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Strategic context: ePrescribing as part of a wider organizational strategy
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| - High-level drive and support from senior organizational stakeholders |
| - Inter-disciplinary involvement |
| - ePrescribing as an essential component of the overall organizational information strategy |
| - Organizational information strategies and associated ePrescribing system choices |
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Case for change and objectives: developing and maintaining relationships between customers and system suppliers
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| - Relationship building before and throughout the implementation journey |
| - A long-term partnership characterized by mutual trust but restrained by commercial relationships |
| - Sharing experiences of systems and suppliers through reference sites, supplier days and informal networks |
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Future service requirements and options appraisal: system choice through functional specifications and shared experiences
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| - Systems choice guided by functional specifications and networking with sites that have implemented |
| - Minimum system functions and outcome based specifications |
| - Restrictions in system choice and financial restrictions |
| - Pooling resources and sharing experiences |
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Timescale and deliverability: planning the change whilst maintaining strategic flexibility
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| - Workflow and process mapping |
| - Stakeholder engagement |
| - Investment and resources |
| - Parallel systems and interoperability |
| - Composition of the project team |
| - Journey as opposed to a project |
| - Changing needs and flexibility in strategy |
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Timescale and deliverability: separating “wants and aspirations” from organizational needs
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| - Expectations often exceed reality |
| - Organizational versus individual benefits |
| - Wishes versus needs |
