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Margaret Kennedy



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  • PS05 - Patient Engagement Through Digital Health (ID 14)

    • Event: e-Health 2017 Virtual Meeting
    • Type: Panel Session
    • Track: Clinical and Executive
    • Presentations: 1
    • Coordinates: 6/06/2017, 10:30 AM - 12:00 PM, Room 203AB
    • PS05.02 - A Box of Chocolates: Knowing What's Inside Is Key! (ID 236)

      Margaret Kennedy, Clinical Informatics, Gevity Consulting Inc.; North Alton/CA

      • Abstract
      • Slides

      Purpose/Objectives: Clinicians are increasingly recognized as essential to health information systems projects, bringing their healthcare knowledge and expertise, as well as industry credibility to the project. Rarely, however, is their role well understood or maximized on projects. This presentation will address some of the underlying issues and provide effective strategies for team success while optimizing utilization of distinctive resource skills and contributions. Teams are a partnership of shared and unique skills and knowledge but are not always equipped or experienced to maximize each member’s contribution potential. The most effective project teams in all sectors of healthcare are both interprofessional and collaborative, which is defined by Health Canada (2010) as teams “working together with one or more members of the … team who each make a unique contribution to achieving a common goal, enhancing the benefit for [clients and] patients. Each individual contributes from within the limits of their scope of practice…all the while emphasizing [client/] patient- centred goals and values” (para 3). Success starts with understanding each team member’s professional knowledge and practice experience and their project related skill sets. However, the integration of clinicians into project teams is the least understood and most challenging for team dynamics. Models of clinical practice utilize process (e.g. the nursing process) in the planning, delivery and evaluation of patient care that parallel the project lifecycle. Leveraging the shared approaches supports the team maximizing each member’s unique abilities to advance the project goals, processes, and outcomes. This panel presentation will demonstrate the overlapping competencies between the project manager (PM), business analyst (BA), clinical informatician (CI), frame the approach to successful interprofessional team assembly and building, and share strategies for maximizing their unique contributions to the benefit of the team and client/project outcomes.

      Methodology/Approach: A role and competency matrix for an interprofessional team was developed, and incorporates specific role-based competencies and responsibilities, including the roles of the PM, BA, and CI. The focus was to illustrate how the competencies both overlap and remain distinctive, and to reflect the respective contributions to the team so all roles are used effectively with recognition. It also highlights when specific skills are required and when a specific skills-based resource may need to be added to the team.

      Finding/Results: The roles of team members can overlap in a significant number of areas. Working from this shared baseline, understanding team member ‘s level of ability with each project skill, and naming their unique qualities will allow appropriate assignment and best partnerships to leverage the unique contributions through a collaborative approach.

      Conclusion/Implications/Recommendations: A successful interprofessional project team can deliver and maintain a healthcare solution in a clinically relevant and responsive way with the assembly of the right professionals equipped to acknowledge the training, expertise, experience, unique abilities of each team member to collaborate on achieving the initiative’s/client’s goals.

      140 Character Summary: Use of interprofessional teams in healthcare projects can be optimized using roles matrix paradigm, to ensuring best use of existing knowledge and skills.

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