In January 2011, Cedars-Sinai Health System engaged a consulting firm to help build an initial project management plan for its global ICD-10 implementation. The plan started as a risk assessment and recommended governance structure. As we started developing a more detailed plan and moved into execution, the need for multidisciplinary committees to tackle the tasks of risk migration, inventory collection, and work process change became abundantly clear.
We chartered an executive steering committee with senior leadership from our medical center and medical group structures, including Finance (broadly Revenue Cycle Management), Contracting, Technology, Medical Staff, and Compliance. The Clinical Operations leadership was an identified need; however it wasn’t actively engaged until 2nd quarter 2013.
We developed a discipline-specific work team structure that was governed by a Project Steering Group. Our working teams included: