Becker's Hospital Review

57 CIO / HEALTH IT Epic managers, consultants and trainers share 10 tips for a successful go-live By Julie Spitzer E pic installations require months of prep work before a go-live, and even with plenty of training hours, organizations can still face unforeseen challenges during and aer the go-live, according to a blog post by Arron Fu on uniprint.net. For the blog post, Mr. Fu, the chief technology officer of uniprint.net, gathered 10 best practic- es from Epic experts — including project man- agers, credentialed trainers and support analysts — based on their past experiences for successful go-lives. Here is what those experts had to say: 1. Client hospitals must prioritize the items most critical for the go-live before tweaking any part of the soware. ey should also ensure their staff is on board with the installation by selecting clinical leaders, as well as developing a strong communication plan, bringing on ad- ditional support staff and celebrating the small wins. 2. Organizations should employ a support system comprised of health IT professionals with strong clinical knowledge. 3. It is important to engage all behind-the- scenes stakeholders — like finance and cod- ing experts — when developing front-end users' workflows. 4. e project planning phase should describe each step of the project in as much detail as possible. 5. Hospitals should transfer all relevant data from the old system to the new one and ar- chive the rest to avoid paying for two separate systems and running over budget. 6. Although staff should be thoroughly trained on their specific job functions in the new EHR prior to the go-live, hosting regular feedback sessions to identify and resolve any issues post-implementation is crucial for end-user satisfaction. 7. Organizations should schedule times forth- eir workflow experts to collaborate with their vendors to customize the EHR before the go- live. en, project leaders can give staff clear and specific instructions on how to complete their tasks. When customizing the EHR, or- ganizations should consider simplifying their end users' experiences in the system by limit- ing opportunities for free text. 8. To reduce some of the stress commonly as- sociated with a go-live, organizations should be as transparent as possible regarding the project's progression as a wayto empower end users and other hospital staff. 9. Organizations should devote adequate re- sources and logistics when training their staff, which might include running through patient scenarios that mimic real life. 10. Sticking to the project's timeline is critical to meet its deadline, but it is OK to accept cer- tain aspects may not be fully complete or cor- rect when the go-live date arrives; those issues can be corrected aer the launch. n The 4 types of AI Google says it won't develop By Jessica Kim Cohen G oogle CEO Sundar Pichai outlined seven principles guiding the company's work related to artificial in- telligence in a June 7 blog post. Mr. Pichai emphasized the principles — ranging from "avoid creating or reinforcing unfair bias" to "be accountable to people" — are not theoretical concepts, but "concrete stan- dards that will actively govern our research and product development and will impact our business decisions." "We recognize that such powerful technology raises equal- ly powerful questions about its use," Mr. Pichai wrote. "As a leader in AI, we feel a deep responsibility to get this right." Along with the seven principles, Mr. Pichai laid out four types of AI Google will not design or deploy. Here are the four areas Mr. Pichai detailed in his blog post, reproduced below in their entirety: 1. Technologies that cause or are likely to cause overall harm. Where there is a material risk of harm, we will proceed only where we believe that the benefits substantially outweigh the risks, and will incorporate appropriate safety constraints. 2. Weapons or other technologies whose principal pur- pose or implementation is to cause or directly facilitate in- jury to people. 3. Technologies that gather or use information for surveil- lance violating internationally accepted norms. 4. Technologies whose purpose contravenes widely ac- cepted principles of international law and human rights. Mr. Pichai's blog post follows Google's recent decision not to renew a contract with the U.S. Department of Defense, which included work leveraging AI to improve the target- ing of drone strikes. Google's work with the DOD resulted in backlash against the company from the public and its employees, according to The New York Times. In his blog post, Mr. Pichai emphasized that while Google will not develop AI for use in weapons, the company will "continue our work with governments and the military in many other areas. These include cybersecurity, training, military recruitment, veterans' healthcare, and search and rescue. n

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