Specifications and calls for tenders

Whether ERP, KIS, LIS, RIS, or EPDG - we take the entire IT landscape and its peripheral systems into consideration when preparing the specification and tender documents.

Evaluation and contracts

To help you select the right provider, we use value analyses and evaluation procedures. We also, on request, advise you on contract-drafting or -review, work contracts, and negotiating with suppliers.

Detailed concepts and project management

We create the requirements and data models for the implementation, including peripheral system integration. If you so wish, we can also take over the project management.

Module and integration tests

This capability is in great demand. Whether for scripts or concepts for functional or integration tests, we are your integration test manager.

Cutover and acceptance

Moving to the Go-Live stage requires good planning and a Plan B – as well as an emergency plan. The cornerstone? Acceptance, where expectations and achievements meet. Are expectations being met? This is where change-order management begins. Acceptance is based on defined and weighted severity codes according to the contractually-defined criteria, with us supporting you every step of the way.

Successful projects: We prefer the pragmatic and the practical – just like you. In our project work, here’s what we value:

Reaching the goal, together and pragmatically

Inter- and cross-disciplinary cooperation in the design, implementation, testing, and launch.

We always view the medical profession, nursing, and paramedicine as equals. We look for the least common denominator and use this as the basis for commitment throughout the project phases.

Whenever possible, we divide a project into manageable subprojects. That way, we use our expert knowledge primarily for specification and implementation. Protocols and presentations are drawn up free of interpretation, but only as many as necessary. These may also be made using in-hospital resources.

We consider regular and unembellished information from hospital management to be critical, as is good team spirit. This is vital for the phases of enthusiasm and disillusionment (“valley of tears”) and for the project’s ultimate success.

Tasks we’ve already successfully solved:

  • Project management for the specification and customisations of all core applications in an acute-care hospital.
  • Coordination and monitoring of integration tests in an acute-care hospital.
  • BYOD Project Management: for example, replacement of a fix-mounted PMT with a patient information and entertainment system for the patients' own smartphones and tablets.
  • BYOD Request for Proposal (RFP) for another acute-care hospital.
  • Improved billing performance in radiology.
  • Introduction of a multidimensional contribution margin calculation in an acute-care hospital.
  • Improved invoicing in a nursing home.
  • SLA renegotiation for affiliated medical centres.
  • Multilayer process documentation as a basis for process definition, eLearning, application programming and strategic decision-making for emergency clinics and Spitex service providers.
  • Review and extension of data protection regulations for an acute-care hospital.
  • Project management of ERP NAVISION introduction in an acute-care hospital with an affiliated nursing care facility with 300 beds total.
  • Detailed ERP concept for a private, Spitex-like healthcare provider.
  • Introduction of a Customer Relationship Management (CRM) module in an acute-care hospital.
  • Project management of a Personnel Module as part of an ERP introduction for three hospitals.
  • IT coordination (incl. medical equipment) for a new practice location.
  • Are we taking action effectively? “New Clinic Information System” Fast Review system for the Board of Directors of a major rehabilitation clinic, including analyses, concept implementation, and “Projects” and “Operations” contract analyses.
  • Total approval and integration-test management of SAP ERP introduction for a major hospital.
  • Total approval and integration-test management of NAVISION ERP implementation for an addiction clinic.
  • “Bring Your Own Device” (BYOD) project management for an acute-care hospital.
  • BYOD Request for Proposal (RFP) for an acute-care hospital.
  • ERP evaluation with benefit analysis for an SMB with a services organisation.
  • “New ERP: Yes/No?” decision-support for the Board of Directors.
  • Project management of an ERP implementation in an SMB with a services organisation.

Testimonials? Read for yourself.

Application landscape: Hospitals

Spital IT-System Landschaft Diagramm

KIS Modules

Projektpartner KIS Diagramm

ERP: Modules and Data Flows