Move from Traditional Change Management to Agile Methodology · Move from Traditional Change...
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1 Move from Traditional Change Management to Agile Methodology Session #139, February 13, 2019 Sherri Hess, MS-IS, BSN, RN-BC, FHIMSS Chief Nursing Informatics Officer, Banner Health Jean Palazzetti, MSN, MBA, RN, Sr Dir Nursing Informatics, Banner Health
Transcript of Move from Traditional Change Management to Agile Methodology · Move from Traditional Change...
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Move from Traditional Change Management to Agile Methodology
Session #139, February 13, 2019
Sherri Hess, MS-IS, BSN, RN-BC, FHIMSS Chief Nursing Informatics Officer, Banner Health
Jean Palazzetti, MSN, MBA, RN, Sr Dir Nursing Informatics, Banner Health
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Sherri Hess, MS-IS, BSN, RN-BC, FHIMSS
Jean Palazzetti, MSN, MBA, RN, HCM
Has no real or apparent conflicts of interest to report.
Conflict of Interest
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• Pre-Agile Landscape at Banner Health
• Why agile
• Agile principles
• How to implement agile
• Benefits of agile
• Data to support
• Retrospective
Agenda
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• Explain the importance of moving from traditional change management to Agile methodology
• Explain how to implement a governance model to support an agile, rapid methodology
• Describe the importance of a data driven approach, using analytics to lead design
• Identify three principles in Agile methodology
• Describe three benefits of Agile methodology
Learning Objectives
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Banner Health System
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Dare To Dream
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Polling Question
How long from request for an enhancement to implementation?
1. 0-3 months 3. 6-9 months
2. 3-6 months 4. 9-12 months
How many requests are in your backlog?
1. Under 100 3. 300-600
2. 100-300 4. Way too many to count
Are your end users satisfied with your enhancement process?
1. Delighted by the process
2. Saddened, needs improvement
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• Significant growth
• New venues of care delivery
• Essential Clinical Data Set
• Clinician satisfaction
• Patient Obsessed culture - Sofia
• Minimal data used to drive changes/enhancements
Landscape For Change
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• Enhancement process long
• Unclear on decision making process
• Metrics unclear
• Large meetings – poor decision making
• Education was “one size fits all”
Why Agile?
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Waterfall Change Management
– Converted large academic system
– Enhancement request was complex
– Large backlog of requests
– Adoption low
– Communication was challenging
– Rarely went back to measure success
Pre Agile
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Which Landed Us Here
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18,000 Nurses
Done
Done
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Agile Principles
• Satisfy customer-early and continuous delivery
• Welcome change
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Respond to change over following plan
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• Training
• Assemble the teams
• Start-DO SOMETHING
• Scrum meetings
• Grooming sessions
• Retrospectives
How To Implement
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Benefits Of Agile
• Whole team & stakeholders (SMEs) at the table real time
• Simplicity
• Reflection & Fine Tuning
• Team size
• Work broken down into manageable units
• Focus on quality
• Frequent delivery
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Capabilities Completed
Average:
• 23 Capabilities per Iteration
Total Counts:
• 362 Complete
• 17 Ready
• 86 In Progress
• 299 Backlog
1 2 2 2 3 2 3 2
79
5 48
12
1
1 11 2
2
1
6
1
2
11 5
108 5 5
12
6
8
9
10 15
24
1
1
4
3 2 2
2
33
3
1 1
2
6
1
2
61
6
5
1
6
6
31
1
2
31
4
3
2
5
84
10
9
7
7
7 8
7
3
0
5
10
15
20
25
30
35
40
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Iteration01
Iteration02
Iteration03
Iteration04
Iteration05
Iteration06
Iteration07
Iteration08
Iteration09
Iteration10
Iteration11
Iteration12
Iteration13
Iteration14
Iteration15
Iteration16
Ambulatory Consumer/Portal Cross Venue Operations
Hospital Based Medicine Lab Meds Process
Procedural Specialty Medicine
Break/Fix
Only
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Orders to Scheduling
Decreased the turn around time from procedure order to actual scheduling time by 36.4%
Equated to 2 days and 4 hour reduction
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• Baseline
– 25.40% of the orders were scheduled within the first 24 hour of the order being placed
– 10.31% of orders were scheduled between 24-48 hours
– 35.71% of orders were scheduled within the first 48 hours
• Comparison
– 43.12% of the orders were scheduled within the first 24 hours of the order being placed
– 11.22% of orders were scheduled between 24-48 hours
– 54.34% of orders were scheduled within the first 48 hours
Increased the amount of orders scheduled within 48 hours by 52.2%
52.2%
Baseline: February 2018
Go Live: September 5, 2018
Comparison: October 2018
Excludes: Orders with a turn around time greater than 28 days
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Prevented 534,532 mCDS alerts for all users6.4+ million projected prevented mCDS alerts over 12 months for all users
Data Source: Millennium
Baseline: 3/1/18 – 3/31/18
Comparison: 8/8/18 – 9/8/18
534,532 prevented mCDS
alerts over 1
month for all users
6.4+ million projected prevented
mCDS alerts over 12
months for all users
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ED Physician Efficiency Metrics
Adjusted Time in EMR per patient reduced from 19 min 42 seconds to 11 min 59 secs. Total of nearly 8 minutes!
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• Interdisciplinary team
• Triad approach
• Feedback Loop
• Dedicate resources
– Support
– Education
– IT
– Informatics
Aligning Support To The Work
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Banner Comprehensive Approach
Agile Governance
ECD Clinically
Driven
Data
Utilization
Efficiency
Analysis
ECD/Model
Subjective
Survey
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• What went well
– Hit the ground running
– Teams engaged and Leaders supportive
– Stakeholders on board
– Large amount of work done in a short amount of time
– Clinicians eager for optimization
Post Agile Retrospective
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• Lessons Learned
– Not all pieces have to be done in one iteration
– Review usage and efficiency analytics before and after
– Take time to address poor adoption
– Put all projects in one place
– Don’t bombard one group with too many changes
– May be too agile
Retrospective, cont’d
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Are you ready to adopt agile?
1. Bring it on!
2. No Way!
Polling Question
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Sherri Hess MS-IS, BSN, RN-BC, FHIMSS
Chief Nursing Informatics Officer
602-747-7288 | [email protected]
Jean Palazzetti, MSN, MBA, RN, HCM
Sr Director Nursing Informatics
602-747-7538 | [email protected]
Questions
