Epic Checklist

Wave 1 had confusion because Bridges uses the full email address rather than the older username-style login.

Macros, speed buttons, preference lists, and quick actions do not automatically convert. Budget time to recreate the pieces that make your workflow fast.

Some migrated phrases may contain broken or changed links. The lecture example was that .MedC may no longer work and .MedEncounter may be the replacement.

Change the content filter from “View Mine” to “View All.” Both Family Medicine and Internal Medicine outpatient guides were described.

Use test patients to build preference lists, favorite SmartSets, create order panels/macros, and save common follow-up orders before live patient care.

The session explicitly encouraged creating orders and building tools in test patients, but not signing the orders.

For ambulatory specialty/subspecialty care, referrals are the key workflow. Consults are used differently in inpatient settings.

The receiving specialty owns these required discrete questions. They are part of the scheduling logic, not just documentation.

Your answers can determine which scheduling work queue receives the ticket.

Outgoing referrals may later come back into the system for internal scheduling, so schedulers still need the information.

In some workflows, primary-care staff can take over the scheduling event instead of only giving the patient a phone number.

In Bridges, you order a follow-up such as “with me in 4 weeks,” which creates a scheduling ticket.

The Q&A demonstrated typing .PCP in the specific-provider field to bring up the PCP.

Customized follow-up orders can appear directly in your follow-up section and reduce repetitive setup.

Typical choices include clinic collect and lab collect.

UPMC Internal, Quest, LabCorp, or an external lab are not interchangeable destinations.

The expected date defaults to today, so change it when the draw should occur later.

The presenters described lab orders as non-transferable. A UPMC lab order cannot simply be redirected to Quest.

Resulting agency can become a patient-cost issue. The wrong destination may leave the patient with a larger bill.

Internal lab collect generally prints nothing. Quest, LabCorp, and external workflows may print based on timing and configuration.

Printer prefixes discussed included PR for standard, LB for label, and RX for prescriptions. You can remember commonly used printers.

Decide which events—such as admissions, discharges, and hospital outpatient visits—you actually want routed to you.

The Q&A emphasized that the clinician is responsible for knowing what to do with these notifications.

For example, the clinician can hand the encounter to staff for TCM outreach or scheduling.

Cross-coverage messages may sit outside “My Messages,” so covering clinicians need to look at attached baskets too.

Converted data may appear incomplete or inaccurate during the first few days.

Do not assume an early care gap is automatically correct or automatically broken.

If the same issue keeps happening, submit a ticket so the conversion problem can be investigated.

Health Maintenance can queue associated orders or panels for due and overdue care gaps.

The session described a schedule column showing whether care gaps are closed.

ART provides a starting draft. You still review, edit, and own the final response.

Chart Insights was described as summarizing recent and historical information with a three-year lookback.

The session encouraged clinicians to start using Abridge now. Pended orders from voice were described as coming soon.

Saved defaults can reduce repetitive clicking through Health Risk Assessment questions.

Secure Chat is HIPAA-compliant, works in Hyperspace/Haiku, supports groups, and may replace some Teams or staff-message traffic.

Urgent messages may break through the recipient’s silent mode, so reserve urgent status for situations that justify it.

These are the first-line people expected to understand workflows and help during go-live.

Primary contacts are a smaller group responsible for understanding service-line needs and educating end users.

The intended path is: end user → specialty champion → leadership/council when a broader build or workflow change is needed.

A major purpose of the champion structure is to distinguish expected behavior from true defects.