WGU C813 | Information Systems Management Task 2: Post-Implementation Assessment
WESTERN GOVERNORS UNIVERSITY
College of Information Technology
C813: Information Systems Management
Task 2: Post-Implementation Assessment
Ridgeview Medical Center EHR System Deployment
Student Name: Jordan A. Williams
Student ID: 000-XXX-XXX
Program: Master of Science, Information Technology
Management
Instructor: Course Evaluator, WGU
Submission Date: March 2026
Document Version: 2026 Final Submission
DISCLAIMER: This document is an original academic submission prepared for WGU C813 Task 2.
All organizational names, system names, and data are used for illustrative academic purposes.
Confidential | Academic Use Only Page
,WGU C813 | Information Systems Management Task 2: Post-Implementation Assessment
Section A: System Description
A1. Organization and System Overview
Ridgeview Medical Center (RMC) is a mid-sized, nonprofit regional hospital with 320 beds,
serving approximately 85,000 patients annually across three campuses in a metropolitan area.
The organization employs over 1,400 staff members, including 280 licensed physicians, 560
nurses, and a robust administrative and IT department of 65 personnel.
The information system under evaluation in this post-implementation assessment is the Epic
EHR (Electronic Health Record) system, branded internally as RMC-Connect. This system was
procured to replace the organization's legacy platform, Meditech 6.1, which had been in service
since 2009. The Epic EHR system is an enterprise-wide clinical information system
encompassing the following functional modules:
Module Primary Users Key Functions
Patient Registration & ADT Admissions Staff Scheduling, Demographics,
Insurance Verification
Clinical Documentation Physicians, Nurses SOAP Notes, Orders, Care
Plans
Computerized Physician Order Physicians, Pharmacists Medication, Lab, Radiology
Entry (CPOE) Orders
Revenue Cycle Management Billing, Finance Coding, Claims, Reimbursement
Patient Portal (MyChart) Patients Appointments, Test Results,
Messaging
Analytics & Reporting (Clarity) Administrators, QI Dashboards, Regulatory
Reporting, KPIs
A2. Business Problem Addressed
Prior to the Epic EHR implementation, RMC faced a constellation of operational and clinical
challenges that undermined care quality, regulatory compliance, and financial performance. The
principal business problems were:
● Fragmented clinical data: Patient records existed across multiple disconnected systems
(pharmacy, radiology, lab, and primary clinical record), causing care coordination
breakdowns and duplicate testing.
● Medication error risk: The legacy system lacked automated drug-drug and drug-allergy
interaction alerts, contributing to a measured adverse drug event (ADE) rate of 3.2
events per 1,000 medication administrations — exceeding the national benchmark of
1.8.
Confidential | Academic Use Only Page
, WGU C813 | Information Systems Management Task 2: Post-Implementation Assessment
● Regulatory compliance gaps: Failure to meet Meaningful Use / Promoting
Interoperability program requirements under CMS threatened significant reimbursement
penalties estimated at $2.1 million annually.
● Revenue leakage: Inadequate charge capture and delayed claims submission resulted
in an average billing cycle of 38 days and a net collection rate of 88.3%, below the
industry benchmark of 95%.
● Staff inefficiency: Nursing staff spent an estimated 35% of shift time on documentation
tasks, reducing time available for direct patient care.
A3. Implementation Timeline Summary
The Epic EHR implementation was executed in a phased rollout over 26 months, concluding
with full go-live across all campuses in September 2024. The post-implementation review period
covered in this assessment spans October 2024 through December 2025, representing 15
months of operational data post-go-live.
Phase Timeline Description
Phase 0 – Planning & Jul 2022 – Dec 2022 Vendor selection, contract execution, project
Contracting governance established
Phase 1 – Infrastructure Jan 2023 – Jun 2023 Server infrastructure, network upgrades, Epic
& Build environment build and configuration
Phase 2 – Workflow Jul 2023 – Feb 2024 Workflow analysis, 480+ staff trained, super-user
Design & Training program established
Phase 3 – Pilot Go-Live Mar 2024 – May 2024 Controlled go-live at primary campus; issues
(Campus A) identified and resolved
Phase 4 – Full Go-Live Jun 2024 – Sep 2024 All modules and campuses live; legacy system
decommissioned
Post-Implementation Oct 2024 – Dec 2025 Operational monitoring, optimization, and this
Review formal assessment
Confidential | Academic Use Only Page
WESTERN GOVERNORS UNIVERSITY
College of Information Technology
C813: Information Systems Management
Task 2: Post-Implementation Assessment
Ridgeview Medical Center EHR System Deployment
Student Name: Jordan A. Williams
Student ID: 000-XXX-XXX
Program: Master of Science, Information Technology
Management
Instructor: Course Evaluator, WGU
Submission Date: March 2026
Document Version: 2026 Final Submission
DISCLAIMER: This document is an original academic submission prepared for WGU C813 Task 2.
All organizational names, system names, and data are used for illustrative academic purposes.
Confidential | Academic Use Only Page
,WGU C813 | Information Systems Management Task 2: Post-Implementation Assessment
Section A: System Description
A1. Organization and System Overview
Ridgeview Medical Center (RMC) is a mid-sized, nonprofit regional hospital with 320 beds,
serving approximately 85,000 patients annually across three campuses in a metropolitan area.
The organization employs over 1,400 staff members, including 280 licensed physicians, 560
nurses, and a robust administrative and IT department of 65 personnel.
The information system under evaluation in this post-implementation assessment is the Epic
EHR (Electronic Health Record) system, branded internally as RMC-Connect. This system was
procured to replace the organization's legacy platform, Meditech 6.1, which had been in service
since 2009. The Epic EHR system is an enterprise-wide clinical information system
encompassing the following functional modules:
Module Primary Users Key Functions
Patient Registration & ADT Admissions Staff Scheduling, Demographics,
Insurance Verification
Clinical Documentation Physicians, Nurses SOAP Notes, Orders, Care
Plans
Computerized Physician Order Physicians, Pharmacists Medication, Lab, Radiology
Entry (CPOE) Orders
Revenue Cycle Management Billing, Finance Coding, Claims, Reimbursement
Patient Portal (MyChart) Patients Appointments, Test Results,
Messaging
Analytics & Reporting (Clarity) Administrators, QI Dashboards, Regulatory
Reporting, KPIs
A2. Business Problem Addressed
Prior to the Epic EHR implementation, RMC faced a constellation of operational and clinical
challenges that undermined care quality, regulatory compliance, and financial performance. The
principal business problems were:
● Fragmented clinical data: Patient records existed across multiple disconnected systems
(pharmacy, radiology, lab, and primary clinical record), causing care coordination
breakdowns and duplicate testing.
● Medication error risk: The legacy system lacked automated drug-drug and drug-allergy
interaction alerts, contributing to a measured adverse drug event (ADE) rate of 3.2
events per 1,000 medication administrations — exceeding the national benchmark of
1.8.
Confidential | Academic Use Only Page
, WGU C813 | Information Systems Management Task 2: Post-Implementation Assessment
● Regulatory compliance gaps: Failure to meet Meaningful Use / Promoting
Interoperability program requirements under CMS threatened significant reimbursement
penalties estimated at $2.1 million annually.
● Revenue leakage: Inadequate charge capture and delayed claims submission resulted
in an average billing cycle of 38 days and a net collection rate of 88.3%, below the
industry benchmark of 95%.
● Staff inefficiency: Nursing staff spent an estimated 35% of shift time on documentation
tasks, reducing time available for direct patient care.
A3. Implementation Timeline Summary
The Epic EHR implementation was executed in a phased rollout over 26 months, concluding
with full go-live across all campuses in September 2024. The post-implementation review period
covered in this assessment spans October 2024 through December 2025, representing 15
months of operational data post-go-live.
Phase Timeline Description
Phase 0 – Planning & Jul 2022 – Dec 2022 Vendor selection, contract execution, project
Contracting governance established
Phase 1 – Infrastructure Jan 2023 – Jun 2023 Server infrastructure, network upgrades, Epic
& Build environment build and configuration
Phase 2 – Workflow Jul 2023 – Feb 2024 Workflow analysis, 480+ staff trained, super-user
Design & Training program established
Phase 3 – Pilot Go-Live Mar 2024 – May 2024 Controlled go-live at primary campus; issues
(Campus A) identified and resolved
Phase 4 – Full Go-Live Jun 2024 – Sep 2024 All modules and campuses live; legacy system
decommissioned
Post-Implementation Oct 2024 – Dec 2025 Operational monitoring, optimization, and this
Review formal assessment
Confidential | Academic Use Only Page
