Performance Measurement Nursing Informatics

Performance Measurement Nursing Informatics

Use of PARIHS Model

Applying Rogers’ Framework in Implementing MEWS

Integration Between Nursing Informatics Core Competencies and Project Management Competencies

EBP and Research

A project is a temporary process that ends with the delivery of a unique product,
service, or result. A project is different from the day-to-day operations that nurses
normally manage: It has a specific goal and deliverables to be completed within a defined
time frame and may entail working with interdisciplinary resources from multiple
departments on a defined budget. healthcare operations, by comparison, are daily work
facilitated by staff to provide care delivery and services so as to support the business of
the organization. A project has starting and ending points (time) or a schedule, a budget
(cost), and a clearly defined scope (magnitude of work and deliverables). The project is
terminated or closed once it reaches its goals and objectives and delivers its expected
product, service, or result.
In healthcare, projects can vary depending on their goals (clinical, revenue or administrative)
and size (department or enterprise wide). A project can be a joint collaboration
between departments, where nursing and IT work together in planning the upgrade
of a clinical application such as the perioperative system. Another example is the
expansion of the emergency department (ED): Such a construction project requires
coordination between an architect, engineers, network and cabling teams, electricians,
IT and telecommunications staff, and clinicians. Nurse leaders are often engaged with
these types of project initiatives. Their expertise in clinical coordination of services, as
well as their clinical feedback about integrating radio-frequency identification (RFID)
technology to track staff and patients in the new ED space, provides valuable information
for the project and technical teams to consider when planning and designing the space
for geriatric patients.
Healthcare–related projects can vary in scale and can involve small or large teams,
depending on the scope and budget. For example, replacing an existing electronic
medical record (EHR) can impact all practices and sites, whereas the purchase of a fetal
monitoring system will affect only the maternal and child health department and its
staff. This impact is considered from the user’s perspective. However, if due diligence is
practiced during the initiation phase, the scale of the project may change based on other
considerations. For example, when purchasing the fetal monitoring system, the impact
to the IT department might include allocating resources from the network, desktop,
IT security, integration team, and EHR teams. Thus, the importance of appropriately
examining the project knowledge areas is critical when implementing projects.