirements.
3. Prioritize and develop new, local reports.
Identifying EMR reporting requirements should start three months prior
to your EMR Go Live date, and take approximately one month. Report
development should begin two months prior to your Go Live date and
continue after EMR implementation as an operational activity.
ACTIVITY START Three months prior to your EMR Go Live date
DURATION Three months plus ongoing operational activity
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Step 8: Executing and validating deployment
Key Point
� Once the new system is deployed and new data is being entered into it, there will be no way to synchronize data between the EMR
system and legacy CMS databases. This means once staff start
using the new system on Go Live Monday, it will not be possible to
revert to the legacy clinical management system without losing all
new data.
� Legacy system data will continue to be available for reference.
Leading up to EMR deployment (Go Live) on Monday morning, executing
and validating deployment takes place from Friday to Sunday. The most
critical part of EMR implementation, it will also be a time of intense
activity for the centre, AOHC, and vendor project teams.
During this three-day period, the data migration and IS/IT teams will
make copies of the database(s) and send the files to the centralized
migration environment. Data migration tools will convert the data and
import it to the new EMR, where the data must be carefully validated.
This is the final opportunity to catch errors, and is crucial to avoiding
unpleasant surprises when the system goes live on Monday morning.
Once the new EMR is up and running (but has not officially gone live),
other centre staff are required to participate in the data validation
process. This important step involves running and reviewing reports
from the legacy CMS and the new EMR to compare and validate data.
This can be a time-consuming activity requiring manual reviews of
reports and client information. A data validation process document will
be available in advance to help your centre plan for this activity.
ACTIVITY START Three days before your EMR Go Live date
DURATION Three days
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Step 9: Executive approval to Go Live
Executive director (and the executive project sponsor, if different from
the executive director) approval is required for the new EMR system to
go live at your centre. Go Live status conference calls will be held
throughout Go Live weekend with a final call scheduled for Sunday
evening. At this meeting, the centre's project manager will seek
consensus from all parties (the centre, AOHC and EMR vendor) and
prepare a recommendation for the executive director (and the executive
project sponsor, if different from the executive director) on whether the
system is ready to go live the following morning.
Once the executive director or executive project sponsor authorizes the
new EMR to go live, the legacy clinical management system will be
deactivated. Communications will be sent to all users and stakeholders
ensuring they are aware that the new EMR has been deployed and is the
system of record for clinical information.
ACTIVITY START Go Live weekend
DURATION Three days
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Step 10: Post-Go Live activities and support
Even after your new EMR is up and running and in active use, there are
still a series of activities to undertake.
These typically include data validation by end users, such as clinicians
conducting spot checks of client records to ensure they are correct. The
centre's super users should be available to support users as they grow
accustomed to the new system.
Support staff from both the AOHC and vendor project teams will be
available for a specified period to address post Go-Live issues and
augment standard supports that will be in place for the EMR. An EMR
resource schedule listing super users and AOHC and vendor project team
resources will be provided.
Peer leaders from centres already using the new EMR will also be
available onsite or remotely to answer questions and provide additional
support.
Prior to your Go Live date you will be provided with information,
processes and contacts to address any issues or questions regarding the
transition and ongoing use of the new EMR system.
ACTIVITY START As soon as your new EMR is live
DURATION Ongoing
