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That directly addresses the risks associated with the reluctance to change or the skills necessary to use the tool Keeping the initial functionality simpler will reduce the learning curve for users Later functionality deployment will be easier as it builds on existing practices Phasing the audience starts with a small group for testing the tool and configuration, then rolls it out to other groups once it is stable A pilot deployment often blends both dimensions of phased deployment The goal of this phase is to test the viability of the product and the processes, to make sure the vision, the tool, and reality sync up Real project teams use real project data, with functional managers and executives practicing their use of the new tool The ideal pilot audience has routine projects, good project management skills, and is receptive to the new tool.

Consider the extent that the clinical staff is aware of all of the requirements of the various funding sources In the design of my agency/practice s MISA protocol, the financial department had to have a large presence because of financial considerations In Illinois, the two treatment areas, mental illness and addictions, are funded by two different state agencies that have two completely different sets of documentation requirements for reimbursement Unfortunately, this problem exists all over the United States funding streams are separated for separate problems: developmental delays from addiction, addiction from mentally ill, mentally ill from family-related problems, and so on ad nausea If a financial representative is not going to be part of the design team, then, as with the information systems professional, a financial consultant should be appointed.

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Further, this consultant should be regularly utilized to ensure that all of the elements included within the design are (1) reimbursable according to the funding source requirements and (2) financially sound What happens if the debate is initiated between the financial staff s position of We can t afford this process and the clinical staff s position of We have to do this The first rule of inclusion of financial within the design team is this: The financial consultant is not a member of the team or a consultant to the team as a project veto plug puller This must be clear to all members of the team, or they may view the financial representative/consultant with suspicion from the onset However, the clinical members of the team do not have financial / business veto override either.

There are three general results we should expect of the pilot: TEAM LinG - Live, Informative, Non-cost and Genuine ! 345.

at this point in time, one should take into account that such an assessment does not always capture the pure pre-implementation state Often, the choice of an adequate time for the post-measurement is even more dif cult Before deciding about the exact measurement point(s), researchers should be clear about whether they are interested in the implementation s short-term or more longer-term effects Short-term effects might re ect effects of the innovation and change process itself On the one hand, such short-term evaluations might draw a rather negative picture of the innovation, because often the change process itself is experienced as stressful Additionally, the technology might not yet function in an optimal way or employees skills to handle the new technology might not yet be fully developed On the other hand, a honeymoon effect might occur.

The purpose of having a multifunctional area design team is so that all functional area concerns can be worked out before the implementation of the project If teams have been assessed as suggested earlier, there should be some awareness by this point whether the various staffs have the ability to work cooperatively If they do not, initial training in consensus building, super majority voting, understanding and acceptance, or some similar process will be necessary so as to not waste valuable time and resources in design meetings that become divisive..

More speci cally, the fact that something is changing might be experienced as a positive event and might be re ected in an overly optimistic evaluation outcome Thus, measures taken brie y after the innovation might re ect effects and biases that will not last for a longer time However, this does not imply that early measures are useless They can point to still-existing suboptimalities in the new technology or the way employees use this technology Thus, such early evaluations can play an important role in iteratively improving technology or in initiating training efforts Longer-term measurements refer to the effects after the rst problems have been overcome or the rst enthusiasm has gone Often, researchers might be more interested in such longer-term effects However, there are no clear indications about the adequate period for studying longer-term effects.

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