If you’re responsible for implementation, interfacing, or technical services, you’ve got a lot riding on client projects. As a VP or director, maintaining operating margins and topline growth are probably your top concerns. If you’re a manager, you’re continually seeking ways to do more with less, including ensuring effective use of resources and on-time project delivery. But the way interfacing is currently handled likely prevents you from achieving these goals. Considering that hospitals are dealing with an explosion of interfaces, your organization needs to find a way to effectively keep pace.
By nature, an interfacing project consists of many unknown unknowns. And far too many developers rely on trial and error and drawn-out iterative processes to get projects completed. Unfortunately, those in charge often lack the transparency into accurate information about project status. The result is an inability to predictably hit a target go-live date, impacting your customer’s planning and your ability to extract the maximum value from project resources.
The costs and risks associated with the entire interfacing lifecycle are no longer acceptable in a world that requires fast turnarounds and go-live dates. Those implementing HL7 interfaces can tap into new – and proven – best practices for more effective scoping and overall project success.