Information System Management & Quality - Essay Example

In an effort to improve service delivery, NHS decided to employ information technology in its structure. This project is known as The National Project for Information Technology NPfIT and is run by the NHS Connecting for Health (CfH); this is a department that is tasked with the duty of providing information when and where it is needed. NPfIT is meant to bring new computer systems and services to the NHS to help improve the care and services patients receive. These systems are expected to community services and GPS systems to hospitals; hence, make it easy for hospitals to reach patients.

In addition, the services provided, such as EPR, would make it possible for staff to access information vital to their patients’ treatment easily, securely, and quickly. The service ventured, in a project, to digitize its operations by developing an Electronic Patient Record, hereafter referred to as EPR. Some of the other services provided under NPfIT include a Patient Administration System, PAS, and a Picture Archiving and Communications System, PACS. All these systems work together to enhance service delivery in public hospitals.

However, only 1.07% of facilities that were expected to use the EPR were using it as of January 2010 (Savage, 2010). This paper circumvents around NPfIT’s provision of Electronic Patient Records at Bexley Hospital. Management and Quality Issues Raised by NPfIT Managers were under pressure to deliver the massive project within a very limited time span. This forced managers to compromise quality by rushing the project at the hospital. The financial difficulties that managers face compromise their performance (Anon., n.d.). This is because such difficulties shift managers’ attention from project implementation to seeking extra finances and ways to cope.

Managers are preoccupied with the need to meet strict deadlines while avoiding incurring extra costs. NHS split some units, making it difficult to prioritize activities and attain performance ratings; this compromised the quality of individual services and products. The result is that the project implementation at Bexley failed. This was as a result of numerous factors discussed below: Rushing the Project The NPfIT pushed for the speedy completion of tasks during development at Bexley Hospital.

The hospital’s management had no option but to comply with his requirement so that Bexley is not delisted from the project. This is despite drawbacks brought about by stringent government procurement rules that delay the delivery of equipment and other resources (Comptroller and Auditor General, 2011, p.14). These delays make the supplies required irrelevant or valueless to the project by the time they are delivered, compromising