There were multiple stakeholders from the onset of this project; however the key stakeholders were from a clinical/corporate/business and ICT background.

  • Clinical stakeholders originally initiated the mandate for the KDCPMS Project.  They have been the driving force behind a lot of aspects of the project.  Clinical direction of the project was key to benefit realisation being achieved.  Ultimately the medical and nursing teams would be the main users to utilise the application and their input was sought throughout the lifetime of the project and especially during the implementation stage.  Strong leadership was required from the clinical leads in order to facilitate the implementation of the application.

  • Corporate/Business stakeholders consisted of the national and local stakeholders.  The HSE represented the national stakeholders and were driving the project from a top down approach.  They were responsible for providing a high level of governance on the overall project from a national perspective.  They sought clinical improvements for the patients, integrated/innovative software provision for the clinicians and value for money for the taxpayer.  Local business stakeholders saw the potential for having access to data that would help them plan their service and as the project developed the local business interests became very aware of the commodity value of the data that could feed into cost savings for the organisations.

  • Although the project was driven from a national ICT perspective, buy-in from local ICT was paramount to the success of the project.  Local resources were required for interface development and the local implantation team Project Manager in most cases was from the local IT department.  Since each site implementation differed, having access to local IT and an insight into their ICT infrastructure was a key element to delivering the project successfully.  

Infographic of internal and external kdcpms stakeholders

The national implementation of a project of this magnitude relied heavily on open lines of communication between all parties involved.  Routine meetings were scheduled for senior stakeholders and national project team to discuss current project status, review timelines and discuss any deviation from the project plan.  At these meetings potential risks were highlighted and processes put in place mitigate against these risks.  Minutes were taking at all meetings and circulated.

Furthermore, local implementation teams and local stakeholders engaged in weekly conference call with the project teams during the implementation phase of the project.  Also the senior project manager from the national project team was available on site to work hand-in-hand with the local team to assist with any issue that presented and also to give guidance and to utilise the experience gathered from previous implementations.  


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