{"id":8757,"date":"2026-05-01T16:35:09","date_gmt":"2026-05-01T15:35:09","guid":{"rendered":"https:\/\/thescrumacademy.com\/?p=8757"},"modified":"2026-05-13T16:06:45","modified_gmt":"2026-05-13T15:06:45","slug":"are-your-ambulatory-surgery-center-profits-trapped-in-a-slow-moving-dmv-queue","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2026\/05\/01\/are-your-ambulatory-surgery-center-profits-trapped-in-a-slow-moving-dmv-queue\/","title":{"rendered":"Are Your Ambulatory Surgery Center Profits Trapped in a Slow Moving DMV Queue?"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">Attention COO and CFO at ambulatory surgical centers, does it feel like your IT team is managing EHR optimizations like the waiting room at the DMV?\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The first sign something might be up is when your monthly surgical case volume is high, but your end-of-month revenue is flat.\u00a0 After a few conversations with clinicians, you discover that high-acuity perioperative care was not fully captured by the EHR.<\/span><\/p>\n<h2><span style=\"font-weight: 400;\">Use the Five Whys to Uncover the Facts<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">After digging a little deeper, here\u2019s what really happened\u2026<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Why did the EHR fail to capture the level of care?\u2026Because the clinicians were using out-of-date templates.\u00a0\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">And why were the templates out-of-date?\u2026 Because the update to the acuity recapture logic sat at the bottom of the backlog.\u00a0\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">And why did that happen?\u2026 Because the IT team has prioritized making cosmetic updates to the patient portal over updating templates.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">And why were they working on the patient portal?\u2026 Because the IT manager responsible for the backlog prioritized it using first-in, first-out logic.\u00a0<\/span><\/li>\n<\/ul>\n<p><strong><em>The IT manager ordered the backlog like the line at the DMV and the business paid the price.<\/em><\/strong><\/p>\n<h2><span style=\"font-weight: 400;\">Steering Committees Reinforce Silos, Not Break Them<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">For many COO and CFO, the common response to this scenario would be to implement a monthly steering committee to review, and approve, every ticket in the backlog.\u00a0 That is a common mistake.\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">This only adds non-value added administrative work that reinforces your silos.\u00a0 You cannot fix a broken intake process with more meetings.\u00a0 Adding executive signoff to minor technical tasks only compounds the delays.<\/span><\/p>\n<h2><span style=\"font-weight: 400;\">Prioritize Using Cost of Delay<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The solution is to stop prioritizing your optimization backlog based on arrival time and start prioritizing your optimizations based on the cost of delay.\u00a0 Cost of delay ensures that revenue critical optimizations, like those enabling high acuity care to be accurately captured, automatically bypass the maintenance noise.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">When your optimization backlog is treated as a series of core product enhancements instead of a list of support tickets, your IT investments finally align with your EBITDA goals.\u00a0 <strong>The result:<\/strong> a responsive infrastructure where high-value clinical workflows are prioritized by design, not by permission.<\/span><\/p>\n<blockquote><p><em><span style=\"font-weight: 400;\">How long are you willing to tolerate ineffective trial-and-error \u201cfixes\u201d?<\/span><\/em><\/p><\/blockquote>\n<p><span style=\"font-weight: 400;\">Contact me if you\u2019re eager to explore how changes in your IT intake processes can help slow the linear growth in operational costs.\u00a0 I can help.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Attention COO and CFO at ambulatory surgical centers, does it feel like your IT team is managing EHR optimizations like the waiting room at the DMV?\u00a0\u00a0 The first sign something  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