CONTACT INFORMATION
Office:	304 Kalkin  FIND OFFICE
Phone:	802 238-5024
E-Mail:	smcdowel@bsad.uvm.edu
Office Hours:	5:30 - 6:30 p.m. Tues. or by appointment

• BSAD 340 - Production and Operations Management
  Section A, 002 Kalkin 6:30-9:10 T - ON-LINE SYLLABUS
  Section Z1, 002 Kalkin 6:30-9:10 T - ON-LINE SYLLABUS

Publication History

Journal Article, Academic Journal

• McDowell, S.; Wahl, R.; Michelson, J. - "Herding cats: the challenges of EMR vendor selection" (Refereed) - Journal of Healthcare Information Management - 2003 - v. 17, no. 3, pp. 63-71 [View publication] [Show/Hide Abstract]
  Abstract: The selection of an enterprise-wide electronic medical record (EMR) by a medical center is a major undertaking that will define its future clinical processes for many years. The parameters that drive the selection include the clinical requirements, the financial needs of the medical center, the geographic setting, the need for outreach into the community, and an analysis of the existing and predicted flow of information and work within the clinical systems.
  
• McDowell, S. - "Investment Efficiency: A Comprehensive ROI" (Refereed) - Industrial Management - 2001 - v. 43, no. 1, pp. 20-26 [View publication] [Show/Hide Abstract]
  Abstract: The goal of an organization is to invest in projects that maximize enterprise-wide strategic objectives. It is desirable that the investment approval process be comprehensive, yet require minimal organizational resources. The relationship between a capital investment and its ability to move an organization toward its goals also needs to be efficient: Every dollar of investment should generate maximum leverage. A model for approving a comprehensive set of efficient investments in health care organizations is described.
  
• McDowell, S. - "Just-in-time project management" (Refereed) - IIE Solutions, Institute of Industrial Engineers, Inc. - 2001 - v. 33, no. 4, pp. 30-33 [View publication] [Show/Hide Abstract]
  Abstract: In a perfect world, project management would begin before projects got underway. But who works in a perfect world? In an ideal environment, several planning tasks are completed prior to the initiation of a project. The tasks are intended to provide ongoing project management and a framework to ensure successful project completion. The Project Management Institute offers a structure for project management tasks by defining component knowledge areas: scope, time, cost, quality, human resources, communications, risk, and procurement. These areas are coordinated through the process defined as project integration management, which we commonly refer to as project management.
  
• Billings, A. G.; McDowell, S.; Gomberg, C. A.; Kessler, M.; Weiner, S. - "The validity of time sampling in group interactions" (Refereed) - Journal of Social Psychology - 1978 - v. l04, pp. 223-230

Magazine/Trade Publication

• McDowell, S.; Kohn, M.D., M. S. - "Rapid Change in Healthcare Organizations" - The Healthcare Information and Management Systems Society (HiMSS) - 2007 [View publication] [Show/Hide Abstract]
  Abstract: A Work Product of the: Hot Topics Work Group Sandy McDowell, Ph.D., Chair of the: Management Engineering and Process Improvement Task Force, Cynthia McKinney, FHIMSS, MBA, Chair Many of us work in environments of constant change. Whether we respond to change, induce change, or manage change, it is safe to say that contemporary health care requires nimbleness and adaptability for survival. Change means instability. What was the standard last year is quickly tossed aside for some new directive or research result. Very few issues are permanently resolved. On the one hand, all that change is demanding and stressful. On the other hand it provides an exciting and challenging arena that is responsible for the existence of our jobs. Thus, in order for us to make the contributions necessary to provide the value in health information technology, we must understand the nature of organizations experiencing rapid change. In particular, we must become adept at understanding and managing change. When change is contemplated or promoted, there will always be conflict between those supporting the status quo and those advocating change. Among the advocates of change there may be conflict as to the extent and the nature of change that is desired. Healthcare is an area in which change is characteristically slow. It has been estimated that new treatments or knowledge percolates into common use over a period of 15 years. Yet many of the changes we promote or advocate occur over timeframes of a few months to a few years, cataclysmic by comparison. Thus the conflict and turmoil associated with change are emphasized in the arena of rapid change. The intensity of feeling in rapid change perhaps gives a tactical advantage to those who oppose change. For example, despite well promoted advantages of EHRs and other forms of electronic health information, failed or problematic implementations are commonplace, testimony to the challenges of rapid change.
  

Conference Proceeding

• McDowell, S.; Wahl, R. - "You Can Do It Cinderelly: Managing a Portfolio of Projects" (Refereed) - Proceedings: 2003 Society for Health Systems Management Engineering Forum - 2003 - pp. 265-275
• McDowell, S.; Wahl, R. - "Herding Cats: Preparing for a Major System Change" (Refereed) - 13th Annual Society for Health Systems Conference; 2001 Conference Proceedings - 2001 - pp. 83-92
• McDowell, S. - "Investment Efficiency: A Comprehensive ROI" (Refereed) - Proceedings of the 2000 Society for Health Systems Conference - 2000
• McDowell, S. - "Just-in-time project management (JITPM): Two Case Studies" (Refereed) - Proceedings of the HIMSS 2000 Annual Conference - 2000
• Billings, A. G.; Gomberg, C. A.; McDowell, S.; Kessler, M.; Weiner, S. - "Conflict resolution of alcoholic and non-alcoholic married couples" (Refereed) - American Psychological Association convention - 1977