Multi-site implementations can be exponentially more difficult than when you are implementing software in just one site. Along with the usual challenges of learning new software, adjusting your processes to eliminate old habits, installing new hardware and networking – all while maintaining clinical excellence and financial stability – you must also run two systems until you get all of the sites converted. So, why not bite the bullet and convert all the sites at once? Just close your eyes and jump.
Here are four questions to ask when deciding how many sites to go live with in a software implementation:
Is my IT infrastructure ready?
How similar is the infrastructure required for your old system to your new one? Will you need to run your old and new system from a branch location for a period of time to allow operations to look up information in the old system? Are you putting in new communication lines, printers, computers, etc. as part of the roll out of the new software. Accurate stress tests can be difficult or expensive to achieve. Make sure your IT infrastructure is ready for the new environment and the high volume of use in the first week.
Is my Reimbursement staff ready?
A team of reimbursement professionals dedicated to the new system is essential to uncover the key differences between the “old way” and the “new way” and to head off issues created by operations during the early learning stages of the new system. The first 60 days using the new system will require a lot of adjustments as the inventory, contract pricing, dispensing processes, etc. adjust to the new system. Plan for errors and don’t overwhelm your staff with too much volume until the processes in the new system are stabilized.
What is the capacity of my implementation team?
There is a certain amount of “hand holding” and mentoring that has to go on during the go-live process. Even if your operations staff are trained, the reimbursement staff is ready and the IT infrastructure is proven, you will still need implementation support during the first few days of a branch going live on a new system to make sure things are right and patient service is not compromised. In addition, new issues will come up with each implementation and your implementation support staff should not be spread too thin.
Is the new system financially accurate?
The financial model of different home infusion software products can be quite different. Is revenue booked at the time of dispensing, delivery confirmation or when a claim is produced? How accurate is the cost information in the system? How will you handle products delivered in the old system with dates of service spanning after the go-live date? These and other questions underline the importance of taking it slower with the first few sites until you are confident in the financial accuracy of the new system. It is ideal to go live in a couple smaller branches and process through one month end before going live with larger branches.
The answer to all of these comes down to a measure of risk. How much are you risking when you bring 1, 2, 3 or more sites live at one time. There is risk to running multiple systems as well as keeping your business on an old system that doesn’t meet your needs. Just make sure you measure, manage and mitigate your risk.
Next month we’ll look at some of the processes you need to put in place to effectively manage the period of time between your first branch and last branch going live to make sure common data in both systems is maintained accurately.