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| Section | Weight | Objectives |
|---|---|---|
| Healthcare and Technology Environments | 25% | - Healthcare delivery systems - Health data characteristics and exchange - Technology standards and frameworks - Regulatory and compliance requirements |
| Healthcare Information and Systems Management | 30% | - Data management and analytics - Project and change management - Security, privacy and risk management - Operations and service management - Systems development lifecycle |
| Management and Leadership | 25% | - Financial management - Workforce planning and development - Organizational behavior and leadership - Strategic planning and governance |
| Clinical Informatics | 20% | - Clinical workflow and process analysis - Electronic health records and applications - Clinical decision support - Patient safety and quality improvement |
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NEW QUESTION # 61
Strategic plans include
Answer: D
NEW QUESTION # 62
Which is NOT a type of waste, according to Lean experts?
Answer: A
Explanation:
In Lean management, "waste" (often called muda ) refers to activities that consume resources but do not add value from the customer's perspective-within healthcare, that "customer" is commonly the patient and the care team relying on timely, safe services. Classic Lean frameworks identify specific categories of waste, commonly remembered as TIMWOODS : Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and Skills (unused talent) . In that list, Waiting , Inventory , and Transportation are all explicitly recognized waste types because they create delays, tie up capital and space, and add risk without improving care. For example, waiting can increase length of stay and frustrate patients; excess inventory can lead to expired supplies; and unnecessary transportation can raise labor cost and increase the chance of loss or error.
Planning , however, is not categorized as a Lean waste type. In fact, effective planning-especially when aligned with standardized work, clear value-stream goals, and stakeholder communication-supports Lean by preventing rework, reducing variation, and improving flow. While "over-planning" could be viewed as overprocessing in some contexts, planning itself is not one of the defined Lean waste categories. Therefore, the correct choice for what is not a Lean waste type is Planning .
NEW QUESTION # 63
A systematic method to verify that the system supports what users are required to do is called a
Answer: C
Explanation:
A User Acceptance Test (UAT) is a structured and systematic process conducted to verify that an information system supports real-world user requirements and workflows prior to full deployment. In healthcare information systems management, UAT occurs after system configuration and technical testing are complete, but before go-live. End users-such as clinicians, registration staff, pharmacists, and billing personnel- execute predefined scenarios based on actual job tasks to confirm that the system functions as intended in practice. The purpose is to validate that the system supports required workflows, regulatory requirements, documentation standards, reporting needs, and patient safety processes.
A task analysis is conducted earlier in the lifecycle to understand and document what users do in their roles; it informs system design but does not verify functionality. A clinical review typically evaluates clinical content or quality of care but is not a formal system validation method. A comparison test may evaluate differences between systems or versions but does not ensure user workflow requirements are met.
From a governance and implementation standpoint, UAT reduces risk by identifying workflow gaps, configuration errors, and usability issues before activation. Therefore, the correct answer is User Acceptance Test.
NEW QUESTION # 64
A committee is assessing whether the currently installed products and services are available as cloud-based product offerings. Which of the following should the committee pursue FIRST?
Answer: A
Explanation:
When a committee is in the early exploratory phase-specifically determining whether existing products and services are available as cloud-based offerings-the appropriate first step is issuing a Request for Information (RFI) . An RFI is designed to gather high-level information about vendor capabilities, deployment models (e.
g., SaaS, PaaS), hosting environments, security certifications, scalability, pricing structures, migration options, and roadmap alignment. It helps the organization understand the current market landscape before committing to a formal procurement process.
A vendor demonstration is premature because demonstrations typically occur after narrowing the field to qualified vendors and defining functional requirements. A Request for Proposal (RFP) is more detailed and used when the organization has clearly defined requirements and is prepared to evaluate formal bids. Issuing an RFP without first understanding available cloud options may lead to incomplete or misaligned requirements. An end-user focus group may help assess workflow needs, but it does not determine whether vendors offer viable cloud-based alternatives.
Therefore, the RFI is the correct first step because it supports informed decision-making, market research, and strategic planning before advancing to demonstrations or formal procurement processes.
NEW QUESTION # 65
A project manager in a healthcare organization has been asked by the project team to solicit involvement of a physician in the next phase of a clinical systems implementation. Which of the following is the first step for the project manager to accomplish this?
Answer: B
Explanation:
The first step should be to ask the Chief Medical Officer (CMO) for candidate recommendations because physician participation in clinical systems implementation is most effective when it is leadership-supported, appropriately vetted, and aligned with medical staff governance . The CMO (or equivalent physician executive leadership) understands physician leadership structures, department dynamics, credibility considerations, and who has the influence, availability, and interest to serve as a physician champion, subject matter expert, or governance representative. This approach also reinforces shared accountability: clinical transformation is not "an IT project," and engaging physician leadership early helps secure buy-in, clarify expectations for time commitment, and ensure representation reflects organizational priorities and patient safety needs.
The other options are less effective as a first action. A mass email (A) may produce volunteers, but not necessarily the right physician leader or specialty representation, and it can bypass medical staff leadership norms. Requesting volunteers at a medical staff meeting (C) is public and time-bound, and still may not yield a suitable, supported candidate. Developing incentives (B) may be helpful later for protected time or compensation, but selecting the right physician partner and sponsorship structure comes first. Therefore, engaging the CMO for recommendations is the best initial step.
NEW QUESTION # 66
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