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lished before the project kickoff.


• This team, in conjunction with the vendor-assigned resources, should build the project plan together.


• The connectivity resources should be available to begin the process within the fi rst two weeks of the overall project, because the connectivity project plan is simply a subset of the major EMR implementation project plan and should be included in the larger document at the beginning of the project. The connectivity project team members will invariably have responsibilities in addition to the EMR implementa- tion project. That is why it is so critical to plan for their time. It is also critical that the team members have the correct qualifi cations. Many organizations “take what they get” from their vendors in terms of personnel. This should NEVER be the case. The client should review the “resumes” of the vendor-assigned project resources to ensure that they have the level of experience to complete the project successfully.


When reviewing the connectivity resource plan, here are a few questions to ask: • What is the personnel-to-interface ratio? Is the load too much for the number of resources assigned?


• Has the connectivity project leader led an assignment like yours before? How many times? What were the outcomes?


• How many other obligations do the resources cur- rently have or do they expect to have during the timeline of your installation?


All healthcare organizations are working on tight budgets. Resources are scarce. However, the investment in developing a solid connectivity plan with a qualifi ed resource to execute it will save time and money in the long run.


All healthcare organizations are working on tight budgets.


Resources are scarce. However, the investment in develop- ing a solid connectivity plan with a qualifi ed resource to execute it will save time and money in the long run. You will be more likely to make the go-live deadline and have a successful installation of your new EMR.


HMT


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