scholarly journals Organizational and Implementation Issues of Patient Data Management Systems in an Intensive Care Unit

2001 ◽  
Vol 13 (3) ◽  
pp. 20-29 ◽  
Author(s):  
Nathalie Mitev ◽  
Sharon Kerkham
1998 ◽  
Vol 24 (2) ◽  
pp. 167-171 ◽  
Author(s):  
N. F. de Keizer ◽  
C. P. Stoutenbeek ◽  
L. A. J. B. W. Hanneman ◽  
E. de Jonge

2001 ◽  
Vol 12 (suppl 1) ◽  
pp. S83-S86
Author(s):  
REINHOLD FRETSCHNER ◽  
WOLFGANG BLEICHER ◽  
ALEXANDRA HEININGER ◽  
KLAUS UNERTL

Abstract. Electronic patient data management systems (PDMS) were clinically used for the first time in the 1970s. Their purpose was to automatically document vital parameters sampled by monitors and to replace handwritten medical files. Because of the continuous development of computer technology, however, demands on PDMS have increased immensely. PDMS are currently expected to assist clinicians at every level of intensive care, i.e., at the strategic level of physicians' orders and prescriptions, at the operational level, and at the administrative level. In 1994, a PDMS (CareVue; Agilent Technologies) was installed and further developed in the anesthesiologic intensive care unit of the university hospital in Tübingen. The goals of this article were to describe the current demands on PDMS, to communicate our experiences in implementing a PDMS, to list the costs of purchasing and maintaining the system, and to report on the acceptance among physicians and nursing personnel. This article may assist new users in planning for, purchasing, and implementing a PDMS.


Author(s):  
Nathalie Mitev ◽  
Sharon Kerkham

Since the National Health Service reforms were introduced, the NHS has moved towards a greater emphasis on accountability and efficiency of healthcare. These changes rely on the swift delivery of IT systems, implemented into the NHS because of the urgency to collect data to support these measures. This case study details the events surrounding the introduction of a patient data management system into an intensive care unit in a UK hospital. It shows that its implementation was complex and involved organisational issues related to the costing of healthcare, legal and purchasing requirements, systems integration, training and staff expertise, and relationships with suppliers. It is suggested that the NHS is providing an R&D environment which others are benefiting from. The NHS is supporting software development activities that are not recognised, and the true costs of this task are difficult to estimate. It is also argued that introducing PDMS crystallises many different expectations making them unmanageably complex. This could also be due to PDMS being a higher order innovation that attempts to integrate information systems products and services with the core business.


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