Cphims 2013 08 Administration Leadership

Front 1

An organization's statement that defines where it wants to go or what it wants to be is known as the

A. mission statment
B. vision statement
C. statement of values
D. statement of goals

Back 1

B. The mission is a statement of why the organization exists - its purpose statement. The statement of values allows individuals to understand what the organization supports or appreciates most. The statement of goals is a measure that assists in achieving the vision. A vision is the organization's statement that defines where it wants to go or what it wants to be, what it is striving to achieve as it completes the daily work. As with the mission, the vision is set by the CEO and board of directors. Depending on how far the vision reaches into the future, however, it may be altered with more regularity

Front 2

Which of the following items is NOT typically part of a control chart?

A. stretch goal
B. upper control limit
C. mean
D. lower control limit

Back 2

A. While stretch goals could be part of a control component, they are not typically included as there is not a statistical definition for this measure. Each of the other measures is statiscally derived from the data themselves. Control charts are statistical representations of data on key metrics. They add lines representing the upper and lower control limits, taking into account that there will be natural variation in the results being represented around a mean. To the extent that a series of points begins to move in one direction or the other, it will become necessary to review the process looking for special-cause variation in the process.

Front 3

As SBARC includes each of the following accept

A. situation
B. background
C. assessment
D. constitution

Back 3

D. The situation, background and assessment are each important components in framing a situation. Recommendations and the communication sections are missing in the question. A constitution is not part of an SBARC.

This one to two page proposal helps to frame a situation or request, as wells as a method of addressing the situation. An SBARC is an easy way to document the situation and proposed approach to a very wide audience. The simplicity of the tool makes it easy to develop and provide a concise summary for leaders to assess prior to committing to a full project proposal.

Front 4

Which of the following is NOT a recommended inital assessment tool?

A. face-to-face interviews
B. web survey
C. depatmental meetings
D. focus group meetings

Back 4

B. Web surveys may be very helpful in follow up assessments but are an impersonal way to gather your baseline data. Face-toface meetings, departmental meetings and focus groups all take the time to get you in front of individuals of interest. Your presence will add value to the feedback. Web surveys may be needed if the inital groups are too large. However, they are not a preferred venue.

Front 5

When writing policy and procedure materials for your organization, each of the following should be considered EXCEPT

A. whether the policy is measurable and enforceable
B. whether a policy is intended to impact all employees at the department level.
C. a comparison of policies implemented by local and national peers.
D. available reference materials from professional organizations

Back 5

B. A policy or procedure that will affect all employees needs to be placed at the organization, rather than the department level. Policies are difficult enough to find and follow; they are especially difficult to have an impact if they are only within a departmental set of policies and procedures. It is important that you have the ability to measure and enforce the policies that are written. Do not go it alone. Look to others like peers and national and international organizations to give you assistance.

Front 6

The actions of doing good, being honest and acting fairly are all qualities of a sound...

A. business impact analysis
B. systems design
C. corporate mission
D. business ethics position

Back 6

D. business ethics position

The business impact is an assessment of how an action will enhance or inhibit the business. Systems design would not include the listed elements. Corporate missions are statements of why the organization exists.

Front 7

On average, what percentage of the original cost should be related to system maintenance?

A. 10 %
B. 15%
C. 20%
D. 25%

Back 7

C. 20%

While it is possible for the maintenance costs of a system to vary, it is unlikely that the current rate will fall outside of the 17 to 22 percent range - thus making 20 percent the most accurate of the options provided.

Front 8

Successful conflict resolution is achieved through a mutual focus on:

A. eliminating differences of opinion
B. finding the common ground of the parties in conflict
C. understanding the personality types of the parties in conflict
D. following a proposed solution provided by the mediator

Back 8

B. finding the common ground of the parties in conflict.

Front 9

Which of the following is NOT typically a part of the IT strategic plan?

A. current systems state
B. desired future systems state
C. summary of IT initiatives supporting organization goals
D. IT project sponsors for each initiative

Back 9

D. IT project sponsors for each initiative

Each of the first three options is necessary for understanding where you are (that is to say the current state) and where you desire to be (that is to say the desired future state). Each IT initiative needs to be clearly linked to an organizational goal to help validate its value. If specific sponsors are identified with each project, they should be the administrative or operational sponsors of the project, rather than the IT sponsor.

Front 10

What is a mission statement?

Back 10

A statement of why the organization exists, or what its purpose is.

Front 11

What is a vision statement?

Back 11

A statement of where the company wants to go or what it wants to be.

Front 12

What is a values statement?

Back 12

A list of values that help individuals understand what the company supports and appreciates most.

Front 13

What is a goals statement?

Back 13

Goals are measures set to accomplish the vision

Front 14

What is a Gantt chart?

Back 14

A Gantt chart includes a series of rows detailing each of the steps and substeps to be completed within the project.

Front 15

What is a control chart?

Back 15

Control charts are statistical representations. They typically have lines representing the upper and lower control limits.

Front 16

What is an SBAR or SBARC tool used for?

Back 16

This is a one or two page proposal that helps to frame a situation or request and serves as a method of addressing the situation.

Front 17

What is scope creep?

Back 17

Scope creep is the undisciplined addition of new goals, objectives, and milestones that have a negative effect on a project's cost or timeline

Front 18

When does scope creep occur?

Back 18

Scope creep occurs when inadequate analysis of suggestions are allowed to work their way into the process.

Front 19

What is an effective way of eliminating scope creep?

Back 19

Anticipating scope creep and having a method to review scope change recommendations with the project's leadership team on a regular basis.

Front 20

How can isolation can be prevented and communications can be enhanced?

Back 20

regular departmental and systems assessment

Front 21

What is the the baseline assessment of organizational perception of systems and departmental effectiveness designed to do?

Back 21

gather data regarding the systems that the stakeholders are using and the way they are being used

Front 22

What are two ways a baseline assessment can be approached?

Back 22

1. face-to-face interviews
2. unit rounding

Front 23

How often should baseline assessment be completed?

Back 23

reassessment should occur on a quarterly or semi-annual basis

Front 24

How can follow up assessments be accomplished?

Back 24

by telephone or web based surveys

Front 25

What is the difference between departmental and systems effectiveness?

Back 25

In the departmental assessment, the value is in understanding how the personnel respond and relate to others within the organizations

Front 26

How is departmental effectiveness measured?

Back 26

Departmental effectiveness is measuresd using interpersonal metrics reported by your customers

Front 27

What is the purpose of policies and procedures?

Back 27

The standardization of actions and operations for employees, patients and guests

Front 28

Why are departmental policies best implemented at the organizational level?

Back 28

Departmental policies do not get wide distribution and are not routinely accessible or visible to the organization's end-users

Front 29

What are the two most influential organizational standard governing bodies?

Back 29

CMS - Conditions for Coverage and Conditions of Participation

Joint Commission - JC accreditation and certification manuals

Front 30

What are the four basic elements that make up corporate compliance programs?

Back 30

1. senior management must be aware and involved in the process of compliance

2. P&Ps must reflect the organization's procedures for achieving compliance

3. education musst occur for both management and employees

4. programs must be monitored to acccess disciplinary procedures to act upon non-compliance

Front 31

What is the definition of the culture of an organizational environment?

Back 31

The culture can be defined as the behavior of the inviduals based on years of beliefs, processes and actions.

Front 32

What are four comparative benchmarks to guage overall system performance?

Back 32

1. budget
2. financial and non-financial indicators
3. benchmarks
4. quality indicators

Front 33

What are three financial indicators to judge system performance?

Back 33

1. DAR - Days in accounts receivable
2. DNFB - Discharged not final billed
3. Days cash on hand

Front 34

What are three tools that can help improve communication?

Back 34

1. a meeting agenda
2. a business report
3. project communication plans

Front 35

What are 5 ways a difficult meeting can be facilitated?

Back 35

1. use robert's rules of order
2. keep a record of motions and seconds
3. record the essence of discussions, including names of partipants and when there is dissension
4. don't allow one person to dominate a conversation
5. ask speakers to clarify whether they are speaking in favor or against a particular motion

Front 36

What is a good way to find alternatives to a specific vendor?

Back 36

Ask the vendor who they view as their key competitors and why

Front 37

How should an organization arrive at an original contract with a vendor?

Back 37

Merge together your company's contract template and the vendor's contract template

Front 38

What is the expected range of maintenance costs on software?

Back 38

Between 17 to 22% of the application cost

Front 39

What is the most beneficial method for clients to determine timing of initial costs?

Back 39

Make the payments tied to the delivered and functioning tools

Front 40

What is the most beneficial method for vendors to determine timing of initial costs?

Back 40

Make the payments due at contract signing

Front 41

When negotiating the contract, when should you ask to begin paying maintenance?

Back 41

Target the first anniversary of the contract or at the product signoff, whichever is later.

Front 42

How can you avoid or reduce paying implementation fees?

Back 42

Determine if there are alternate providers that may be less expensive

Front 43

How can you limit out of control costs in the contract?

Back 43

Specify a "not to exceed" limit

Front 44

What are _ methods of remediation you can ask for if your milestones or performance objectives are not met?

Back 44

1. on-site professional services
2. future discounts on maintenance or enhancements
3. direct contact to company leaders
4. financial penalties

Front 45

What tool is helpful in conflict resolution?

Back 45

personality inventory tools that are easy to administer and interpret

Front 46

How should you start the process of conflict resolution with the parties in question?

Back 46

find the common ground on which the parties can build their relationship and issue resolution

Front 47

What should a mediator avoid during the process of conflict resolution?

Back 47

solving the problem by choosing a solution of your own making or selecting a side that is proposed

Front 48

What are 3 methods to provide low cost access to continuing education?

Back 48

1. vendor user groups
2. professional society membership
3. vendor educational opportunities

Front 49

What are five things the IT strategic plan should include?

Back 49

1. the organization's mission, vision, goals and strategies
2. the current state of systems and processes and an assessment of their effectiveness
3. the gaps that exist between current functions and those that need to be developed
4. the timeline for staff to manage development vs the cost associated with external development or purchase
5. identify who will take responsibility for the initiatives to be addressed

Front 50

What idea is important to reinforce in the initial stage of the IT strategic plan?

Back 50

There are no IT projects, only projects organizational and strategic in nature.

Front 51

What are four ways that the IT strategic plan can be maintained as a "living object"

Back 51

1. make it an addendum to the organizational strategic plan
2. make the key objectives visible to the department so that they see it daily
3. tie performance objectives back to this plan
4. treat the plan as a project with color-codd scorecardss of achievement

Front 52

What are the two dimensions of risk?

Back 52

magnitude and impact

Front 53

What is business continuity planning?

Back 53

Business continuity planning is a comprehensive contingency plan in the event of a catastrophic loss of business function through any kind of disaster.