S Yolanda Jones

  • Project Manager
  • Mar 01, 2019
Full time Clinical Applications Clinical Information Manager Clinical Systems Support Specialist EMR: Design / Build / Test / Support Healthcare Informatics

Personal Summary

Highly effective Healthcare IT project professional adept at managing all phases of the project life-cycle, including system implementation of high-profile projects, budgeting, process redesign, analyzing operations, identifying opportunities for improvement, optimization and support.  Possesses broad clinical and technical knowledge base, including the implementation and support of leading Healthcare IT clinical software packages in academic, community, enterprise and ambulatory based settings.

Work Experience

Clinical Project Manager
Nov 2018 - Mar 2019 Subcontractor via Health Tech Advisors

One Brooklyn Health System                                                                             

Clinical Project Manager – Pre-Implementation Planning

  • Creation of project process review and transformation documents to guide the design, build, testing, training

and go-live phases of the upcoming EMR project inclusive of governance structure, team structure, pre-implementation tasks/checklists, SME identification, engagement and project communication

Clinical Project Manager
Feb 2018 - Nov 2018 Subcontractor via Cynergies Consulting

Cleveland Clinic Institute                                                                                  2/2018 – 11/2018

Clinical Project Manager (PMO-Consultant) – Epic Anesthesia, Epic Phoenix, Procedure Pass, Procedural Sedation, GI Standardization, Epic Perfusion

  • Creation and management of project schedules, and milestones for net new application and Epic Refuel/Reset projects in an Agile environment
  • Facilitation and completion of pre-implementation tasks/checklists
  • Coordination of multi-hospital site visits
  • Documentation and requirement gathering and translating into system build and workflow redesign
  • Facilitation of design, adoption, validation, testing, and go live project phases
  • Stakeholder and SME Management
  • Identification and documentation of current state
  • Issue, Risk, Action Item, and Decision tracking and mitigation
  • Establishment of operational governance
  • Integration of Clinical Laboratory Workflows (specimen management, Blood Bank, Diagnostic Labs)
  • Device integration review and assessment
  • Management and assignment of project tasks to project team members
  • Review and coordination of application/implementation build activities
  • Development of business cases
  • Application budgeting
  • Review and tracking of application specific Gold Star items
  • Management of applications/application team in conjunction with PMO standards
  • Epic OpTime NVT 2018
Enterprise Project Manager (PMO) – Epic Community Connect, Cerner Bridge, Epic Portfolio Rollout
Sep 2016 - Feb 2018  University of Maryland Medical System  

  • Creation and management of project charters, schedules, and milestones
  • Coordination of stakeholders and Stakeholder communication
  • Go Live Readiness Planning (GLRA, Dress Rehearsals, Cutover, Conversions, etc.)
  • Policy, procedure, and process evaluation (changes, updates, etc.)
  • Project budget forecasting and creation
  • Documentation of Action Items and issues via log
  • Documentation and Mitigation of Risks
  • Creation of project plans and team assignments
  • Identification of resource needs
  • Project Quality Control
  • Project Communication (Executive, Department Leadership, Vendors, Project Team and Stakeholders)
  • Communicate within and across teams regarding key milestones, ideas, risks, status, and development
  • Develop operational and project work groups for assigned projects
  • Development of project tools
  • Propose process changes needed within and across teams
  • Epic OpTime NVT 2017 (CEEs completed)
  • PMO Team for Epic Portfolio Implementations (net new and additional applications for single facility)
  • Handheld device selection and implementation for Anesthesia administration of blood and blood products
  • Procurement of software/hardware
  • Requirements gathering and documentation
  • SharePoint library design
  • Creation and review of key performance indicators for projects assigned
  • Management of applications/application team in conjunction with PMO standards, processes, and policies
  • Assist with the establishment and adoption of program/project processes across the organization


Epic OpTime, Anesthesia, Phoenix Project Manager
Sep 2015 - Sep 2016 Healthcare IT Leaders Subcontractor

Client: Scripps Healthcare


  • Creation and management of application specific tasks on the enterprise project plans
  • Collaboration with system hospital leaders, medical staff and/or functional lines for maintenance and improvement of future and current state workflows
  • Go Live Readiness Planning and facilitation (GLRA, Dress Rehearsals, Cutover, Conversions, etc.)
  • Provide guidance on policy and process changes needed due to new implementation
  • Mitigation of OpTime, Anesthesia, and Phoenix risks
  • Integration of Laboratory workflows
  • EHR/EMR project team resource management
  • Communication within and across teams regarding key milestones, ideas, risks, status, and development
  • Development of operational and project work groups for Clinical Content, Materials Management, Procedures, Preference Cards, OR Scheduling and Workflow development
  • Perioperative billing (OpTime and Anesthesia) design, build review and testing
  • Creation of application specific project plans, charters, and various tracking tools
  • Facilitation of Perioperative Leadership Governance groups and Anesthesia Work groups
  • Review and facilitation of Integrated Work Groups
  • Review of build tracker and system to ensure information documented resided in the system
  • Facilitation and review of Ambulatory and Inpatient surgical and procedural charges
  • Device Integration Team (review and participation) for Anesthesia
  • OpTime and Anesthesia requirements gathering and documentation
  • Review, analysis, and auditing of items built within Epic versus included on build trackers
  • Assist with the establishment and adoption of program/project processes across the organization
  • OpTime NVT 2015


Engagement Manager/Optimization Project Manager (Community Connect Surgical Order Management)
Jan 2015 - Aug 2015 CTG Subcontractor

Client: John Muir Health System


  • Customer facing role with communication channels within and outside of the organization
  • Facilitated cross-functional team on the development, design, and implementation of the electronic Case Request (retrofit) and Second Sign functionality for Community Connect surgical and procedural offices
  • Creation of project scope
  • Go Live Readiness Planning, Facilitation, and Execution (GLRA, Dress Rehearsals, Cutover, Conversions, etc.)
  • Development and facilitation of internal and external project kick-off including creation of hand-outs and slide decks
  • Development of project resource plan, needs, and determination of staffing
  • Facilitation of meetings with key stakeholders, Subject Matter Experts, Project Team, and Epic Project Leadership Team
  • Maintained project communication with Epic Technical Support (OpTime, Anesthesia, Orders)
  • Development of application and integrated testing scripts
  • Provided guidance and leadership to project team and surgery focused integrated work groups (OpTime, Community Connect, Clin Doc, Stork, Orders, Anesthesia, Revenue Cycle, and Ambulatory)
  • Management of the Case Request and Second Sign implementation for Community Connect surgical offices
  • Provided insight and input for departmental policies needed to support new workflows and applications
  • Directed quality of work product
  • Identification of potential new business
  • Developed presentations and proposals for client advisory groups, stakeholders, and executive groups
  • Mentored and coached full-time employees and consultants
  • Formed business relationships with surgery offices, surgeons, and internal Perioperative staff
  • Facilitation and participation in Testing Activities (Application, Integrated, Charge, Mapped Record, User Acceptance Testing)
  • Documented and communicated system requirements with internal and external clients
  • Development of roadmap and methodology for future EpicCare Ambulatory and Community Connect surgical offices


Senior Consultant Workflow Analysis/Project Manager (8-week assignment)
Aug 2014 - Nov 2014 Nordic Consulting        

Client: Santa Clara County Health System/Custody Health (San Jose, California)


  • Reviewed, gathered and documented current state workflows for Custody Health System
  • Created future state recommendations for EMR/EHR system selection
  • Formed business relationships with County IT department, Custody Leadership at county jails, County jail officials, clinical subject matter experts, and key stakeholders
  • Partnered with Custody and hospital IT department and Infrastructure team to draft future state wireless and hardware proposals
  • Liaised with consulting company to draft pricing models for recommended solutions
  • Identified, documented, and reported workflow risks and issues
  • Tracked project progress with project plan, status reports and weekly face to face updates
  • Presented findings to healthcare leadership



Application Manager Epic OpTime/Anesthesia
Apr 2013 - Jun 2014 Soliant /Deloitte, LLP Subcontractor

Client: HealthEast (St. Paul, Minnesota)


  • Created and managed application specific tasks on the enterprise project plans at a Lean healthcare organization
  • Strategized with Deloitte, HealthEast Operations, and department leadership on internal and external change management
  • Led full-time and consultant OpTime/Anesthesia resources on build requirements, design, scope, and task management for Perioperative and Laboratory workflows/integration
  • Provided guidance on policy and process changes needed due to new implementation
  • Mitigate risks that affect the OpTime and Anesthesia portions of the project as well as other areas of the project where risks were identified
  • Communicated within and across teams regarding key milestones, ideas, risks, status, and development
  • Provided guidance to the OpTime and Anesthesia project resources on content build, workflow design, test script design, and testing
  • Mentored project resources within team and across the project
  • Facilitation of activation, conversion, conversion and readiness activities for Perioperative workflows/build
  • Facilitation and participation in Testing Activities (Application, Integrated, Charge, Mapped Record, User Acceptance Testing)
  • Creation of project plans, charters, and various tracking tools
  • Led the Perioperative Leadership Governance group
  • Planned, organized, staffed, and executed OR Case Backloading/Conversion activities
  • Facilitation of Shadow Charting in the Anesthesia areas
  • Pre-Admission Testing design and validation
  • Endo/GI Design and Validation
  • OR Charge review and build assistance (oversight)
  • OpTime certified (NVT 2014)


Team Lead, Anesthesia/OpTime
Jan 2012 - Jun 2013 Soliant /Deloitte, LLP Subcontractor

Client: Duke University Health System


  • Strategic OpTime/Anesthesia Consulting Team Leader and Utility Project Manager responsible for team organization, project management, facilitation of key governance work groups, and various implementation activities
  • Collaborated with the operational lead and director in all aspects of the project
  • Identified, managed, tracked, and reported project progress weekly via Week by Week vendor tool, Microsoft Project, and the DUH Clarity application
  • Aligned project resources with tasks based on skill set and previous knowledge
  • Identified, managed, and communicated scope specific to OpTime and Anesthesia applications
  • Identified and mitigated risk
  • Participated and assisted in the facilitation of pre-validation educations sessions for “hot topic items” such as Phases of Care Orders, OR Scheduling, Physician Case Request, OR Supplies, and Interventional Radiology
  • Facilitated team application build activities
  • Reviewed, audited, built, and/or tested Masterfiles, category lists and status boards reports pertaining to OpTime as needed (ELR, EAF, EAP, SER, SUP, ECL, EFQ, IMT, HRX, ORT, ROM)
  • Designed various tools, documents, and presentations using both Deloitte and DUHS standards to assist with all phases of the implementation
  • Provided troubleshooting knowledge during and after build activities
  • Provided Project Management expertise for key chartered enterprise work groups (Perioperative Leadership Group, Supply, Inbasket Task Force, Preference Card Work Group, OR Supplies, HOD and Charging Group)
  • Provided one to one functional application instruction and education to project team and communicated interdependencies with other applications
  • Provided Project Management mentorship to operational and contract resources within and outside of the project team (PMs, Team Leads, Analysts)
  • Reviewed, prepped, edited, created, and executed testing scripts. (Application, Integrated)
  • Managed test script defect tracking and facilitated troubleshooting to ensure defects were resolved or escalated
  • Provided knowledge transfer for next phase of project for OpTime/Anesthesia (conversion, data-migration, cut-over, Go Live Support, staffing, and support)
  • Partnered with Deloitte resources to ensure a successful implementation
  • Participated in various leadership and project team meetings with Deloitte, Project Team, and client operations
  • OpTime Certified (2012 NVT)
  • Pre-Admission Testing design and validation
  • Endo/GI Design and Validation
Team Lead, Epic Inpatient (Clin Doc, Orders),      Project Manager, HOD
Jan 2011 - Oct 2011 Experis: A Manpower Company 

Client: Fairview Health Systems, Minnesota (22,000 employees, 1,400 employed/affiliated Physicians, 9 hospitals)

Inpatient Clinical Team Leader and Project Manager responsible for team organization, project management, and resource allocation for various implementation activities.

  • OpTime Certified (2010 NVT)
  • Identified and managed scope, track tasks, and resource management for Inpatient team.
  • Project Resource Management (Project Staffing, Administration/Orientation/Coaching, Interviewing, etc.)
  • Created, tracked, and managed support schedules for the University of Minnesota East and West campuses, Fairview Southdale Hospital, Fairview Ridges Hospital, and Amplatz Children’s Hospital Go Lives.
  • Provided “at the elbow” Go Live support in Inpatient and Outpatient departments while communicating workflow changes and general education as needed.
  • Identified and communicated issues and concerns to the Inpatient Senior Project Manager and Operational Team Leaders.
  • Managed completion of outstanding tasks on IAR pre-Go Live, After Go Live issue tracking and resolution, and ongoing status reporting and tracking of issues and requests.
  • Provided troubleshooting expertise with end users via organization ticket tracking system, telephone, email, and face to face.
  • Assisted with end user security validation for providers, employees, and large departments.
  • Worked with Ambulatory Team members to ensure end user templates were accurate and in place for Go Live.
  • Added necessary missing SER items in the non-prod environments and worked with User Access Team to migrate changes via Data Courier to Production.
  • Provided strategic planning assistance in non-Epic operational areas.
  • Maintained high level of customer service to the client, project team, and other vendors.
  • Provided Lab interface testing, support, and troubleshooting expertise.
  • Created and maintained Go Live support schedules for Clin Doc, Orders, and HOD Teams.
  • Facilitated and led teams involved with highly complex and sensitive workflows (Maternal Fetal Medicine, Patient Learning, Therapies and other mid-implementation HOD’s, Peds Sedation, and Cath lab/IR)
  • Go Live Readiness Planning (GLRA, Dress Rehearsals, Cutover, Conversions, etc.)


Senior Application Coordinator, Information Systems & Technology
Aug 2009 - Aug 2010 Grady Health Systems    

As the Team Champion for the Epic OpTime and Anesthesia Teams, worked with end users to determine and document current and future state workflows via Microsoft Visio. Coordinated and facilitated meetings, and applied problem solving skills to successfully deliver projects.  Managed and led the Epic downtime group and to include the creation of a health system wide downtime policy.

  • OpTime certified (2009 NVT)
  • Built and updated master files, category lists, and navigators pertaining to the IntraOp components of the application (Security, Procedure/Preference Cards, Category lists, Case Depot, workflows).
  • Communication Liaison for two early Go Lives (Ambulatory, ASAP, Cadence, Orders)
  • Served as OpTime liaison for Trauma workflows with ASAP Team
  • Served as OpTime liaison/lead for OB/Stork C-Sections (OpTime)
  • Facilitated the procedure and preference card build (from paper to computer)
  • Gathered and reviewed functional and technical specifications for RFI, RFPS for third party systems (Dragon, Clinical Content, Sterile processing system).
  • Mentored junior team members across applications.
  • Worked with Epic ASAP team to document build critical care/trauma workflows from the ED to the OR.
  • Business Continuity/BCA Team Lead
  • Reported Status of OpTime and Downtime to Project Leadership, Perioperative Services, OB, and C-Suite


Project Manager, Information Systems & Technology
Feb 2007 - Aug 2009 Children's Healthcare of Atlanta  

Successfully led multiple Clinical IT projects that were delivered within budget, scope, and on time. Skillful execution of project management tasks to include the management of resources, creating and managing budgets, charters, project plans, preparation of executive level presentations. Assisted with the planning and preparation of Information Technology business initiatives and strategic planning.

  • OpTime Certified 2007 (2008 NVT)
  • Led the Emergency Room (Ibex-PICIS) interface to Epic Orders, which reduced patient wait time and significantly decreased the duplication of orders.
  • Successfully managed the GE Centricity PACS upgrade and hardware replacement.
  • Gathered functional and technical specifications for RFI and RFPs for multiple applications.
  • Facilitated and participated in the Design, Build, and Validate phases for projects assigned.
  • OpTime Project Manager from DBV to initial build (initially custom build then used pieces of Model system to supplement the build)
  • Led integrated testing efforts for Epic RCM and Clinical implementation (Big Bang)
  • Scheduled and finalized logistics for all testing activities (including daily debriefs and communication to leadership)
  • Maintained Issues List & Dashboards for integrated testing.
  • Managed testing issue resolution
  • Created documentation for Testing and Go Live processes
  • Go Live PM for Rev Cycle and 2ndphase clinical implementation (Co-Lead)
  • Communicated and documented Command Center Logistics
  • Facilitated set-up of Go Live Command Center (1) and Site Centers (2) inclusive of support queue creation, issue forms, ensuring hardware set-up and phone systems in working order
  • Go Live Readiness Planning (GLRA, Dress Rehearsals, Cutover, Conversions, etc.)


Project Manager, MIS Department
Jan 2005 - Aug 2006 Maimonides Medical Center, Brooklyn, NY    

As Associate Project manager, directed team of five Systems Analysts and Clinical Analysts charged with the implementation of GE Centricity Perioperative system in the Operating Room to include web based scheduling, reports, materials management interfaces, credentialing, training and procedure and preference card build. 

EMR Director, EMR Grant Project Coordinator/EMR Project Manager, Consultant
Jan 2003 - Dec 2005 Waianae Coast Comprehensive Health Center, Waianae, HI  

As Project Manager/Program Manager, directed a DOD 2.5-million-dollar grant which funded the conversion of paper-based records to an electronic medical record for four Native Hawaiian Community based health organizations.  As Director, managed and lead a team of ten staff and twenty super users across organizations.   The project was successfully delivered within scope, under budget, and on schedule.

  • Mentored staff for future leadership positions, management of grant objectives, staff training, creation and implementation of project plans.
  • Planned interface and integration activities between the ADT, Lab, Reference Lab, and other interfaced clinical systems
  • Presided and participated in all cycles of testing to include test script creation for implementations and upgrades
  • Go Live Readiness Planning (GLRA, Dress Rehearsals, Cutover, Conversions, etc.)


Medical Laboratory Science
Jan 1987 - May 1991 Academy of Health and Science, Ft. Sam Houston, Texas
Information Systems Management
- Dec 2019 University of Maryland University College