Project Kickoff to Cloud-Based EHR System Storyboard
Текст Раскадровки
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- Good afternoon, everyone. I’m Dr. Alicia Grant, Informatics Manager for Meridian Health Network. Today, we begin a transformative journey that will shape the future of how we deliver care moving to a fully cloud-based electronic health record system
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- Our vision rests on three pillars: improve patient care through instant data access, reduce redundancies by eliminating duplicate work, and drive long-term operational efficiency with a scalable cloud solution.
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- RACI:R - Project Lead (Grant)A - Dept HeadsC - ChampionsI - All StaffLEAN Matrix:Value vs. Waste
- We'll use RACI to clarify who is Responsible, Accountable, Consulted, and Informed. And LEAN matrices to prioritize what delivers the most patient value. I commit to honesty, competence, and fairness in every decision.
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- KOTTER'S 8 STEPS1. Urgency 5. Empower Action2. Coalition 6. Short-Term Wins3. Vision 7. Don't Let Up4. Remove Barriers 8. Anchor and Make StickChange TEAM: Nursing, IT, Admin, Finance, and Clinical Ops
- We're following proven change-management principles. We build urgency by recognizing that cloud-based care is the new standard. We form a stong coalition across nursing, IT, admin, finance, and clinical operations. We constantly communicate our vision. We remove barriers and tell me what's in your way, and I'll clear it. We celebrate short-term wins to build momentum. And we anchor new workflows through ongoing training and updated policies until they become second nature.
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- COMMUNICATION CADENCELeaders: Weekly (detailed progress + risks)Workgroups: Bi-weekly (problem-solving)All Staff: Monthly (big-picture updates) Dashboard: Real-time (live progress + delays)CHAMPION ROLES:→ Advocate workflows → Train peers→ Give feedback → Reinforce vision
- Our communication rhythm is clear: weekly detailed updates for leaders, bi-weekly workgroup sessions, and monthly all-staff messages — plus a real-time dashboard showing progress and delays. For problem-solving, we convene cross-functional teams immediately; we don't wait for monthly meetings. Feedback loops like surveys and open channels let us course-correct in real time.
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- References1. Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.2. Lorenzi, N. M., Riley, R. T. (2000). Managing change: An overview. JAMIA, 7(2), 116–124. 3. Sittig, D. F., Singh, H. (2010). A new sociotechnical model. Qual Saf Health Care, 19(Suppl 3), i68–i74.
- Change is hard, but I've seen what happens when we unite around a shared purpose — clinicians gain time for patients, teams collaborate seamlessly, and care improves measurably. I ask you to join me fully. Bring your concerns, your ideas, and your energy. Hold me accountable. Together, we will deliver a system that serves our patients and our people for years to come. Thank you.