12
July
- Delisa M
- Comments 0
Amazing Workflow Development in Three Simple Steps
The most important part of any successful project is developing certain criteria for what actually needs to be followed. Your client’s running management should have a best practice of what work flows and processes needed for, but sometimes they generally don’t know how to interpret their needs into functional stage. On the other hand, as a counsellor, you should know the best tools that are available, but you also face a learning loop related to client’s business requirements.
This report offers a three-step guide to acknowledge you the gaps and eventually reached at the best possible solution for the client with a minimum of re-work and decision twist. With the help of training and knowledge and an assist from easy to use diagramming tools and the steps below will help you increase order and focus to an often disordered and open-ended process.
Step-1 Define the Business Need
When you present any proposal to your client a particular workflow or business idea, you may have an immediate and guaranteed solution for it as well. When your first intuition for how to handle something amazing is right, then it’s easy to manage expectations with stakeholders, if you don’t commit to your ideas until you have fully assessed all the wrinkles of a workflow.
If you get ahead of yourself, you break the risk of organizing moment for decision twist. Operational leaders with some knowledge of Epic may start guessing the second decision as well as each other leading to all meetings where much is discussed but little is concluded. This issue is unusually intense with remote meetings, which is why you are bounded to remote meetings it is especially helpful to have an attracted debrief process and not an open-ended argument.
Rather, in your introductory concern congregation, think like a reporter trying to get the ‘myth’ behind how a certain business need is addressed. For Example, let your client wants to set up a new denials management team for Hospital Billing, with process tracking in Epic. How would you write that myth? You should concentrate on who, What, When, Where, and Why of a workflow.
Who: which teams and groups of users are involved in the workflow? Who is responsible for decision making?
In our denials management example, the ‘Who’ would be the billing office managers over the insurance follow up team.
What: What is the end result of the workflow? A report? A regulatory filing? Payment? Are there multiple endpoints?
In our example, the 'What' would be a reportable denials management workflow in Epic with dedicated user.
When: What is the turnaround time for this workflow? Is this something people or the system needs to do daily, weekly, or monthly?
In our example, the 'When' is an ongoing process that is supposed to help reduce AR delays.
Where: Where are the decision points within a workflow? From a given starting point, what different paths are out there? Documentation of legacy processes is especially helpful here.
In our example, the 'Where' would be different groups who would need to investigate a denial, in a legacy process, these groups would be contacted via email, but in Epic, they would be contacted using BDC records.
Why: What is the underlying business or regulatory need being addressed here? While regulatory needs don’t change when you change IT system, make sure the business need isn’t eliminated by the transition to Epic.
In our example, the 'Why' is the need for improved efficiency in denial management and to report on the process using Epic reporting.
Step 2: Workflow design and validation
The next step to fully legalize workflow is to develop a flow chart that registers every action and decision lead. For this Microsoft Visio is the best tool, but if you can’t get approach to Visio you can still stimulate something up in Word or Power Point. The purpose is to get the first draft of the Epic workflow in a visual medium. This helps you register your thoughts, think through every possible innovation of a process, and make sure that innovations are alleged.
Once your draft done and meets your own specifications and addresses everything you learned in step 1, now it’s time to reaching out to subject matter experts. This is not a formal proof step, but a chance to get feedback from the people who know and live with the details of the operational needs.
For the last step before an official proof/acceptance session, interact your workflow with the key decision makers whose license you need. But at this stage your workflow should be close to final, but the senior manager will be confident to identify anything opaque or confusing. This will assume a lot of hidden questions with the vast group. It will also help to structure the final proof/acceptance session as more of verify on the grant upon workflow, rather than an open-ended session.
Step-3 Formal Validation and Workflow Build
There are two different ways for successful proof/acceptance session. The one depends on a great deal with the audience and the basic involvement of the workflow.
If your stakeholders are at a mark where they are convenient talking about Epic, its’s best to have the formal proof/acceptance session preceding to frame something out.
On the other hand, if the people in your acceptance still learning Epic, it may be perfect to do your proof/acceptance session as a demo. This perspective is best in an initial or when dealing with large, cross-functional teams. In this situation, build out everything in Epic based on your visio, and have a demo ready to go to present all the “sections” of workflow. Then, as you go through the acceptance session, you can brief each step of the workflow in Epic to help operational staff feel satisfied with what they are being asked to attain.
With this access, the end result should be a completed workflow carried out in Epic with full operational buy-in and minimal time lost due to decision twist and re-working the build.