Chapter 7
Question 1
Which is the best example of strategic planning in an acute care facility?
1. Team members of an organization take on a project to develop policies and procedures one
year prior to the Joint Commission accreditation visit.
2. Upon acquiring a new facility, team members are selected to identify goals and strategies
to develop policies fitting the newly revised mission statement.
3. A project team from a marketing firm is hired to develop an advertising campaign for the
specialized health-promotion services of the acute-care facility.
4. Team members from administration meet as a group to rewrite their one-year-old acute
care institution's mission statement.
Correct Answer: 2
Rationale 1:
Strategic planning is a long-term process that begins by identifying the long-range mission,
goals, and strategies of an organization. Ideally, this is done in the beginning when a new
institution opens, or before the facility opens. The development or revision of policies,
advertising campaigns, mission statements, etc., by themselves, is incomplete.
Rationale 2:
Strategic planning is a long-term process that begins by identifying the long-range mission,
goals, and strategies of an organization. Ideally, this is done in the beginning when a new
institution opens, or before the facility opens. The development or revision of policies,
advertising campaigns, mission statements, etc., by themselves, is incomplete.
Rationale 3:
Strategic planning is a long-term process that begins by identifying the long-range mission,
goals, and strategies of an organization. Ideally, this is done in the beginning when a new
institution opens, or before the facility opens. The development or revision of policies,
advertising campaigns, mission statements, etc., by themselves, is incomplete.
Rationale 4:
Strategic planning is a long-term process that begins by identifying the long-range mission,
goals, and strategies of an organization. Ideally, this is done in the beginning when a new
institution opens, or before the facility opens. The development or revision of policies,
advertising campaigns, mission statements, etc., by themselves, is incomplete.
Question 2
Which of the following is the best example of benchmarking?
1. The length of stay in a 712-bed acute-care facility with a 12-bed open-heart unit is three
days, compared to a four-day length of stay at a 256-bed acute-care facility with a six-bed
general surgical unit.
2. The cost of a cardiac catheterization procedure at an acute-care institution specializing in
cardiovascular disorders is equal to that of a generalized acute-care institution.
3. A six-bed coronary care unit has 0.2% incidence of infection post cardiac catheterization as
compared to a six-bed intensive care unit with a 1.5% infection rate post open-heart surgery.
4. The cost of one day's stay in a private room in a 42-bed medical telemetry unit in a 256bed acute-care institution is equivalent to that of a 46-bed medical telemetry unit in a 248-bed
acute-care institution.
Correct Answer: 4
Rationale 1:
Benchmarking compares similar institutions, locations, and populations of patients.
Dissimilar populations make it difficult to make good comparisons.
Rationale 2:
Benchmarking compares similar institutions, locations, and populations of patients.
Dissimilar populations make it difficult to make good comparisons.
Rationale 3:
Benchmarking compares similar institutions, locations, and populations of patients.
Dissimilar populations make it difficult to make good comparisons.
Rationale 4:
Benchmarking compares similar institutions, locations, and populations of patients.
Dissimilar populations make it difficult to make good comparisons.
Question 3
The management of a busy tertiary acute-care institution is weighing the decision to
outsource information-management services. Which of the following factors is critical to that
decision?
1. Data security will be enhanced because the agency specializes in information technology.
2. The agency will provide customization of services to fulfill the acute-care institution's
needs.
3. Management can control the implementation of system updates, maintenance, and system
downtimes.
4. Access to resource personnel available for assistance will be improved when technical
problems arise.
Correct Answer: 4
Rationale 1:
An advantage includes access to qualified resource personnel, often 24/7. However, there is
less control over implementation, security of data and customization may not be possible.
Rationale 2:
An advantage includes access to qualified resource personnel, often 24/7. However, there is
less control over implementation, security of data and customization may not be possible.
Rationale 3:
An advantage includes access to qualified resource personnel, often 24/7. However, there is
less control over implementation, security of data and customization may not be possible.
Rationale 4:
An advantage includes access to qualified resource personnel, often 24/7. However, there is
less control over implementation, security of data and customization may not be possible.
Question 4
Which of the following is an example of a goal for strategic planning?
1. Enhance the organization's website image within six months.
2. Clinical decision-making in the emergency department will be supported by additional
funds for personnel training during the fall.
3. The scope of home care services will be maintained with the same budget for the next
fiscal year, during which an audit will be conducted.
4. Expand services to include e-health capability for consumers.
Correct Answer: 4
Rationale 1:
The example of a goal for strategic planning is: Expand e-health services to include consumer
online pre-registration capability. This meets the definition of a goal: an open-ended
statement that describes in general terms what is to be accomplished. The other responses are
objectives; that is, stating how and when a goal will be met. An objective is more specific
than a goal.
Rationale 2:
The example of a goal for strategic planning is: Expand e-health services to include consumer
online pre-registration capability. This meets the definition of a goal: an open-ended
statement that describes in general terms what is to be accomplished. The other responses are
objectives; that is, stating how and when a goal will be met. An objective is more specific
than a goal.
Rationale 3:
The example of a goal for strategic planning is: Expand e-health services to include consumer
online pre-registration capability. This meets the definition of a goal: an open-ended
statement that describes in general terms what is to be accomplished. The other responses are
objectives; that is, stating how and when a goal will be met. An objective is more specific
than a goal.
Rationale 4:
The example of a goal for strategic planning is: Expand e-health services to include consumer
online pre-registration capability. This meets the definition of a goal: an open-ended
statement that describes in general terms what is to be accomplished. The other responses are
objectives; that is, stating how and when a goal will be met. An objective is more specific
than a goal.
Question 5
Which of the following is the most appropriate team leader for a strategic planning team for
an acute-care institution?
1. Resident emergency department physician who was recently hired
2. Nurse manager of a 16-bed coronary-care unit who has been employed at the institution for
one year
3. Vice president of Nursing and Patient Care Services, appointed two years ago
4. Nurse supervisor of the medical-surgical units, encompassing 130 beds
Correct Answer: 3
Rationale 1:
Those in upper-level management, such as a vice president of nursing and patient care
services, are appropriate team leaders for strategic planning because they have authority over
relevant personnel. Those in lower-level management, such as supervisors, nurse managers,
or resident physicians, may support the team effort but typically do not take as much of a
leadership role.
Rationale 2:
Those in upper-level management, such as a vice president of nursing and patient care
services, are appropriate team leaders for strategic planning because they have authority over
relevant personnel. Those in lower-level management, such as supervisors, nurse managers,
or resident physicians, may support the team effort but typically do not take as much of a
leadership role.
Rationale 3:
Those in upper-level management, such as a vice president of nursing and patient care
services, are appropriate team leaders for strategic planning because they have authority over
relevant personnel. Those in lower-level management, such as supervisors, nurse managers,
or resident physicians, may support the team effort but typically do not take as much of a
leadership role.
Rationale 4:
Those in upper-level management, such as a vice president of nursing and patient care
services, are appropriate team leaders for strategic planning because they have authority over
relevant personnel. Those in lower-level management, such as supervisors, nurse managers,
or resident physicians, may support the team effort but typically do not take as much of a
leadership role.
Question 6
An outpatient center is planning to implement wireless technology to enhance their computer
system. The project planning committee plans to conduct a needs assessment. Which of the
following sources would be most valuable?
1. Interviews with the director and unit managers of outpatient services and the chief
executive officer
2. Guidelines provided by the Joint Commission
3. Health Insurance Portability and Accountability Act (HIPPA) regulations
4. Interviews with administrators and representative employees from all of the outpatient
services
Correct Answer: 4
Rationale 1:
Most valuable would be interviews with administrators and representative employees from all
of the outpatient services. Although interviews with administrators provide valuable
information, they may be unacquainted with daily workflow and information needs. For this
reason it is important to interview both populations to determine needs, how work is
presently performed, and how processes may be improved. Regulations and guidelines from
federal and accrediting bodies must be followed but do not reflect the work process and needs
in specific settings.
Rationale 2:
Most valuable would be interviews with administrators and representative employees from all
of the outpatient services. Although interviews with administrators provide valuable
information, they may be unacquainted with daily workflow and information needs. For this
reason it is important to interview both populations to determine needs, how work is
presently performed, and how processes may be improved. Regulations and guidelines from
federal and accrediting bodies must be followed but do not reflect the work process and needs
in specific settings.
Rationale 3:
Most valuable would be interviews with administrators and representative employees from all
of the outpatient services. Although interviews with administrators provide valuable
information, they may be unacquainted with daily workflow and information needs. For this
reason it is important to interview both populations to determine needs, how work is
presently performed, and how processes may be improved. Regulations and guidelines from
federal and accrediting bodies must be followed but do not reflect the work process and needs
in specific settings.
Rationale 4:
Most valuable would be interviews with administrators and representative employees from all
of the outpatient services. Although interviews with administrators provide valuable
information, they may be unacquainted with daily workflow and information needs. For this
reason it is important to interview both populations to determine needs, how work is
presently performed, and how processes may be improved. Regulations and guidelines from
federal and accrediting bodies must be followed but do not reflect the work process and needs
in specific settings.
Question 7
Which of the following would most benefit from a complete computer system upgrade?
1. An institution using a mainframe legacy system
2. A small clinic that has an electronic record system in place
3. Two institutions that use similar mainframe systems merge
4. Three institutions that use similar Windows-based operating systems merge
Correct Answer: 1
Rationale 1:
An institution using a mainframe legacy system would most benefit from a complete
computer system upgrade. These legacy systems are often individualized to the specific
institution; these may be difficult, if not impossible, to interface with other systems. As it is
necessary to upgrade or replace these systems, the institution must weigh the advantages and
disadvantages of alternatives that may better meet the needs of the organization. These might
include retaining current systems, providing a new look and easier access to legacy software
via a Web interface, new versions of vendor software, client/server or thin client
technologies, outsourcing services, or using an application service provider (ASP).
Rationale 2:
An institution using a mainframe legacy system would most benefit from a complete
computer system upgrade. These legacy systems are often individualized to the specific
institution; these may be difficult, if not impossible, to interface with other systems. As it is
necessary to upgrade or replace these systems, the institution must weigh the advantages and
disadvantages of alternatives that may better meet the needs of the organization. These might
include retaining current systems, providing a new look and easier access to legacy software
via a Web interface, new versions of vendor software, client/server or thin client
technologies, outsourcing services, or using an application service provider (ASP).
Rationale 3:
An institution using a mainframe legacy system would most benefit from a complete
computer system upgrade. These legacy systems are often individualized to the specific
institution; these may be difficult, if not impossible, to interface with other systems. As it is
necessary to upgrade or replace these systems, the institution must weigh the advantages and
disadvantages of alternatives that may better meet the needs of the organization. These might
include retaining current systems, providing a new look and easier access to legacy software
via a Web interface, new versions of vendor software, client/server or thin client
technologies, outsourcing services, or using an application service provider (ASP).
Rationale 4:
An institution using a mainframe legacy system would most benefit from a complete
computer system upgrade. These legacy systems are often individualized to the specific
institution; these may be difficult, if not impossible, to interface with other systems. As it is
necessary to upgrade or replace these systems, the institution must weigh the advantages and
disadvantages of alternatives that may better meet the needs of the organization. These might
include retaining current systems, providing a new look and easier access to legacy software
via a Web interface, new versions of vendor software, client/server or thin client
technologies, outsourcing services, or using an application service provider (ASP).
Question 8
Which phrase best fits an organization's mission statement?
1. To develop wellness service clinics in an urban area in the Midwest
2. To promote educational activities related to caring for the sick and injured
3. To build a unit for clients with chronic obstructive pulmonary disease
4. To expand home care services in the rural area in the Southeast
Correct Answer: 2
Rationale 1:
Best fitting an organization's mission statement is: To promote educational activities related
to caring for the sick and injured. The mission statement is the purpose or reason for the
existence of the institution. It is often broad, representing the fundamental and unique
aspirations that differentiate the organization from others. The other answers are too narrow,
best fitting an organization's objectives, including information on when and how care will be
delivered.
Rationale 2:
Best fitting an organization's mission statement is: To promote educational activities related
to caring for the sick and injured. The mission statement is the purpose or reason for the
existence of the institution. It is often broad, representing the fundamental and unique
aspirations that differentiate the organization from others. The other answers are too narrow,
best fitting an organization's objectives, including information on when and how care will be
delivered.
Rationale 3:
Best fitting an organization's mission statement is: To promote educational activities related
to caring for the sick and injured. The mission statement is the purpose or reason for the
existence of the institution. It is often broad, representing the fundamental and unique
aspirations that differentiate the organization from others. The other answers are too narrow,
best fitting an organization's objectives, including information on when and how care will be
delivered.
Rationale 4:
Best fitting an organization's mission statement is: To promote educational activities related
to caring for the sick and injured. The mission statement is the purpose or reason for the
existence of the institution. It is often broad, representing the fundamental and unique
aspirations that differentiate the organization from others. The other answers are too narrow,
best fitting an organization's objectives, including information on when and how care will be
delivered.
Question 9
A neurology unit and an orthopedic unit will be combined into one unit. In which group
would decisions best be made?
1. Admitting physicians and surgeons meet with the board of Directors and upper-level
management team members
2. The head nurses of each unit meet with the vice president of nursing and house supervisor
3. Staff nurses and management from each unit meet with admitting physicians and upperlevel management team members
4. Former clients are invited to sit with the board of directors and the medical director
Correct Answer: 3
Rationale 1:
The group in which decisions would best be made is: Staff nurses and management from each
unit meet with admitting physicians and upper-level management team members. A
representation of all involved parties should meet to build consensus and make important
decisions for the group. When crucial members such as staff are omitted, valuable input is
missed and resistance may ensue.
Rationale 2:
The group in which decisions would best be made is: Staff nurses and management from each
unit meet with admitting physicians and upper-level management team members. A
representation of all involved parties should meet to build consensus and make important
decisions for the group. When crucial members such as staff are omitted, valuable input is
missed and resistance may ensue.
Rationale 3:
The group in which decisions would best be made is: Staff nurses and management from each
unit meet with admitting physicians and upper-level management team members. A
representation of all involved parties should meet to build consensus and make important
decisions for the group. When crucial members such as staff are omitted, valuable input is
missed and resistance may ensue.
Rationale 4:
The group in which decisions would best be made is: Staff nurses and management from each
unit meet with admitting physicians and upper-level management team members. A
representation of all involved parties should meet to build consensus and make important
decisions for the group. When crucial members such as staff are omitted, valuable input is
missed and resistance may ensue.
Question 10
Which of the following is the best definition of strategic planning?
1. Strategic planning is defined as a chaotic approach to organizational change.
2. Strategic planning is defined as a series of sequential steps leading to individualized goals.
3. Strategic planning is defined as a plan devoid of a mission and goals.
4. Strategic planning is defined as the process of determining what an organization wants to
be in the future and planning how it will get there.
Correct Answer: 4
Rationale 1:
Strategic planning is simply the process of determining what an organization wants to be in
the future and planning how it will get there. Strategic planning is a management tool that
allows an organization to consciously move towards a desired future while responding to
dynamic internal and external environments. It is a process, not a one time event that is both
creative and interactive. Strategic planning requires that choices be made about the
organization’s future which will be driven by the organization’s mission and vision, long term
goals, services to be offered, populations to be served, and the resources to be acquired.
Strategic planning is the development of a comprehensive long-range plan for guiding the
activities and operations of an organization (Brunke, 2006; Crane, 2007; Kaleba, 2006).
Rationale 2:
Strategic planning is simply the process of determining what an organization wants to be in
the future and planning how it will get there. Strategic planning is a management tool that
allows an organization to consciously move towards a desired future while responding to
dynamic internal and external environments. It is a process, not a one time event that is both
creative and interactive. Strategic planning requires that choices be made about the
organization’s future which will be driven by the organization’s mission and vision, long term
goals, services to be offered, populations to be served, and the resources to be acquired.
Strategic planning is the development of a comprehensive long-range plan for guiding the
activities and operations of an organization (Brunke, 2006; Crane, 2007; Kaleba, 2006).
Rationale 3:
Strategic planning is simply the process of determining what an organization wants to be in
the future and planning how it will get there. Strategic planning is a management tool that
allows an organization to consciously move towards a desired future while responding to
dynamic internal and external environments. It is a process, not a one time event that is both
creative and interactive. Strategic planning requires that choices be made about the
organization’s future which will be driven by the organization’s mission and vision, long term
goals, services to be offered, populations to be served, and the resources to be acquired.
Strategic planning is the development of a comprehensive long-range plan for guiding the
activities and operations of an organization (Brunke, 2006; Crane, 2007; Kaleba, 2006).
Rationale 4:
Strategic planning is simply the process of determining what an organization wants to be in
the future and planning how it will get there. Strategic planning is a management tool that
allows an organization to consciously move towards a desired future while responding to
dynamic internal and external environments. It is a process, not a one time event that is both
creative and interactive. Strategic planning requires that choices be made about the
organization’s future which will be driven by the organization’s mission and vision, long term
goals, services to be offered, populations to be served, and the resources to be acquired.
Strategic planning is the development of a comprehensive long-range plan for guiding the
activities and operations of an organization (Brunke, 2006; Crane, 2007; Kaleba, 2006).
Question 11
Which of the following individuals are important members of the strategic planning
initiative?
1. Chief executive officer
2. Project manager
3. Chief information officer
4. Chief strategy officer
5. Nurse informatics specialist
Correct Answer: 1,2,3,4,5
Rationale 1:
Strategic planning is led by members of the organization’s upper management, including the
board of directors and chief executive officer (CEO), who is ultimately responsible for the
organization’s strategic management (Breene, Nunes, & Shill, 2007; Strategy Officers, 2007).
Day-to-day responsibilities faced by CEOs often prohibit them from managing the
incremental progress of the strategic plan giving rise to the emergence of the role of chief
strategy officer (CSO). The CSO must clarify the vision created by the CEO and leadership
team for his or her own benefit and for all managers and employees. This should include the
chief information officer (CIO), the chief medical informatics officer (CMIO), and/or the
chief nursing informatics officer (CNIO). The CIO is generally the senior team member
guiding technology acquisition while the CMIO and CNIO guide the acquisition and use of
information technology for those large groups of providers. Many organizations choose to
bring in a dedicated project leader or manager instead particularly when there is no margin
for error, success is critical, and time constraints exist (Clark, 2006; Kodjababian & Petty,
2007). The nurse informatics specialist has expertise in nursing and informatics and is a key
individual in the strategic planning process.
Rationale 2:
Strategic planning is led by members of the organization’s upper management, including the
board of directors and chief executive officer (CEO), who is ultimately responsible for the
organization’s strategic management (Breene, Nunes, & Shill, 2007; Strategy Officers, 2007).
Day-to-day responsibilities faced by CEOs often prohibit them from managing the
incremental progress of the strategic plan giving rise to the emergence of the role of chief
strategy officer (CSO). The CSO must clarify the vision created by the CEO and leadership
team for his or her own benefit and for all managers and employees. This should include the
chief information officer (CIO), the chief medical informatics officer (CMIO), and/or the
chief nursing informatics officer (CNIO). The CIO is generally the senior team member
guiding technology acquisition while the CMIO and CNIO guide the acquisition and use of
information technology for those large groups of providers. Many organizations choose to
bring in a dedicated project leader or manager instead particularly when there is no margin
for error, success is critical, and time constraints exist (Clark, 2006; Kodjababian & Petty,
2007). The nurse informatics specialist has expertise in nursing and informatics and is a key
individual in the strategic planning process.
Rationale 3:
Strategic planning is led by members of the organization’s upper management, including the
board of directors and chief executive officer (CEO), who is ultimately responsible for the
organization’s strategic management (Breene, Nunes, & Shill, 2007; Strategy Officers, 2007).
Day-to-day responsibilities faced by CEOs often prohibit them from managing the
incremental progress of the strategic plan giving rise to the emergence of the role of chief
strategy officer (CSO). The CSO must clarify the vision created by the CEO and leadership
team for his or her own benefit and for all managers and employees. This should include the
chief information officer (CIO), the chief medical informatics officer (CMIO), and/or the
chief nursing informatics officer (CNIO). The CIO is generally the senior team member
guiding technology acquisition while the CMIO and CNIO guide the acquisition and use of
information technology for those large groups of providers. Many organizations choose to
bring in a dedicated project leader or manager instead particularly when there is no margin
for error, success is critical, and time constraints exist (Clark, 2006; Kodjababian & Petty,
2007). The nurse informatics specialist has expertise in nursing and informatics and is a key
individual in the strategic planning process.
Rationale 4:
Strategic planning is led by members of the organization’s upper management, including the
board of directors and chief executive officer (CEO), who is ultimately responsible for the
organization’s strategic management (Breene, Nunes, & Shill, 2007; Strategy Officers, 2007).
Day-to-day responsibilities faced by CEOs often prohibit them from managing the
incremental progress of the strategic plan giving rise to the emergence of the role of chief
strategy officer (CSO). The CSO must clarify the vision created by the CEO and leadership
team for his or her own benefit and for all managers and employees. This should include the
chief information officer (CIO), the chief medical informatics officer (CMIO), and/or the
chief nursing informatics officer (CNIO). The CIO is generally the senior team member
guiding technology acquisition while the CMIO and CNIO guide the acquisition and use of
information technology for those large groups of providers. Many organizations choose to
bring in a dedicated project leader or manager instead particularly when there is no margin
for error, success is critical, and time constraints exist (Clark, 2006; Kodjababian & Petty,
2007). The nurse informatics specialist has expertise in nursing and informatics and is a key
individual in the strategic planning process.
Rationale 5:
Strategic planning is led by members of the organization’s upper management, including the
board of directors and chief executive officer (CEO), who is ultimately responsible for the
organization’s strategic management (Breene, Nunes, & Shill, 2007; Strategy Officers, 2007).
Day-to-day responsibilities faced by CEOs often prohibit them from managing the
incremental progress of the strategic plan giving rise to the emergence of the role of chief
strategy officer (CSO). The CSO must clarify the vision created by the CEO and leadership
team for his or her own benefit and for all managers and employees. This should include the
chief information officer (CIO), the chief medical informatics officer (CMIO), and/or the
chief nursing informatics officer (CNIO). The CIO is generally the senior team member
guiding technology acquisition while the CMIO and CNIO guide the acquisition and use of
information technology for those large groups of providers. Many organizations choose to
bring in a dedicated project leader or manager instead particularly when there is no margin
for error, success is critical, and time constraints exist (Clark, 2006; Kodjababian & Petty,
2007). The nurse informatics specialist has expertise in nursing and informatics and is a key
individual in the strategic planning process.
Question 12
A stakeholder is part of the strategic planning process. Which of the following are considered
stakeholders?
1. Internal customers
2. Unions
3. Government bodies
4. Community members
5. External customers
Correct Answer: 1,3,4,5
Rationale 1:
The stakeholders are those internal or external individual customers, organizations,
community members, and governing bodies that have a direct or indirect stake in the
organization mission, scope, and goals. Stakeholders should be involved in strategic planning
and all subsequent activities to reach goals through direct involvement, survey, or focus
group in order ensure responsiveness and relevancy of the plan.
Rationale 2:
The stakeholders are those internal or external individual customers, organizations,
community members, and governing bodies that have a direct or indirect stake in the
organization mission, scope, and goals. Stakeholders should be involved in strategic planning
and all subsequent activities to reach goals through direct involvement, survey, or focus
group in order ensure responsiveness and relevancy of the plan. Unions are not considered
stakeholders.
Rationale 3:
The stakeholders are those internal or external individual customers, organizations,
community members, and governing bodies that have a direct or indirect stake in the
organization mission, scope, and goals. Stakeholders should be involved in strategic planning
and all subsequent activities to reach goals through direct involvement, survey, or focus
group in order ensure responsiveness and relevancy of the plan.
Rationale 4:
The stakeholders are those internal or external individual customers, organizations,
community members, and governing bodies that have a direct or indirect stake in the
organization mission, scope, and goals. Stakeholders should be involved in strategic planning
and all subsequent activities to reach goals through direct involvement, survey, or focus
group in order ensure responsiveness and relevancy of the plan.
Rationale 5:
The stakeholders are those internal or external individual customers, organizations,
community members, and governing bodies that have a direct or indirect stake in the
organization mission, scope, and goals. Stakeholders should be involved in strategic planning
and all subsequent activities to reach goals through direct involvement, survey, or focus
group in order ensure responsiveness and relevancy of the plan.
Question 13
A project manager is assigned to each major project within the overall strategic plan. Which
of the following specific practices that the project manager can engage in will raise the
likelihood of success?
1. Defines the scope and results of the project
2. Defines who is responsible for each task
3. Establishes timeline for task completion
4. Establishes how project decisions will be made
5. Partners with similar institutions to achieve project's goals
Correct Answer: 1,2,3,4
Rationale 1:
-Define the scope and results of the project
-Identify the tasks within the project, when they must occur, and any interdependencies
-Define who will be responsible for each task
-Establish timelines for task and project completion
-Establish how project decisions will be made
-Ensure that stakeholders receive appropriate communication about the status of the project
Rationale 2:
-Define the scope and results of the project
-Identify the tasks within the project, when they must occur, and any interdependencies
-Define who will be responsible for each task
-Establish timelines for task and project completion
-Establish how project decisions will be made
-Ensure that stakeholders receive appropriate communication about the status of the project
Rationale 3:
-Define the scope and results of the project
-Identify the tasks within the project, when they must occur, and any interdependencies
-Define who will be responsible for each task
-Establish timelines for task and project completion
-Establish how project decisions will be made
-Ensure that stakeholders receive appropriate communication about the status of the project
Rationale 4:
-Define the scope and results of the project
-Identify the tasks within the project, when they must occur, and any interdependencies
-Define who will be responsible for each task
-Establish timelines for task and project completion
-Establish how project decisions will be made
-Ensure that stakeholders receive appropriate communication about the status of the project
Rationale 5:
-Define the scope and results of the project
-Identify the tasks within the project, when they must occur, and any interdependencies
-Define who will be responsible for each task
-Establish timelines for task and project completion
-Establish how project decisions will be made
-Ensure that stakeholders receive appropriate communication about the status of the project
Question 14
During the implementation phase in the strategic planning process, what is the initial task of
the working committee?
1. Create a budget
2. Execute the plan
3. Develop procedures
4. Develop a timeline
Correct Answer: 4
Rationale 1:
Development of a timeline is the first task of the committee. Other subsequent tasks during
this phase include budgeting, procedure development, and execution of the plan.
Rationale 2:
Development of a timeline is the first task of the committee. Other subsequent tasks during
this phase include budgeting, procedure development, and execution of the plan.
Rationale 3:
Development of a timeline is the first task of the committee. Other subsequent tasks during
this phase include budgeting, procedure development, and execution of the plan.
Rationale 4:
Development of a timeline is the first task of the committee. Other subsequent tasks during
this phase include budgeting, procedure development, and execution of the plan.
Question 15
Which of the following specific examples is an information technology need that hospital
strategic planning must address in the coming years?
1. Creating standardized languages
2. Bar code medication administration
3. Identification of Microsoft's new product line
4. Hiring an appropriate chief executive officer
Correct Answer: 2
Rationale 1:
-Implementation of the electronic health record
-Bar code medication administration
-Development of customer portals
-Development of customer directed initiatives
Rationale 2:
-Implementation of the electronic health record
-Bar code medication administration
-Development of customer portals
-Development of customer directed initiatives
Rationale 3:
-Implementation of the electronic health record
-Bar code medication administration
-Development of customer portals
-Development of customer directed initiatives
Rationale 4:
-Implementation of the electronic health record
-Bar code medication administration
-Development of customer portals
-Development of customer directed initiatives
Question 16
Which of the following goals would be useful in the strategic plan?
1. To support business and clinical decisions
2. To make effective use of emerging technologies
3. To enhance the organization's image
4. To spend whatever is necessary to create a state of the art system
5. To provide a safer environment for clients
Correct Answer: 1,2,3,5
Rationale 1:
-To support business and clinical decisions
-To make effective use of emerging technologies
-To enhance the organization's image
-To promote satisfaction of market and regulatory requirements
-To be cost-effective
-To provide a safer environment for clients
Rationale 2:
-To support business and clinical decisions
-To make effective use of emerging technologies
-To enhance the organization's image
-To promote satisfaction of market and regulatory requirements
-To be cost-effective
-To provide a safer environment for clients
Rationale 3:
-To support business and clinical decisions
-To make effective use of emerging technologies
-To enhance the organization's image
-To promote satisfaction of market and regulatory requirements
-To be cost-effective
-To provide a safer environment for clients
Rationale 4:
-To support business and clinical decisions
-To make effective use of emerging technologies
-To enhance the organization's image
-To promote satisfaction of market and regulatory requirements
-To be cost-effective
-To provide a safer environment for clients
Rationale 5:
-To support business and clinical decisions
-To make effective use of emerging technologies
-To enhance the organization's image
-To promote satisfaction of market and regulatory requirements
-To be cost-effective
-To provide a safer environment for clients
Question 17
Scanning the environment is part of the planning process. Which of the following is
considered part of the external environment?
1. Published reports
2. Interviews from managers
3. Questionnaires from managers and end users
4. Observations of current technology
Correct Answer: 1
Rationale 1:
The purpose of scanning the environment is to define the current situation and identify areas
of need.
-Sources of external environment data include published literature and reports, information
from vendors, regulatory and accreditation requirements, and information related to market
trends.
-Sources of internal environment data include interviews from managers and end users,
questionnaires from managers and end users, observations of current technology.
Rationale 2:
The purpose of scanning the environment is to define the current situation and identify areas
of need.
-Sources of external environment data include published literature and reports, information
from vendors, regulatory and accreditation requirements, and information related to market
trends.
-Sources of internal environment data include interviews from managers and end users,
questionnaires from managers and end users, observations of current technology.
Rationale 3:
The purpose of scanning the environment is to define the current situation and identify areas
of need.
-Sources of external environment data include published literature and reports, information
from vendors, regulatory and accreditation requirements, and information related to market
trends.
-Sources of internal environment data include interviews from managers and end users,
questionnaires from managers and end users, observations of current technology.
Rationale 4:
The purpose of scanning the environment is to define the current situation and identify areas
of need.
-Sources of external environment data include published literature and reports, information
from vendors, regulatory and accreditation requirements, and information related to market
trends.
-Sources of internal environment data include interviews from managers and end users,
questionnaires from managers and end users, observations of current technology.
Question 18
Which of the following has been most instrumental in mandating strategic planning to
achieve organization and population health care goals?
1. Internal stakeholders
2. Community members
3. Health care reform
4. Nursing Informatics Specialist
Correct Answer: 3
Rationale 1:
With healthcare reform legislatively mandated, there is a great need for both strategic
planning to achieve organization and population health care goals of accountable
organizations and patient centered care and for information technology strategic planning to
accomplish the meaningful use of systems. For the next few years, organizations will be
focusing on increasing the infiltration of health information technology within the
infrastructure.
Rationale 2:
With healthcare reform legislatively mandated, there is a great need for both strategic
planning to achieve organization and population health care goals of accountable
organizations and patient centered care and for information technology strategic planning to
accomplish the meaningful use of systems. For the next few years, organizations will be
focusing on increasing the infiltration of health information technology within the
infrastructure.
Rationale 3:
With healthcare reform legislatively mandated, there is a great need for both strategic
planning to achieve organization and population health care goals of accountable
organizations and patient centered care and for information technology strategic planning to
accomplish the meaningful use of systems. For the next few years, organizations will be
focusing on increasing the infiltration of health information technology within the
infrastructure.
Rationale 4:
With healthcare reform legislatively mandated, there is a great need for both strategic
planning to achieve organization and population health care goals of accountable
organizations and patient centered care and for information technology strategic planning to
accomplish the meaningful use of systems. For the next few years, organizations will be
focusing on increasing the infiltration of health information technology within the
infrastructure.
Question 19
When considering strategic planning for information systems and planning for the overall
organization which of the following are true?
1. The IS strategic plan must support and enable the organization's goals.
2. The CIO prioritizes and merges the requirements from each department to develop a
master strategic plan.
3. The CIO selects a project manager for each major project within the overall strategic plan.
4. The IS strategic plan must be revised much more frequently than the organization's
strategic plan.
5. The CIO is ultimately responsible for IS strategic planning.
Correct Answer: 1,2,3,5
Rationale 1:
All answers are true except for “The IS strategic plan must be revised much more frequently
than the organization's strategic plan.” The fast pace of evolving technology requires periodic
review and revisions of both the organization's strategic plan and the information systems
department's strategic plan.
Rationale 2:
All answers are true except for “The IS strategic plan must be revised much more frequently
than the organization's strategic plan.” The fast pace of evolving technology requires periodic
review and revisions of both the organization's strategic plan and the information systems
department's strategic plan.
Rationale 3:
All answers are true except for “The IS strategic plan must be revised much more frequently
than the organization's strategic plan.” The fast pace of evolving technology requires periodic
review and revisions of both the organization's strategic plan and the information systems
department's strategic plan.
Rationale 4:
All answers are true except for this one. The fast pace of evolving technology actually
requires periodic review and revisions of both the organization's strategic plan and the
information systems department's strategic plan.
Rationale 5:
All answers are true except for “The IS strategic plan must be revised much more frequently
than the organization's strategic plan.” The fast pace of evolving technology requires periodic
review and revisions of both the organization's strategic plan and the information systems
department's strategic plan.
Question 20
Which of the following statements is true about goals?
1. A goal is a closed-ended statement that describes in specific terms what is to be
accomplished.
2. A goal is an open-ended statement that describes in general terms what is to be
accomplished.
3. A goal defines the mission of the organization.
4. A goal states how and when an organization will meet its objectives.
Correct Answer: 2
Rationale 1:
A goal is an open-ended statement that describes in general terms what is to be accomplished.
Objectives state how and when an organization will meet its goals.
Rationale 2:
A goal is an open-ended statement that describes in general terms what is to be accomplished.
In contrast, objectives state how and when an organization will meet its goals.
Rationale 3:
A goal is an open-ended statement that describes in general terms what is to be accomplished.
In contrast, objectives state how and when an organization will meet its goals.
Rationale 4:
A goal is an open-ended statement that describes in general terms what is to be accomplished.
In contrast, objectives state how and when an organization will meet its goals.
Question 21
Which of the following is the very first step in any strategic planning process?
1. Realization of the need for change
2. Review of the mission
3. Gather key stakeholders
4. Assess the budget
Correct Answer: 1
Rationale 1:
The first step of the strategic planning process is the realization that there is a need for
change.
Rationale 2:
The first step of the strategic planning process is the realization that there is a need for
change.
Rationale 3:
The first step of the strategic planning process is the realization that there is a need for
change.
Rationale 4:
The first step of the strategic planning process is the realization that there is a need for
change.
Question 22
During the request for proposal phase of the information system planning process, which of
the following would enhance the decision making process?
1. Use of a lottery system
2. Hiring a consultant to make the decision
3. Time off to reflect on decisions
4. Weighted scoring tool
Correct Answer: 4
Rationale 1:
The creation of a weighted criteria can facilitate decision making as items are weighed in
terms of importance. For example, essential features may be given a weighting factor of 5,
and desirable but not essential features may be given a weighting factor of 3. Weighting of
each desirable system feature should be completed before the various systems are scored.
Rationale 2:
The creation of a weighted criteria can facilitate decision making as items are weighed in
terms of importance. For example, essential features may be given a weighting factor of 5,
and desirable but not essential features may be given a weighting factor of 3. Weighting of
each desirable system feature should be completed before the various systems are scored. If
the process includes a weighted scoring tool, the committee and administrators make the final
decisions.
Rationale 3:
The creation of a weighted criteria can facilitate decision making as items are weighed in
terms of importance. For example, essential features may be given a weighting factor of 5,
and desirable but not essential features may be given a weighting factor of 3. Weighting of
each desirable system feature should be completed before the various systems are scored.
Using a tool enhances the decision making process and talking time to reflect on decisions
will be minimized.
Rationale 4:
The creation of a weighted criteria can facilitate decision making as items are weighed in
terms of importance. For example, essential features may be given a weighting factor of 5,
and desirable but not essential features may be given a weighting factor of 3. Weighting of
each desirable system feature should be completed before the various systems are scored.
Question 23
After data have been collected during the internal and external environmental scans, the
committee's next step is which of the following?
1. Review the budget for a technology line
2. Determine feasibility from technical, financial, time and resource perspectives
3. Write the pros and cons of the proposed upgrades
4. Contact the vendors for price comparisons
Correct Answer: 2
Rationale 1:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives. Current trends in health care should be identified
when considering future needs and may be related to topics such as consumer-driven
healthcare, managed care and other financial health care coverage and reimbursement
considerations.
Rationale 2:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives. Current trends in health care should be identified
when considering future needs and may be related to topics such as consumer-driven
healthcare, managed care and other financial health care coverage and reimbursement
considerations.
Rationale 3:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives. Current trends in health care should be identified
when considering future needs and may be related to topics such as consumer-driven
healthcare, managed care and other financial health care coverage and reimbursement
considerations.
Rationale 4:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives. Current trends in health care should be identified
when considering future needs and may be related to topics such as consumer-driven
healthcare, managed care and other financial health care coverage and reimbursement
considerations.
Question 24
The benefit of using a weighted scoring tool during the decision making phase of the strategic
planning process is which of the following?
1. To employ a quantitative tool that assists in the selection process
2. To allow for a qualitative analysis of collected data
3. To convince committee members of the usability of the system
4. To have proof of the system's functions
Correct Answer: 1
Rationale 1:
A weighting of each desirable system feature should be completed before the various systems
are scored. The use of a weighted scoring tool allows for a quantitative analysis of collected
data.
Rationale 2:
Weighting of each desirable system feature should be completed before the various systems
are scored.
Rationale 3:
A weighting of each desirable system feature should be completed before the various systems
are scored. The use of a weighted scoring tool allows for a quantitative analysis of collected
data.
Rationale 4:
A weighting of each desirable system feature should be completed before the various systems
are scored. The use of a weighted scoring tool allows for a quantitative analysis of collected
data.
Question 25
During the implementation step, the timeline can be developed to facilitate which of the
following?
1. Achievement of the mission
2. The completion of all tasks
3. Review of the scope and objectives
4. Define the length of the vendor's availability
Correct Answer: 2
Rationale 1:
Development of a timeline is one of the initial tasks the committee will perform. Once all of
the individual components of the timeline have been identified, the tasks can be assigned and
initiated.
Rationale 2:
Development of a timeline is one of the initial tasks the committee will perform. Once all of
the individual components of the timeline have been identified, the tasks can be assigned and
initiated.
Rationale 3:
Development of a timeline is one of the initial tasks the committee will perform. Once all of
the individual components of the timeline have been identified, the tasks can be assigned and
initiated.
Rationale 4:
Development of a timeline is one of the initial tasks the committee will perform. Once all of
the individual components of the timeline have been identified, the tasks can be assigned and
initiated.
Question 26
The data analysis during strategic planning focuses on which of the following?
1. Compilation of resources
2. Comparing agency and benchmark information
3. Discussion of the timeline
4. Details of the new system
Correct Answer: 2
Rationale 1:
Internal and external data are relevant to the strategic planning process. Internal data is
derived from investigating agency related information whereas external data defines
benchmark information. Both internal and external data sources are essential for successful
strategic planning.
Rationale 2:
Internal and external data sources and comparisons offer benchmarking information for
strategic planners to consider when setting goals.
Rationale 3:
Internal and external data are relevant to the strategic planning process. Internal data is
derived from investigating agency related information whereas external data defines
benchmark information. Both internal and external data sources are essential for successful
strategic planning.
Rationale 4:
Internal and external data are relevant to the strategic planning process. Internal data is
derived from investigating agency related information whereas external data defines
benchmark information. Both internal and external data sources are essential for successful
strategic planning.
Question 27
After data have been collected during the internal and external environmental scans, the
project implementation team must complete which process before identifying trends in the
current operations?
1. Determine technical feasibility
2. Data analysis
3. Assess financial resources
4. Allocate resources
Correct Answer: 2
Rationale 1:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives.
Rationale 2:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives.
Rationale 3:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives.
Rationale 4:
After data have been collected during the internal and external environmental scans, the
project implementation team must perform analysis, identifying trends in the current
operations as well as future needs and expectations, and determine feasibility from technical,
financial, time, and resource perspectives.
Question 28
Which of the following is most beneficial when the organization decides to purchase a vendor
built information system?
1. Weighted scoring tool
2. Internal resources
3. External resources
4. Supportive infrastructure
Correct Answer: 1
Rationale 1:
If the organization decides to purchase a vendor built system, then a request for proposal
(RFP) is developed that incorporates the detailed list of end user requirements. Vendors are
then asked to reply and to identify their ability to meet the specific identified current and
future end user requirements using a scale that represents the functions currently present and
in use in the system up to and including an acknowledgement of those functions which will
not be developed in the near future—perhaps on a zero to four scale. The organization then
can create weighting criteria which takes into account importance to organization process.
Rationale 2:
If the organization decides to purchase a vendor built system, then a request for proposal
(RFP) is developed that incorporates the detailed list of end user requirements. Vendors are
then asked to reply and to identify their ability to meet the specific identified current and
future end user requirements using a scale that represents the functions currently present and
in use in the system up to and including an acknowledgement of those functions which will
not be developed in the near future—perhaps on a zero to four scale. The organization then
can create weighting criteria which takes into account importance to organization process.
Rationale 3:
If the organization decides to purchase a vendor built system, then a request for proposal
(RFP) is developed that incorporates the detailed list of end user requirements. Vendors are
then asked to reply and to identify their ability to meet the specific identified current and
future end user requirements using a scale that represents the functions currently present and
in use in the system up to and including an acknowledgement of those functions which will
not be developed in the near future—perhaps on a zero to four scale. The organization then
can create weighting criteria which takes into account importance to organization process.
Rationale 4:
If the organization decides to purchase a vendor built system, then a request for proposal
(RFP) is developed that incorporates the detailed list of end user requirements. Vendors are
then asked to reply and to identify their ability to meet the specific identified current and
future end user requirements using a scale that represents the functions currently present and
in use in the system up to and including an acknowledgement of those functions which will
not be developed in the near future—perhaps on a zero to four scale. The organization then
can create weighting criteria which takes into account importance to organization process.
Question 29
When does the strategic planning process end?
1. The strategic planning process ends with system implementation.
2. The strategic planning process ends with the review of feedback.
3. The strategic planning process ends with the purchase of the equipment.
4. The strategic planning process ends with the hiring of the IT support staff.
Correct Answer: 2
Rationale 1:
The strategic planning process continues with evaluation of timeline, achievement of goals,
and problem solving issues emerging from the initiatives. Strategic planning involves the
following steps: Identification of the need for change, definition of goals and scope, scanning
of external and internal environments, data analysis, identification of potential solutions,
selection of a course of action, implementation, evaluation, and feedback.
Rationale 2:
Frequent evaluation of the current processes as well as the current and future needs must be
performed. These plans need to be monitored continually and updated annually due to the
rapidly changing health care environment.
Rationale 3:
The strategic planning process continues with evaluation of timeline, achievement of goals,
and problem solving issues emerging from the initiatives.
Rationale 4:
The strategic planning process continues with evaluation of timeline, achievement of goals,
and problem solving issues emerging from the initiatives.
Question 30
Benchmarking is considered an important component of the strategic planning process.
Which of the following statements best represents its purpose?
1. Benchmarking is the continual process of measuring services and practices against the
toughest competitors in the health care industry.
2. Benchmarking is the continual process of measuring services and practices against the
goals set by the committee.
3. Benchmarking is the continual process of measuring services and practices against the
mission of the organization.
4. Benchmarking is the continual process of measuring services and practices against scope
of the organization.
Correct Answer: 1
Rationale 1:
Benchmarking is the continual process of measuring services and practices against the
toughest competitors in the health care industry. Plans are developed based on how
information services might facilitate a task via the use of benchmarking.
Rationale 2:
Benchmarking is one of the tools that identifies competitors' services and practices.
Rationale 3:
Benchmarking is the continual process of measuring services and practices against the
toughest competitors in the health care industry. Plans are developed based on how
information services might facilitate a task via the use of benchmarking.
Rationale 4:
Benchmarking is the continual process of measuring services and practices against the
toughest competitors in the health care industry. Plans are developed based on how
information services might facilitate a task via the use of benchmarking.
Question 31
_______________________ has become widespread throughout the health care industry as a
method of continual process of measuring services and practices against the toughest
competitors in the health care industry.
Correct Answer: Benchmarking
Rationale:
Benchmarking is the continual process of measuring services and practices against the
toughest competitors in the health care industry. An example of benchmarking is to compare
the number of IS staff required to support the clinical applications for the enterprise to that of
other health care providers with similar demographic and volume statistics. When needs are
no longer met, or the organization falls far below the benchmark, the process of identifying
potential solutions and selecting the best option is begun again.
Test Bank for Handbook of Informatics for Nurses and Healthcare Professionals
Toni Lee Hebda, Patricia Czar, Theresa Calderone
9780132574952, 9780132959544, 9780134711010, 9780131512627, 9780130311023, 9780805373264, 9780135205433, 9780135043943
