HEC132 Case Study: Post-Implementation Analysis of SAP at VLF Hospital

This case study examines the SAP implementation at Valle del Lili Foundation (VLF) hospital, a leading healthcare institution in Colombia. The hospital transitioned from paper-based to electronic systems, implementing electronic medical records (EMR), computerized physician order entry (CPOE), and enterprise resource planning (ERP) simultaneously. The analysis focuses on the post-implementation stage, evaluating the big bang approach chosen for its cost-effectiveness and rapid return on investment, while acknowledging the associated risks and disruptions. The study highlights the importance of minimizing workflow disruptions through contingency plans, calibration of the system, and continuous support from on-site experts. Key lessons include the need for end-user support during design, staffed help desks, and the gradual assumption of system ownership by users to stabilize processes and maximize the benefits of the new system. The case study also contrasts the big bang approach with phased implementation, weighing the pros and cons of each strategy in the context of the hospital's specific needs and challenges.

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Table of Contents
a) How to assess post-implementation stage? Choose phase implementation or
big-bang? Pros and Cons of choice.................................................................2
b) What they did? What could have been done different?..................................3
c) References.......................................................................................................5

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a) How to assess post-implementation stage? Choose phase implementation or big-
bang? Pros and Cons of choice.
The post-implementation stage is the key to recognize the time spent on the IT project. In
the post-implementation stage, openness in the assessment is important (Sykes & Venkatesh,
2017). It need a successful documentation procedure and practices. The Big Bang is chosen as it
relate all modules and related processes at the same time (Poba-Nzaou et al., 2014). The end
users were require new system that entails fewer risks to become familiar with the new system.
The implementation of big-bang make possible calibration and make the system stabilize much
faster to prompt online identification.
The Pros and Cons of Big Bang is
 Low Cost: The approach to Big Bang lowers the operating expenses.
 Fast Return: All department at once go live and realize faster return on investment and
make the implementation time quicker.
 Disruptive: There would be a damper in planning and preparing a great deal where
disruption takes place.
 Riskier: There is a high risk in converting a system were process goes complicated while
reverting the system. The approach to Big Bang may leave the business to vulnerable
position when staff are not prepared and system are not converted smoothly.
The Pros and Cons of Phase Implementation is
 Higher Cost: There is a requirement of maintaining old and new system in parallel that
contributes higher spend in overall project entirety.

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 Low Risk: Without any pressure systems get implemented and tested slowly by casting
of the old system. The business risk could be lower by making adjustment or lowering the
risk.
 Slower Return: The ERP investment return is the slower process which lengthen the
time between the system purchase and the measurable benefits.
b) What they did? What could have been done different?
The company go live by determining some ways to minimize the disruptions of
workflow. The hospitals were having contingency plans to avoid critical patient care delay. The
VLF hospitals were open 24/7 and with it zero hour was helpful for navigating. People are
unsure and anxious about thing that need to be done in the beginning. Calibration was done by
operating the system. They people were able to explain the end users changes by redesigning the
SAP transaction and main processes. They started to work on shift hours and people started
working 24/7.
To make the difference, end-users need to get the support in the stage of designing staffed
for the help desk having on-site experts which includes eight doctors, eight head nurses, and
leader of back-office processes, IT department members and consultants (Mangin, Hovelaque &
Bironneau, 2015). People can learn to operate SAP and slower the interaction that were made by
communicating directly. In every first week with additional on-site personnel, there are units
with greater patient. With extra effort of the staff patients and their family can know that delay in
delivery care has affected them. The new system need to be operated by stabilizing the process
and taking the ownership by the end users (Lokuge & Sedera, 2014). The on-going support has
been provided by Compunet to stabilize and tune the system. The actual learning of the people

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began by operating the system. On the day-to-day basis, the learning curve was boosted by
doing, practicing and with the use of the system.

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c) References
Lokuge, S., & Sedera, D. (2014). Enterprise Systems Lifecycle-Wide Innovation Readiness.
In PACIS (p. 335).
Mangin, P. H. I. L. I. P. P. E., Hovelaque, V. I. N. C. E. N. T., & Bironneau, L. A. U. R. E. N. T.
(2015). Enterprise Resource Planning contribution to firm performance: A literature
review over the last 15 years. 11th Congrés International de Genie Industrial-CIGI2015,
Québec, Canada, 26-28.
Poba-Nzaou, P., Uwizeyemungu, S., Raymond, L., & Paré, G. (2014). Motivations underlying
the adoption of ERP systems in healthcare organizations: Insights from online
stories. Information Systems Frontiers, 16(4), 591-605.
Sykes, T. A., & Venkatesh, V. (2017). Explaining post-implementation employee system use and
job performance: Impacts of the content and source of social network ties. MIS
quarterly, 41(3).