XXIV congreso anual de la sociedad española de ingeniería biomédica (CASEIB2016)

En la presente edición, más de 150 trabajos de alto nivel científico van a ser presentados en 18 sesiones paralelas y 3 sesiones de póster, que se centrarán en áreas relevantes de la Ingeniería Biomédica. Entre las sesiones paralelas se pueden destacar la sesión plenaria Premio José María Ferrero Corral y la sesión de Competición de alumnos de Grado en Ingeniería Biomédica, con la participación de 16 alumnos de los Grados en Ingeniería Biomédica a nivel nacional. El programa científico se complementa con dos ponencias invitadas de científicos reconocidos internacionalmente, dos mesas redondas con una importante participación de sociedades científicas médicas y de profesionales de la industria de tecnología médica, y dos actos sociales que permitirán a los participantes acercarse a la historia y cultura valenciana. Por primera vez, en colaboración con FENIN, seJane Campos, R. (2017). XXIV congreso anual de la sociedad española de ingeniería biomédica (CASEIB2016). Editorial Universitat Politècnica de València. http://hdl.handle.net/10251/79277EDITORIA

Implementing large-scale healthcare information systems: The technological, managerial and behavioral issues.

This study investigated the challenges that a national healthcare organisation in Saudi Arabia had to overcome in order to achieve a nationwide large-scale healthcare information system implementation. The study also examined the implications of those issues on the applicability of organisational change management models in healthcare systems implementations. The project's focus on the implementation process directed the methodology towards a qualitative approach. Semi-structured, in-depth interviews were used. Thirty-two participants were interviewed. They were members of the organisation who were directly involved with the implementation either as Information Technology executives and managers. Information Technology analysts and implementers, senior hospital executives from clinical areas, and other stakeholders from various departments. The data were systematically analysed using an original 'five-stage analysis framework'; specifically designed for this study. This lead to the inductive identification of forty codes, that were further refined and structured through additional stages of analysis influenced by Grounded Theory. Finally, as observed within the interviews, the most significant challenges were categorised under three broad interconnected themes; Information Technology and Systems (internal and external issues). Managerial Affairs (managing the project and resources), and Behavioural Issues (leadership and change management structures). These three themes were further structured leading to a detailed discussion on the findings. While the collection of data was driven by questions on challenges typically associated with healthcare systems implementations, the findings divulged a set of unique problems for this Saudi healthcare organisation. Some challenges were specific to it because of its nature, resources (financial and human), size, distribution of sites, project scale and its regional setting, and political atmosphere, while others were more generic problems typical of healthcare systems implementations. What has resulted from this implementation was a model for leading change in healthcare systems implementations that could be used to guide IT implementations in healthcare organisations elsewhere