Isola Miriam, Polikaitis Audrius, Laureto Rose Ann
University of Illinois, USA.
J Healthc Inf Manag. 2006 Winter;20(1):79-87.
Recognized as an early leader in clinical information systems, the University of Illinois Medical Center was challenged to meet the ever-increasing demand for information systems. Interviews with key stakeholders revealed unfavorable attitudes toward the Information Services department. Reasons given were that projects often are not aligned with business strategy, projects are delayed, IS itself is a barrier to progress, and a lack of proactive planning precipitates crises. Under the leadership of a new CIO, IS began developing a Project Management Office, or PMO, to better meet medical center business objectives and to more effectively manage technology projects. Successes during the first year included comprehensive IT strategic planning. Collaborative relationships were established with departmental leaders for planning, prioritizing, budgeting, and executing projects. A formal Web-based process for requesting IS projects was implemented, project management training was provided, and elements of standard project management methodology were implemented. While a framework for effective project management was created, significant effort is still required to firmly root these new processes within the organizational culture. Project management office goals for the second year include implementing a project portfolio management tool, refining the benefits methodology, and continuing the advancement of the project management methodology.
伊利诺伊大学医学中心作为临床信息系统的早期领导者，面临着满足对信息系统不断增长的需求的挑战。对关键利益相关者的访谈揭示了对信息服务部门的负面态度。给出的原因包括项目往往与业务战略不一致、项目延迟、信息系统本身是进步的障碍，以及缺乏积极的规划引发危机。在一位新的首席信息官的领导下，信息系统部门开始建立一个项目管理办公室（PMO），以更好地实现医学中心的业务目标，并更有效地管理技术项目。第一年的成功包括全面的信息技术战略规划。与部门领导建立了合作关系，用于项目的规划、优先级排序、预算编制和执行。实施了一个基于网络的正式流程来请求信息系统项目，提供了项目管理培训，并实施了标准项目管理方法的要素。虽然创建了一个有效的项目管理框架，但仍需要付出巨大努力才能将这些新流程牢固地扎根于组织文化中。项目管理办公室第二年的目标包括实施一个项目组合管理工具、完善效益方法，并继续推进项目管理方法。
