McGrath Debra
J Med Pract Manage. 2006 Jan-Feb;Suppl:1-5.
Practices considering an EMR system purchase and implementation must first consider if the practice is ready to undertake a project of this size and magnitude, with such far-reaching implications for the organization. Before considering EMR, an evaluation of the existing PM system is in order. Incorporating an EMR system when the PM system is inadequate decreases ROI, minimizes the efficiencies gained through EMR and ultimately may not support the long-term goals of the practice. The first step for any group or solo medical practice is to understand itself: what are the practice's goals; where will the practice be in terms of maturity, market share, and community presence in five or 10 years; what are the requirements for a system to support the needs and goals of the practice? Understanding each of these aspects improves the negotiating strength of the practice, ensures a successful implementation plan, and decreases the time to return on objective and subsequent ROI.
考虑购买和实施电子病历系统（EMR）的医疗机构必须首先考虑自身是否准备好开展如此规模和影响深远、对机构具有重大意义的项目。在考虑引入电子病历系统之前，对现有的实践管理（PM）系统进行评估是很有必要的。当实践管理系统不完善时引入电子病历系统会降低投资回报率（ROI），将通过电子病历系统获得的效率降至最低，最终可能无法支持医疗机构的长期目标。对于任何团体或个体医疗实践来说，第一步是了解自身：该医疗机构的目标是什么；在未来五年或十年内，该医疗机构在成熟度、市场份额和社区影响力方面将处于什么位置；支持该医疗机构需求和目标的系统有哪些要求？了解这些方面的每一点都能提高医疗机构的谈判实力，确保实施计划的成功，并缩短实现目标回报及后续投资回报率的时间。
