Succes i teori og praksis.: Et casestudie af et operationsadministrationsprogram.
Oversat titel
Succes in theory and practice.: A casestudy of a surgical administration programme.
Forfattere
Overgård, Jørgen ; Madsen, Kaspar ; Fuglsang, Dorthe
Semester
3. årgang
Udgivelsesår
2007
Antal sider
164
Abstract
Dette projekt undersøger samspillet mellem teori og praksis, når et nyt IT-system tages i brug i sundhedsvæsenet. I efteråret 2006 indførte to kirurgiske afdelinger det samme operationsadministrationsprogram, Orbit, men med to forskellige måder at gennemføre implementeringen på. Begge forløb blev vurderet som succeser, selv om klassiske tiltag som undersøgelser af forandringsparathed, strategier for forandring, brugerinvolvering og analyser af arbejdsgange ikke i nævneværdig grad blev anvendt. Studiet er et casestudie, der undersøger i hvilken grad de to implementeringer fulgte anbefalinger fra udvalgt projektledelsesteori og IT-implementeringsteori. Resultaterne peger på, at forløbene gik godt, fordi afdelingerne var parate til forandring og positive over for ny teknologi. Der var ildsjæle, kompetente implementeringsteams og ledelsesopbakning, og programmet kunne tilpasses eksisterende arbejdsgange. Desuden er Orbit brugervenligt, kvalitetsforbedrende og tidsbesparende. Samlet set tyder studiet på, at succes især skyldes lokalt ejerskab og at afdelinger og lokale implementeringsgrupper satte egne mål og rammer. At centrale elementer fra projektledelses- og implementeringsteori blev brugt undervejs kan have været tilfældigt; uanset valg af teori er det afgørende, at de fleste af disse praktiske forudsætninger er til stede.
This project examines how theory and practice interact when a new IT system is introduced in healthcare. In autumn 2006, two surgical departments implemented the same operating room administration program, Orbit, but used two different implementation approaches. Both were judged successful, even though standard steps such as change-readiness assessments and strategies, user involvement, and workflow analyses were not applied to any great extent. The study is a case study that explores the extent to which the two implementations followed recommendations from selected project management theory and IT implementation theory. The findings suggest that the projects went well because the departments were ready for change and positive toward new technology. There were local champions, competent implementation teams, and leadership support, and the software could be adapted to existing workflows. In addition, Orbit is user-friendly, improves quality, and saves time. Overall, the study indicates that success was driven by local ownership and by departments and local teams setting their own goals and boundaries. The fact that key elements from project management and implementation theories were used along the way may have been coincidental; regardless of the theory chosen, it seems crucial that most of these practical conditions are in place.
[Dette resumé er genereret ved hjælp af AI]
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