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This project will be a detailed analysis on the NHS' Electronic Patient Record (EPR) implementation programme.

Extracts from this document...

Introduction

CONTENTS 1 Introduction to the Project and Definition of the organisational Change Problem being addressed by the Project 1 1.1 Project Rationale 1 1.2 Definition of Organisation Change Problem 1 2 Analysis of the Problem situation 1 2.1 Strategic Problems in the NHS 1 2.1.1 Criticism of the NHS 1 2.1.2 Waiting Lists 2 2.1.3 Quality Control Problems 2 2.1.4 Failure to Exploit Information Technology 2 2.2 Operational Problems in the NHS 2 3 Definition of the IS solution to the chosen business problem (s) 3 3.1 EPR, EHR, ICRS and NPfIT 3 3.2 Electronic Record Development and Implementation Programme (ERDIP) 4 4 Identifying the correct organisational change issues 5 4.1 Overview 5 4.2 Changes to NHS Structures 5 4.2.1 Creation Of Primary Care Trusts (PCTs) 6 4.2.2 Creation Of Strategic Health Authorities 6 4.2.3 Regional Directors of Health and Social Care 7 4.3 Ensuring Quality of Service Delivery 7 4.3.1 National Institute for Clinical Excellence (NICE) 7 4.3.2 Commission for Healthcare Audit and Inspection (CHAI) 7 4.4 Improvements to Operational Procedures 8 4.5 Changes Needed to Procure and Operate the New Information Systems 8 4.5.1 Changes in NHS Structures 8 4.5.2 Service Providers and Clusters 8 5 Process Models 9 5.1 Primary Care Information Flows 9 5.2 Winchester Direct Cataract Referral 10 6 Evaluating what business improvement occurred 13 7 Evaluating the impacts of the organisational change upon business improvement 14 8 Statement as to how solution meets the project's requirements 14 9 Record of time spent on project and types of activities against plan 16 10 Evaluation from the whole group on the project, the team and their effectiveness 21 11 Personal evaluation and reflection by team members 22 11.1 Personal reflection - Manal Al-Eid 22 11.2 Personal reflection - Brian Probert 23 References 24 Appendix 1 - Project Plan 26 1 INTRODUCTION TO THE PROJECT AND DEFINITION OF THE ORGANISATIONAL CHANGE PROBLEM BEING ADDRESSED BY THE PROJECT 1.1 Project Rationale This project will be a detailed analysis on the NHS' Electronic Patient Record (EPR) ...read more.

Middle

Although not directly related to EHR, it is worth noting that change number 8 - reducing the number of queues - is probably a pre-requisite for the successful implementation of "Choose & Book" since this will offer less scope for consultants to "fine-tune" the scheduling of particular appointments. Personalised team referrals (whereby the patient is referred to a pool of consultants instead of to a named consultant) will also benefit from computerised booking systems. 4.5 Changes Needed to Procure and Operate the New Information Systems 4.5.1 Changes in NHS Structures The structures required to procure and operate the new information systems were outlined in "Delivering 21st Century IT Support for the NHS -- National Strategic Programme" (DOH, June 2002). This announced that a programme director would be appointed and would report to the head of the NHS Information Authority (NHSIA) which would have overall responsibility for the procurement. Each Strategic Health Authority would appoint a Chief Information Officer to coordinate the application of the national programme at a local level. In June 2003, the government announced that the NHSIA would be wound up and the National Programme for IT would be run as an executive agency within the NHS. 4.5.2 Service Providers and Clusters By 2002, the NHS had already made a strategic decision to operate the new systems using "a managed service model, and to reduce the number of contracting points through the use of prime service providers (PSPs)" (NHSIA, September 2002 Appendix C). This approach was refined by the Department of Health (January 2003) which defined three categories of service provider: National Infrastructure Provider (NISP), National Application Service Provider (NASP) and Local Service Provider (LSP). NISPs provide infrastructure services such as communications, NASPs provide IT services which are national in scope such as the national component of the EHR while LSPs provide all IT services within a particular area of the country. ...read more.

Conclusion

11.3 Personal reflection - Zhefu Snag In this teamwork for task 2, I was responsible for the organizational change and business improvement theory related to EPR in NHS with the team leader Brian. I was the editor of the PowerPoint slides for the final presentation. In the portfolio, I was in charge of drawing the EPR process model and paper-based patient record for comparison to demonstrate the improvements of EPR. Furthermore, I have drawn the EPR business model, system model, activity diagram and DFD as well to make it clear that how EPR works in the NHS. Beside, I was also responsible for two sections with Brian. They were "Evaluating what business improvement occurred" and "Evaluating the impacts of the organizational change upon business improvement". From my teamwork experience in CS 5090 task2, I have encountered some problems. First one is communication gap. Because I am from China, my first language is not English. I cannot speak English very well to communicate with my group members. However, this problem was overcome easily by us. Our members were always pay more attention and were patient to listen to me, corrected my grammar mistakes in time. Furthermore, my team leader often communicated with me by phone, MSN chat to improve my oral English as well. Secondly, sometimes, because of my different study background, I had different ways to think and work, which caused some conflicts in my teamwork. For this problem, my leader resolved it through his great leadership. He adopted the "collaborating strategy" to gather all different opinion then tried to make individual needs and goals toward a common goal. Thirdly, team meetings have been difficult for us to organize, because one the members is part time and lives far away from the campus. In that case, the team meetings have been taken during the workshop hour following the lecture on Thursday, Sometimes in 1 or 2 hours before lecture. From the teamwork experience in CS 5090 task2, I have felt the importance of teamwork. Furthermore, I have got many benefits from it. ...read more.

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