IT3010 : IT Research

1. What were the key reasons for the IT implementation failure?

There are many reasons that lead to IT implementation failure. However, the following are key reasons:

• Poor documentation of requirements. Requirement collection is the first procedure for project development. Therefore, it determines success or failure of a project (Marchewka, 2014). Regarding Queensland Health implementation project, system users had to prepare requirement documentation. However, it is evidenced that they failed as there were other requirements that were added in system development process, and afterwards, resulted in increased cost and time for implementing the system.
• Unclear responsibilities assigned to stakeholders. For any project to be successful, roles and responsibilities that are assigned to stakeholders must be defined explicitly (Kerzner, H. & Kerzner, H. R., 2017). However, implementation process began without stating duties and responsibilities of relevant stakeholders. This resulted in confusions, therefore; leading to project implementation failure.
• Improper management of entire implementation process. For instance, lack of specific project management methodology was also a problem. For instance, successful implementation of system requires choosing best methodology as there are several, for example, agile and waterfall methodologies (Wysocki, 2011). Also, system was implemented in accordance with the Department of Public housing. However, this resulted in problems as there is more complexity in Queensland Health. Also, the system was not tested properly prior to going-live.
• Communication issues. Lack of understanding between stakeholders is one of the main issues resulting in implementation failure. For instance, having one objective between stakeholders is not an option for successful project implementation (Kerzner, H. & Kerzner, H. R., 2017). Regarding Queensland Health, CorpTech officers doubted IBM, therefore; resulting in less faith. Also, other people believed that IBM had not assigned responsibilities to its highly-skilled team rather than less-skilled, therefore; ineffective communication contributed vastly to the implementation failure.

2. In your view, who is responsible for the failure and why?

In my views, IBM is responsible for the implementation failure. For instance, it did not follow any project management methodology such as agile while implementing the system. Also, it underestimated complexity in Queensland Health. For instance, it has implemented Workbrain in smaller corporations that have less complexity as compared to Queensland Health. Therefore, this resulted in risks associated with integration of Workbrain, thus leading to implementation failure. Regarding complexity, IBM also failed to understand that Department of housing solution has less complexity as well as did not integrated Workbrain, and afterwards, followed its implementation structure which resulted in issues. Besides, the entire process in which IBM was contracted to implement Queensland Health project is questionable. Moreover, IBM did not test the system properly before going-live.

3. Do some research on the use of IT by hospitals/health departments – give examples of success stories of the IT implementations and outline reasons for the success?

There are many hospitals/ health departments that have implemented IT solutions such as Electronic Medical Record (EMR) systems successfully. The following are some of them:

• Primary Care of the Treasure Coast

This primary care hired a new CEO named as Michael Luton in 2004. One of the reasons of hiring Michael is his experience in implementing ERM systems. The main aim of ERM systems is to record patient’s information. There are some factors that contributed immensely to the successfully implementation of ERM, for instance, communication and understanding among the staff was enhanced by DR. Dennis Saver. Also, availability of resources contributed to overall success, therefore; there were no issues of financial constraints and insufficient resources reported. Besides, Dr. Saver was patient and understood that implementation of ERM may take a long time. Moreover, physicians and staff were involved in implementation process, therefore; understanding easily functionality of ERM systems, and therefore; supporting fully its implementation process.

• South Point Family Practice.

ERM system was implemented to reduce time taken for monitoring records of patients as well as locating charts. Although the implementation process encountered some challenges, but it was a success due to the following factors; the system was implemented gradually, therefore; enabling physicians to familiarize with it and Dr. Rinehart was persistent regardless of resistance nature of the staff.

4. Why was ‘’WorkBrain’’ not utilized properly?

The following are reasons why Workbrain was not utilized properly.

• IBM had not previously integrated Workbrain in large co-corporations rather smaller organizations with less complexity, therefore; resulting in problems since Queensland Health was very large and complex.
• IBM implementation plan of Department of housing solution that had not integrated Workbrain.
• Absence of proper interface between the Workbrain solution and the SAP system
• Failure of the government to configure Workbrain in other Queensland government agencies.

5. What would you recommend the Health Department to do to fix the current problems?

I recommend health department to change the entire implementation procedure. In the new implementation plan, requirement document should be prepared properly, therefore, avoiding issues related to excess costs incurred for implementation. Apart from requirement documentation, the new implementation plan should also have code of ethics, rules and regulations that each party is expected to adhere, therefore; enhancing smooth running of implementation process. Moreover, communication should be enhanced between key stakeholders, therefore; preventing problems related to misunderstanding. Besides, contracts for the project should be given in a right procedure without bias, therefore; avoiding assigning tasks to unqualified IT vendors that can fail implement a project successfully. Furthermore, health department should implement the project in one hospital rather than entire locations, therefore; preventing risks associated with project implementation failure, and afterwards, it can consider extension of the solution if it has been implemented successfully. In addition, roles and responsibilities of key stakeholders should be defined explicitly prior to starting of implementation process.

References:

Kerzner, H., & Kerzner, H. R.

scheduling, and controlling. John Wiley & Sons.

Marchewka, J. T. (2014). Information

technology project management. John Wiley & Sons.

Successful EHR Implementation Stories.

Retrieved from: https://www.aafp.org/practice-

management/health-it/product/success-stories.html  

Wysocki, R. K. (2011). Effective project

management: traditional, agile, extreme. John Wiley &

Sons.