IT Acquisition Management for a new Video Shop
Individual Project Activities
Identification of a problem
Organization:
Component:
Showtime Video Store
Business Capture Group
The problem is that there is no real information technology security measure employed in the video shop. There is very little awareness of the necessary IT security measures amongst the current management heads which is why they need an effective IT security plan and structure to implement to ensure there is no copyright infringement and stealing from their shop.
Business Activities and Processes Affected by the Problem
The problem directly affects all products and videos that are at the disposal of the customers online as well as on-site.
Actual Performance (e.g., current baseline)
The guidelines associated to the informational security strategy should incorporate contingency actions which will facilitate the video shop to endure any discrepancy or calamity and tackle it audaciously. Actions like incorporating data storage and extraction with the use of data-warehousing and data-mining techniques, preserved paraphernalia, and implementing DBMS-Database Management System are of immense significance for enabling the overall functionality to be persistent.
Target Performance
* Assemble the organizational information security strategy for the video shop:
Managerial executives of a dynamic video shop entity should endow appropriate guidance on the basis of their own experience and expertise, systematize the informational security guidelines entailing; generate efficient methodology, mechanism, augment procedural methodologies, and ascertain accurate filing of the procedural methodologies.
* Ensure employee acknowledgement:
To adhere to the strict and dedicated implementation of the video shop's information security guidelines, each and every personnel should comprehend its significance by supplying an explicit recognition of ratification of these guidelines.
* Ensure confidentiality agreements:
Explicitly illuminate and formulate surreptitious accords, which will facilitate the video shop entity in those stances where external participants and parties are engaged with the corporation in ventures which necessitate strict correspondence in conveying data pertaining classified information.
* Guarantee the security of the material used in the premises and informational equipment:
Workplace paraphernalia entailing; procedural filings, details concerned with methodological data, intranet related to the hardware and software, wiring and other vital aspects of the corporation should be addressed with utmost priority, and protecting them should be of greatest precedence.
Performance Gap
The performance gap is definitely in the lack of IT measures and their awareness at the administrative level. This leads to a deficit of IT applications to increase security.
Organizational KPIs Affected
Sales revenue, return on assets, return on investment
Principal Stakeholders
Chief Executive Officer, Video Distributors, manager of IT Department
Tentative Solution Strategy
Investigate the feasibility of the current security measures that are applicable in the video shops with similar structures. Use those strategies as measures to customize the IT security measures and then implement them with backup contingency plans that will be applicable for different risk scenarios.
Acquisition Need Confirmation
IT security measures will definitely solve this particular concern and shortcoming in the security measures of this video shop and the IT services will be necessary with the passage of time.
Template 2: Documentation of Requirements
OBJECTIVE OF THE REQUIREMENTS:
Ethics
REQUIREMENTS CATEGORY
REQUIREMENTS DEFINITION
1. Workforce Considerations and Obligations in the Security Matrix
All the personnel should have the comprehension of their obligations, which are aligned to the anticipations of the video shop. As encountered by Siemens, the corruption inquiry instigated the managerial executives to entail the ethical values and a belief from the lowest portion of the personnel to the highest most personnel, this technique was in contrast to the usual practice of teaching the top tier first then moving downwards towards the lower half of the organization hierarchy.
2. Generating E-business Evaluation Programs with regards to legal rights as well as the competition
1. Website portal
2. Use of passwords and firewalls
3. Use of back-up drives
4. Attaining rights of distribution from the suppliers
5. Attaining online business ventures
3. New Functionalities for E-business Solutions
When instigating a profit generating venture it's a prevalent practice that all the associated aspects which can be affirmative or negative should be comprehended. Although, the aspects for a video-based venture will be of diverse nature as compared to that of a conventional venture. The most effective stance for the comprehension phase of any venture is that the prime motive of the estimation should be congruous as well as focused on the presumed achievement factors.
4. Existing Business Shortcomings and Pitfalls
There is little to no personnel currently employed in the firm who can assert and implement the necessary security measures needed for the video shop.
The video shop is a new business, hence has very limited network of suppliers and contracts from distributors
5. Cost Limitations
Anticipated cost of an entire new IT security measure will cost upwards of $200,000 for the first-time investment. Upgrades of these security matrixes will also cost between $2-30,000 on a quarterly basis. Monthly maintenance will depend upon the overall software applied for the security matrix as well as its expanse.
6. Other Limitations or Constraints
All employees will need to be trained on the new requirements that IT acquisition will bring into the business
A new department will need to be built, whether its an IT department or a R&D department, that will focus on the upgrades and advancements of the IT acquisition with the passage of time
7. Security & Privacy Requirements
Establishment of a network security structure and alliances or contractual agreements with IT experts in the industry.
8. Number to be Implemented
The solution must be provided for the entire online database as well as the tangible shop site
9. Schedule
The acquisition can be completed within three to four months in order to bring about heightened and quick results as well as quick financial returns.
10. Other Requirements
Regular training sessions for the workforce
Attain contractual agreements with distributors
Template 3: Summarizing Alternative Solutions
OBJECTIVE:
Reduce the amount of time required to prepare graphics for proposals and to integrate graphics with the text
Name of Solution Alternative
Summary Description of Solution That Meets the Stated Requirements
Alternative Solution #1: Give Training in Ethics
A contemporary training schedule was formulated which entailed ethical obligations of the personnel, granting them appropriate and accurate representation of their individual obligations associated to their designation. Similarly, some particular attributes related to ethical values and practices were in jeopardy at HP, and personnel encountered tribulations. Hence the managerial executives should formulate such a training schedule which could tackle this impasse. These decisions are beneficial for both the video shop and its personnel, because it endorses a healthy involvement from the personnel which ultimately leads to the overall enhancement in the corporation's functioning
Alternative Solution #2: Use E-business structures
It is of utmost importance that one should assess the commodities or services which can be traded through a video shop. Services as compared to commodities are effortlessly traded through a video shop due to its attribute of being an tangible object. Therefore, when assessing the details of a video-based venture one should comprehend every minute detail. Judge every commodity or service which can be traded, assess the pricing of different entities of that particular commodity or service, and if feasible then also gather the reputation of that commodity or service in terms of reputation amongst the consumers. Always bear in mind that pricing criteria differs from venture to venture and a healthy practice is to assess the psychology behind the pricing decision rather than focusing on the absolute terms.
Alternative Solution #3: Design a web portal
It is quiet straightforward to analyze that an online video shop venture would generally entail the presence of a website. There is a universal practice of using an existing domain name which either incorporates an outlay on yearly basis or a payment of a lump sum amount if that domain is owned by someone; the former stance is much more feasible than the latter one on the basis of cost effectiveness. When one decides to purchase a domain then the aspect of renaming that website along with the venture arises. After arranging a website one requires a web hosting buttress, which will represent the website on the World Wide Web. Appointing a specialized entity which offers the solution of web hosting and assists in any prospective discrepancy is a very efficient opportunity in securing an internet-based venture. To formulate a website there are two approaches; one approach is to appoint a graphic designer if one needs to construct a website with ingenuity and novelty which could prove to be important for the image of a video shop, while the second approach is to implement software which assists in constructing a website by offering patterns and outlines.
IT Acquisition Confirmation
Each alternative solution described above requires the acquisition of IT services from an external IT service provider selected in open competition. [Note: Do not remove or change this statement.]
Template 4: Analyzing Alternative Solutions
Alternative Solution
Responsiveness to Requirements
Feasibility (Capable of Being Successful)
Enterprise Architecture
Risks and Constraints
Affordability
New Opportunities
Rank Order
Alternative. #1 Ethics and Training
Can meet all requirements
Feasible
Supports; no conflict
Risk of conflict between business ethics and social ethical standards
Highest costs but Affordable, will need regular sessions held from trained IT professionals
Increased business awareness
1
Alternative. #2 Use E-business structures
Can meet all requirements
Feasible
Supports; no conflict
No prior experience could lead to amateur e-business constructions and rigid structures in the initial stages
Higher costs but under the urgency and necessity of it application, it will be considered affordable
Long-term benefits for conducting business beyond time and space limitations and taking the business national without investing in tangible assets
2
Template 5: Alternative #1 Risk Analysis Results
Alternative Solution #1 (Tentative Solution Rank Order #1): Ethics and Training - Risk of conflict between business ethics and social ethical standards
Risk Category
Probability
Impact If Occurs
Mitigation Strategy
Approx. Risk Exposure
Risk Priority
Organizational Risk
a. Employees might be unwilling to train
b. Training might take longer than anticipated
c. Input costs might break even in the first phase of implementation
a. 10%
b.25%
c. 20%
a. $1,000 - $2,000
b. $10,000 - $25,000
c. $10,000 - $20,000
a. Introducing motivational aspects to promote training by giving increased salary packages, compensations, etc.
b. Arrange multiple training sessions in a day and multiple divisions of employee
c. Run initial analysis to analyze the total cost-benefit ratios
a. $3,000 -$5,000
b.$2,000 - $3,000
c. $7,000 - $9,000
a. 1
b. 3
c. 2
Information Security and Privacy Risk
Complexity Risk
Unforeseen assumptions
15%
$5,000 - $20,000.
Run prior analysis on costs, possible patterns, identification of variables based on competitor analysis
$1,000 -$3,000
4
Infrastructure Risk Possible Hardware and Software Problems
. 40%
.$20,000 -$40,000
Require regular check-ups and maintenance calls
$20,000 -$30,000
5
External Risk
Average Probability
22%
Total Approximate Risk Exposure:
$43,000 - $50,000
Template 5: Alternative #2 Risk Analysis Results
Alternative Solution #2 (Tentative Solution Rank Order #2): Use E-business structures - No prior experience could lead to amateur e-business constructions and rigid structures in the initial stages
Risk Category
Probability
Impact If Occurs
Mitigation Strategy
Approx. Risk Exposure
Risk Priority
Organizational Risk
Rigid business structures and evaluations
50%
$5,000 - $20,000
Outsource integral structures and attain professional/expert IT consult
$2,500 - $10,000
1
Information Security and Privacy Risk
Potential oversight of necessary IT additions
20%
$15,000 - $50,000
Third party evaluations of implemented structure
$3,000-$10,000
2
Complexity Risk
a. Negating cost-benefits ratios
b. New adoptions required after minimal use of IT acquisition
a. 20%
b. 10%
a. $5,000 - $20,000.
b. $5,000 - $20,000
a. Run prior feedback tests and trials on potential applications and the impact of their use on returns on investments
b. Make sure all applications used are only the ones that best apply to the current business structure; if change is required, run cost-benefits ratio before change is implemented
a. $1,000 -$4,000
b. $500 - $1,000
a. 3
b.4
Infrastructure Risk
External Risk
Average Probability
33%
Total Approximate Risk Exposure:
$7,000 - $25,000
Template 6: Work Breakdown Structure
Template 7: Economic analysis (please note all analysis were done on a separate application and then copy pasted to word)
Required Hardware/Software
Cost ($)
Network Software / Hardware
20,000
Old pc upgrade
Software purchase
30,000
Other hardware/miscellaneous
TOTAL
58,000
DEVELOPMENT
HOURS
COST
TOTAL
2 Network Engineers
60
50
2 Software Engineers
55
33000
2 System Analyst
40
20000
1 DBA
55
40
1 Database Analyst
40
40
4 Software Developers
40
56000
Other (data entry etc.)
14
121,600
TRAINING/MISCELLANEOUS
COST
1-week training for system administrators
10000
1-week training for store managers
15,000
Legal Professional/consulting
60000
TOTAL
85,000
HARDWARE / SOFTWARE
58,000
DEVELOPMENT
121,600
TRAINING
85000
TOTAL NONRECURRING COST
264,600
ANNUAL SOFTWARE OPERATION/MAINTENACE COST
PERSONNEL
HOURS
COST
TOTAL
Programmer / Analyst
40
12000
Network Engineer
50
15000
TOTAL
27000
SYSTEM MAINTENANCE
Application Software Maintenance
$60,000
TOTAL
60000
TOTAL DEVELOPMENT (NONRECURRING COST) 264,600
MAINTENANCE COST (RECURRING COST) 87,000
The above costs and benefits are combined into the cost-benefit analysis below. This analysis deems the project feasible and worthwhile.
Year 0
Year 1
Year 2
Year 3
Year 4
Year 5
Economic Benefits
$0.00
200,000
550,000
780,000
1,000,000
1,050,000
Initial Cost
264,600
0.0
0.0
0.0
0.0
0.0
Recurring Cost
87,000
87,000
87,000
87,000
87,000
87,000
Total Cost
351,600
87,000
87,000
87,000
87,000
87,000
OLD VS NEW COST
0
2000
OLD SYSTEM
0
250,000
450,000
750,000
1,020,000
1,250,000
NEW SYSTEM
351,600
450,000
640,000
760,000
880,000
1,050,000
all figures are in dollars
9.3 BREAK EVEN ANALYSIS
Accounts by thousands
PAYBACK ANALYSIS:
Template 8: IT Investment Assessment Rating Form
IT INVESTMENT ASSESSMENT RATING MATRIX
Solution Alternative #1
Ethics and Training
Solution Alternative #2
Use E-business Structures
Value Assessment Criteria
Criterion Weight
Alternative 1 Ratings
Alternative 1 Weighted Scores
Alternative 2 Ratings
Alternative 2 Weighted Scores
ROI and NPV
8
8
5
8
6
Strategic Match
4
4
4
4
4
Competitive Response
2
2
0.5
2
1
Definitional Certainty
2
2
1.5
2
2
Executive Support
2
2
2
2
1
Quality of Worklife
1
1
1
1
1
Enterprise Architecture
1
1
1
1
1
Total Weighted Value Score
20
20
15
20
16
Risk Assessment Criteria
Criterion Weight
Alternative 1 Ratings
Alternative 1 Weighted Scores
Alternative 2 Ratings
Alternative 2 Weighted Scores
Organizational Risk
6
6
4
6
4
Infrastructure Risk
4
4
2
4
0
Information Security
4
4
0
4
1
Complexity Risk
3
3
1
3
1
External Risk
3
3
0
3
0
Total Weighted Risk Score
20
20
7
20
6
Based on benefits-costs-risks tradeoffs, the best solution alternative from among those above is:
____[Alt #2: Use of E-Business Structures]
The Application of Information Technology in Health Care Administration
Abstract
This paper is divided into two parts. The first part will focus on the e-health aspect from the perspective of a chosen CEO from the health industry and it will shed light on the overall influence of e-health on the provider and consumer interfaces in the health industry. In the second part of the paper, we will be discussing the incorporation of the IT structure within healthcare institutions with particular emphasis on hospitals and the social and technological challenges that come with it. This part will then give a detailed overview of the use and de-motivators of information technology and its use in hospitals. The paper will conclude given additional information about some barriers faced for IT implementation within the healthcare industry.
Part 1: Appraisal and Interview
The primary questions addressed to the interviewee for this interview included the following:
1. What is the perception of IT in healthcare industry?
2. Does he support IT incorporation in the healthcare industry? If yes, why?, If no, why not?
3. What are the barriers that hold most healthcare providers back?
4. Has he tried to adopt IT within the healthcare structure? What barriers has he come across personally?
5. What are the main financial loopholes for adopting IT within the healthcare structure?
a. from the point-of-view of the providers
b. from the point-of-view of the recipients
6. What are the efforts being made to encourage the incorporation of IT within the healthcare structures?
The interview was a face-to-face conversation and since the questions were open-ended, it gave me as the researcher the chance to ask details based on the responses of the interviewee. The interviewee works at a local hospital and coincides his time with local clinics as well and chose to remain anonymous for this study.
"Information technology (IT) has the potential to improve the quality, safety, and efficiency of health care. Diffusion of IT in health care is generally low (varying, however, with the application and setting) but surveys indicate that providers plan to increase their investments. Drivers of investment in IT include the promise of quality and efficiency gains. Barriers include the cost and complexity of IT implementation, which often necessitates significant work process and cultural changes. Certain characteristics of the health care market -- including payment policies that reward volume rather than quality, and a fragmented delivery system -- can also pose barriers to IT adoption. Given IT's potential, both the private and public sectors have engaged in numerous efforts to promote its use within and across health care settings. Additional steps could include financial incentives (e.g., payment policy or loans) and expanded efforts to standardize records formats, nomenclature, and communication protocols to enhance interoperability. However, any policy to stimulate further investment must be carefully considered because of the possibility of unintended consequences" (Medpac, 2004). This assertion from the study conducted by Medpac (2004) sums up exactly a local healthcare provider brought to light in the interview.
The healthcare provider, chosen for the interview, was very forthcoming in saying that IT could prove to be a useful addition to the healthcare sector if and when the people in the healthcare industry opened to it. The interviewee also confirmed that there were promising signs of increasing investments but that the IT costs and alterations to the cultural structure were the main pull-back factors for most of the local healthcare providers and recipients.
The interviewee also went on to add that by offering fresh IT techniques and methods for healthcare providers and the healthcare services recipients to willingly access and utilize all relevant health data, IT increases the probability of improved healthcare value, protection, efficiency and competence. On the other hand, he also asserted that in comparison a small number of healthcare providers have successfully implemented the modern IT structures and techniques and their structures could be used as the foundations form many local providers as well.
Most of the recent studies and practitioners of IT and healthcare assert that this minimal level of penetration of IT techniques in healthcare is partially a result of the intricate IT investment structures that expand beyond mere adaptation of technology but require alterations in the established work structures and increased responsibility for the healthcare staff working in the healthcare institutions (Medpac, 2004; Graham et al., 2010).
Some other aspects that hamper or discourage implementation of IT in the healthcare institutions as highlighted by the interviewee include the market structure which exists for the IT domain. The interviewee explained that healthcare was all about quality of life, not the years one had to live, which is why IT infrastructure within healthcare seems to be a bad match. He explains his statement and says that most of the payment policies and structures are processed to encourage quantity over quality which is a major de-motivating factor for many healthcare providers and recipients who want high quality input and output. One way that the interviewee feels this can be countered is by understanding more clearly the implementation structures of the healthcare providers who have integrated IT in their medical services. What this will achieve is that the need for further implementation will be recognized if the healthcare providers see enhancement in quality after IT implementation, he concludes.
In support of this conclusion made by the interviewee, numerous studies have also concluded that researching and observing other IT providers could lead to encouragement for expansive adoption. Observation of this extent will also ensure that the processes are analyzed and the necessary processes required for successful implementation will be outlined before adoption. This will ensure that all healthcare providers will be given apt training and knowledge before implementation and only the processes that will prove to be beneficial will be adopted based on the structure of the institution they are being adopted in (Medpac, 2004; Graham et al., 2010).
"Any policy to stimulate further investment must be carefully considered because of possible unintended consequences -- such as implementation failures due to organizations' inability to make the necessary cultural changes" (Medpac, 2004).
The aim for all healthcare providers like the interviewee chosen for this study is simply this: providing top-notch and high- quality healthcare services. For this purpose, it is necessary, the interviewee explains, that the healthcare providers and recipients see eye-to-eye on the intricate and integral issues by gathering all relevant information from different authentic sources. Once, the overall structure provides a common ground for both healthcare providers, the result will include the following aspects, which further ensures IT penetration within the healthcare structures:
Increased capability of the healthcare providers after receive the necessary training to handle IT incorporation within general healthcare practices
Easier access for healthcare providers and recipients to the relevant knowledge databases
Recognition of right to exercise and demand enhanced care
Improved communication between patient and doctor
Improved knowledge of the patients enable them to better take care of themselves and their medical condition
Improved efficiency and quality of healthcare (Medpac, 2004; Graham et al., 2010).
Having outlined all of the improvements and benefits that IT penetration in healthcare can potentially lead to, it is important to note here that the IT structure can bring the aforementioned benefits if and when the 'right' structure is implemented in the 'right' environment. The interviewee chosen for this study was very adamant on knowing the 'best fit' for the institute and explained that IT investment could not be a blind or a short-sighted one. In other words, alongside observation of successful IT structures, he believed that it is important for healthcare providers to also analyze and recognize the institution's atmosphere and structure and thus conclude the best 'modified' format of IT structure that will be most beneficial. The overall social circumstance and economic conditions will also need to be taken into account at this stage so that the unnecessary hurdles can be prevented from the initial stages of implementation only.
Numerous studies support this deduction by the interviewee and conclude that this recognition of the 'best fit' is a very important facet as the existence of different settings can result in different effects of the same IT structure. There are numerous recent studies that attest the same and illustrate how certain technologies can universally improve care facilities. Despite the results attained by these studies, the focus must still be on personal analysis first and then adaptation of an IT structure as mist evaluations are done from restrictive point-of-views and have limited coverage of human environments and structure (Medpac, 2004; Graham et al., 2010).
Currently, the pattern is such that the healthcare structures and institutions usually utilize far less IT adaptation models than any of the other industries in the world, explained the interviewee. However, in our analysis we find that numerous studies have conducted surveys that illustrate that healthcare service providers are escalating their investments in the IT sector. This increase in investments was confirmed by the interviewee. He further explained that the amount of IT investments and the categories of IT structured or arranged investments contrasted by locations as well as the structure of the institution.
For many healthcare service providers and institutions, superiority and practice developments are the main drivers to adoption of IT structures, explains the interviewee after analyzing his own motivation to support the IT incorporation within healthcare. For many other industries the primary motivation for IT investment is monetary gain and increased production efficiency which is why we see most IT structures have that element predominate all the obvious benefits, explains the interviewee, thus shying away from its use within healthcare which is mostly dominated by a superior demand of quality as opposed to profits. Furthermore, the interviewee says that when the promoted IT structure has no tangible evidence of increased quality of medical care and life, then the expenditure and the intricacy of IT performance, counting the essential managerial and workflow remodelling requirements, create further barriers and de-motivators for a majority of the healthcare providers. Similarly, the interviewee explains that doubts also rise with concerns of the constancy and efficiency of the input of the IT industry in all other spheres but especially the healthcare domain (as supported by the studies conducted by Medpac, 2004; Graham et al., 2010).
In the study conducted by Medpac (2004), it was asserted in support to the above statement made by the interviewee that "the larger health care market poses additional barriers to investment in IT. Payment systems that tie reimbursement to the volume of services delivered, for example, may penalize providers who improve quality in ways that result in fewer units of service. To the extent that IT investments lead to reduced volume, many who make the investment will not reap all of the benefits. Systems that integrate care across settings tend to be more advanced users of IT because they are able to capture some of these efficiencies. In addition to barriers posed by payment systems, a fragmented delivery system leads to redundant investments by multiple providers who lose the benefit of economies of scale. Although this aspect of our delivery system is a barrier to adoption, widespread use of IT could help providers coordinate care across settings, overcoming some of the problems of fragmentation" (Medpac, 2004).
The interviewee was quick to recognize and point out that there have been numerous efforts made by both the private as well as the public investors and sectors in order to encourage IT investments across the healthcare industry as well as healthcare service providers (as supported by the studies conducted by Medpac, 2004; Graham et al., 2010). Some of the recent efforts seen to encourage investment, according to studies conducted, include the following:
Improving, designing and encouraging industry-wide principles and regulations for investment and implementation;
Providing financial support for any and all research activities aimed to study the influence that IT has on healthcare value and quality;
Giving the necessary motivations to increase interest in IT and IT investment;
Offering the service of financial grants to the investors; as well as
Designing the necessary policies and strategies that will enhance the accessibility and transference of knowledge amid, between and across service providers, recipients and investors (Medpac, 2004; Graham et al., 2010)
In some cases, the following aspects can also be implemented in the future to encourage increased IT investment in the healthcare structure:
Alterations to the payment strategies and procedures, or simplifying them
Constructing and institution of grants and funds, as well as
Adopt necessary changes to implement specified technological structures and techniques (as supported by the studies conducted by Medpac, 2004; Graham et al., 2010)
Part 2: Healthcare and Information Technology: Cultural and Social Adjustments
"In general, IT allows health care providers to collect, store, retrieve, and transfer information electronically. However, more specific discussion of IT in health care is challenging due to the lack of precise definitions, the volume of applications, and a rapid pace of change in technology" (Medpac, 2004).
There are many terminologies that are used to identify and recognize the different kind of IT mechanisms and merchandise and the way these can perform in certain settings. These terminologies are also indicative of the different ways that these IT mechanisms and technologies can be altered and customized based on the different settings. It is important to note here that the terminologies and functions of IT tools keep changing and updating with time as new advancements are made. This is why one particular IT structure can have different models and each new model comes with a new set of functions that are applicable in specified settings (Graham et al., 2010). This means that all technological changes that are brought with IT bring about certain cultural transformations and social adjustments that are either a pre-requisite or a consequence of the adoption of the IT structures and technologies within healthcare processes.
A good example of this social and cultural adjustment required with technological incorporation can be found in the study conducted by Brailler and Tarasawa in the year 2003. In their study they observed the computerized provider order entry (CPOE) that is primarily designed to decrease the manual communication mistakes that can take place between and amongst physicians, nurses, patients or any other healthcare services providers. The CPOE allows all entries to be made into the computer system at one time and thus be reverted to whenever required. This requires careful recording one time and cancels out incorrect recollections of any sort. This structure of the CPOE is frequently used for the order entrance of prescription drugs as well as physician-recommended remedies or orders for certain patients like the use or requirement of x-rays, recording of third-party physician consultation or opinion as well as patient transfers or treatments transfers (Brailer and Terasawa 2003). The biggest adjustment that the incorporation of CPOEs brought into the healthcare system was the training of all healthcare providers and personnel on the use of the CPOEs from general entries to accessing information to inputting all relevant data. Even though, this didn't cause much social or cultural reformation, it did call for a change in routine for the healthcare providers, who with their already hectic schedules were not very open to the idea of additional training for technological incorporation.
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