Our client, a large Cancer Consortium and their University counterparts, decided to replace Cerner with Epic. This was an enterprise-wide organizational transformation of clinical and business operations giving them a nearly fully integrated EHR. This meant an implementation of Oncology and Research solutions across the institutions and specifically for the Cancer Consortium; Epic Ambulatory, Pharmacy, Health Information, Radiology, Cardiology, Inpatient and Procedure Suite department conversions.
A Ballista Consultant led the implementation and was responsible for all phase of project management activities and deliverables for Discovery, Design, Build, Testing, Training, Conversions and Go-Live. She specifically provided the Cancer Consortium program structure for scope, charter, governance, resource planning, status reporting, issue and risk mitigation. In addition to leading the program, she managed the oncology, inpatient and patient tools workstreams. Key deliverables for these workstreams include gathering requirements, leading workflow discussions, engaging with clinical operations to identify change impacts, and facilitating clinical workflow decision making sessions.
Another Ballista Consultant served as Project Managers for Bone/Blood Marrow Transplant, Immunotherapy and Research service lines. BMT and IMTX are highly complex sub-specialties that require coordination of both inpatient and outpatient workflow development and configuration. An addition complexity was to move all Research Investigational Drug Studies from paper to electronic management. Ballista also provided three additional Project Managers that led the workstreams for Interfaces and Testing, Training and Ambulatory Supportive Care Services.
The go-live fell a year into the COVID-19 pandemic and support needed to be primarily virtual. This was a complex and new situation that required immense flexibility and creativity. In a short time the Ballista team stood up virtual support for the organization using Zoom supported technologies and other solutions. On-site support was limited to vaccinated project team members and a handful of at-the-elbow physician experts. A great emphasis was placed on operational readiness prior to the day of go-live. Even with such unusual circumstances the go-live was smooth with extremely satisfied stakeholders. Per a board member "This was the smoothest EHR go-live I've ever been part of".