Usually, the narrative goes something like this:
IT has a product road map that is expanding, evolving or never ending. The business side of the company is all over IT to speed up delivery or perhaps waiting for a new product which they have begun selling. At the same time, IT is trying to manage day to day product enhancements, glitches, and most notable custom requests by clients. Then there is an unexpected event and everything begins to delay. In an effort to get back on track, IT outsources some application development to a low-cost vendor. This vendor has many IT skills, but no true healthcare industry knowledge. This vendor picks up the requirements and builds it to spec. When they go to test the new functionality, it does not work in the manner it was conceived. Is this the vendors fault or lack of good requirements? Probably a bit of both, but because the vendor hired does not know your industry, they did not ask the right questions and ultimately you received what you asked for…but not what you wanted. The trickle-down effect means that the product road map is either delayed or delivered with less functionality. No one is happy.
This scenario is all too common. All have best intentions, but IT chose poorly. Finding a partner who can really work as an extension of your organization is possible. We do it all the time for companies. To be effective, vendors should be able to do the following:
Be judicious in selecting a healthcare development partner. If you are considering low cost resources or vendors with little healthcare knowledge to build mission critical applications, then you will fail more often than not.