Superior Solutions to Healthcare’s Complex Challenges
MMY’s approach is elegant in its simplicity. Procurements are process-oriented in every regard, with discrete deliverables at every logical conclusion of each phase. Our approach provide a clear line of sight to your organization’s strategic direction . The timeline is transparent, artifacts for requirements and data gathering are thorough but easy to use, the weighting or grading of systems is directed by you with MMY’s advice, thus resulting in a clear, data-driven result in selecting the your go-forward strategy.
MMY leverages industry knowledge to provide you prescience for the future. MMY will help in the decision-making process to determine which company will meet your needs now and in the future. That is why MMY’s process methodology is critical.
- Interview stakeholders and gather requirements
- Bring regulatory and payer knowledge to the project
- Conduct a “future-state” workshop to open the imaginations of the stakeholders
- Identify inefficiencies and points of dis-integration that need repair
- Build a conversion plan that preserves and archives legacy data
- MMY does not use “boilerplate” artifacts; they are custom to each project
- Work with the client to build a five year TCO Model
Deliverables will be based on the information provided in the scope above. Additional details provided by the designated Selection Team will include but are not limited to the following:
- A comprehensive and concise RFP
- Requirements documents gathered from interview notes
- Meeting notes and follow-up documentation
- All internal questionnaires, scoring documents, as well as vendor communications and responses
- Review session notes
- TCO Model
- Hi-Level future-state workflows
MMY has developed a comprehensive process to deliver high quality and consistent results for our clients. This has evolved into our methodology and a tool set we bring to the project. Key components of this methodology include:
- Effective and Frequent Communication: Communication begins on Day One. This initial step in the process brings all key stakeholders to the table, to ensure every work item is addressed for each department as appropriate and clear strategic goals are identified. IT, operations, revenue cycle, and clinical staff must all be included in this discussion.
- Detailed Project Plan: Developing a project plan is a great method for brainstorming all necessary components of a project and understanding how each piece will fit together as the project develops.
- Sufficient Due Diligence: Once a common vision and comprehensive communication plan has been established that incorporates all departments and stakeholders, due diligence must be performed to identify all problems areas that need resolution before a new system selection is undertaken.
- Appropriate Plan to Address Ad Hoc Issues: Even with a complete detailed project plan, a comprehensive communication plan, and successful due diligence, issues may still arise during the system selection process.