Robust Benefits Realisation framework and model within all divisions to identify and facilitate the full acquisition of benefits operationally. Sufficiently experienced and volume of Informatics Change Agent resource in place and aligned to all projects. Full benefits realisation not achieved Effective Operational Management leadership in place to in operational areas. champion and direct the change to expected timescales. Robust Benefits Realisation framework and model within all divisions to identify and facilitate the full acquisition of benefits operationally. Sufficiently experienced and volume of Informatics Change Agent resource in place and aligned to all projects. Any slippage or seasonal (or other Trust to ensure strong Executive and middle management operational) pressures may impact liaison and working with system supplier to protect and the ability of the organisation to minimise any potential de-prioritisation of EPR programme deploy any large scale projects timescales or Trust resourcing. successfully (e.g. 2015 code upgrade). Ensure sufficient Health Informatics support in all operational areas pre, during and post upgrade/deployments. Clinical and corporate staff may not E-learning packages to be deployed. have the capacity to undertake Review and redevelopment of Health Informatics Training required Health Informatics training model in consultation with CCIO’s and Operational Managers. (Millennium, IG, ICE, etc). Financial penalties from the IG Group to become a more operationally focussed group Information Commissioner (ICO) or (rather than theoretical). complaints impacting adversely on Ensure staffing resource is sufficient to manage IG incidents the reputation of the Trust. and to train and educate staff of IG practice. Regular performance monitoring of IG incidents by division by IG Group and Operational Managers. Health Informatics Service Risks and Challenges Key Risks / Challenges Mitigating Actions Sufficient resources in place PMO function and corresponding Team to be established with (capability and capacity) to deliver the senior experienced leadership in place. Health Informatics workload. Health Informatics senior managers will review resource and deployment plans in order to deliver the work programmes. Further slippage in the delivery of IT PMO to assume delivery of large IT projects. infrastructure programme owing to Project Management model in place for delivery of other other IT demands (business as usual) business as usual IT projects (e.g. IT replacement programme). and compromised delivery of other Robust programme management with monitoring and projects. escalation via Health Informatics Committee.
Robust Benefits Realisation framework and model within all divisions to identify and facilitate the full acquisition of benefits operationally. Sufficiently experienced and volume of Informatics Change Agent resource in place and aligned to all projects. Full benefits realisation not achieved in operational areas. Effective Operational Management leadership in place to champion and direct the change to expected timescales. Robust Benefits Realisation framework and model within all divisions to identify and facilitate the full acquisition of benefits operationally. Sufficiently experienced and volume of Informatics Change Agent resource in place and aligned to all projects. Any slippage or seasonal (or other operational) pressures may impact the ability of the organisation to deploy any large scale projects successfully (e.g. 2015 code upgrade). Trust to ensure strong Executive and middle management liaison and working with system supplier to protect and minimise any potential de-prioritisation of EPR programme timescales or Trust resourcing. Ensure sufficient Health Informatics support in all operational areas pre, during and post upgrade/deployments. Clinical and corporate staff may not have the capacity to undertake required Health Informatics training (Millennium, IG, ICE, etc). E-learning packages to be deployed. Review and redevelopment of Health Informatics Training model in consultation with CCIO’s and Operational Managers. Financial penalties from the Information Commissioner (ICO) or complaints impacting adversely on the reputation of the Trust. IG Group to become a more operationally focussed group (rather than theoretical). Ensure staffing resource is sufficient to manage IG incidents and to train and educate staff of IG practice. Regular performance monitoring of IG incidents by division by IG Group and Operational Managers. Health Informatics Service Risks and Challenges Key Risks / Challenges Mitigating Actions Sufficient resources in place (capability and capacity) to deliver the Health Informatics workload. PMO function and corresponding Team to be established with senior experienced leadership in place. Health Informatics senior managers will review resource and deployment plans in order to deliver the work programmes. Further slippage in the delivery of IT infrastructure programme owing to other IT demands (business as usual) and compromised delivery of other projects. PMO to assume delivery of large IT projects. Project Management model in place for delivery of other business as usual IT projects (e.g. IT replacement programme). Robust programme management with monitoring and escalation via Health Informatics Committee.
Health%20Informatics%20Strategy%202015.docx