Healthsystem was converting their EHR and needed go-live support for their operational departments to streamline adoption.

Establish a team of subject matter experts, train them on the new system, set-up go-live support teams for each wave and post implementation support and on-going training.

I was tasked with rapidly hiring and training an operational support team that would understand the business needs and support each go-live to reduce the adoption time.

• Having the right capabilities and capacity to deliver – Hired team, scheduled training, established framework for support
• Increased confidence from the business – Collaborated with business leaders to prioritize business requirements, documented how new system would meet their needs, documented training
• Efficient and Effective project performance, assurance and PMO controls – Established governance programme to manage change prior to and during go-live to manage business expectations and prioritize development capacity

• Reduced time to get skills / capability – Hired trusted internal SME’s with technical aptitude
• Improve PMO reputation through increased communications and information access – Established regular communication meetings for updates, issues and celebrations
• Reduced amount of business challenge – Engaged with business leaders and staff to understand areas of concern, problem solve and identify solutions collaboratively
• Decrease in Project delays – Reduced ramp-up time with each new rollout

Established a well-respected team of business operations subject matter experts who were able to understand and translate the business requirements into technical design specs. The team was able to reduce the adoption time for each new go-live across the organization:

Typical areas where value is realised:

• Increased credibility with and confidence from across the business through the trusted subject matter experts
• Greater acceptance of change – quicker to implement new changes – collaboration between operations and IT improved significantly through the governance program and increased buy-in from the business leaders
• Greater financial control and predictability in delivery – through reduced adoption time, improved prioritization of changes and agreement of standards across the organization

Pains typically relieved include:

• Lack of clarity or understanding on operational readiness requirements – through a go-live readiness assessment conducted at different intervals leading up to each go-live
• Poor communication of requirements, progress and expectations – Each team member was assigned an area of responsibility to ensure clarification of requirements and communicate status updates
• Disruption from business restructure or reprioritisations – Established standard business processes and conducted operational education sessions prior to go-live.

• Business & Operational Analysis
• business and it operational processes
• Business Change Management & Communication

• Organisational Agility & Effectiveness

• Healthcare