[MUSIC] So once we actually think about all of these things, we have to think about current state versus our upgrade. Now, in this particular instance, we have our current state, or our environment that hasn't been upgraded and we have our data that's moving between environments from our analysts. And this is usually a very seamless process and it's making sure that our training environments and our production environment are remaining and sink. During an upgrade, however, that might change, so we may have our environments lit. So in that instance, it split between our current state and our upgraded version. And the reason why we want to have the upgraded version available is so that our clinicians can get used to seeing the new changes, and they'll be a lot more comfortable and they can accept the changes that are coming. The problem, however, is that when we have our current in upgraded state, data isn't migrated to that current state or the current version, so we have to make sure that we're considering our new hires in our current employees. And what I mean by that is when we have a new hire coming into an organization, we want to make sure that they're being trained on the most up-to-date information as possible, so they will more than likely be trained in that upgraded version. So that when all the changes occur, they'll be adept in able to function with the changes. However, with our current state, our current employees, they may or may not be able to get into a classroom, or attend a virtual session to see those changes. So sometimes they have to go into that upgraded version and play around, but they also have to make sure that they're functioning in the current environment appropriately. So from a training perspective, we have to make sure that they're not getting confused by the various nuances that can exist between those systems. So with that, we have to think about the challenges that are going to come about because of this. So we have to have a huge communication effort with this, so we're making sure that hospital leadership understands what's going on. We're making sure that our training team is involved in that process, and then we have credential trainers, or are individuals that train our end users, or they are trained in the classroom, or virtually, to deliver that education, and then our technical team that is also conducting a lot of the work or updates in the system. So what's the best that can happen? Everything runs smoothly. There are very little interruptions or challenges that occur. And you, from the perspective of helping out our end users, or analysts, things will typically flow easily. However, we have to think about what's the worst that can happen. And what we've seen in the past is issues with the environment refreshing. So every day, our training environments a re refreshed or baked knew so that we can train our clinicians on what appears to them to be brand new patients every day. We can also run into other technical issues, meaning the software itself may have an issue with the code that was delivered from the vendor. We may have issues with our end users accessing the system in that communication that we talked about. That's very important, may not always happen when it comes to the changes, so we have a lot that can go wrong and that is what we work to ensure that. You kind of minimize that as much as possible, so let's talk about a case study. So let's say we have this upgrade and I want you to think that you're working at a large system that undergoes quarterly updates as I spoke about before. So right before the upgrade happens, we have our non-production environments. And we start to see a flurry of emails and what happened is we have a lot of our end users saying, we can't access the training environment. Nothing is working in. Everyone is confused. Well, what happened in that case is our training refresh process didn't start appropriately. So, for example, you can have training environment, start the refresh process at let's say 6 PM. And depending on how many patients you have in the system, this can take five hours. It can take six hours, it can take 9 hours, and the 9 hours is on the longer side. However, if that refresh process is not done by the time our end users, or our credential trainers log in to be able to facilitate training for our clinicians, then that doesn't work and they'll be frustrated and you'll receive an influx of calls related to why can't I access the training environment. So we have to be very, very careful that we're closely monitoring all of those changes. And when we have an instance where we can't access the system, there always has to be a backup plan in place, so that will be able to deliver our education to our end users. So to recap, we have to know that communication is key when it comes to managing upgrades. We always have to have plans in place to educate our end users on the changes and we also have to make sure that we have downtime plans in place. So when you think about the curve ball that we just had with our case study, we had to make sure that we had another way to allow our end users to access the system. So that may communicating with our technical team to say, hey, we need you to bring the system up, or introduce a backup copy so that our end users can go in an be trained appropriately. This means that we have to have a training environment structure in place to support that upgrade education and that is a critical step in this process. And lastly, we have to think about, once we're done with this upgrade, are we going to preserve those patients? Because remember, when I said sometimes your refresh can take up to nine hours? Well, that can occur because you have all those patients in the system. So you may, in fact, encounter an instance in which you have a customer that cause and say, hey, I want to go access that patient from training and I can't find it anymore. Well, what happened is that patient was a preserved, so that's yet, again, another thing that are training team has to think about is communicating if we don't decide to use those patients. So with that, that's an overview of what happens in that change management process during upgrades, and I'll see you in the next lecture. [MUSIC]
