The challenge: Taking on tough change in an already tough environment
In the complex world of healthcare, efficiency is more than just a boon to the bottom line -- it can literally make the difference between life and death. Children's Hospital and Regional Medical Center set out to help its providers become more efficient by implementing a Computerized Provider Order Entry system (CPOE). Children's executives and project sponsors knew that a tremendous amount of leadership, dedication and hard work would be required. Yet Children's is a busy place. How could it manage this feat in the midst of competing organizational initiatives and the limited availability of clinicians and experienced implementation staff?

Point B: Project leadership at every level
Children's brought in experienced implementation leaders from Point B to team with its internal Clinical Systems program director in building the initial overall work plan and organizing the project. Point B's knowledge of organizational culture, healthcare expertise and unsurpassed implementation experience leave nothing to chance. Point B team members helped to develop and manage a detailed plan for success across the life of the project. We identified risks that would jeopardize project success and suggested solutions that eliminated those risks. We also led critical implementation activities in functional design, training, testing and conversion planning. Our project leaders worked closely with Children's personnel to overcome hurdles -- so much so that, at times, we were thought of as employees in the best possible way: in our dedication to always putting Children's success first.

Results: A healthy transition
Children's made a remarkably smooth transition to its CPOE system. Even with its highest November census in 12 years and record volumes in its Emergency Department the day after the launch, the system transition was swift and efficient. The initial conversion and review of hundreds of patient orders in the first day of the go-live was completed in only 14 hours -- an amazing feat that has taken other institutions a number of days to complete. The organization passed several key tests with flying colors, including system slowdowns and workflow changes in many areas. In both cases, the Children's support team responded quickly to user feedback, isolated problems, and fine-tuned the system and processes to improve performance.

"We looked to Point B to assume key project leadership roles, and to mentor our personnel in developing repeatable processes and methodologies," said Patrick Dolan, clinical systems program director at Children's. "Point B's track record with Children's, and its ability to assume critical roles on very short notice, were pivotal to the project's success."

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