Succes i teori og praksis.: Et casestudie af et operationsadministrationsprogram.

Abstract

Dette projekt beskæftiger sig med forholdet imellem teori og praksis i to IT implementerings-projekter i sundhedsvæsenet. 2 kirurgiske afdelinger implementerede i efteråret 2006 det samme operationsadministrationsprogram (Orbit), men med 2 forskellige implementeringsstrategier. Begge implementeringer betegnedes som succesfulde. Det er dog tydeligt, at der ikke har været arbejdet med nøgleelementer som forandringsparathedsundersøgelser og – strategier, brugerinvolvering og arbejdsgangsanalyser, og der er et vist paradoks i, at implementeringerne er lykkedes, alligevel. Vi har gennemført et casestudie for at undersøge, hvorvidt de 2 implementeringer har fulgt de anbefalinger der angives i udvalgt projektledelsesteori og IT implementeringsteori. Vores tolkning er, at disse implementeringer går godt, fordi afdelingerne har været forandringsparate og positive overfor ny teknologi. Der har været ildsjæle, kompetente implementeringsgrupper og ledelsesopbakning, ligesom programmet kan tilpasses eksisterende arbejdsgange. Sidst men ikke mindst er Orbit brugervenligt, kvalitetsforbedrende og tidsbesparende. Vi mener, at implementeringerne er lykkedes fordi, man har sikret lokalt ejerskab og fordi afdelingerne og de lokale implementeringsgrupper har formået at løfte opgaven og sætte deres egne mål og rammer. At der så løbende har været benyttet nøgleelementer fra projektledelses- og implementeringsteorier undervejs, er måske tilfældighedernes spil og fortæller, at uanset hvilke teorier man tænker sig at benytte, er det for os at se væsentligt at de fleste af ovenstående elementer er til stede.

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.

A master programme thesis from Aalborg University

Succes i teori og praksis.: Et casestudie af et operationsadministrationsprogram.

[Succes in theory and practice.: A casestudy of a surgical administration programme.]