Ensuring the Financial Success of Clinical Improvement Projects

Walters’ (1) article on the best method of managing the effects of projects to implement clinical improvement systems is a discussion on valuable considerations involving these types of projects. It is a discussion on the success factors that financial managers must consider (1). What it does lack is a look into the success factors that are important to the success of the project at whole (2).

Many of the paper’s points follow the PMI concepts of scope definition, scope management, and scope verification (2). For example, the discussion on system selection covers the scope of the project, making sure the scope is matched by the system’s characteristics (1). Obviously, scope management is important in such projects.

Conversely, other success factors are risk management techniques. Risk management is the method of identifying risk, creating an effective plan to handle the risks, and monitor those risks to determine whether the plan needs to be enacted (2). Good testing plans and data flow charts are risk mitigation efforts that reduce the change of implementation or endemic flaws with a system (1; 2).

Obviously, a good, if not mature, project management methodology integrated within the project and organization are needed for success of such implementation projects (2). Successful implementation also requires management’s acceptance of a philosophy based around that project management methodology (2). By managing the scope and risk in consideration of reimbursement, financial managers can help manage the impact and increase the financial benefit of clinical improvement projects (1).

References
1. Walters, R. (2002). Clinical transformation and the revenue cycle. Healthcare Financial Management, 56(11).
2. A guide to the project management body of knowledge (4th ed.). (2008). Newtown Square, PA: The Project Management Institute.