Avoiding the Top Pitfalls to EMR Implementation

I recently met with some colleagues, physicians practicing in Neurology and Family Practice. Neither has yet switched over to electronic medical records (EMR).

So, where to begin? This is something we often wonder when contemplating a new project, particularly if our friends and colleagues have tried unsuccessfully to implement EMR. Usually these efforts are strong, though at times the practices are just going through the motions and not putting forth a serious effort. Some practices will stop the effort as time wears on, and yet others simply go out of commission. Some lose precious time and money with their attempts, then cut their losses and decide their attempt is done with.

Approximately 30 to 50 % of EMR projects end in failure. This high figure may at first seem surprising, but when inquiring around, it's easy to find someone who's had a bad experience with it. It becomes a bit difficult to tell the difference between a true failure and an abandonment, as the latter is the situation when the practice just stops trying to implement or use the EMR system. Of course, in the practical sense this is a small distinction, as in either case the result is lost money, time, and effort, and a practice which is left with the need to revert back to paper record-keeping.

Now let's take a look at some of the top causes of EMR implementation failure:

Problems with Change Management

Any IT implementation expert will tell you that no matter which industry or area of business we're talking about, the human factor is a top cause of failure. Electronic medical records aren't any different. Plenty of newer doctors have grown up with technology, even training at institutions which already use electronic record-keeping systems. These people probably won't skip a beat. The same holds true of younger employees who are accustomed to social networking and texting. However, some of the older physicians have a more difficult time making the adjustment. Perhaps they've started using the Internet only recently, or suffer from an inferiority complex when it comes to technology.

Lack of Leadership or Commitment

Do you have someone to champion the EMR project at your practice? Groups of physicians must reach decisions and keep things moving at a healthy pace. Otherwise, just a little glitch and send things into a downward spiral. The champion does not have to be the most enthusiastic proponent of EMR, but they should express their commitment to the project. When a practice's staff starts to feel disagreement among management, it can spread bad juju throughout the practice. You will want to avoid this type of situation - don't let the workplace become a place of camps divided.

Not Having a Clear Purpose

Some EMR projects are in trouble from the very beginning. If the future goals for the system aren't understood, the chances of formulating a good plan begin to decrease. Further, delusional expectations further reduce the chances of the project's survival. What is it that your practice wants the EMR system to do? If you are unsure about what you want for your practice, you may not be able to understand what the EMR system plan needs in order to thrive.

Poor Plan and Implementation

This covers the gamut, from hardware to hardware issues, to roll-out into implementation. There should be either a dedicated IT person on-board with the project, or an outsourced firm assisting with the implementation plan. This assistance may include training, design, and stages of implementation. Some work breakdown structure must be in place as well, to keep things running on track. A live simulation day is another critical threshold to pass through on the way to completion. Together, these components can facilitate success, particularly in a crisis. Plan on experiencing a few along the way.

If the project fails, everyone fails - not just the champions of the cause. The champion needs to find out and re-direct any mutinous tones among staff, stopping things in their tracks before the influences travel too deeply into the practice. Lines of communication should function well, with meetings scheduled before, during, and after the launch date. The system must be able to change, addressing problems early, before staff members become de-motivated and start to give up hope on success. If the staff is working together for a common vision, the chances of success are greatly increased.

By the way, do you want to learn more about implementing EMR in your own practice? Download my free report "Getting Through The EMR Maze."

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