Management implications for the integration of practices

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Reference no: EM131669607

Mini-Case: The Metropolitan Medical Group (MMG)The Metropolitan Medical Group (MMG) merged with the Oak Grove Medical Group(OGMG). The Oak Grove Medical Group has four offices and owns the medical office build-ing where their imaging and radiology lab and physical therapy and diagnostic laboratory cen-ters are located.Although the size of staffs in both practices is about the same, OGMG has a very different fi-nancial structure. Not only are their receivables a lot higher, but the aging of their receivables ismuch older. This has caused them to miss payments to their vendors, resulting in a higher ac-counts payable balance. Further analysis revealed that some of the doctors from remote officeshave referred patients for laboratory tests and to specialists outside the practice when these sametests or specialists are available internally at other offices.The room that houses the network servers is not climate controlled, secure, or backed upoff-site.

What are some of the project management implications for the integration of thepractices?

Identify critical success factors for the system integration of the two practices discussed in the MMG mini-case that follows.

How would you secure access to the data and what personnel implications do you fore-see? How do you ensure that the proper records are updated in a timely manner?

The combined practice wants to implement wireless notepads for the physicians and staffto make changes directly to a patient’s records. What data integrity and security issues doyou foresee?

What key performance indicators should the management of the practice monitor?

What is the importance of having end-user involvement in the implementation of thecombined HMIS? How do you go about getting them engaged in the process?

Reference no: EM131669607

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