In the world of healthcare, investing in new technology comes with its share of challenges. However, when healthcare orgs invest in that new tech, the assumption is usually that the team that will deliver the solution will be the same team to manage the implementation project. While it’s a fair assumption and feels simplified (one team, single source of truth, streamlined), it’s actually one of the most common and costly errors in healthtech implementations.
The common misconception? An implementation manager and a project manager are one and the same.
What is an implementation manager in a healthcare implementation?
An implementation manager is the individual who guides clients through the technical adoption of a healthtech solution. Their responsibilities typically include:
- The configuration and setup of the system
- Workflow design within the platform
- End-user training and onboarding
- Troubleshooting, product support (your go-to “SME” of the platform)
The key here is that the implementation manager is intimately familiar with the product. They’re going to be the person who ensures the tool meets the client’s operational needs.
What is a project manager in a healthtech implementation?
On the flip side, your project manager ensures the implementation is delivered successfully from kickoff to completion. So, what does that mean?
- They manage the timeline and ensure milestones are reached
- They are actively identifying and mitigating risks, and developing risk response plans
- Ensuring stakeholders are “in the know” and aligned on what’s next
- Control the scope and ensure decisions are being made in an organized fashion
Your project manager ensures the project stays on track, adapts swiftly to obstacles, and prevents surprises for stakeholders.
Why is an implementation manager not the same as a project manager?
Their functions are fundamentally different, but also fundamentally necessary. Your implementation manager is product-focused, and your project manager is delivery-focused. If you try to have one individual wear both hats, you’ve ultimately put your project at risk. They are two different roles, each requiring a distinct skill set and domain expertise.
What happens if an implementation manager acts as a project manager?
You will inevitably come across the following issues:
- Quality concerns: if one individual is splitting attention across two deeply embedded roles, balls will be dropped in one or both domains.
- Reactive management: risks and dependencies are less likely to be spotted early, so you will burn budget and team energy on putting out fires.
- Limited visibility into risk: your implementation manager is a technical expert; they likely will not have as sharp an eye for organizational risk management as a project manager would.
- Slower decision-making: a project manager drives alignment, enabling quicker decisions. Without this role, projects often experience delays or significant scope creep, which burns more budget and resources.
Why does a healthcare implementation require a dedicated PM?
Healthcare is a complex industry. A healthcare project manager is going to be aware of:
- Compliance requirements
- Data migration or integrity concerns
- Integration with workflows in the clinical space
- Multiple stakeholder groups across departments
All of those four focus areas carry high levels of risk. A project manager offsets that risk with a unique skill set that generates governance, clear and consistent communication, early risk detection and mitigation, and cross-team coordination.
What are the benefits of separating the IM and PM roles?
Clearer accountability, seamless execution in technical implementation and operational implementation, strong communication for good project team culture, and effective risk management. The two roles complement one another.
Do you need a full-time project manager for every healthcare implementation?
No. In fact, most healthcare orgs face multiple constraints, including time, budget, and the need for specialized skill sets. That’s where fractional project managers can give your org the competitive advantage. Tuck has a bench of over 60 remote, US-based fractional consultants who have worked across a variety of industries. Schedule some time with our Managing Principal, Alex Tuck, to learn about the availability of our fractional healthcare project management bench.
