Resources that need to be allocated to the implementation process
What kind of resources must be set aside to ensure a successful implementation? And how and when should they be available in the course of the implementation process? Read in the fifth article out of eight - here about the resources to be allocated to an implementation process.
When a new technology is to be implemented, it is recommended that an interdisciplinary implementation team is set up. The task of the team is to prepare, follow and lead the implementation process in the organization. In this article, we take a closer look at the considerations that the interdisciplinary implementation team should take into account, when focusing on the resources to be allocated to an implementation process.
In the project DISH (Digital & Innovation Skills Helix in Health), the interdisciplinary team is also referred to as a Learning Innovation Unit (LIU).
The interdisciplinary implementation team must decide which competencies are needed with respect to the product, the helpdesk and the organisational implementation process. Are the competencies already in the team? Does the supplier offer the service that is needed? Or will it be necessary to hire external consultants?
There will usually be a framework-budget as part of the approval of procurement and implementation of a new technology. This framework must be implemented in a detailed budget, which is closely linked to the activities in the implementation plan.
The budget includes the activities carried out by external people, the interdisciplinary implementation team and the staff group that will work with the new technology. The budget specifies both costs and the hours the employees need to perform the described activities.
On the basis of the detailed budget, it must be made possible for each employee to be informed about how many hours they have available to carry out the planned activities in connection with the implementation. The interdisciplinary group is responsible for ensuring that the detailed budget is linked to the implementation plan - and that it has the approval of the management.
A plan should be made for the logistic needs that arise in connection with the implementation. This includes small purchases as well as the cost of booking meeting facilities, training and the like. In this context, it is also important to ensure that there is a budget that includes a help-desk function, and that this budget takes additional staffing during the expected peak periods into account.
The interdisciplinary team must decide on a detailed implementation plan for the change project which contains a description, timeline, roles and responsibilities for all sub-activities including training of staff. The implementation plan should also include 1-2 tests before rolling out to full implementation. Likewise, the implementation plan should include monitoring 1-2 months after the technology is fully implemented in operation to check if everything has gone as expected. If not - what's the difference? And how should it be handled?
Continued harvest of value
The interdisciplinary team must decide how to ensure continued harvest of value after completion of the implementation. This is closely linked to the structure that has been established to ensure sustainable capacity building. Who has the role of investigating whether the use of a technology can be extended to other work-flows or other areas of work? How do they collect ideas from colleagues? How do they convey the new ideas to the organization? And are there hours set aside for this task? In other words - is there a budget to ensure a focus on continued harvest of values?
Appropriate communication must be prepared for the staff, including management's expectations of time consumption, costs, and expected loss of efficiency. The staff affected by the implementation and the new technology must be assured that the management knows that they have to spend time on training and the implementation process itself and that the management expects a loss of efficiency during the implementation period.
- The biggest challenge in connection with the implementation process is the managerial anchoring, says Morten Hoff, chief consultant at Health Innovation Centre of Southern Denmark. Morten has many years of experience with the implementation of health and welfare technology from several municipalities and from the region. Technology implementation must be a priority and linked to the strategy of the organization. There must be a budget and it must be included in the organization's annual cycle of work. In other words, there must be political and administrative ownership.
At Health Innovation Centre of Southern Denmark, they work with a valorisation diagram where it is expected that all parts of management accept a natural decline in efficiency during implementation. This view is backed up by Flemming Nielsen from Guide2Know, a company that designs and delivers digital learning solutions.
- The management must consider the entire implementation process and make sure to allocate the necessary resources before they start capacity building and the implementation process, says Flemming Nielsen.
Other activities and initiatives related to technology implementation
- The PPI-Guide ( Opi-guiden) consists of tools and cases: from ideation over innovation-process to implementation of health and welfare technology.
- The network for implementation of video consultations focuses on the specific challenges associated with implementing and harvesting the benefits when implementing video consultations.
- The international project DISH focuses on the lack of competencies of healthcare professionals in relation to the use of the many digital solutions that are continuously introduced in the healthcare system.
In a series of eight articles, Welfare Tech focuses on the essential parameters for a successful implementation. Link to the other articles: