Cphims 8 - Administration Leadership

Front 1

What is a strategy?

Back 1

A strategy is a formal or informal plan of action to achieve a goal.

Front 2

What is the mission statement of an organization?

Back 2

The mission statement describes the reasons why the organization exists, in other words it is a purpose statement.

Front 3

What is the vision statement of an organization?

Back 3

The vision statement describes where a company wants to go or what it wants to be.

Front 4

What are the values or value statement of an organization?

Back 4

The values of an organization are the code of ethics, and allows others to understands what the company supports and appreciates the most.

Front 5

What are the goals of a company?

Back 5

Goals are tangible, high-level milestones that a company sets as a road map to reaching the visions stated in the vision statement.

Front 6

Do operational goals direct IT or does IT direct operational goals?

Back 6

Operational goals direct IT, as IT is there to serve as a tool to achieve operational goals.

Front 7

Advice: Have a contingency plan for addressing resource needs when the unexpected occurs. this will help an organization remain nimble and make more efficient and thoughtful decisions in matters requiring IT support.

Back 7

Advice: Have a contingency plan for addressing resource needs when the unexpected occurs. this will help an organization remain nimble and make more efficient and thoughtful decisions in matters requiring IT support.

Front 8

Advice: An IT leader needs to understand and support the organizational goals with their system level knowledge and expertise.

Back 8

Advice: An IT leader needs to understand and support the organizational goals with their system level knowledge and expertise.

Front 9

Advice: IT leaders must help other leaders of the organization realize measures that define progress and success. If these measures are not in place, how will leaders know success has been achieved?

Back 9

Advice: IT leaders must help other leaders of the organization realize measures that define progress and success. If these measures are not in place, how will leaders know success has been achieved?

Front 10

What is a project crosswalk?

Back 10

A project crosswalk is a way to visually list projects against vision and goals of the organization. This way, an org can ensure all IT projects are in line with the direction of the organization.

Front 11

Advice: Measures that monitor ongoing effectiveness and progress of a department's activities are necessary for an effective leader to judge the performance of their department.

Back 11

Advice: Measures that monitor ongoing effectiveness and progress of a department's activities are necessary for an effective leader to judge the performance of their department.

Front 12

What is the QOS?

Back 12

Quality of Service, an indicator that helps leaders/managment track quality of services provided by IT, be it Network performance, Helpdesk issue turnaround times, Number of complaints with support staff attitude, etc. These are best described in a dashboard visual aid, i.e. Control Chart.

Front 13

What is a control chart?

Back 13

A control chart is a graph that contains an Upper Control Limit (UCL), a Lower Control Limit (LCL), the Goal indicator, a Stretch Goal limit and the actual measured progress. This basically plots actual progress with the goal, upper and lower limits and stretch goal.

Front 14

What is the SBARC tool?

Back 14

A way to initiate a project. It stands for, Strengths, Background, Assessment, Recommendation and Communication (SBARC).

This short 1-2 page document helps to frame the request or proposed project and helps in the evaluation of the proposed initiative.

Front 15

What is GENERALLY the scope of a project?

Back 15

The:

1) Project deliverables
2) Cost
3) Timing

are the GENERAL scope of a project.

Front 16

Advice: An effective way of handling scope creep is to expect that it will happen and have a formal process to regularly review changes through the execution of the project.

Back 16

Advice: An effective way of handling scope creep is to expect that it will happen and have a formal process to regularly review changes through the execution of the project.

Front 17

Advice: Regular departmental and systems assessments help to keep systems and IT services tailored to the clinical areas they support. This way, the assessment covers the systems utilized and their effectiveness.

Back 17

Advice: Regular departmental and systems assessments help to keep systems and IT services tailored to the clinical areas they support. This way, the assessment covers the systems utilized and their effectiveness.

Front 18

Advice: It is important to have objective and subjective assessments of systems and IT services as it could be that objectively the systems/services are performing as expected but subjectively, perceptions might have changed and the performance might need to become better. Or, the subjective analysis might provide the IT leaders with a conversation point to discuss the limitations and expectations of the systems/services.

Back 18

Advice: It is important to have objective and subjective assessments of systems and IT services as it could be that objectively the systems/services are performing as expected but subjectively, perceptions might have changed and the performance might need to become better. Or, the subjective analysis might provide the IT leaders with a conversation point to discuss the limitations and expectations of the systems/services.

Front 19

When are Face-to-Face interviews useful?

Back 19

Face-to-Face interviews are useful for systems that affect only a small number of stakeholders, especially when they work in disparate parts of the company.

Front 20

What are departmental meetings or Town Hall meetings good for?

Back 20

A way to generally see the perceptions of the multitude of users.

Front 21

What are Focus Group meetings good for?

Back 21

They are a way to discuss specific situations of perceptions regarding system functionality.

Front 22

Advice: Once an initial / baseline analysis is complete, commit to a regular follow up analysis.

Back 22

Advice: Once an initial / baseline analysis is complete, commit to a regular follow up analysis.

Front 23

What is departmental analysis?

Back 23

A way to see how IT personnel respond and interact with other personnel in the organization.

The departmental effectiveness is measured using interpersonal metrics reported by the customers of IT.

Front 24

What is the customer's typical first impression of IT formed from?

Back 24

From the amount of time it takes the IT dept to solve the customers problem. Faster is better.

Front 25

What are 2 criteria when evaluating customer support staff?

Back 25

1) If the IT staff empathize with the concerns and frustrations of the customer.

2) Does the IT staff communicate regularly wiht the customers whey they are working on a problem that takes more than just a short time to solve?

Front 26

What are the quantitative dimensions of system effectiveness?

Back 26

1) Perform a baseline analysis of pre-implementation conditions.

2) Enlist customers to define success measures of implementation.

3) Perform a post implementation analysis right after implementation and then again on a regular interval until customer perceptions are positive.

Front 27

What are good guidelines to follow in writing policies and procedures?

Back 27

1) Determine at what level this P&P will be administered at, departmental or organizational.

2) Find examples from similar institutions.

3) Include in the policy what is reportable and measurable, otherwise it will be hard to validate compliance.

Front 28

What is the key operating document for a hospital that receives CMS funding?

Back 28

The Conditions for Coverage and Conditions of Participation document.

Front 29

What are the basic elements of a corporate compliance program?

Back 29

1) Senior leadership must be involved with compliance.

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

3) Edu must occur for both management and employees.

4) Programs must be monitored to access disciplinary procedures to act upon non-compliance

Front 30

Advice: Serve as a listener first; speak only in an effort to clarify what you have heard or to ask questions for clarification.

Back 30

Advice: Serve as a listener first; speak only in an effort to clarify what you have heard or to ask questions for clarification.

Front 31

What is DAR?

Back 31

Days in Accounts Receivable, is the average amount of time it takes or the org to receive payment from payors after bill shave been submitted to the guarantor.

Front 32

What is the DNFB indicator?

Back 32

The Discharged Not Final Billed is an indicator of the expected amount of money to be billed to the guarantor but not yet submitted because of outstanding documentation or procedural issues.

Front 33

What is days cash on hand stand for?

Back 33

It is the number of days an organization can operate with the amount of liquid cash available in the bank account.

Front 34

Advice: In conflict resolution, you have to know the desired outcome state of each of the parties in the conflict.

Back 34

Advice: In conflict resolution, you have to know the desired outcome state of each of the parties in the conflict.

Front 35

What is the key factor of the IT Strategic Plan?

Back 35

It is that the IT Strategic Plan perfectly aligns with the Organizational Strategic Plan.

Front 36

What should the IT Strategic Plan contain at the minimum?

Back 36

1) Orgs mission, vission, goals and strategies.

2) Define the current state of systems and processes and assess their effectiveness.

3) Identify the gaps between current state and desirable future state.

4) Identify people who will take responsibility for the planned initiatives.