Tag Archives: project management

Tips on moving: gig economy, targeted donations, and online marketplaces

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As briefly mentioned in recent blogs, my husband and I are in a transition phase – moving and downsizing. The last time we moved it was halfway across the country which brings its own challenges. What’s different this time is the number of people we’ve needed to help us, the number of new resources we’ve learned about through networking, and the focus on downsizing which means finding places where we can donate or sell stuff.

I’ve learned a lot the past few months and found some great resources. It’s no surprise to my regular readers that I’m willing to share some tips and resources. Here goes:

Finding trusted helpers – Our realtor lives in the neighborhood and has people he regularly uses and refers. Taking his recommendations, we used a handyman on some small projects and a few strong young men willing to move boxes and heavy items. This was all part of getting the house ready for photos, the listing, and open houses.

Sourcing local resources for small jobs – From our realtor I also learned about Surv, a company founded with community in mind that operates in eight states. CEO Pat Brown believes that Surv has the power to bridge social gaps, elevate young adults, and meet a community’s needs. Their mission is to build stronger communities through service. As they say on their website, “it’s more than an odd-job. By connecting Neighbors with hardworking Local Workers, we build lasting relationships that can uplift a community.”

Finding specialized services – Disassembling a very large free standing custom closet to move and reassemble at our new place became the biggest challenge for a few days after we accepted a very attractive offer. Our buyers said they didn’t want it because they planned to build a walk-in closet. We inherited the custom closet when we moved in so building a walk-in closet was something we too had considered but dismissed. If we were going to move it, I wanted someone who had some experience with custom closets. With a little research I landed on Home Depot and their Pro Referral service. Independent contractors fully vetted in terms of any criminal record, liability insurance, and licensed if needed. It took one call then I received an online link to a project request form and was matched with a few possible contractors.

Finding where to donate – Before we listed, we took several loads of donations to Savers. When it came to my business books and professional clothes, I wanted to find a more targeted place to donate. My husband is a retired minister and has 10 times as many books as me. Finding places to donate these items became a challenge. Sources I found include: Continue reading →

One of those weeks… (again!)

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I wrote “One of those weeks….” several years ago. As usual, I had a lot of blog ideas that week but no time to write given how the week evolved in “CIO land”. I recently moved my blog writing and publishing schedule to the weekend but with this past weekend filled with getting a house ready to list, that just didn’t happen. When we first decided it was a good time to sell and downsize, I told my husband I couldn’t deal with it while I was still doing this interim CIO engagement and giving weeknight and weekend hours to my consulting firm, StarBridge Advisors. I was just too busy.

Once we started looking at places, we decided to jump in and not wait. So here we are, getting the house ready for pictures so we can list it (you know those pictures in the online listings that look like model homes and as though no one lives there). It’s still a hot seller’s market so hopefully it will sell fast. But we’ve been there before only to be disappointed by a longer than expected sales cycle.

Being super busy means being organized is not an option – it’s a necessity. Prioritizing, staying organized, timeboxing, and knowing when to get help are just some of the skills needed now. As I’ve admitted in the past, I am a work in process in all these areas. If you can relate, check out some of these past posts:

Struggling to get (or stay) organized? You are not alone

Managing priorities and maintaining balance

7 tips for managing in the fast lane

What does weeding have to do with work?

Operation Baby Blanket

Yes, despite the funky titles of the last two, even they are useful. Lot of good reminders and tips for me during this period. If you find yourself busier than you can handle, you might just find something useful here as well.

Ensuring go live success for large scale IT projects

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Since the pandemic, major system implementations at health systems have continued with successful go lives supported by virtual or hybrid remote/onsite teams. Many organizations have “go live” success stories in this new world of remote work. While virtual support may change some things and certainly presents new challenges, the core work of a successful go live is still the same.

In late 2019, I published several blog posts on successful go lives based on firsthand experience with a major Epic implementation. Here they are again with basic lessons and tips:

10 Go Live Command Center lessons from the field

Epic Go Live – report from the field

9 Tips for Go Live support success

I welcome your comments on any virtual or hybrid go live experiences you have been involved in during the past year. If I get enough new lessons and tips, I will write a new blog so all can benefit. After all, continual learning and sharing best practices is at the core of what we do in healthcare.

Why this topic this week? I am currently working with a client who is less than six weeks out from an ERP go live so it is on my mind a lot. We are doing what we refer to as an Independent Verification and Validation (IV&V), a framework that facilitates audits of major IT projects regardless of area and complexity.  We explore 11 categories in-depth.  The topics range from governance and budget to training and QA.  The detailed analyses for each area involve document review and interviews to ascertain the status of the project.  A risk score is assigned in each of the 11 areas and mitigations are suggested based on the findings.  Ideally, over the life of the project there are three IV&V sessions conducted prior to go live and one session after go live to ensure that projects stay on course, make corrections as necessary in a timely manner, and achieve the defined objectives.

If you think an IV&V from my advisory firm, StarBridge Advisors, is something that your organization can use, please contact us to discuss.

Adapting to virtual project work

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It is encouraging to see major system implementations continue to move forward during this period. Seattle Children’s, UI Health and Steward Health Care are just a few examples of EHR go lives in recent weeks. Kudos to all the teams who are working to ensure they go smoothly and safely as they provide a combination of virtual and onsite support.

My StarBridge Advisors colleague, David Muntz, and I just completed an ERP selection with a client. We have moved into the contracting and planning phase. All our work has been virtual. There was a short period where the client team was partially back in their offices but as case numbers in that state rose, they returned to the work from home arrangement with the exception of senior leaders in the office on certain days. The vendors successfully conducted virtual demos over several days with very high participation and engagement by the client organization.

While the vendor of choice is understandably anxious to meet with the client team in person, that is not happening for the foreseeable future. By the time of go live in Spring 2022, it should be a very different situation with onsite work. But for now, it will be all virtual work. And even when regular travel and onsite work is considered safe, I expect more work by the vendor and their implementation team to be done remotely to save on travel costs and time.

Bottom line, we have all made this virtual way of working a success. Yes, there were a few times when being in person in the same room would have really helped – the initial period of work when we were getting to know the client team and some of the key decision meetings. Learning the culture and “reading the room” can be a challenge in the virtual world but it is all doable. Continue reading →

Major implementations need experienced leadership

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What CIO hasn’t worried about a major EHR or ERP go live? Despite the years of work by your dedicated and talented team alongside your software vendor and possibly an implementation partner consulting firm, you still worry. The Go Live Readiness Assessments (GLRA) at 30-60-90 days have level set all involved on what is complete/ready, what is on track to complete, and what needs help.

It’s that last piece – what needs help or is significantly behind schedule – in bright red on the status report that requires attention. There could be many reasons it’s red, but bottom line it is red. Do you have enough of the right resources and enough time to get it done? Do you have to adjust scope? Do you have to put more money into it? You certainly don’t want to sacrifice quality. And with the scale and complexity of most major implementations, you don’t want to move the go live date. Any good project manager knows that those are the only four levers you have – scope, quality, money, and schedule.

Everyone who has done this before tells you that there will be some yellow and red areas yet at the 30-day GLRA. But they should be minimal and able to be addressed in time for the go live.

If you have a major implementation in 2020 and don’t have an implementation partner or lack full, unbiased confidence in your implementation partner, you might consider a little more help in those final 90-120 days. And not just more staff resources. As the CIO, you may need to bring in an experienced senior IT leader who can assist you by doing a quick project review and risk assessment. Someone who can identify the key areas you need to focus on and if needed bring the expertise and leadership to address them in time for a successful go live. Someone who, at a modest cost, will help you sleep better at night.

At StarBridge Advisors, we have a team of senior IT leaders serving as advisors who have significant experience leading successful implementations in all sizes and types of healthcare organizations. We know what can go wrong and how to avoid it. We know what it takes to be successful. And we will tell it to you straight. Our approach is practical, unbiased, open, and plain speaking. We offer you frank and honest opinions based on real-world experience.

If you have a major implementation in 2020 that you are worried about, let’s talk.

Related Posts:

Plans, processes, people: lessons from a successful EHR implementation

Epic Go Live – report from the field

9 Tips for Go Live support success

10 best practices for project success

10 Go Live Command Center lessons from the field

Crunch time and why IT matters

10 best practices for project success

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It’s the final few weeks before our major Epic go live at the University of Vermont Health Network on November 1st. Yes, we have some parts of the project still in yellow or red status as of our 30 day Go Live canstockphoto19779100 (1) gearsReadiness Assessment (GLRA). But the majority are green (on track) or blue (complete).  I’m seeing many best practices that have us on a path towards success. Individual and team behaviors and practices that are worth sharing:

Flexibility – On any given day, you don’t know what issues you might need to deal with or what meeting you’ll have to add to your calendar.  Be willing to adjust as needed throughout the day and know what can wait for another day.

Raising issues – Don’t be afraid to raise issues that need resolution. Don’t assume someone else has more time or knowledge to handle the issue – be willing to take ownership if you can.

Utility players – You need generalists who can be put into a variety of situations to temporarily help. If you are one of these people, don’t hesitate to raise your hand when you see gaps.

Step up and lead – Leadership takes many forms. Even if you may feel unready, don’t be afraid to step in and fill a leadership gap if needed.

Cross coverage – Being dependent on one person’s knowledge and skills can create delays when that person is unexpectedly unavailable. Knowing who you can hand off to and having confidence in that person stepping in is critical to projects staying on schedule. Continue reading →

Project in trouble? Some dos and don’ts

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If you work in IT, you’ve probably seen your share of projects that need help getting back on track. I could share a lot of stories from my many years in IT in multiple organizations. The complexity and scale of what canstockphoto12827499 (1) dowe do in IT continues to amaze me. Drawing on that experience, I want to share my tips on what to do and not to do if you find yourself taking on a troubled project.

What to do if you want to ensure success:

  • First, stop the churn
  • Get up to speed on the project scope, issues, and challenges as quickly as possible
  • Seek to understand enough of the past to inform the future
  • Focus on getting the project back on track and moving forward
  • Figure out who’s who, what their respective roles are and who owns what
  • Assume positive intent
  • Show respect and gratitude for all involved
  • Ensure all issues are surfaced, assigned to an owner for resolution, and tracked
  • Remove obstacles as they arise
  • Be transparent with leadership about the status and issues
  • Track progress using key metrics
  • Use daily huddles to ensure team members are on the same page, focused, and raising issues
  • Manage expectations for all involved and impacted
  • Document decisions so you don’t have to revisit or rehash them later
  • Consider what levers you can pull such as timeline, resources, budget, or scope
  • When you can’t change the timeline, be ruthless about scope changes
  • Keep calm – reduce team stress, diffuse conflict, and avoid finger pointing

And some tips on what not to do: Continue reading →

IT takes a village

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GLRA is an acronym recognized by anyone who has been through a large-scale system implementation. Spelled out it is Go Live Readiness Assessment. It is typically done at the 90, 60, and 30-day mark before canstockphoto16594838 (1) hands puzzlea go live. At the University of Vermont Health Network (UVMHN), our 90-day GLRA for Epic Wave 1 was this week.

Dr. John Brumsted, UVMHN CEO, kicked the day off with a powerful message on how important the Epic project is to the network and our patients. He talked about why we are doing this for the region that includes six hospitals, a medical group, many ambulatory locations and home health and hospice in both Vermont and New York. He set realistic expectations saying it wouldn’t be perfect and there would be issues. But he expressed confidence in the project, and everyone involved in making it a success. His presence for a good portion of the morning spoke volumes about his support for this massive initiative and appreciation for all involved. The network CFO and the University of Vermont Medical Center (UVMMC) president, CNO, CMO and VP for Medical Group Operations were also there for a good portion of the morning.

Dr. Adam Buckley, UVMHN CIO, followed Dr. Brumsted by talking about how the journey to a common, fully integrated EHR began back in 2013.  A journey that included a Certificate of Need (CON) review and approval by the Green Mountain Care Board. He too set realistic expectations about how many tickets we’ll have at go live just like every other major EHR implementation around the country and thanked the interdisciplinary team involved.

Lori Boisjoli, UVMHN VP Application Portfolio, then framed the day for everyone. The morning would be focused on the UVMMC with revenue cycle and the full suite of specialty modules going live. The afternoon would be focused on the three affiliate sites where ambulatory clinical and revenue cycle are going live. She highlighted that GLRA is the time to raise any significant issues and risks so project leadership can capture them for follow-up. Continue reading →

Crunch time and why IT matters

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It’s crunch time. Every day counts. Can’t miss a deadline. All hands-on deck. Go live readiness assessments (GLRA). If you work in health IT and have been through a major EHR implementation, canstockphoto60328456 (1) EHR UVMHNyou’ve heard all these phrases.

At the University of Vermont Health Network (UVMHN), the Epic Wave 1 go live is less than 5 months away. The University of Vermont Medical Center (UVMMC) has been on Epic for inpatient and ambulatory core clinicals for years. Wave 1 includes the full revenue cycle, lab and anatomic pathology, radiology, OR and anesthesia, cardiology, ophthalmology, orthopedics, behavioral health, rehab, wound care, infection control, and predictive analytics at UVMMC.

Wave 1 also includes the first Epic implementations at three Vermont and New York hospitals in the network starting with ambulatory systems for billing and clinical functions. Waves 2 (2020) and 3 (2021) will be the full suite of inpatient systems at those same hospitals – Central Vermont Medical Center in Berlin, Vermont; Porter Medical Center in Middlebury, Vermont; and Champlain Valley Physicians Hospital in Plattsburgh, New York. Yet to be scheduled are Elizabethtown Community Hospital in Elizabethtown, New York; Alice Hyde Medical Center in Malone, New York; and Home Health and Hospice.

The core infrastructure is largely in place to support the November 1st go live though we have more to do at the device level. Over 10,000 users will be trained in a 6-week period. The first GLRA at 120 days pre go-live is coming up soon.

When I saw Epic on the agenda for the UVMMC quarterly leadership meeting, I assumed it was a project status update. How wrong I was. Continue reading →

What does weeding have to do with work?

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We go through our days in and out of meetings, on and off conference calls, sending and answering email.  All while we’re touching many different issues and projects.canstockphoto1572629 (1) weeding

So, when and how can you ever feel a sense of accomplishment?

  • When you’ve handled all your critical email (for now)?
  • When you’ve finished a presentation (but you may yet tweak it one more time before you deliver it)?
  • When you’ve resolved an issue (or think you have)?
  • When you’ve completed key tasks on a big project (but there is so far yet to go)?

Our work is endless and all we do is move the ball forward a bit each day.  In the IT world, a major go live provides a collective sense of accomplishment for everyone involved. But as IT professionals, we know that there is the post-go live support phase and then, probably, an optimization phase. Are we ever done with that project? The project management professionals on our teams will ensure we close the core project and open new ones for future phases.

We maintain “to do” lists in some form – paper or electronic. There are individual ones. And there are group ones known as project plans. You may work on a team that effectively uses collaboration tools that show all the individual and shared tasks as well as any follow-up needed. Breaking down any size project into more bite size tasks or steps is a good approach. And it can help give a sense of accomplishment along the way. Continue reading →