Program Management in Healthcare
Added on 2020-05-08
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PROGRAMMANAGEMENT
TABLE OF CONTENTSINTRODUCTION......................................................................................................................3ORGANISATIONAL STRATEGY AND PROGRAM ALIGNMENT...................................3Program business case............................................................................................................4PROGRAM ROADMAP...........................................................................................................5ENVIRONMENTAL ASSESSMENT.......................................................................................6Benefits management.............................................................................................................7Benefits identification and planning......................................................................................8Stakeholder engagement........................................................................................................8Program governance...............................................................................................................9Program life cycle management.............................................................................................9REFERENCES.........................................................................................................................11
INTRODUCTIONThe NPfiT or National Programme for IT in NHS was an information technologybased programme. This programme was largest public sector It programme of UK for whichthe budget of £6 billion so that it can be maintained as a lifetime project. However, thementioned project became unsuccessful as a result of many factors like delay in project,opposition made by many stakeholders and diverse issues related to its appropriateimplementation (Lewandrowski, Gregory & Macmillan, 2011). The aim of this project was tolaunch an integrated system which was able to record the patient related information in anelectronic way. Besides this, there were many other facilities as well within this systemthrough which people can book online services, have prescription system and many more.While, failing to deliver these services, the government incurred substantial costs for exitingfrom the project. The present report will attempt to find out different loopholes in the projectwhich lead to its failure.ORGANISATIONAL STRATEGY AND PROGRAM ALIGNMENTIt is crucial before initiating any project or a programme to develop a wide vision,strategic mission and a good planning skill so as to determine concrete goals and objectivesof the project. According to Rose & Cohrssen, (2011), the strategic visioning and preplanning of entire project helps in aligning the major goals of objectives with desiredoutcomes. The major objective of NPfiT was to introduce an electronic patient record systemwhich was traditionally done through pen or pencil like making notes on patient’s GP referralletter. This will help professionals to have access of patient’s position and other requiredinformation for patient’s treatment. Thus, this new system would be of great help to the NHSprofessionals while giving emergency care. The NHS attempted previously as well to launchdifferent systems for managing its IT and management in better way, but failed to havedesired outcome as a result of less planning and implementation of organisational strategy. In the views of Levin & Ward, (2011), the organisational strategy and programalignments are the basic needs of any project in which the plans are formulated on the basesof market dynamics, research on stakeholders, competitors and government regulations andmany more. This provides a clear picture of the current environment so that implementationof proposed project can be done in a better way. However, the project of NPfiT did notundertake any such planning and strategy formulation for researching the management
structure and market dynamics. This led to the failure of many such previous projects carriedout by NHS. Conforto and et.al., (2013) argues that the program alignment according to thestrategic planning is more essential feature which must be done in the proper way. Throughthe strategic planning, a company must make identification of all the benefits that can beretrieved through proposed plan. A feasibility study related to entire project will be muchhelpful in defining the plan for project, requirement of resources and probable risks related toit. Program business caseThe NHS launched its Information management and Technology (IM&T) strategy in1992 nationwide. The major aim of this project was to make extension of current practicesfrom primary healthcare to entire NHS (Brehm and et.al., 2010). However, this programmewas failed due to setting some loose targets. Though, this project was better implementedthan the last several projects but this approach was unsuccessful due to unclear plans, lack ofevaluation related to risks ad feasibility studies etc. With this failure of IM&T, the newprogramme of NPfiT was emerged. As per Shao, Müller & Turner, (2012), the feasibilitystudy related to proposed project is an inevitable part of projects as it helps in identifyingstrong points as well as the loopholes in it. The new project of NPfiT was also not a bigsuccess for NHS as expected because of lack in planning and implementations. Nogeste, (2010) contradicts that without strategic planning , a company cannot reachto its set goal in a successful way. Besides this, it is crucial to appoint a project manager forsuch considerable program which was missing in the current program. It is evident in thecase of NHS’s said project as well where new project was not assessed by making itsfeasibility study. In this condition, the management did not make a forecast of probable riskof the new IT system which had more likelihood of misusing the private healthcareinformation. Therefore, the new program also faced the opposition from various stakeholdersas well who argued that making all available databases centralised would be a big targetamong a large number of dangers. This will clearly lead this approach towards compromisewith the confidentiality aspects of NHS information related to patients. Collins and et.al.,(2011) states that to manage with this issue, the NHS engaged Ross for conducting a datasecurity in information system which was also a greater reason behind this failure. Hesuggested that the patients must be given control of accessing the information list which wasneglected on the grounds of cost concerns. Thus, due to lack of strategic planning, the NPfiTadvanced towards failure of the project.
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