• Jørgen Overgård
  • Kaspar Madsen
  • Dorthe Fuglsang
3 year, Master of Health Informatics (Continuing education) (Continuing Education Programme (Master))
This report deals with the relations between theory and practice during two IT implementation projects in the Danish healthcare sector. In the fall of 2006 two surgical departments implemented the same surgical administration programme (“Orbit”), using different implementation strategies. Both implementations were considered successful. However, it is obvious that certain key elements have not been addressed in the process. These are; investigation of the readiness for change among the users and strategies for change, user involvement and work flow analysis. Therefore it is to some extent a paradox that the implementations were successful after all. We have conducted a case study to investigate whether the two implementations have followed the guidelines of certain theories of project management and IT implementation. We have concluded that these implementations are successful because the departments have been ready for change and have had positive attitudes towards new technology. Champions, competent implementation groups and managerial support have been present. Additionally the programme can be adjusted to fit existing workflows. Last but not least, Orbit has good usability, as well as being quality improving and time saving. We also believe that the implementations were successful due to the fact that local ownership was ensured and because the departments and the local implementation groups have completed the assignment and have defined their own goals. The fact that key elements of project management and implementation theories have been used in the process may be coincidental and shows that regardless of which theories one uses, it is in our opinion crucial that the majority of the above elements are considered.
Publication date2007
Number of pages164
Publishing institutionÅlborg Universitet
ID: 9758468