The lean acquisition strategy behind the DOD's 2015 electronic health record system

Abstract

The Department of Defense (DOD) failed in its previous attempt to acquire an enterprise electronic health record (EHR) system. The earlier program was plagued with schedule delays and cost overruns, which caused its failure. In July 2015, the DOD's Program Executive Office awarded a $4.3 billion contract for a new EHR system that was below cost and ahead of schedule. The objective of this research is to investigate the key reasons why the DOD has succeeded in acquiring its most recent EHR. This study interviewed nine members of the Program Management Office (PMO) team for their opinions on and experiences with their acquisition and management strategies used during the procurement. The research showed that members from the program management to the program executive level shared commonalities in management styles that led to the successful acquisition of the DOD's newest EHR system. The research identified several factors key to the program's success: a tailored acquisition plan that allowed the PMO to directly report to the Under Secretary of Defense for Acquisition, Technology and Logistics; a separation between the medical communities and the acquisition team; an engagement with industry early in the process; and a motivated leadership.