Andrew McIntyre wrote:
My experience with Australian Health IT is the opposite, it's the
singular focus on the Business case and a complete lack of understanding
of the technology that is the problem. The management of Health IT
should be done by people with years of experience in Health IT and not
the bureaucracy, ditto for Public Hospital management.
I agree absolutely, however IT history has shown that management have
been stung too many times by leaving the decisions and planning to their
IT departments and IT managers only to have a project costing millions
of dollars that was technically elegant but totally unmanageable and
totally unachievable, fall over. So what did management do? They took
over entirely. Wrong move!
I started IT in the days of punch cards and paper tape and over 30 years
of working in healthcare IT some of us oldies have learnt that
incremental development with achievable outcomes within small timeframes
is the lowest risk strategy. If a project cannot be understood in its
entirety by one single brain (down to a fairly specific technical; and
tactical level) then their is a fair risk that the project will go off
the rails. Long term objectives, vision and strategy is assumed as a
'given' need in terms of 'future-proofing' an initiative, but we in IT
only get that right about 10% of the time anyway, and agility and
ability to adapt conquers our lack of ability to see into the future.
Business case is important however good old pragmatic 'know-how' works.
Ross Davey
--
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Ross Davey
CEO
ArgusConnect
Ph: 03 5335 2220
Mob: 0417 548608
Web: www.argusconnect.com.au
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