Modeling Preferences of a Group Member Farrokh Alemi, Ph.D.

Alemi at Georgetown 2 Steps in Participatory Vendor Selection 1. Invite stakeholders to participate 2. One-on-one interviews 3. Group meeting 4. Constructing scoring procedures 5. Group Discussion 6. Measuring Vendor performance 7. Documentation

Alemi at Georgetown 3 Steps in Participatory Vendor Selection 1. Invite stakeholders to participate 2. One-on-one interviews 3. Group meeting 4. Constructing scoring procedures 5. Group Discussion 6. Measuring Vendor performance 7. Documentation Focus of this set of slides

Objectives Prepare for the meeting Construct straw models Solicit attributes Describe attribute levels Identify scoring procedure Alemi at Georgetown 4

5 Additive Multi-Attribute Value Model Overall Value = function {V(A 1 )+V(A 2 ) +…+V(A n )} Value on Attribute 1 Value on Attribute 2 Value on Attribute n

Alemi at Georgetown 6 Misleading Numbers Numbers approximate preferences Build behavioral consensus

Steps in Modeling Preferences 1. Introductions 2. Solicit attributes 3. Identify attribute levels 4. Rate attribute levels 5. Assess importance of attributes 6. Evaluate accuracy 7. Discuss next steps Alemi at Georgetown 7

Step 1: Introductions Introduction of the analyst The task Process of vendor selection Introduction of decision maker Alemi at Georgetown 8

9 Step 2: Select Attributes a) Start with tangible examples of EHR that worked well and those that worked poorly b) Ask directly for additional attributes c) Arrange the attributes in a hierarchy Always use the expert's terminology Use prompts that feel most natural Take notes and do not interrupt

Alemi at Georgetown 10 Step 2: Select Attributes a) Start with tangible examples b) Ask directly for additional attributes c) Arrange the attributes in a hierarchy Always use the expert's terminology Use prompts that feel most natural Take notes and do not interrupt

Alemi at Georgetown 11 Step 2: Select Attributes a) Start with tangible examples b) Ask directly for additional attributes c) Arrange the attributes in a hierarchy Always use the expert's terminology Use prompts that feel most natural Take notes and do not interrupt

Alemi at Georgetown 12 Step 2: Select Attributes a) Start with tangible examples b) Ask directly for additional attributes c) Arrange the attributes in a hierarchy Always use the decision maker’s terminology Use prompts that feel most natural Take notes and do not interrupt

Alemi at Georgetown 13 Step 2: Select Attributes a) Start with tangible examples b) Ask directly for additional attributes c) Arrange the attributes in a hierarchy Always use the expert's terminology Use prompts that feel most natural Take notes and do not interrupt

Alemi at Georgetown 14 Step 2: Select Attributes a) Start with tangible examples b) Ask directly for additional attributes c) Arrange the attributes in a hierarchy Always use the expert's terminology Use prompts that feel most natural Take notes and do not interrupt

Alemi at Georgetown 15 Step 2: Select Attributes Example attributes Easy to use Improve one or more business processes Most value for cost Fit with long term business strategy Vendor responsive to practice information needs Strong testimonies from prior users In use by other practice sites Compatible with existing systems

Step 3: Identify Attribute Levels 1. Selecting the best and worst levels 2. Define intermediate levels 3. Fill in the other possible levels Alemi at Georgetown 16

Step 3: Identify Attribute Levels 1. Selecting the best and worst levels 2. Define intermediate levels 3. Fill in the other possible levels Alemi at Georgetown 17 Easiest to use Hardest to use

Step 3: Identify Attribute Levels 1. Selecting the best and worst levels 2. Define intermediate levels 3. Fill in the other possible levels Alemi at Georgetown 18 Less than 2 minutes More than 5 minutes

Step 4: Rate Attribute Levels No cost (open software) $5000/physician $10,000/physician $20,000/physician $30,000/physician $40,000/physician Alemi at Georgetown 19

Step 4: Rate Attribute Levels No cost (open software) $5000/physician $10,000/physician $20,000/physician $30,000/physician $40,000/physician Alemi at Georgetown

Step 5: Assign Importance of Attributes Alemi at Georgetown 21

Step 5: Assign Importance of Attributes Alemi at Georgetown 22 Arrange attributes from least important to most important Assign the least important attribute the value of 10 How many more times the next attribute is more important?

Step 5: Assign Importance of Attributes Alemi at Georgetown 23 ? Impact on business process ? Cost ? Compatibility with current systems

Step 5: Assign Importance of Attributes Alemi at Georgetown 24 1 Impact on business process 2 Cost 3 Compatibility with current systems

Step 5: Assign Importance of Attributes Alemi at Georgetown 25 Impact on business process ? Cost 10 Compatibility with current systems

Step 5: Assign Importance of Attributes Alemi at Georgetown 26 Impact on business process 30 Cost 10 Compatibility with current systems

Step 5: Assign Importance of Attributes Alemi at Georgetown 27 45/85 Impact on business process 30/85 Cost 10/85 Compatibility with current systems

Step 5: Assign Importance of Attributes Alemi at Georgetown Impact on business process 0.35 Cost 0.12 Compatibility with current systems

Step 6: Evaluate Hypothetical Vendors Vendor AVendor BVendor C AttributeWeightLevelRatingLevelRatingLevelRating Ease of use minutes1003 minutes805 minutes0 Cost per MD , , Reputation 0.2 Good0Excellent100Good0 Alemi at Georgetown 29

Alemi at Georgetown 30 Step 7: Next Step Walk through group meeting Answer questions

Take Home Lesson Listen to the Decision Maker