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Implementation Potholes 2015

Implementation Potholes 2015
How to Smooth Out the Ride

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As nearly 1,300 U.S. hospitals consider a move to new core clinical and financial systems in the coming years, this report focuses on the common implementation potholes of specific vendors, best practices for success, and insights on the consultants who can help.

1. EPIC GETS CUSTOMERS OFF ON THE RIGHT FOOT

Despite surprise at Epic’s rigid methodology and paced installs, Epic customers are the most consistently satisfied with the quality of their implementations—a significant feat considering Epic is the only vendor with frequent clinical and financial installs across both inpatient and ambulatory environments.

2. THE DEEPEST POTHOLES: PRODUCT ISSUES AND INEXPERIENCED VENDOR RESOURCES

Healthland, McKesson, and MEDITECH are in the midst of major software development and upgrades, and this leads to technical challenges that distract vendor resources and place extra work into the laps of customers. Healthland and McKesson, along with Allscripts, are also most criticized for having inexperienced resources who are challenged to provide clients with needed guidance.

3. CONSULTANTS CAN MAKE A DIFFERENCE; IMPACT ADVISORS SCORES THE HIGHEST

Organizations that use a firm to play a significant role in their implementation report satisfaction with their core EMR software at five points higher than those who do not. Among rated firms doing this work, Impact Advisors and CTG are the highest performing overall, and together with Leidos Health, they get high marks in key areas such as hitting timelines and the value of the work performed. Deloitte does much larger projects and scores lower.

4. WHO IMPLEMENTS WHAT, WHERE?

All firms listed have experience leading large implementations; however, their experience and capabilities vary. Deloitte does the most clinical and revenue cycle work, and nearly half of their projects include both. Impact Advisors does the second highest number of clinical projects, while McKinnis is second for revenue cycle. Deloitte and Impact Advisors do the most Epic engagements, while Navin, Haffty & Associates does the most MEDITECH work.

5. KEY BEST PRACTICES

KEEP IT SAFE

Create a safe environment for your vendor to open up about their weaknesses by discussing your own. Keeping an open dialogue with your vendor establishes a platform for solid communication. Consider giving your vendor performance reviews and encourage them to give you candid feedback.

FIND THE BRAIN

Find the person in your organization who has the deepest understanding of the old system, especially when it comes to revenue cycle, and get them immersed in the process. Allow them to make the implementation their full-time responsibility. Having the know-it-all involved is a major step toward preventing future hiccups.

ENGAGE THE MIDDLEMAN

Encourage your vendor to alert you when they come across problems in middle management. Problems often occur when middle management isn’t on board. They are the ones who designed the former processes and workflows, and you are replacing their baby.

EXPERIENCE IT FIRST

Take executives through the training first. Make sure your training isn’t just “good enough,” but instead aim to make the experience as easy for the end users as you’d want it to be for yourself.  

NO VENDOR CAN TRANSFORM YOU

Vendors stress that they cannot transform an unwilling organization. The biggest misses seen by KLAS are organizations that rush to hit meaningful use regulations and those that underestimate the risks of going too fast. Focusing too much on timelines and cost is an enemy to true transformation and may be an indication of being unready to change.

 

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This material is copyrighted. Any organization gaining unauthorized access to this report will be liable to compensate KLAS for the full retail price. Please see the KLAS DATA USE POLICY for information regarding use of this report. © 2018 KLAS Enterprises, LLC. All Rights Reserved. NOTE: Performance scores may change significantly when including newly interviewed provider organizations, especially when added to a smaller sample size like in emerging markets with a small number of live clients. The findings presented are not meant to be conclusive data for an entire client base.