HMG Solution Services

Preparing for the Future

  1. ARRA Meaningful Use Assessment and Roadmap Development
    HMG has developed a customized approach and already completed several Meaningful Use assessments. Learn More
  2. IT Strategic Plan Development and Monitoring
    HMG believes in developing an IT “Strategic Road Map” that can easily be understood and is aligned with the overall healthcare organization’s strategic initiatives. Learn More
  3. IT Operations Effectiveness and Improvement
    We have observed that many healthcare delivery organizations do not have their IT Strategy properly aligned with their Business Strategy resulting in wasted capital and resources spent on IT projects with little value (ROI). Learn More
  4. Regulatory Requirements (Meaningful Use, ICD-10)
    The US Department of Health and Human Services (HHS) has mandated the replacement of the ICD-9-CM code sets used by medical coders and billers to report health care diagnoses and procedures with ICD-10 code sets, effective Oct. 1, 2013. Learn More

Ensuring Improved Performance

  1. Interim and Long Term IT and Project Management Learn More
  2. Program Management Office (PMO) Development and Monitoring Learn More
  3. System Selection and Implementation Learn More

 

 

Preparing for the Future

ARRA Meaningful Use Assessment and Roadmap Development

HMG has developed a customized approach and already completed several Meaningful Use assessments, allowing our clients to quickly determine the financial impact, capital and resource requirements and key next steps to “Meaningful User” attainment. The following is a summary of the Benefits you will receive from a HMG assessment, the Approach we take, and the Key Deliverables (Meaningful Use Roadmap).

Benefits:

  • Educate your leadership regarding the key components of the ARRA HITECH Stimulus Package
  • Assess the financial impact (costs, potential stimulus funds – hospital and owned -physicians) that the ARRA will have on your facility
  • Develop a detailed Meaningful Use Roadmap that will identify key projects and next steps to “Meaningful User” attainment

Approach:

  1. Review existing and relevant documents
    1. Financial information
    2. IT systems information
    3. Patient discharge information
  2. Meet with key organization representatives and staff to:
    1. Assess information collected at specific care delivery locations
    2. Assess options to meet 2011 requirements for Meaningful Use through existing Systems and capabilities
    3. Determine reporting capabilities and responsibilities
  3. Compile information and conduct research
  4. Present initial findings and recommendations to executive sponsor
  5. Develop initial Meaningful Use Roadmap
  6. Present Meaningful Use Roadmap to executive management, to include the following deliverables:
    1. Education on ARRA Meaningful Use
    2. Potential impact to health system
    3. Findings and recommendations
    4. Detailed Roadmap with next steps and timing

Key Deliverable: HMG Meaningful Use Roadmap

In developing your Meaningful Use Roadmap, HMG will assess the following key areas:

  • Applications
    • Current and planned
  • Reports
  • Clinical processes
    • Impacted workflows
  • IT processes
  • Infrastructure
  • Organization’s ability to accept change
  • Security (technology and processes)

The Meaningful Use Roadmap will lay out the tactical steps required to enable your healthcare organization to not only achieve Meaningful Use and avoid future penalties, but become more clinically proficient and cost efficient.

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IT Strategic Plan Development and Monitoring

So many times healthcare delivery organizations develop a comprehensive, multi-year IT Strategic Plan, only to see that plan collect dust on a book shelf with only a fraction of the initiatives addressed. HMG believes in developing an IT “Strategic Road Map” that can easily be understood and is aligned with the overall healthcare organization’s strategic initiatives. It is very important that Information Technology be an “enabling” component of a hospital’s business strategy, while being economically feasible.

The Benefits an HMG IT Strategic Plan brings to our clients

  • Provides tactical steps that tie to strategic business objectives;
  • Interactive approach assures the plan is developed with proper input and effective communication throughout the hospital;
  • Identifies hospital IT Capital requirements by Fiscal Year;
  • Establishes operational needs and prioritization of IT resources;

HMG’s IT Strategic Planning Approach

To ensure collaboration and accountability, our approach to implementation planning, clinical process redesign and implementation support is designed based on key principles.

  • Review existing and relevant IT information:
    • IT Organization Structure
    • IT Financial Information
    • IT Projects
    • Key Vendors
    • IT Reports
    • IT Application Mix
    • Hospital Business Plan
    • Hospital Financial Information
  • Interview key hospital executives and personnel
  • Compile information from data collected and interviews
  • Develop initial “draft” plan
  • Present final plan and executive summary to executive management

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IT Operations and Effectiveness

We have observed that many healthcare delivery organizations do not have their IT Strategy properly aligned with their Business Strategy resulting in wasted capital and resources spent on IT projects with little value (ROI). The IT department is working hard but project deadlines are consistently missed and the hospital begins losing confidence in their IT delivery capabilities. Additionally, many hospital organizations are implementing and/or evaluating ambulatory medical record solutions. These types of solutions pose a challenge to many IT departments, as they require:

  • Review of end-user support requirements and capabilities
  • Technology infrastructure requirements (wireless, remote access, interface engines, Citrix, etc.)
  • Strong Governance to ensure end-users’ needs are being met

The Benefits an IT Assessment brings to our clients

  • Helping your organization realize the true value of IT and improving the perception of IT within your hospital;
  • Helping your organization ensure the IT department strategy is aligned with your organization’s expectations and/or business objectives;
  • Helping your IT department in day-to-day operations and manage projects effectively and efficiently to mitigate the risk of unanticipated IT costs;
  • Ensuring that your IT costs are aligned with how much your peers spend on IT;
  • Implementing or improving an IT Governance Model that ensures the IT department is aligned with the hospital business direction and immediate needs of the users.

HMG’s Assessment Approach

To ensure collaboration and accountability, our approach to implementation planning, clinical process redesign and implementation support is designed based on key principles

  • Review existing and relevant IT information:
    • IT Organization Structure
    • IT Financial Information
    • IT Projects
    • Key Vendors
    • IT Reports
  • Interview key hospital personnel
  • Compile information from data collected and interviews
  • Present initial findings report
  • Present final report to executive management

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Regulatory Requirements (Meaningful Use, ICD-10)

The US Department of Health and Human Services (HHS) has mandated the replacement of the ICD-9-CM code sets used by medical coders and billers to report health care diagnoses and procedures with ICD-10 code sets, effective Oct. 1, 2013. ICD-10 implementation will radically change the way physicians must document clinical impressions, diagnoses and procedures, and the way health information management coders must interpret clinical documentation into billing codes for claims submission and reimbursement.

The transition from ICD-9 to ICD-10 is considered to be the most significant and far-reaching change the healthcare industry has faced.  Current processes throughout provider organizations will change as well as the technologies supporting claims production and reimbursement.

All provider organizations must approach the effort with planning and due diligence processes to surface the myriad steps and costs required to successfully implement ICD-10.  Arming your organization with a thorough implementation work plan and budget to prepare for ICD-10 is a critical requirement.  Yet almost every healthcare provider organization lacks the necessary resources required to effectively plan for and execute ICD-10 risk mitigation strategies.

HMG Approach

Understanding the basic daily rhythms and relationships of the people, processes and technologies associated with patient care is an absolute requirement as healthcare organizations prepare for ICD-10 and its impact.

The professionals at HMG can help you prepare your organization for what’s coming and how to accomplish the effort pragmatically and with the least possible impact to your medical staff, employees and financial performance.

HMG’s approach is based on the understanding that every organization is somewhere on the path to meeting existing regulatory and compliance initiatives.  Every one of these initiatives shares objectives, outcomes and resources that are, or will be, affected by the ICD-10 transition.

HMG begins by reviewing your current progress with existing projects and resources. 

  • We engage your HIM leadership, Case Management and Clinical Documentation Improvement teams to evaluate your present efforts at optimizing case mix index.
  • HMG engages your IT team to determine what efforts toward ICD-10 you’ve accomplished to date, your current position in EMR adoption and pursuits toward Meaningful Use compliance.
  • HMG employs our proven project management expertise and tools to develop your detailed and customized ICD-10 project plan to support your organization through implementation.
  • HMG looks for opportunities to integrate ICD-10 awareness and preparation with existing project plans to optimize critical internal resource utilization across your organization.
  • HMG seeks every opportunity to incorporate and integrate ICD-10 awareness, preparation and implementation efforts into your existing projects, communication strategies and committee structures.
  • HMG assists you in approaching ICD-10 Transition Services as part of your overall roadmap to meeting healthcare reform requirements, practically and efficiently.

In our experience, preparing for any major initiative yields opportunities for interim positive results as clinical and business processes and the supporting technologies are evaluated for readiness.  We prepare your organization for ICD-10 Transition with documented and detailed work plans, impact assessments, process work flows and regular recommendations for improvements throughout your clinical, revenue cycle and IT processes.  HMG’s expertise in healthcare and large-scale program management initiatives makes the difference between a work plan and an operations, IT and financial improvement roadmap.

Preparing you for the future while accomplishing improved financial and IT performance today are HMG’s core competencies.  Make us your partner in ICD-10 Transition Services.

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Ensuring Improved Performance

Interim and Long Term IT and Project Management

IT Leadership Services

HMG has established a proven track record of providing both interim and long term IT leadership to Healthcare Organizations enabling rapid change, thereby, quickly improving the image and productivity of the IT department within the organization. Our established approach has enabled organizations to gain immediate benefits of improved communications and improved services. Our IT leadership consultants have years of experience as CIO’s in both large and community-based organizations. They have transformed very troubled IT organizations with low productivity, low morale and low customer satisfaction scores to exceptional organizations in rapid fashion.

Project Management Office (PMO) Services

HMG has extensive experience in building and running the Project Management Office both on an interim and long term basis. HMG establishes the policies and procedures necessary in running the PMO inclusive of standardized tool sets, project performance reporting, risk mitigation and project budget accounting. HMG also conducts education sessions with all company Project Managers to ensure consistency in performance thus reducing the risk of project failure or significant project slippage or overruns. HMG’s PMO Leaders have years of experience in running complex enterprise projects and have built and run the PMO for many hospitals and health systems.

IT Leadership Services

HMG has established a proven track record of providing both interim and long term IT leadership to Healthcare Organizations enabling rapid change, thereby, quickly improving the image and productivity of the IT department within the organization. Our established approach has enabled organizations to gain immediate benefits of improved communications and improved services. Our IT leadership consultants have years of experience as CIO’s in both large and community-based organizations. They have transformed very troubled IT organizations with low productivity, low morale and low customer satisfaction scores to exceptional organizations in rapid fashion. HMG’s goal is to be a leadership bridge from the old underperforming environments to the new well positioned and functioning environments needed for the future. Our role is to implement change, position IT in the organization to be successful and transition the new function to an employed healthcare resource within a defined period of time. The transition of the IT leadership back to the internal organization is well structured and provides a plan to continue the momentum and success achieved by HMG.

HMG will assign an experienced resource as the organization’s CIO who will work under the direction of the assigned executive, normally the COO or CEO. Each engagement is customized to the needs of the client, but typically includes:

  • Accountability and responsibility for directing the IT function with IT staff reporting directly to the HMG CIO
  • Guide the IT team through day-to-day management of all IT Department functions
  • Prioritize IT initiatives based upon the Healthcare organization’s business objectives
  • Be an advisory member of the Healthcare organization’s senior management team
  • Provide leadership and management of IT staff as required for selection and implementation of newly approved projects and projects that are currently in progress
  • Assist with realignment of the current IT operating and capital budgets focusing on the Healthcare organization’s fiscal goals and objectives
  • Implement an efficient IT Operating model utilizing IT operating standards and best practices based upon the Healthcare organization’s needs and business objectives
  • Establish an IT governance model that is aligned with the Healthcare organization’s business strategy
  • Develop and manage a 12-month IT plan to meet the stated Healthcare organization’s objectives given available budgets and funding
  • Recruit for a full time Healthcare organization-employed CIO or assume a strategic role as the CIO long term

Approach

HMG has established a proven approach for assuming responsibility as an IT leader. Our approach relies on the following basic principles:

  • Listening to all constituents including all IT staff members, executives and key stakeholders
  • Assessing the current environment and output of listening phase
  • Comparing to other organizations, use of best practices and available skill sets
  • Analyzing current projects for alignment to the Healthcare organization’s primary business objectives and strategies
  • Implement changes to the HealthCare organization in a rapid but structured method to gain quick return on ‘low hanging fruit’ and longer term requirements
  • Measure, monitor, and manage the progress

Deliverables

IT Organization

  • Restructure IT function to support the:
    • Maintenance of existing production systems
    • Healthcare organization’s new projects and initiatives to support key strategies, regulatory requirements and progress toward ‘meaningful use’
  • Establish IT-based Project Management role and function
  • Develop solid communications and feedback process within IT that ensures IT resources are involved and aligned resulting in an effective services delivery model

IT Delivery

  • Develop and produce a standard IT monthly report
  • Establish service level objectives to measure customer satisfaction with IT services
  • Analyzing current projects for alignment to the Healthcare organization’s primary business objectives and strategies
  • Implement basic IT policies, practices and disciplines as approved by the Healthcare Organization Executives

Applications Management

  • Establish key user groups around common applications across the Healthcare organization
  • Manage the formal selection process for key applications
  • Develop and implement a Project Management methodology

Governance

Implement an IT Executive Committee complete with Charter, Objectives, Roles and Responsibilities, Authority and subcommittee hierarchy. Responsibilities could include:

  • Approval of the IT strategy, operating budget and capital budget annually
  • Ensure alignment with the business strategy of the Healthcare Organization
  • Establishment of project justification criteria
  • Enforcement of the project request and justification process
  • Approval and prioritization of major IT expenditures and acquisitions
  • Review of IT monthly performance
  • Provide guidance and direction for initiatives, priorities, policies and performance expectations

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Project Management Office (PMO) Services

HMG has extensive experience in building and running the Project Management Office both on an interim and long term basis. HMG establishes the policies and procedures necessary in running the PMO inclusive of standardized tool sets, project performance reporting, risk mitigation and project budget accounting. HMG also conducts education sessions with all company Project Managers to ensure consistency in performance thus reducing the risk of project failure or significant project slippage or overruns. HMG’s PMO Leaders have years of experience in running complex enterprise projects and have built and run the PMO for many hospitals and health systems.

HMG’s goal is to be a leadership bridge from the old underperforming Project Management environment to the new well positioned PMO and functioning environment needed for the future. Our role is to implement change, position IT and the Operating Business Functions in the organization to be successful and transition the new PMO function to an employed healthcare resource within a defined period of time. The transition of the PMO function back to the internal organization is well structured and provides a plan to continue the momentum and success achieved by HMG.

HMG will assign an experienced resource as the organization’s PMO leader who will work under the direction of the assigned executive, normally the CIO, COO or CEO. Each engagement is customized to the needs of the client, but typically includes:

  • Accountability and responsibility for directing the PMO function with IT and User Project Managers reporting directly to the HMG PMO leader
  • Guide the PMO team and Project Managers through day-to-day management of all current and future enterprise project initiatives
  • Prioritize PMO project initiatives based upon the Healthcare organization’s business objectives
  • Be an advisory member of the CIO & the IT leadership team
  • Provide leadership and management of PMO staff and Project Managers as required for selection and implementation of newly approved projects and projects that are currently in progress
  • Manage to the approved IT operating and capital project budgets focusing on the Healthcare Organization’s fiscal goals and objectives
  • Implement an efficient PMO Operating model utilizing PMO operating standards and best practices based upon the Healthcare Organization’s needs and business objectives
  • Establish a PMO governance model that is aligned with the Healthcare Organization’s business strategy
  • Develop and manage a comprehensive project initiatives plan to meet the stated Healthcare Organization’s objectives given available budgets and funding
  • Recruit for a full time Healthcare Organization-employed PMO leader or assume a strategic role as the PMO leader long term

Approach

HMG’s approach will focus on the top strategic projects first while working simultaneously on general PMO activities. This approach will provide immediate value to the key projects that have the greatest risk and visibility.

HMG will be responsible for driving individual and cultural behavioral change. The first several months, HMG will focus on expectation setting, constant communications, education and achievement of an operating rhythm required for a strong PMO function.

The project activities are:

  • IT Project Management Office (PMO) Development and Execution
    HMG will utilize the following approach in establishing the Project Management Office function:
  1. Develop the PMO Function to include the following:
    1. Develop PMO Charter scope and function
    2. Determine roles and responsibilities of PMO personnel
    3. Develop interaction guidelines between PMO personnel and IT executives and staff
    4. Develop organization chart
    5. Develop communications plan and execution strategy
  2. Establish IT Project Governance Structure
    1. a. Develop IT Project Governance Committee Charter scope and function
    2. Develop organization chart including relationships to other IT advisory or steering committees
    3. Determine committee membership
    4. Determine roles and responsibilities of committee members
    5. Develop reporting requirements including Radar report
    6. Develop project prioritization criteria and algorithm
    7. Develop and execute communication plan to all hospital executives, steering committees and key stakeholders
  3. Establish PMO Methodology
    1. Evaluate, in detail, existing methodologies
    2. Define standard terminology
    3. Determine effectiveness of existing methodology functions
    4. Develop methodology functions to augment and enhance existing components
    5. Deliver enhanced methodology for approval
  4. Standardize Project Management Tool Kit
    1. Evaluate existing tools to approved methodology
    2. Identify/enhance standard tool kit
    3. Evaluate conversion effort and plan
    4. Migrate to standardized tool kit
    5. Educate all Project Managers, IT Executives
  5. Work from one Project Management System
    1. Facilitate the completion of accurate Project List
    2. Determine requirements and specifications for Project Database for reporting
    3. Develop Project Database
    4. Develop procedures for utilizing Project Database in operations mode
    5. Educate all Project managers, IT Executives
  6. Identify Project Dependencies
    1. Identify pre/post predecessor projects and projected timelines
    2. Develop master project dependency report
    3. Develop IT critical path documents
  7. Develop Project Resource Staff Model
    1. Identify all project resources who are assigned and/or are working on active projects, including all consultants
    2. Develop staff model to track resources, start/stop times, accountability and level of effort
    3. Set policy to load information into model
  8. Track Interface Impact
    1. Aggregate all interface documents on active projects
    2. Verify accuracy and completeness
    3. Develop IT interface tracking tool
    4. Utilize tracking tool
  9. Rollout Project Management Education Program
    1. Develop Project Management education materials unique to the Organization
    2. Educate Project Manager’s (PMs) who are managing the Organization’s strategic projects
    3. Educate PMs who are managing the remaining active projects
    4. Provide guidance/mentoring to all PMs by reviewing status reports and other project management documentation
  10. Manage Project Budgets
    1. Develop effective financial and budget reporting processes
    2. Educate PM’s on revised reporting processes
    3. Monitor PM’s performance on budget management
  11. Develop Executive Flash Reporting
    1. Develop reporting requirements for CIO, IT VP’s, and Hospital Executives
    2. Develop reporting requirements and functionality in Project Management System

HMG Deliverables:

  • Establish Project Management Office (PMO) Function
    • PMO Charter
    • Policies & Procedures
    • Organization Chart
    • Communications Plan
  • Establish IT Project Governance Structure
    • IT Project Governance Charter
    • Policies & Procedures
    • Organization Chart
    • Communications Plan
  • Establish PMO Methodology
    • PM Methodology Document
    • PM Education
  • Standardize Project Management Tool Kit
    • PM Tool Kit Documentation
    • PM Education
  • Work from one Project Management System
    • Accurate Project List
    • Project Management System application (with support from Organization’s technical staff)
    • PM and IT VP Education
  • Identify Project Dependencies
    • Project Dependency Documentation
    • Critical Path Documentation
  • Develop Project Resource Staff Model
    • Project Resource Staff Model
    • PM and IT VP Education
  • Track Interface Impact
    • Interface Tracking Document
  • Rollout PM Education Program
    • PM Education Materials
    • PM Education
  • Manage Project Budgets
    • Project Budget Process Documentation
    • PM and IT VP Education
  • Develop Executive Flash Reporting
    • Executive Flash & Risk Mitigation Reports
    • Establish policies and procedures regarding production of flash reports

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System Selection and Implementation

System Selection:
HMG’s consultants are very versed in system procurement methodology. We understand how to work with various user groups to gain an understanding of the functional requirements and which vendor(s) are the best fit. We have worked with all the major software and service vendors in the healthcare space (AllScripts/Eclipsys, Epic, MEDITECH, McKesson, Cerner, GE, Kronos, Lawson, Dell/Perot, Xerox/ACS, to name a few) on system/services procurement, contract negotiations and implementation.

We utilize a three-phased approach as outlined below:

  1. Evaluation
    1. Identify project team members along with roles and responsibilities
    2. Requirements analysis
    3. Request For Information (RFI) development
    4. RFI vendor response evaluation
    5. High-level vendor pricing
    6. Down-select to 1-2 vendors
  2. Internal Financing and Approval
    1. Detailed understanding of final vendor(s) pricing
    2. Total cost of ownership analysis
    3. Internal financing options
    4. Board approval
  3. Contract Negotiations
    1. Final pricing
    2. Business issue identification
    3. Contract terms
    4. Initial implementation plan sign off
    5. Final contract negotiated

I. Evaluation

Project Initiation/Kick-off

Kickoff meetings will take place with the Selection Team and Executive Management to discuss and finalize Hospital’s primary objectives, define system needs and set the timeline for the system selection processes. HMG will:

  • Review current Selection Team and recommend additional members, if needed.
  • Develop and communicate Selection Team charter, roles and responsibilities.
  • Facilitate working sessions with the Selection Team to define business requirements and selection criteria
  • Facilitate working sessions with IT to define technical requirements and selection criteria
  • Facilitate four to five knowledge-gathering meetings with key stakeholders to understand the needs of the Hospital and the expected outcomes of an EMR and PM system
  • Meet with the Executive Management team to share the information gathered from the stakeholder meetings and Selection Team
  • Secure sign off for the key business requirements required in the RFI from the Selection Team and Executive Management team
  • Determine the four to five vendors that will receive the RFI

Deliverables

  • Project work plan
  • Issues resolution process
  • Meeting protocols
  • Communication plan
  • Final selection team members
    • Charter
    • Roles and responsibilities
  • Interview schedule and participants
  • Reporting format and timing
  • Business Requirements
  • Technical Requirements
  • Kick-off meeting materials

RFI Development and Evaluation

A formal Request for Information (RFI) will be developed that will adequately detail the current applications and technology, desired business and technical requirements for the future, as well as the strategic plans and initiatives of the Hospital. The respondents will submit a detailed proposal that will become the basis for the selection of the Vendor of Choice (VOC). The RFI will also include requests for current client references that are similar to the size, volume and needs of Hospital.

HMG will develop the draft RFI for review and gain sign off from the Selection Team. HMG will conduct a vendor conference call or face-to-face session to address all vendor questions. HMG will be available to field questions from the vendors as they prepare their RFI response. As part of the RFI, HMG suggests that the vendors indicate their availability and readiness for vendor demonstrations and site visits within the timeline stated in the RFI.

During this period, HMG will utilize the information gathered during the stakeholder sessions, as well as our industry knowledge and experience, to develop the initial draft of the RFI evaluation and scoring criteria. The Selection Team will review and finalize the scoring criteria. HMG will work with the Selection Team to evaluate and complete a down-selection process resulting in two to three remaining vendors.

Deliverables

  • Draft requirements document (for review and approval)
  • Draft RFI (for review and approval)
  • Vendor profile and industry analysis
  • Final RFI distribution list
  • Letter of intent to respond
  • Collection of vendor responses
  • Vendor evaluation criteria
  • Comparative analysis
  • Vendors down-selected (recommend 2-3)

Vendor Demonstrations, Site Visits and Down-Select to VOC

A detailed review of the selected two to three vendor responses will be conducted by HMG and the Selection Team. Reference checks will also be conducted during this period and site visits scheduled, if desired, by Organization. The vendors may be required to complete a one to two-day demonstration of their solution and present their RFI response to the Selection Team. These demonstrations will provide the opportunity for the Hospital to ask specific, detailed questions about scope, pricing, account management, implementation, client reference and experience as well as any other questions or areas from the RFI.

HMG will facilitate a meeting with the Selection Team to determine a Vendor of Choice (VOC). The VOC will then be notified, and the alternative bidder(s) will be notified and informed that, in the event an agreement cannot be reached with the VOC, they may be invited to participate in future contract negotiations.

 

Deliverables

  • Vendor demonstration evaluation form
  • Demonstration scripts
  • Schedule and agenda for on-site demos
  • Results of on-site product evaluations by vendor
  • Reference check questions and evaluation forms
  • Reference summary by vendor
  • Site visit and corporate evaluation forms
  • Recommendations for vendor of choice
  • Vendor notification letters

II. Internal Financing Approval

HMG will facilitate the completion of the financial analysis for the. HMG, in collaboration with the Selection Team, will develop a complete understanding of final vendor(s) pricing. The financial impact across the organization for a three to five-year period will be considered inclusive of capital, operating and efficiencies as identified by the team members.

 

Deliverables:

  • Capital and operating commitments
  • Total cost of ownership analysis
  • Financing options

III. Contract Negotiations

HMG will facilitate the contract negotiations between Hospital and the Vendor of Choice (VOC). HMG will provide expertise and industry knowledge to the contract negotiations to assist Torrance in obtaining a viable contract with vendor commitments for a successful implementation.

Deliverables:

  • Finalize vendor pricing
  • Identify contractual business issues
  • Finalize contract terms
  • Develop initial implementation plan and sign off

Implementation

HMG provides qualified resources to project manage complex implementations prevalent in the healthcare industry. HMG’s Project Management Consultants have demonstrated experience in leading large scale implementation initiatives and have a passion for delivering high quality results within budget and on time. HMG consultants have:

  • Defined, built and managed the enterprise-wide Program Management Office function
  • Assumed full responsibility and risk for management of large complex projects
  • Managed specific segments of larger projects as seasoned Project Managers

All of our Implementation Consultants have proven skills in their discipline and bring immediate value to your Project initiatives. Our Implementation Consultants are also experts in the applications being deployed and, through our proven implementation methodologies, they help your organization deploy your solution effectively and efficiently. HMG consultants are prepared to lead the implementation efforts or bring the right resources to support your team’s implementation efforts.

Implementation Methodology – HMG’s implementation methodology is built upon the best practices of over 25 years of experience and successful implementations. Our approach combines established processes and practices with the flexibility to meet the client’s individual needs and requirements. We focus on pre-implementation preparedness and awareness ensuring constant communication with the key stakeholders and the implementation team.

Our implementation methodology includes review and refinement of client workflow, and processes and procedures that focused on elimination of wasteful redundancies. Our methodology and system implementation plan provides the guidance needed to bridge gaps between functionality and processes resulting in real organizational results.