http://www.kevinmd.com/blog/2007/03/another-ehr-debacle.html medical blog Sun, 22 Nov 2009 07:50:13 -0500 http://wordpress.org/?v=2.8.4 hourly 1 http://www.kevinmd.com/blog/2007/03/another-ehr-debacle.html/comment-page-1#comment-72962 Conciergedoc Sat, 17 Mar 2007 13:26:00 +0000 http://clients.emmense.com/kevinmd/2007/03/another-ehr-debacle.html#comment-72962 My brother was one of these consultants at Deloitte and his team was involved in other HIT projects. The problem, and he clearly acknowledges is that <br/>1) most consultants look for bandaid solutions - and when a project is complete, you are no better off but now with more vulnerabilities<br/>2) Consultants should consult. Internal team members need to run the show since its more than job for them. <br/>3) Deloitte gets more contracts by shaking hands and knowing people than on a track record of true past HIT successes My brother was one of these consultants at Deloitte and his team was involved in other HIT projects. The problem, and he clearly acknowledges is that
1) most consultants look for bandaid solutions – and when a project is complete, you are no better off but now with more vulnerabilities
2) Consultants should consult. Internal team members need to run the show since its more than job for them.
3) Deloitte gets more contracts by shaking hands and knowing people than on a track record of true past HIT successes

]]> http://www.kevinmd.com/blog/2007/03/another-ehr-debacle.html/comment-page-1#comment-72948 Anonymous Fri, 16 Mar 2007 23:38:00 +0000 http://clients.emmense.com/kevinmd/2007/03/another-ehr-debacle.html#comment-72948 2 years before the EHR debacle began to be featured in the Sacramento Business Journal a group of people within the project began to warn and openly critize Dr Tinstman for his use of consultants. At issue was putting the consultants in leadership positions (Chris Davis) and allowing them to bring in additional counsults from their firm (Deloitte). Consultants were keeping the calandars for EMR project leaders, taking meating minutes and other non-consultant tasks. The complainers were transfered, investigated, assigned to non-existant teams or otherwise isolated or forced out by Dr Tinstman and company (Klein, Liederman, and Trask)Shoot the messanger failed UCDMC and the project. The shooters are all gone (supposedly unrelated to the mismanagement - yeah right) and the project is starting to recover with new leadership. Should serve as a lesson on running a project. 2 years before the EHR debacle began to be featured in the Sacramento Business Journal a group of people within the project began to warn and openly critize Dr Tinstman for his use of consultants. At issue was putting the consultants in leadership positions (Chris Davis) and allowing them to bring in additional counsults from their firm (Deloitte). Consultants were keeping the calandars for EMR project leaders, taking meating minutes and other non-consultant tasks. The complainers were transfered, investigated, assigned to non-existant teams or otherwise isolated or forced out by Dr Tinstman and company (Klein, Liederman, and Trask)Shoot the messanger failed UCDMC and the project. The shooters are all gone (supposedly unrelated to the mismanagement – yeah right) and the project is starting to recover with new leadership. Should serve as a lesson on running a project.

]]>