Implementing a new electronic health record (EHR) is a monumental task for any healthcare organization. These projects are expensive, with aggressive timelines and many moving parts. And most importantly, the new system typically brings significant changes for users across the organization. In short, there are a lot of things that could go wrong.
That’s why many healthcare organizations choose to create a formal structure – or a project management office (PMO) – with the sole responsibility of ensuring the project is completed on time, on budget, and meets expectations. PMOs can vary greatly in size and sophistication depending on the scope and budget for the project. But, every PMO should assist with the same core responsibilities.