Part IV Flashcards
(136 cards)
1
Q
What is leadership?
A
Power/ability to lead other people, capacity to lead, act or instance of leading
2
Q
Describe leadership
A
Leadership as a behavior – of an individual when directing the activities of a group towards a shared goal
• Leadership is a process – Whereby an individual influences a group of people toward the realization of a goal
3
Q
What are the major leadership theories?
A
Great man theories Trait theories Behavioral theories Contingency theories Situational theories Participative theories Transactional / management exchange theories Transformational theories
4
Q
What is FROHLM
A
Transactional Theory for Healthcare
• Functional Results-Oriented Healthcare Leadership Model (FROHLM) – Leadership model developed for healthcare – Leaders facilitate effective healthcare provision by meeting needs for
• Task + Team + Individual ==> Results
– Leaders are responsible for measurable outcomes – Reinforcement (reward) for outcome goals achieved – In some cases, punishment for not achieving desired outcome goals
5
Q
What are the leadership styles?
A
Autocratic, pace-setting, bureaucratic, authoritative, transformational, consultative, democratic, distributed, shared, servant, laissez-faire
6
Q
What are the groups of leadership styles?
A
Leaders lead: autocratic, pace setting, bureaucratic
Middle: authoritative, transformational, consultative
Group: democratic, distributed, shared
Followers lead: servant, laissez-faire
7
Q
What is collaborative healthcare leadership?
A
Collaborative Healthcare Leadership – Center for Creative Leadership (www.ccl.org) – Six-part model
• Collaborative patient care teams
• Resource stewardship
• Talent transformation
• Boundary spanning
• Capacity for complexity, innovation and change
• Engagement and well-being
8
Q
What is the leadership dev. model?
A
Fostering of Positive Change Organizational Awareness Performance Improvement Communication Self-Development & Self-Management Professionalism & Professional Values
9
Q
Health leadership competency model
A
National Center for Healthcare Leadership (NCHL)
• Defines competencies required for outstanding healthcare leadership
• Leadership is at the hub of all three activities (TRANSFORMATION, PEOPLE, EXECUTION)
10
Q
What is the ACHE Competencies Assess Tool?
A
American College of Healthcare Executives (ACHE)
• Five domains:
– Leadership (center) – Communication and Relationship Management
– Professionalism
– Business skills and knowledge
• Includes information management competencies (page 17-18)
– Knowledge of the Healthcare Environment
11
Q
What is the difference bet. leadership and governance?
A
Leadership = a person leading a group
• Governance = a group leading a group(s)
12
Q
What is the definition of IT governance?
A
infrastructure, strategies and approaches to support physicians [clinicians] in the definition of clinical content, refinement of the care processes and the adoption of new technologies before, during and after implementation
13
Q
What are the 4 corporate gov. theories?
A
Agency
Stewardship
Resource dep.
Stakeholder
14
Q
What are governance responsibilities?
A
Garratt - conformance, performance
Chait - fiduciary, strategic, generative
Arnwine - policy making, decision-making, oversight
15
Q
Who has authority in governance?
A
Authority – Individual board members do not have authority to perform functions
– Only the governing body has authority to carry out its responsibilities
• Governance bodies may require a quorum of voting members for this
16
Q
What is negotiation?
A
Definition – Process by which two or more parties with different interests or perspectives attempt to reach agreement
• Negotiation styles and strategies are similar to those used for conflict management – Healthy debate (good) Negotiation – Conflict (bad) Conflict Management
FAIL TO PREPARE = PREPARE TO FAIL
17
Q
What is the negotiation process?
A
Positions = what people want
Interests = why people want it
Frame the discussion = how you say it just as important as what you say
Negotiation space = keep an eye on all parties
18
Q
What are the features of healthy debate?
A
Open to other ideas Listen and respond to ideas Try to understand views of others Stay objective / focus on facts Systematic approach
19
Q
Conflict management
A
Common sources of conflict: individual behave poor comms org. structures inter-individual conflicts inter-group conflicts
20
Q
What is the Thomas-Kilmann Conflict mode instrument?
A
Competing Collaborating Compromising Avoiding Accommodating
21
Q
What are the steps in conflict management?
A
- clarify issue
- have rules for appropriate norms
- set time frame
- explain the process
- analyze the facts
- generate range of possible solutions
- evaluate solutions
- plan to implement highest ranked solution
22
Q
What is Collaboration?
A
Collaboration as a leadership tool considers and attempts to meet the needs of all parties involved in a process
• Based on a premise of cooperation to achieve effective outcome
• Particularly helpful when – You need to consider a variety of viewpoints for effective solution – There have been previous conflicts in a group or organization – Multiple stakeholders must meet the needs of their own sub-groups
23
Q
What is motivation?
A
Definition
– The desire of an individual to behave in certain ways OR
– for organizations, a behavioral, affective and cognitive process that influences the willingness of workers to perform their duties in order to achieve personal and organizational goals, influencing the extent and level of their effectiveness at work
24
Q
What are the types of motivation?
A
Extrinsic motivation – Generated when an action or task is performed to receive external rewards or outcomes • e.g., monetary rewards, incentives, promotion
• Intrinsic motivation – Generated when actions or tasks are performed for internal fulfilment or enjoyment of the activity itself • e.g., self-esteem and a feeling of belonging
Cannot only focus interventions on extrinsic motivation – Leads to low trust – Undermines intrinsic motivation
• Intrinsic motivation is linked to… – positive health worker behaviors – enjoyment of the work – quality of work performed – retention of health workers in current jobs
25
What are the different motivation theories?
Humanistic theories
• Self-determination theory
• Herzberg’s theory
• Maslow’s theory
Socio-cognitive theories
• Social Cognitive theory
• Self-efficacy theory
• Goal theory
Cognitive theories
• Attribution theory
• Expectancy Value theory
26
What is self-determination theory?
Self-determination theory
– Self-determination achieved by intrinsic motivation
– Intrinsic motivation achieved through autonomy, competence and relatedness
– Example: Getting patients to change their behavior
Autonomy Level of intrinsic motivation for change
Competence Patient's confidence and ability to change
Relatedness Patient's perception of being respected, understood, cared for
27
What is Herzberg's theory?
Herzberg’s theory – Focus on motivating employees
– Motivator-hygiene theory (a.k.a. twofactor theory)
• Motivator factors: Duties or position itself increased satisfaction (achievement, recognition, work itself, responsible, promotion, growth)
• Hygiene factors: corporate aspects decreased satisfaction (pay, benefits, supervision, status, job security, personal life...)
28
What is Maslow's theory?
Only unsatisfied needs motivate an individual
– Once needs at one level have been met, the individual is motivated to satisfy the needs in the next level up the pyramid
– Basic needs must be satisfied before higher level needs
```
Physiological
Safety
Love/belonging
Esteem
Self-actualization
```
29
What are the socio-cognitive theories of motivation?
Social cognitive -
Individual’s learning directly related to: • Individual observation • Learning through imitation • Influences of own thoughts • Influences of learning environment
Self-efficacy
Person’s perception of their ability to perform appropriately or reach a goal • Cycles can be positive or negative • Success drives positive cycle (more confidence, more motivation, etc.) • Lack of success drives negative cycle (lower confidence, lower motivation, etc.)
Goal Theory
Edwin Locke • To motivate, goals must have: • Clarity • Challenge • Commitment • Feedback • Task complexity • SMART goals – Specific, Measurable, Attainable, Relevant, Time-Bound • Generally accepted as most valid in organizational psychology
30
What is attribution theory?
Attribution Theory – Theory of why we attribute outcome X to causal factor Y, often automatically
Disposition / situational factors vs. stable/unstable factors
– Controllability: our perception of how well we can control a situation • influences our attitudes toward the situation
– Fundamental Attribution Error: • When we succeed, we attribute our success to dispositional factors. • We we fail, we attribute failure to situational factors.
31
What is expectancy-value theory?
Expectancy - will my effort lead to high perfomance?
Instrumentality - will performance lead to outcomes?
Valence - rewards, do I find the outcomes desirable?
Must occur in sequence for motivation to occur
32
What are the levels of empowerment in decision making?
I. Management decides then informs staff
II. Management gets staff input before deciding
III. Employees decide and recommend
IV. Employees decide and act
33
What are the decision making options?
Unilateral, majority voting, compromise, multi-voting, concensus building
34
Describe internal and external recruitment
Internal recruitment - advantages (already know org, trusted, etc) disadvantages: spread thinly, no innovative thinking
External recruitment: hire new talent, but cost may be high, lack knowledge about culture, unknown abilities...
35
What are types of recognitions and rewards?
Tangible - usually extrinsic motivators
| Intangible - usually intrinsic motivators - opportunities for growth, new challenges, feeling valued
36
What are the most effective recognitions and rewards?
Small rewards given periodically are more effective than one large reward at the end of a project
37
How are performance reviews conducted?
Performance assessments best when measured against pre-defined and understood objectives, cost boundaries and timeliness
– Indicators
• Demonstrable skill/competency improvements
– Personal
– Teams
• Performance indicators specific to teams – Decreased staff turnover rate – Examples of increased team cohesiveness
38
What is Professional Development?
Performance reviews should be used to help determine professional development needed or desired by an individual or team
– Results of professional development should be measurable
• Skill assessments
• Examinations
• Personal observation
– Coaching vs. counseling
Coaching
• Developing an individual or team to higher levels of competency and performance
• Focuses on resolving what an individual or team can't do
• Powerful motivator
Counseling Focuses on what an individual or team can do, but won't
39
How do you manage chronically poor performers?
Chronically poor performers due to poor “fit”: relocate to better fit
• Chronically poor performers due to other factors (behavioral, poor qualifications, etc):
– involve HR early, employ performance improvement plan
– provide opportunity for remediation, re-assess
– follow-through to removal (including termination) if indicated
40
How are team goals set?
SMART
Specific - simple, sensible, significant...
Measurable - meaningful, motivating...
Achievable - agreed, attainable...
Relevant - results-based, reasonable, ...
Time-bound
Identify team member(s) responsible for each task
• Identify and Conduct Measures of Success (outcome measures)
• Re-visit goals periodically. Effect mid-course corrections.
41
What are team rules of operation?
aka. Ground Rules
Document: team members, team roles, reporting lines, approach to decision-making, resources, etc.
Team Charter - document ground rules
42
What are the parts of a team charter?
1. Purpose
2. Stakeholders
3. Membership
4. Responsibility
5. Decision-Making
6. Team Name
7. Life Expectancy
8. Communication
9. Financial Resources
43
How do you clarify individual roles?
Org Chart aka organizational breakdown structure (OBS)
RACI Matrix
44
What is a RACI matrix?
Shows resources (roles) assigned to each responsibility or task
Shows:
- resources assigned to a project listed in column headers
- responsibilities / activities on the left
- level of responsibility: RACI - responsible, accountable, consulted, informed
45
What is a RACI Matrix
Assign RACI codes to each item (row) and person (column)
46
What is Tuckman's Ladder?
Team development approach:
| Forming, Storming, Norming, performing, adjourning
47
Compare colocation and virtual teams
Colocation teams (a.k.a. tight matrix)
– Places most if not all team members in the same physical space (e.g., "war room")
– Goal is to enhance performance as a team – Advantages • Personal communication • Non-verbal cues that may be missed when using conference calls or even video conferencing • Improves focus for team members who are otherwise in high distraction environments
Virtual teams
– Teams with a shared goal that fulfill their roles with little or no time spent meeting face-to-face
– Email, web conferencing, instant message, social media, etc.
– Advantages
• Geographically agnostic • Increases availability of experts who are not local • Allows teleworking • Allows flexibility of staff shift schedules • Facilitates inclusion of individuals with limited mobility and certain disabilities • More cost efficient (reduces/eliminates travel expenses)
48
What are disadvantages of group decision making?
Groupthink
Bandwagon effect
Group polarization
49
What is nominal group method?
* Group members individually & privately develop ideas or proposed solutions in writing
* Each group member shares one item from their list
* Continue until all ideas/alternatives are publicly recorded (white board, flip chart, etc.) – no criticism or analysis at this stage
* Group engages in discussion/analysis of these options
* Conclude with multi-voting – group members ranking or rating all options – highest ranked option(s) are chosen
50
What are the pros and cons of nominal group method?
* Pros – Promotes participation of all team members and considers all ideas
* Cons – Approach is not very flexible – Not efficient for addressing different ideas about multiple related subjects or problems
* Best application: – Generate efficient discussion regarding single problem or situation – Applicable when there are multiple possible ways to address/solve the problem under consideration
51
What is concensus mapping?
▪ A facilitator and group reach consensus about how best to arrange or sequence multiple inter-related activities into a useable plan of action
▪ Example of use for consensus mapping: implementing a new information system department-wide or facility-wide
▪ Based on expectation of compromise: Not everyone gets everything they want out of final decision, but everyone gets a final decision they can support
52
What are the steps to concensus mapping?
1. Create master list of all ideas, tasks, or projects under consideration
2. Form small groups: 2 to 4 task groups, each 5-9 people
3. large group review and re-evaluate original ideas in light of new clustering activity
4. Facilitator create "strawman" integrated map
5. Map reconfiguration (by small group)
6. Large group presentation
7. map consolidation
53
What is the Delphi method?
1. Experts answer questionnaires individually in two or more rounds.
2. After each round, a facilitator provides an anonymous summary of the experts’ forecasts from the previous round and any reasons the experts may have provided for their judgments.
3. Then, the experts are encouraged to revise their earlier answers in light of the replies of other members of the panel.
4. The goal is that during the iterative process the range of the answers will decrease and the group opinion will move toward a final answer.
5. The process stops when a pre-defined criterion is reached (e.g. number of rounds, achievement of consensus).
6. The mean or median scores of the final rounds determine the results.
Cons
– Range of opinions are as diverse as the experts in the group
– Best written opinions may sway group opinion
– Facilitators may introduce bias in the summaries
54
What is the six phase model?
Project management decision-making
1. Problem definition
2. Solution generation (brainstorming)
3. Ideas to action (evaluate solutions and pick one)
4. Solution action planning (implement solution)
5. Solution evaluation planning (evaluate solution)
6. Evaluation of the outcome and process (evaluate how well problem solved, how well process worked)
55
What are 6 methods of group decision-making?
Brainstorming
• Collect all ideas from group members regardless of merit
• Does not include voting or prioritization
• Often used with other techniques
Idea/mind mapping
• Ideas are visually mapped into parent-child and other relationships to reflect commonality and differences
Affinity Diagram
• Allows large numbers of ideas to be classified into groups for review • Similar to mind-mapping
Multicriteria decision analysis
• Uses a decision matrix to provide systematic analytical approach for establishing criteria to evaluate and rank many ideas
Process decision program charts (PDPC)
• Used to understand goal in relation to steps needed to achieve it
• Useful for contingency planning
Interrelationship digraphs
• Adaptation of relationship diagrams for complex problem solving for up to 50 relevant items
56
What is Parkinson's Law?
Parkinson’s Law: “work expands to fill the time available for its completion”
57
Who are the key people in a meeting?
- Facilitator (leads the meeting)
– Time-keeper (makes sure that the groups sticks to the times allocated on the agenda)
– Scribe (writes down minutes of meeting)
58
What is effective and efficient communication?
• Effective communication
– Information that is provided... • In the right format • At the right time • To the right audience • With the right impact
• Efficient communication – Only providing the information that is needed
59
What is a basic communication model?
Sender (encodes) message which is sent to Receiver (decoder) (Berlo, 1960)
– Sender produces message
– Sender encodes message into a communication medium
– Message transmits to receiver (with variable noise)
– Receiver decodes message (filters noise)
– Receiver acknowledges message by sending feedback (new message) via reverse process
60
What is media richness theory?
Communication channels on spectrum from rich to lean
Rich - auditory and non-verbal cues present
Lean - no audio / non-verbal cues
61
What are the 3 communication methods?
Interactive - multidirectional exchange of information
Push - information pushed to specific people who need it
Pull - recipients must initiate assessing the information
62
What are communication goals?
```
SBAR
Situation
Background
Assessment
Recommendation
```
63
What are the problems with EMR communication?
Decreases human situational awareness and interpersonal interaction with patients and members of healthcare team
• Current design not ideal in hectic environments (ER, ICU, code)
– Verbal communication and text messaging provide better support
• May not support rapid transitions from one facility to another or even one unit to another in same facility
– Verbal or manual documentation may be faster
• Many target audiences with different levels of education and perspectives – Physicians, Nurses, Pharmacists, Therapists, etc. – PATIENTS (Patient portals, designated record sets)
64
What is TMI?
Too much information
- information overload: decreased signal-to-noise ratio
- alert fatigue
- erroneous documentation due to indiscriminate importing of too much info
65
What is a project?
–Temporary endeavor –Defined beginning and end
–Goal to complete specific objectives that bring beneficial change or added value
–PMI: a temporary endeavor undertaken to create a unique product, service or result
66
What is the project management institute?
* http://www.pmi.org
* Certifies project management professionals (PMP)
* Produces standards which are considered the de facto standards for project management by many
67
What is a portfolio?
Collection of projects, programs, subportfolios and operations managed as a group to achieve strategic objectives
68
What is a program?
Collection of subprograms, projects and other work that are managed in a coordinated fashion in support of the portfolio
69
Describe project governance?
- Process of ensuring that the project is in alignment of the project with stakeholders' needs or objectives
– Provides framework for project manager and sponsors to make decisions
70
What are the process groups in project management?
```
Initiation
Planning
Execution
Monitoring & Controlling
Closing
```
71
What are the types of project life cycles?
Predictive -
• Project scope, time and cost required to deliver that scope are determined early and are predictable
• Phases progress in Waterfallfashion (see diagram next slide)
• Focus on planning and design
• Scope is relatively fixed (assumes little/no changes to requirements over time)
Iterative & Incremental
• Project phases repeat iteratively over a relatively long period of time (months)
Each iteration brings the project towards its defined deliverables in an incremental fashion • Scope is elaborated with each iteration (assumes changes over time)
• Adaptive/Agile Project Managementis a subtype
• a.k.a. change-driven project life cycles • Rapid iteration version→ projectlife cycle 2-4 weeks per iteration • Used when high level of change/adaption anticipated throughout project • Utilizes rolling wave planning • Near term iterations are planned in detail • Future iterations are planned at a higher level • Examples: Scrum, XP, Kanban, Crystal
72
What are the pros of agile/adaptive cycles?
* Working software delivered faster and more frequently
* Closer collaboration between project team and stakeholders (highly transparent)
* Changes can be added at any time
* Teams are self-organizing and self-managing
* Enables Continuous Quality Improvement (CQI)
73
What is the difference between projects vs. operations?
Project - temporary endeavor, defined beginning/end, meet time-limited goals/obj, use proj. manage skills
Business operations - ongoing/repetitive, no defined beginning/end, have ongoing obj, use operations manage skills
74
What is a deliverable?
Product, result or capability that is produced to complete a project
75
What is scope?
Work needed to deliver a product, service or result with the specified features and functions • Additional work that does not directly contribute to required deliverables is "out-of-scope"
76
What is a baseline?
Approved version of work product
• Can be changed but needs formal change control procedures
• Used for comparison to final results
77
What is a constraint?
Limiting factor that impacts the execution of a project
• Most projects have a triple constraint
o Cost + schedule + scope = quality
o Money + time + people = scope/quality
78
What is the Iron Triangle of Project Planning?
Time, Money, Resources
79
What is a risk?
Uncertainevent or condition that, if it occurs, will have a positiveor negative impact on one or more project objective
80
What is an opportunity?
Risk that would have a positive effect on one or more project objectives
81
What is a threat?
Riskthat would have a negative effect on one or more project objectives
82
What is an issue?
Threat to the successful completion of the project which has already occurred
83
What is a project management office?
Management structure that standardizes project-related governance processes and facilitates sharing of resources, methodologies, tools and techniques
84
What is a project manager?
Person assigned to lead the team that is responsible for achieving the project objectives. •Have responsibility to satisfy needs for tasks, team and individuals
85
What is a stakeholder?
Individual, group or organization who may affect, be affected by or perceive itself to be affected by a decision, activity or outcome of a project
86
What are the types of stakeholders?
```
Sponsor
Customer/user
Seller
Business partner
Organizational groups
Functional managers
Others
```
87
What teams are involved in project management?
Project management team - leadership team for proj.
Project team - all team members involved
Steering committee - typically consist of sponsors, hi-level stakeholders and proj. management team
88
What are the types of project resources?
1. Supplies and equip resources
2. Facilities resources
3. Funding resources - sponsor responsible
4. Estimate resources - bottom-up
89
What is bottom-up estimating?
Method of estimating requirements for component of work
Cost - including resource
Costs are summarized ("rolled up") to higher levels
90
What is multi-criteria decision analysis?
Criteria independent of relevance to project: availability, cost, attitude, location factors
Dependent on Relevance to Project: ability, experience, knowledge, skills
91
What is a project charter?
–Document that formally authorizes the existence of a project
–Provides project manager with authority to apply organizational resources to project activities
–Establishes partnership between performing and requesting organization
–Should be authored by the sponsoring entity
92
What are the parts to a project charter?
```
Statement of work
Business case
Agreements
Env. factors
Process assets
```
93
What is a context diagram?
visual representation of project scope
| - shows inputs, actors, outputs to system/actor(s) providing output
94
What is a stakeholder register?
List of stakeholders:
- demographics
- assessment information
- classification (int/external, engagement level - unaware, resistant, neutral, supportive, leading)
- may be represented as a grid
95
What is a resource calendar?
- project planning/execution tool
- identify avail of each resource
- used to estimate resource util during planning
96
What is resource leveling?
- technique where start and finish dates are adjusted based on resource constraints
- goal is to balance demand for resources within the resources available
97
What are use cases?
- Scenarios of operation between a user (actor) and the software
– Can use Unified Modeling Language (UML) or SysML diagrams to visualize
98
What is a traceability matrix?
- Grid that links product requirements from their origin to the deliverables that satisfy them
• Requirements listed in one axis
• Tests to prove that requirement is met (i.e., validation) is in the perpendicular axis
– Helps ensure that each requirement adds value
– Used to track requirements
– Provides structure for managing changes to scope
99
Describe an important project evaluation method
Project Evaluation and Review Technique (PERT)
- estimate min. project duration and amount of scheduling flexibility
- flexibility in activity completion times
3 times - optimistic, most likely, pessimistic
Est. activity time = ((optimistic) + (4x Most Likely) + (Pessimistic)) / 6
100
What is a critical path?
- represents the longest path through a project (and therefore shortest possible duration)
- caution - diagrams on boards can fool; can have MORE THAN ONE critical path
- assumes unlimited resources
101
Describe PERT notation
Milestone - node - numbered in rough sequence of expected completion
Activity - line - time to complete activity is indicated on the line
102
What is the critical chain method?
Schedule method which presumes limited resources
– Shows where resources are limited
– Project manager shows where buffers and time extensions are incorporated to account for:
• limited resources
• project uncertainties
103
What is a Work Breakdown Structure?
- method of representing tasks in a project by phase/sequence
- used to estimate task duration, assign resources, schedule estimates...
- uses DECOMPOSITION
- typically represented in a Gantt Chart
104
What is Decomposition?
Subdivide work into smaller, manageable and achievable components - illustrate in Gantt chart
105
What is a Gantt Chart?
- Developed by Henry Gantt in 1910
– Visual representation of tasks and their durations
– Tasks listed on the left and time scale on the right with bars indicating each tasks expected duration
– Include milestones
– Includes Work-Breakdown Structure (WBS)
- Milestone chart - Gantt chart where only the milestones or high-level deliverables display
106
What is an issue log?
Issue
• Threat to the successful completion of the project which has already occurred
–Every project has issues that arise
–Log used to document and monitor • Issue • Person responsible for getting issue resolved • How the issue was resolved (or not resolved) • Mitigation plan if issue is not able to be resolved
107
What are the types of testing?
Unit testing - testing new software/system within itself
Integration testing - Testing the integration of the new system or software and its communications with other systems and software • May require a Project Integration Management Plan
Regression testing - Testing current state functions that you expect to keep to ensure that they have not been altered by the new system or software
Parallel testing - Testing functions and data entry in the new system or software in parallel with usingthe same functions (entering the same data)into the production system you are about to replace • Usually try to do 10-20% of cases/actions through the new system in parallel with the soon-to-be-old system • See if the software performs as expected • Can help detect serious performance load issues • Hardest testing to do but the most valuable
108
What are the basic quality tools?
7QC
- cause-and-effect diagrams
- flowcharts
- check sheets
- pareto diagrams
- histograms
- control charts
- scatter diagrams
109
What is scope-variance analysis?
- Determination of the cause and degree of difference between baseline scope and current scope (project performance)
– Measure of scope creep
110
What is scope creep?
- A condition in which the current scope of a project has expanded beyond its baseline scope
–Often due to poor definition of scope
–Even more often due to poor/no definition of what is out of scope
• Scope Management Plans are part of PMBOK
111
What is strategic planning?
Process redesign and change management on a very large, long term scale
– Strategic planning models can guide strategy formulation
– Components common between strategic planning models
– Measuring impact of strategic planning helps secure resources for future planning
• Strategy for information systems must align with organizational strategy
• Environmental scanning informs long range strategic planning
112
What are the main steps to strategic planning?
1. systematic process of envisioning a desired future
2. translate this vision into broadly defined goals or obj.
3. develop and perform a sequence of steps to achieve them
WORK BACKWARD FROM DESIRED FUTURE STATE
Looks at big picture
113
Compare strategic planning and long-term planning / tactical planning
Long-term planning - begins with current state and works forward to estimate future needs
Tactical planning - focuses on achieving narrowly defined interim objectives with predetermined means
114
What is a strategic plan?
* Typical plan spans 3-5 years ahead –Resource-intensive –Provides adequate detail & contingency plans
* Alternative: small ongoing studies –Quick and inexpensive –Lack detail and sufficient contingency plans
* Unanticipated events may require revisions to the plan –Try to anticipate as much as possible
115
What is a strategic information systems plan?
a.k.a. Strategic Information Management (SIM) Plan
• Process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. [Lederer et al. 1996]
• Very labor-intensive process
116
What is the history of SISP?
Pre-strategic era Early to mid 1970s
Assessment of future computing needs.
Early strategic era Late 1970s Influenced by strategic planning, top management was involved.
Modern era Late 1980s Effectiveness consideration and ISP became part of business planning.
Alignment era Late 1990s ISP is part of the process to align business and IS strategy.
Uncertainty era Late 2000s ISP comprehensiveness under uncertain environmental conditions.
117
What are the SISP research themes?
Methodological Method(s) used in the SISP
Process Processes used in the SISP, citing that Methodological is too narrow
Factors Factors that influence successful implementation of SISP
Organizational Impact Successful implementation of SISP has beneficial impacts on organization
Evaluation Producing objective quantitative measures of SISP success
118
What is the importance of SISP?
• Failure to perform SISP well or at all [Basuet al 2002] –Missed opportunities –Duplicated efforts –Incompatible systems –Wasted resources
119
What factors play a role in the success of SISP?
Based on three organizational factors
• Organizational commitment
– Sufficient resources provided
– Management intervenes in related conflicts
– Too much planning can be detrimental to SISP success
• Senior management involvement
– Championed by top executives who provide feedback and guidance – Independently associated with SISP success (not other factors)
– Can’t have enough (no tipping point)
• Team involvement
– Plan input comes from plan implementers
– critically important to success in many research studies
120
What are some SISP Content headers?
```
Summary
Intro
Background
Info management of healthcare system
Assess current state
Desired target
Action plan
Contingency & mitigation
Planned evaluation
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What is organizational pull?
Strategic planning model
Prioritizes the organization’s business objectives as fully driving the IT requirements
• Healthcare organization pulls IT services division along with it
– Healthcare organization develops its strategic plan and then calls on Information Services to develop SISP that will fulfill the organization’s strategic plan
– SISP cannot be developed until after the organizational strategic plan is complete
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What are advantages of the organizational pull model?
Advantages –Ensures alignment with the overarching health system’s strategic plan
• Disadvantages –Can be limited by the organizational strategic plan –May lose the opportunity to take advantage of disruptions in technology that benefit the healthcare enterprise
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What is a technology push model?
Concept that evolving information technology will enable organization to expand business scope
• Information technology pushes the organization into new areas of business or service delivery
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What are the technology push model advantages / disadvantages?
Advantages –Health system can take advantages of opportunities presented by new and disruptive technologies
• Disadvantages –If health system strategic plan is too focused on IT, then other opportunities outside of information technology may be lost
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What is the Technology Push Model advantages and disadvantages?
* Advantages –Health system can take advantages of opportunities presented by new and disruptive technologies
* Disadvantages –If health system strategic plan is too focused on IT, then other opportunities outside of information technology may be lost
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What is component alignment?
Seven multi-aligned components, promote success in rapidly changing env
1. External environment (external forces affecting healthcare delivery)
2. Emerging IT (can influence mode of service delivery)
3. Organizational Mission
4. Organizational Infrastructure and Processes
5. IT infrastructure and processes
6. Organizational Business Strategy
7. IT strategy (rationale used in IT procurement and propagation)
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What are other strategic planning techniques?
Stages of growth - look at early success, contagion, control and integration stages to determine where org is on learning curve
Critical success factors - key areas (<10) must go right for org to succeed
Competitive forces model - 5 competitive forces in strategic use: (1) new entrants (2) bargaining power (3) treat of substitute products (4) rivalry
Three emerging forces - (1)growth of digitalization (2) globalization of commerce (3) deregulation of trade
Value chain analysis
e-biz value matrix
linkage analysis planning
scenario planning
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How do you define SISP Vision and Mission?
VMOSA
Vision - the dream
Mission - the what and why
Objectives - how much of what will be accomplished and when
Strategies - the how
Action plan - action items, their assignees & deadlines
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Compare vision, mission, objectives
Vision - define purpose in context of its values, should inspire others
Mission - defines entity's purpose and primary objectives (describe main function, reason for existence, customers)
Objectives - tangible desired accomplishments; SMART
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Environmental Scan
Internal - human resources, financial resources, facilities, org. culture
External - collaborators and affiliates, regulators, vendors, contractors
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What are the parts of an internal env. scan?
Organizational
Services
Business management
Research & Education
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What are the parts of an external env. scan?
* Survey external influences that will impact your organization’s ability to: –fulfill its vision –deliver on its mission
* Benchmarking: process of surveying other entities similar to yours in size and mission
PESTLE
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What is a way of perfoming an environmental scan?
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P - political
E - economical
S - social
T - technological
L - legal
E - ecological
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STEEPLED - PESTLE + ethical + demographic
PEST, STEP, STEER, etc.
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What is a 4 part way to do an env. scan?
SWOT - strengths, weaknesses, opportunities, threats
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What is a strategic formulation?
Defines desired / future targets:
- where should the org be in 3-5 yrs?
- align Vision, mission , objectives
- apply SWOT
Define strategy and incremental steps
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Describe action planning & strategy implementation
Create portfolio of projects for strategy
- each step should move closer to goal
- high-level estimates of time, people, money in SISP
- define portfolio, follow rules for good proj
Plan for mitigation - Murphy's law
