Your SlideShare is downloading. ×
  • Like
i I T STRATEGY Focus: Integrated Public Health
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

i I T STRATEGY Focus: Integrated Public Health

  • 122 views
Published

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
122
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
6
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Dhr service-based architecture

Transcript

  • 1. An Enterprise Services Architecture Approach for Aligning Business and IT C i I T STRATEGY Focus : Integrated Public Health
  • 2. Issues such as data integration can be addressed as an enterprise need. Overview Why is ESA Relevant to Public Health? DFCS Newborn One Year Three Years Eight Years This child needs Immunization Services—but even though he received DFCS services at other points in his life, he is not in the Public Health database, because There is no DHR integrated data model. Public Health
  • 3. Other DHR-wide business needs that require an enterprise approach:
    • Data integration (sharing)
    • Case management (with
    • alerting capability)
    • Decision Support
    • Reporting (from integrated
    • data)
    • Intelligent Messaging
    These needs (and others) are not just project or program specific—a mapping of the business architecture will allow these needs to be viewed like e-mail— a central function that is important for all of DHR to work effectively and with the greatest return on investment for IT. Overview Why is ESA Relevant to Public Health?
  • 4.
    • Vision: Integration which allows the portal to serve as a utility
    • Individual programs and stakeholders connect to deliver intention-based integrated services
    • across the domains.
    • The technology domain of the portal provides core technological utilities: service oriented
    • architecture, asset management, and security.
    Technology Architecture, Asset Management, Security
  • 5. Interface Interactions The infrastructure can be designed to work according to the basic patterns of interaction from the interface. Major business advantage : savings in hardware, middleware, maintenance, human services, and overall development costs. Domain: Technology Architecture, Asset Management, Security Citizen Government Employee Business G2C G2G G2E G2B Architecture , Asset Management, Security
  • 6. Connection to Portal Dynamic Service Discovery is a great advantage of a Service Oriented Architecture (SOA). Legacy and other IT systems are integrated within a common framework They can be accessed through peer-to-peer and other XML contracts interfaces. This aspect of integration allows the advantages of service integration without upfront replacement of current systems. Domain: Technology DB DB DB DB DB Architecture , Asset Management, Security DB DB
  • 7. Business Process- Driven Enterprise Services of Enterprise Systems business Integrating and Exposing existing Enterprise Systems Existing IT Hardware/Software Topology Data Data Data Portal Government-to-Employee G2E Universal Access Framework Government-to-Government G2G Government-to-Customer G2C Servers Mainframe Mainframe Servers Eligibility Disease Management Intake Case Management Surveillance SENDSS Immunization Registry Vital Records Vital Events Medicaid WIC NSTS Incident Management Clinical Management Enterprise Service Architecture Servers XML XML XML XML XML Utility Framework Alert Management HTML,XHTML,WML,XML Domain: Technology Architecture , Asset Management, Security
  • 8. Why is ESA Relevant to Public Health
    • Cost savings for utilizing utility-based
    • component infrastructure
    • Eliminates silo business processes to create
    • integrated business processes that can be
    • leveraged as reusable services
    • Provides a framework for delivering integrated
    • services
    • Enhances efficient data sharing between all
    • services
    Domain: Enterprise Service Architecture Back to Hub
  • 9. Strategies for Business Architecture: The Foundation for an Effective IT Enterprise C i I T STRATEGY Focus : Business Architecture
  • 10. Buildings, roads, airports, bus terminals, shopping venues, hospitals, private homes—are all configured to support those activities that occur within them. Form follows function. Overview
  • 11. What is a business architecture? The business architecture is a formal documentation of the lines of business, their support functions and their relationship to each other. After the architecture has been documented, it is systematically analyzed to examine the functions (services) required by business and to align the enterprise technology with those functions. Strategies for IT Alignment: Business Architecture Overview
  • 12. Why develop a business architecture? Service demands, budget pressures, and the pace of technological change have largely negated the benefits of solving each service need on an isolated project-by-project basis. The same business needs (case management, data integration, reporting, mobility) continue to recur. DHR must become a model-driven development organization. Appropriate business service models are outcomes of a formal effort to map DHR’s Business Architecture. Summary: Importance of an Enterprise Business Architecture Initiative
  • 13. Strategies for Improvement: Business Architecture The business architecture supports a systematic way to examine the functions (services) required by business and to align the enterprise technology with those functions. Background The Federal Enterprise Architecture Program Management Office (FEAPMO) has been examining the necessary alignments for the past few years. They have generated a number of documents that define various aspects of business, services, technology, and architecture. One key document is the Business Reference Model . This document has received a number of open reviews and is a dynamic work. It represents a common way of talking about the functions that government performs so that technologists can fully align the needed technology, budget analysts can approach budget needs from a common perspective, and data can be established in a common standard that can be electronically shared in appropriate circumstances. Background
  • 14. Strategies for Improvement: Business Architecture Overview of Federal Enterprise Architecture By using the templates that are aligned to the Federal Business Reference Model, the other federal reference models can be employed to fully align the DHR enterprise and greatly assist the business in effectively and efficiently delivering citizen services. This presentation depicts a framework and discusses some associated templates that can be used in facilitated sessions to build the Business Reference Model Section of DHR’s Enterprise Architecture. Background
  • 15. The output of the Business Architecture Development segment is the DHR Business Architecture . The Business Architecture is a major input for OIT/CTO to ensure the Technical Alignment of the Enterprise. Building and Aligning DHR Business and Technical Architecture: Major Roles/Task Areas How Business Architecture Development Technical Alignment Time Executive OIT Business Units -Analysis -Preliminary App mapping -Rollout strategy -Introduce to leadership -Develop Business overview Intro and overview to Business units Design exact template for business interviews Prep/Foundation Phase Business Interview Phase Business Analysis Phase Develop strategy & criteria for analysis Pre-populate business interview templates (PM) Conduct business interviews (PM) Assign Business Architecture Committee: Business Rep & Tech Rep for each service Coordinate to do business interview Oversee analysis strategy and coordinate w/ OIT, Business Units to develop BA Coordinate with Executive lead for analysis and development of BA Technical Interview Phase Technical Analysis Phase Technical Architecture Assessment Technical Architecture Design
  • 16.
    • The DHR Business Architecture is the key input in aligning DHR’s business lines and supporting technologies to the Federal Enterprise Architecture.
    • The Business Architecture cannot be accurately depicted without full input and insight from the business.
    • A phased approach which includes a preparation phase, a business interview phase and an analysis phase will be effective in engaging the business units while helping them to fully understand the context and importance of the Business Architecture.
    Building the DHR Business Architecture: Strategies for Engaging the Business Units Overview How
  • 17.
    • Executive Leadership must do a preliminary mapping of known applications according to the lines of business and services they support.
    • An analysis must be done to determine how the business will be engaged and a rollout plan must be drafted. The rollout plan should be presented to DHR leadership.
    • This phase should also include the design of the exact template to be used during the business interviews, as well as an instruction set which describes the lines of business and services that will be utilized for DHR (this can be extrapolated from the BRM document).
    • The instructions/presentation to the business should include the fact that the business should appoint a Business Architecture committee, with a chairperson. The committee must have representation for the business aspect of each major service line and for the technical aspects of each supporting application. (Note: the names of the technical reps are important for the Technical Alignment Phase . These individuals will not necessarily be interviewed during the Business Interview Phase .)
    Building the DHR Business Architecture: Strategies for Engaging the Business Units Preparatory Phase How
  • 18.
    • The business template should be pre-populated and then the interview should be held by the PM Office—or according to the current procedures that OIT has for interfacing with the business units. This will allow a cohesive, unified methodology which does not run cross purposes with current departmental procedures.
    • During this phase, the Executive leadership should determine the strategy/criteria that they will use for analysis and construction of the Business Architecture (from the information gleaned in the business interviews.) The Business Architecture Framework will be a major tool for this analysis.
    Building the DHR Business Architecture: Strategies for Engaging the Business Units Business Interview Phase How
  • 19.
    • The Executive Leadership should coordinate with OIT and with Business Units to align the information into the Business Architecture Framework .
    Building the DHR Business Architecture: Strategies for Engaging the Business Units Business Analysis Phase How
  • 20. Technology Government Line of Business to Citizens (G2C): ______________________ Policy/Planning Procedure Administration Services Resources Mission Mode of Delivery Support Functions Resource Mgt . Supporting Applications DHR Business Architecture Framework How Preparatory Phase Description of a particular service, Supporting Applications and Resources that support it Description of a particular service, Supporting Applications and Resources that support it Description of a particular service, Supporting Applications and Resources that support it Description of a particular service, Supporting Applications and Resources that support it The units of the division which provide resource management To support the delivery of the G2C services. Mission of unit supporting delivery of G2C services.
  • 21. Federal BRM Business Lines for Federal Government Main Lines of Business for DHR: -Community & Social Services -Health -Income Security -Disaster Management To align with the BRM, Lines of Business for G2C should be chosen from the items in these blue boxes. Services are listed underneath Lines Of Business—based on the BRM definition, DHR units that directly serve citizens may need to extend the list of services. How Preparatory Phase
  • 22. BRM Definitions of Business Lines and Services Community & Social Services Includes all activities aimed at creating, expanding, or improving community and social development, social relationships, and social services in Georgia. This includes all activities aimed at locality-specific or statewide social development and general social services. This line of business includes general community development and social services programs, as well as earned and unearned benefit programs that promote these objectives. Social Services Included in this category are social welfare services extended to children and adults with special needs such as the orphaned, neglected, abandoned, disabled, etc. Such services include family life education and counseling, adoption, guardianship, foster family care, rehabilitation services, etc. BRM defined services under this line of business: How Preparatory Phase
  • 23. Health Involves state programs and activities to ensure and provide for the health and well being of the citizens of Georgia. This includes the direct provision of health care services and immunizations as well as the monitoring and tracking of public health indicators for the detection of trends and identification of widespread illnesses/diseases. It also includes both earned and unearned health care benefit programs. Illness Prevention Supports activities associated with the prevention and mitigation of illness and disease. Immunization Management All activities associated with preparation, storage, and use of inoculations and vaccinations. Public Health Monitoring Activities associated with monitoring the public health and tracking the spread of disease. Health Care Services Programs and activities that directly provide health and medical care to Georgians, including earned and unearned benefit programs. Consumer Health and Safety Supports activities associated with inspection, education, and evaluation of consumer products to assess the potential risks and dangers they may present to the consumer (human & animal) (i.e. food, cosmetics, pharmaceuticals, and other consumer products.) BRM defined services under this line of business: BRM Definitions of Business Lines and Services How Preparatory Phase
  • 24. Income Security Includes activities designed to ensure that Georgians are provided with the necessary means--both financial and otherwise--to sustain an adequate level of existence. This includes all benefits programs, both earned and unearned, that promote these goals for Georgians. Food and Nutrition Assistance Involves the development and management of programs that provide food and nutrition assistance to those members of the public who are unable to provide for those needs themselves. Housing Assistance Involves the development and management programs that provide housing to those who are unable to provide housing for themselves including rental of single-family or multifamily properties, and the management and operation of local, state or federally supported housing projects. BRM defined services under this line of business: BRM Definitions of Business Lines and Services How Preparatory Phase
  • 25. Disaster Management Disaster Management involves the activities required to prepare for, mitigate, respond to, and repair the effects of all disasters whether natural or man-made. Disaster Preparedness and Planning Involves the development of response programs to be used in case of disaster as well as pre-disaster mitigation Efforts to minimize the potential for loss of life and property. This involves the development of emergency management programs and activities as well as staffing and equipping regional response centers, and mitigation- focused construction and preparation. Emergency Response Involves the immediate actions taken to respond to a disaster. These actions include but are not limited to, providing mobile telecommunications, operational support, power generation, search and rescue, and medical life saving actions. BRM defined services under this line of business: BRM Definitions of Business Lines and Services How Preparatory Phase
  • 26. Technology Policy/Planning Procedure Administration Services Resources Mission Mode of Delivery Support Functions Resource Mgt . Supporting Applications Human Resource Management- Benefits, Personnel, Resource Training & Development Supply Chain Management- Procurement of Goods or Services, Inventory Control, Logistics Mgt. Administrative Mgt.- Facilities, Fleet, Equipment, Helpdesk (nontechnical), Travel, Policy Dev. & Mgt, Investigative Svc Financial Mgt.- Accounting, Budget and finance Any service specific management/policy functions: [insert] Programs and organizational units which directly support lines of business Insert organizational mission/values. Core: e-mail, network availability, IT maintenance, enterprise architecture & strategy OIT will develop/align Service Reference Model ( SRM ), Data Reference Model ( DRM ), and Technical Reference Model ( TRM ) for each line of business Service 1 Service 2 Service 3 Service 4 Apps that support Service 2 (Use App Template) Apps that support Service 3 (Use App Template) Apps that support Service 4 (Use App Template) Government Line of Business to Citizens (G2C): ______________________ Apps that support Service 1 (Use App Template) Completing the Framework How Preparatory Phase
  • 27. Steps to Complete the Framework
    • Business units examine the Federal BRM to compile a list that includes
    • all of DHR’s lines of business. (No new lines will be generated—and this
    • should be no more than 6-10 lines.)
    • Business units ensure that all appropriate government to citizen services
    • are listed under the approved lines of business. These will fall very
    • much along organization/program functions, so this will not be a great
    • time burden.
    • DHR leadership initiate facilitated sessions to assist business units with
    • all appropriate templates to complete DHR’s Business Architecture
    • Framework.
    How Preparatory & Business Interview Phase
  • 28. Technology Policy/Planning Procedure Administration Services Resources Mission Mode of Delivery Support Functions Resource Mgt . Supporting Applications -Director, Deputy, CFO -Grants Development Division -Legal Services and Policy Division -Governmental Relations Division -PH Districts -Advisory Boards & Councils Core: e-mail, network availability, IT maintenance, enterprise architecture & strategy OIT will develop/align Service Reference Model ( SRM ), Data Reference Model ( DRM ), and Technical Reference Model ( TRM ) for each line of business Health Care Services Consumer Health & Safety Immunization Management Illness Prevention -Physicians’ Alert -Women, Infant, Children services -Web based interface to allow entry of environmental data (Environmental Health) Georgia Immunization Registry (GRITS) Government Line of Business to Citizens (G2C): Health PH Monitoring Vital Records, Vital Events, NSTS -WIC Branch -Family Health Br. -Bioterrorism/ Emergency Rsp. -Environmental Health and Injury Prevention Branch -Prevention Services Branch -Laboratory Br. -Epidemiology Br. -V. Records Br. Family Health Br. -Prevention Services Branch -Chronic Disease Prv. & Health Promotin. Br. -State Pharmacy -Office of Nursing -Office of Health Information & Policy -IT Liaison
      • The Division of Public Health (DPH) is responsible for disease control and prevention, the reduction of avoidable injury-related deaths and disabilities, and the promotion of healthy lifestyles. 
    Completing the Framework: Public Health Sample How Analysis Phase: Sample Result
  • 29. Suppose that DFCS needs a new case management system in the future. In a model driven enterprise, the case management system can be viewed as a collection of service components aligned behind a new interface. Thus, case management could be built as a core case management service component, messaging, security, data integration, and reporting—all business service components supported by enterprise technology service components, aligned to the enterprise architecture. In a sense, the service components are interoperable “utility” functions, greatly increasing development efficiency and decreasing cost of ownership. Example: Model driven development scenario supported by dynamic business architecture Analysis Phase: Strategic Goal of Business Architecture Vision: Business Architecture as a Tool for Technology Alignment
  • 30.
    • Strategic planning adoption by organization
    • Funding model changes to support Enterprise Initiatives
    • Develop an Enterprise Architecture Program
    • Establish SOA Governance model
    • Select vendors that have in-depth business core
    • competency and mature technologies
    Challenges: What is the lay of the land? Challenges Adopting ESA Architecture, Asset Management , Security
  • 31.
    • Better alignment of funding sources to Public Health
    • program services
    • Increase adaptability of business model to respond
    • to policy and financial changes
    • Better alignment of business and technology
    • strategies to enhance service delivery.
    • Lowered technology cost overall by leveraging
    • standards and component-based infrastructure.
    Outcomes of ESA approach Outcomes Architecture, Asset Management , Security