In the media introduction to this module, it was suggested that you as a nurse have an important role in the Systems Development Life Cycle (SDLC). With a focus on patient care and outcomes, nurses may not always see themselves as contributors to the development of new systems. However, as you may have observed in your own experience, exclusion of nurse contributions when implementing systems can have dire consequences.
In this Discussion, you will consider the role you might play in systems development and the ramifications of not being an active participant in systems development.
Review the steps of the Systems Development Life Cycle (SDLC) as presented in the Resources.
Reflect on your own healthcare organization and consider any steps your healthcare organization goes through when purchasing and implementing a new health information technology system.
Consider what a nurse might contribute to decisions made at each stage of the SDLC when planning for new health information technology.
BY DAY 3 OF WEEK 9
Post a description of what you believe to be the consequences of a healthcare organization not involving nurses in each stage of the SDLC when purchasing and implementing a new health information technology system. Provide specific examples of potential issues at each stage of the SDLC and explain how the inclusion of nurses may help address these issues. Then, explain whether you had any input in the selection and planning of new health information technology systems in your nursing practice or healthcare organization and explain potential impacts of being included or not in the decision-making process. Be specific and provide examples.
that employees will be involved in tasks for which they do not have proper training. Although I am not employed in a manufacturing industry, the healthcare industry employs quality control standards unique to each department. For example, I work in Research Finance on the accounting team. The department also has a budget team and an invoicing team that has specific responsibilities for research projects and patients. One of our quality control measures is that the accounting team is not allowed to negotiate and/or prepare budgets; only the budget team is capable of this task due to the specialized training they have received. Conversely, the invoicing and budget teams are not authorized to perform any accounting duties for the same reason as only the accounting teammates have the knowledge to properly abide by strict accounting guidelines and standards. This system offers a “checks and balances” measure that ensures that only qualified individuals are performing specific job duties. This drastically reduces errors that can lead to frustration, re-work, audits, and most importantly- fines. Lastly, a third managerial accounting technique is methods for capital investment decisions. Capital investment decisions can be some of the most expensive decisions managers must make; therefore, it is important they choose wisely and use their funding in the most effective way to ensure the best return possible. Usually, these decisions are reached subjectively and at times techniques are used to increase the likelihood that certain projects are chosen over others (Noreen, Brewer, & Garrison, 2014, p. 310). For instance, one project may be attractive based solely on revenue potential; however, it may result in a much higher investment of funds than others and the end result may not be as profitable as one first assumed. It can be tricky to distinguish which project would be best suited for the organization in the long-term, but managers should carefully consider all aspects of the project’s capital requirements before making unwise and costly choices. Capital investments generally require high-dollar funding and are anticipated to real>GET ANSWER