Two Articles on e-Health Project Management (2012-2022):

1. Electronic health records (EHR) deployment projects: a three-year retrospective of the best and worst project management practices (2012) by William S. Ruggles

This article, published in the PMI® Global Congress 2012—North America, explores the unique challenges and opportunities of managing EHR project deployments in the context of the American Recovery and Reinvestment Act of 2009 (ARRA) and the HITECH Act. The author analyzes data from 48 “best practices” and 41 “worst practices” identified in healthcare project management, highlighting key insights for successful e-Health initiatives.

Key findings:

• Clear goals and objectives: Projects with clearly defined goals and objectives, aligned with organizational needs, have a higher success rate.
• Stakeholder engagement: Active involvement and buy-in from all stakeholders, including patients, clinicians, and administrators, is crucial for project success.
• Change management: Implementing effective change management strategies to address user concerns and resistance to new technology is essential.
• Data management: Robust data management practices, including data integrity and security, are critical for ensuring the accuracy and reliability of information in EHR systems.
• Project management expertise: Having a project manager with specific expertise in healthcare and e-Health implementation is crucial for navigating the complexities of these projects.

2. Change management and adoption of health information technology (HIT)/eHealth in public hospitals in Ghana: A qualitative study (2022) by Yusif, Salifu, Hafeez-Baig, and Soar

This research, published in Applied Computing and Informatics, examines the factors affecting change management success in HIT/eHealth implementation within public hospitals in Ghana. The study identifies five key themes:

• Stakeholder participation: Active involvement of stakeholders at all levels, including frontline staff, is essential for ensuring a smooth transition to new technologies.
• Proof of experience: Selecting project managers with experience in similar projects can lead to more informed decisions and better outcomes.
• Availability of committed change agents: Having dedicated individuals championing the change within the organization can significantly influence user adoption.
• Clearly articulated change implementation strategy: A well-defined and communicated strategy for implementing change helps manage expectations and address potential resistance.
• Training and support: Providing adequate training and ongoing support to users is crucial for building confidence and ensuring effective utilization of new technologies.

Relevance to e-Health Project Management:

These two articles highlight valuable insights for e-Health project management, emphasizing the importance of:

• Clear goals and objectives: Defining clear goals and aligning them with organizational needs ensures that e-Health projects deliver tangible value.
• Stakeholder engagement: Active involvement of all stakeholders fosters a sense of ownership and reduces resistance to change.
• Effective change management: Implementing well-defined change management strategies is crucial for mitigating user concerns and facilitating the adoption of new technologies.
• Robust data management: Ensuring data integrity and security is essential for the success of e-Health initiatives.
• Project management expertise: Utilizing project managers with specific healthcare and e-Health experience is key for navigating the complexities of such projects.

By considering these key factors, e-Health project managers can increase their chances of success and contribute to the realization of the full potential of e-Health initiatives in improving healthcare delivery and outcomes.

Limitations:

While these articles provide valuable insights, they also have limitations. Ruggles’s article focuses primarily on EHR deployments in the US, potentially limiting its generalizability to other healthcare settings and e-Health initiatives. Additionally, both articles focus on project management practices without delving deeper into specific technological considerations or evolving challenges in the e-Health landscape.

Conclusion:

Despite their limitations, these two articles offer valuable insights for e-Health project management. By understanding the key success factors and potential pitfalls, project managers can enhance their ability to implement e-Health initiatives effectively and contribute to a more efficient and effective healthcare system.