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CPHIMS |(Jason) |\exam |\questions |\with |\correct |\
answers
Issues |\facing |\healthcare |\providers |(7) |- |\CORRECT |\ANSWERS |\✔✔- Costs |\Rising -Quality |\variations |\in |\clinical |\care -safety |(patient) -evidence |\decision |\making -administrative |\process |\complexity -consumerish/heightened |\expectations -research |& |\tech |\advances Providers |\of |\care |(7) |- |\CORRECT |\ANSWERS |\✔✔-Hospitals -Ambulatory |\centers/clinics -Long |\term |\care |\providers |(30+ |\days) -Public |\health |\agencies -Community |\health |\programs -physician |\practices -pharmacies
Hospital |\characteristics |(5) |- |\CORRECT |\ANSWERS |\✔✔-Level |\of |\care |
provided |(primary, |\secondary, |\tertiary, |\sub-acute) -Ownership |(profit |/ |\non) -Geographic |\location |(urban/metropolitan |\MSA |\50k+ |/ |\rural) -Payor |\mix |(Govt, |\private) -Teaching |\status |(teaching |\hosp, |\academic |\med |\cntr, |\non-teaching |
hosp) Ambulatory |\centers/clinics |- |\CORRECT |\ANSWERS |\✔✔Services |
withOUT |\overnight |\stay Long |\Term |\Care |\Services |(4) |- |\CORRECT |\ANSWERS |\✔✔30+ |\days -Nursing |\Home -Rehab -Mental |\Health -Home |\Health Physician |\Practice |\types |(2) |- |\CORRECT |\ANSWERS |\✔✔-Group |
practices -Solo |\practices CPOE |- |\CORRECT |\ANSWERS |\✔✔Computerized |\Practitioner |\Order |
Entry |(used |\at |\pharmacies)
Healthcare |\Workforce |(4) |- |\CORRECT |\ANSWERS |\✔✔Physicians -Primary |\care -Specialists Mid-Level |\practitioners -Physician |\Assistants -Advanced |\practice |\nurses Nurses -RNs -Nursing |\Informatics Other -Administration -Board |\members -Government/payor |\organizations -Vendors -Consultants -Informatics
Functions |\of |\IT |\Department |(4) |- |\CORRECT |\ANSWERS |\✔✔-Operations |& |\tech |\support -Applications -Specialized |\groups |(e.g. |\process |\improvement) -IT |\Administration |(oversee, |\governance, |\strategy, |\staffing, |\budget) IT |\Professionals |(Executive) |- |\CORRECT |\ANSWERS |\✔✔CIO |(Manages |
dept, |\leadership) CTO |(guides |\tech |\architecture, |\tracks |\new |\technologies) CSO |(security) CMIO |(Represents |\physicians |\in |\system |\design) IT |\Professionals |(Mid-mgmt |\and |\Staff) |- |\CORRECT |\ANSWERS |\✔✔- Analysts -Programmers -Database |\admins -Network |\admins -Telecom |\specialists -"Management |\Engineers" Role |\of |\Government |(3) |- |\CORRECT |\ANSWERS |\✔✔-Provider |\of |\care |
(Veterans |\Affairs)
- |\changes |\in |\chapters, |\titles, |\conditions
- |\Twice |\as |\may |\categories
- |\Changes |\in |\coding |\rules Future |\of |\Healthcare |\IT |(6) |- |\CORRECT |\ANSWERS |\✔✔-Need |\for |
greater |\productivity |(nursing |\shortage!) -Medical |\errors/variations |\in |\care |\patterns -Cost-shifting/consumerization |\of |\medicine -Pay |\for |\performance |\medicine -Advances |\in |\IT |(internet... |\wireless) -Genetic |\revolution Types |\of |\structural |\changes |(4) |- |\CORRECT |\ANSWERS |\✔✔MERGER |= |
Assets |\integrated |\under |\contract JOINT |\VENTURE= |\two |\orgs |\assets |\pooled ALLIANCE=shared, |\but |\not |\jointly |\owned NETWORK=ambition |\alliance |\of |\several |\providers VIRTUAL |\ORG=geographically |\dispersed |\but |\loosely |\structured |\for |
specific/limited |\purpose |\such |\as |\referals/shared |\overhead Care |\level |\services |(4) |- |\CORRECT |\ANSWERS |\✔✔primary |\care |(PCP, |
ob/gyn, |\general |\internish) secondary |\care |(specialized... |\surgical.. |\intensive |\care)
tertiary |(HIGHLY |\specialized |\and |\tech |\advanced |\transplants) sub-acute:patients |\needing |\a |\slightly |\longer |\stay |"transitional" teaching |\hospital |\vs. |\academic |\medical |\center |- |\CORRECT |\ANSWERS |
✔✔Teaching |\Hospital=Affiliated |\with |\med |\school Academic |\Medical |\Center=tertiary |\level |\medical |\center |\and |\in-house |
medical |\school Joint |\Commissions |\Sentinel |\Event |\Policy |- |\CORRECT |\ANSWERS |\✔✔to |
reduce |\medical |\errors, |\voluntary |\reporting |\of |\errors, |\particularly |\in |
case |\of |\patient |\injury, |\root |\cause |\analysis, |\and |\corrective |\plan Leadership |\Skill |#1 |- |\CORRECT |\ANSWERS |\✔✔Strategic |\Participation... |\helping |\develop |\strategy |\goals strategy |= |\formal |\or |\informal |\action |\to |\achieve |\a |\goal Corporate |\Mission |- |\CORRECT |\ANSWERS |\✔✔= |\why |\org |\exists |(set |\by |\CEO/board) Corporate |\Vision |- |\CORRECT |\ANSWERS |\✔✔= |\where |\it |\wants |\to |\go/become
-Where |\are |\you |\going? Project |\Measurement--Gantt |\chart Service |\measurement -Benchmarks -Dashboards -Service |\Level |\Agreements -Quality |\of |\Service Control |\Chart Managing |\Expectations |- |\CORRECT |\ANSWERS |\✔✔-Define |
opportunties |(automation!) -Temper |\enthusiasm |(limitations) -Define |\a |\process |\of |\project |\development... |\use |\a |\Situation, |
Background, |\Assessment, |\Recommendation |\and |\Communication |
(SBARC) |\tool... |\1-2 |\page |\proposal |\to |\frame |\a |\situation |\or |\request. scope=deliverables, |\cost, |\and |\timing Departmental |\Effectiveness |- |\CORRECT |\ANSWERS |\✔✔-stay |\in |\touch |
(don't |\be |\insulated!)
-baseline |\systems |\assessment |*rounding... |(join |\existing |\meetings!) |*face-to-face |\eval *Web |\surveys |\too |\impersonal |\for |\INITIAL |\assessment |\tool!! |*get |\both |\a |\subjective |\and |\objective |\assessments! -Followup |\commitment Systems |\effectiveness |- |\CORRECT |\ANSWERS |\✔✔-Measure |\pre |
implementation |\efficiencies -Measure |\results |\again |\immediately |\after |\implementation -English |\customers |\and |\project |\sponsors |\in |\defining |\each |\of |\the |
quantitative |\dimensions |\to |\be |\measured IT |\Policy |& |\Procedure |- |\CORRECT |\ANSWERS |\✔✔-Follow |\others |\in |
industry |(don't |\implement |\alone) -Must |\be |\able |\to |\measure |\policy |\adherence! -Policy |\only |\needed |\if |\action |\is |\taken |\based |\on |\exceptions Legal |& |\Regulatory |\External |\Standards |- |\CORRECT |\ANSWERS |\✔✔Key |\influencers -Centers |\for |\Medicare |& |\Medicaid |\Services |\CMS... |"conditions |\for |
coverage |\and |\conditions |\of |\participation" -Joint |\Comission
-INTERNAL |\BENCHMARKING
Days |\in |\Accounts |\Receivable |(DAR)=avg |\time |\to |\receive |\payment Discharged |\Not |\Final |\Billed |(DNFB) |\expected |\to |\be |\billed |\but |\not |
ready |\to |\bill Cash -EXTERNAL |\BENCHMARKING |(quality, |\safety, |\regulatory, |
accreditation)... |\subscribing |\to |\benchmark |\data |\so |\you |\can |\compare |\with |\peers! Business |\Communications |- |\CORRECT |\ANSWERS |\✔✔-Agenda |
development |(template!) -Minutes |(template!) Facilitation |- |\CORRECT |\ANSWERS |\✔✔-Know |\your |\audeince -Agenda -Roberts |\Rules |\of |\Order -Manage |\attendee |\communications -Work |\for |\consesus |(Living |\with |\decisions) |(Identification |\of |\alternates)
Internal |\Consultation |(In-house |\Consultant) |- |\CORRECT |\ANSWERS |
✔✔-Indications |\for |\consultation -PMO |(IT |\focus |\on |\project |\mgmt) |(Operation |\focus |\on |\leadership |\and |\governance) Vendor |\Relations |- |\CORRECT |\ANSWERS |\✔✔"When |\you |\have |\a |
hammer, |\everything |\begins |\to |\look |\like |\a |\nail" Sometimes |\you |\may |\need |\to |\remove |\yourself |\from |\a |\decision |\for |
objectivity |(because |\of |\personal |\relationships |\with |\vendors) Define |\escalation |\procedures |\early |(before |\issues |\have |\arrived!) Contracting |- |\CORRECT |\ANSWERS |\✔✔-Learn |\from |\experienced |\legal |
counsel! Points |\of |\negotiation: -total |\cost -payment |\schedule -maintenance |\payment |\due |\date |(target |\ 1 |\yr) -milestone |\definitions |(tie |\payments |\to |\them!) -performance |\measures |(not |\to |\exceed |\limits |\on |\total |\paid)
Build |\on |\common |\ground Encourage |\direct |\resolution |(let |\ppl |\work |\out |\conflict... |\don't |\choose |\a |\winner |\that |\leaves |\losers) Education |- |\CORRECT |\ANSWERS |\✔✔Second |\most |\valuable |\asset, |
behind |\experience Encourage |\regular |\experiences Alternate |\venues Rotate |\staff |\experiences Follow-up |\with |\peers |(attendee |\shares |\info |\with |\staff |\at |\a |\lunch!) Succession |\planning The |\strategic |\plan |- |\CORRECT |\ANSWERS |\✔✔Evaluate |\need |\for |\a |
plan? |\larger=yes |\smaller=addendum |\to |\org's |\plan Perfectly |\align |\with |\org's |\strategic |\plan Key |\elements -Mission, |\vision, |\goals, |\and |\strategis |\of |\org -Define |\current |\state |\of |\systems/processes |\in |\place -Define |\gap |\b/w |\current |\functions |\and |\those |\that |\need |\to |\be |
developed/procured -Timeline |\for |\staff |\to |\develop |\vs. |\external |\pruchase
-Who |\takes |\responsibility |\for |\what? -Some |\pure |\IT |\initiatives |(VOIP, |\datacenter, |\etc.) Risk |& |\Risk |\Management |- |\CORRECT |\ANSWERS |\✔✔Components |\of |
Risk -Magnitude -Likelihood Assessment |\tool -Matrix Tolerance |\for |\Risk |---> |\affects |--> |\risk |\mitigation |\strategy Contingency |\plan |= |\alternate |\path/process |\if |\primary |\disrupted Business |\continuity |\plan -Comprehensive -Focused Typical |\Software |\Maintenance |\Costs |(annual) |- |\CORRECT |\ANSWERS |
✔✔17-22%
- |\Reuirements |\analysis
- |\Analysis |\of |\Alternatives
- |\Proposal/Approval
- |\Project |\Management SDLC |\phase |\ 2 |- |\CORRECT |\ANSWERS |\✔✔Design Strategic |\Information |\Systems |\Plan |- |\CORRECT |\ANSWERS |
✔✔Statement |\of |\org's |\technology |\vision |\on |\how |\it |\will |\deploy |
technology |\to |\support |\org's |\goals: -Mission, |\goals, |\objectives -technology |\needs -infrastructure -priorities Aligns |\with: |\biz |\strategy, |\mission, |\goals 3-5 |\year |\timeline... |\might |\specify |\costs SDLC |\phase |\ 1 |(Analysis): |\Problem |\Analysis |- |\CORRECT |\ANSWERS |
✔✔Six |\Sigma |\problem |\definition |\process - |\Define |\the |\problem
- |\Identify |\where |\occuring
- |\Describe |\size |\of |\problem
- |\Describe |\impact |\of |\problem Root |\cause |\vs. |\Symtomatic |\Cause Use |\stopgap |\solution |\if |\root |\cause |\cannot |\be |\determined Solution |\should |\address |\ 5 |\questions
- |\What |\is |\priority |\for |\resolving?
- |\Is |\goal |\to |\solve |\symptom |\or |\root |\cause? |(OK |\to |\solve |\symptom |\if |\root |\cause |\is |\too |\costly |\to |\fix!)
- |\Will |\resolution |\rely |\on |\ppl, |\process, |\or |\tech, |\or |\some |\combo?
- |\What |\is |\broader |\impact/unintended |\consequences?
- |\Does |\problem |\reveal |\wider |\opp. |\for |\improvement? Problem |\analysis |\somtimes |\driven |\by |\a |\mandated |\regulatory |
process |(Joint |\comission) SDLC |\phase |\ 1 |(Analysis): |\Needs |\Assessment/Feasibility |- |\CORRECT |
ANSWERS |\✔✔needs |\assesment |\goal |= |\recommend |\scope |\and |
initally |\define |\benefits |\or |\need |\for |\system. |\Validate |"perceived" |
needs |\are |"real" |\needs. |\the |"why" |\and |"what"
