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HIMSS 2001 <ul><li>The Departmental Information System as a Tool for Change   </li></ul><ul><li>H. Dominic Covvey </li></u...
An Innovative View of Departmental Information Systems Outline of Presentation <ul><li>Introduction: Issues and Impacts in...
HIMSS 2001 <ul><li>Introduction </li></ul>
An Innovative View of Departmental Information Systems Issues in Departmental Information Systems (1) <ul><li>Systems are ...
An Innovative View of Departmental Information Systems Issues in Departmental Information Systems (2) <ul><li>Work process...
An Innovative View of Departmental Information Systems Impacts on System Value <ul><li>Needed data not available/usable, c...
An Innovative View of Departmental Information Systems Impacts on System Value <ul><li>We need to pay  </li></ul><ul><li>r...
HIMSS 2001 <ul><li>The DIS </li></ul><ul><li>and the Departmental </li></ul><ul><li>Management Model </li></ul>
An Innovative View of Departmental Information Systems   The Departmental Management Model (DMM) <ul><li>The DMM: The conc...
An Innovative View of Departmental Information Systems   Abstract View: Departmental Mgmt. Framework <ul><li>Executing the...
An Innovative View of Departmental Information Systems   Abstract View: Departmental Mgmt. Framework Transforms Data Repea...
HIMSS 2001 <ul><li>The DIS </li></ul><ul><li>as the Embodiment of an </li></ul><ul><li>Operational Model </li></ul>
An Innovative View of Departmental Information Systems   The General Departmental Operational Model <ul><li>Definition: a ...
An Innovative View of Departmental Information Systems   Implications <ul><li>Acquiring an DIS is acquiring a set of ways ...
An Innovative View of Departmental Information Systems   Implications <ul><li>It’s easy to choose a DIS that generates rat...
An Innovative View of Departmental Information Systems DIS – Work Process Impedance Matching DIS Functional Capabilities (...
An Innovative View of Departmental Information Systems DIS – Work Process Impedance Matching D I S F1 F2 S T A F F F3 F4 F...
An Innovative View of Departmental Information Systems DIS – Work Process Impedance Matching D I S F1 F2 S T A F F F3 F4 F...
An Innovative View of Departmental Information Systems More Implications <ul><li>Objective of DIS procurement must be good...
HIMSS 2001 <ul><li>General </li></ul><ul><li>Messages </li></ul>
An Innovative View of Departmental Information Systems Planning Phase Messages <ul><li>Planning a DIS = planning a General...
An Innovative View of Departmental Information Systems Procurement Phase Messages <ul><li>Procurement team must include th...
An Innovative View of Departmental Information Systems Implementation Phase Messages <ul><li>Implementing the DIS must be ...
An Innovative View of Departmental Information Systems Questions <ul><li>????? </li></ul>
HIMSS 2001 <ul><li>Reserve </li></ul><ul><li>Slides </li></ul>
An Innovative View of Departmental Information Systems Match-to-Us vs Match-to-Them  Procurement <ul><li>The DIS can be th...
An Innovative View of Departmental Information Systems Product Innovation   <ul><li>Definition:  Altering the services/del...
An Innovative View of Departmental Information Systems Conclusions <ul><li>The data requirements of the entire enterprise ...
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Himss Covvey Departmental Systems Poster

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Transcript of "Himss Covvey Departmental Systems Poster"

  1. 1. HIMSS 2001 <ul><li>The Departmental Information System as a Tool for Change </li></ul><ul><li>H. Dominic Covvey </li></ul><ul><li>Joseph J. Stumpf </li></ul><ul><li>Balanced View Consulting and The University of Waterloo </li></ul>
  2. 2. An Innovative View of Departmental Information Systems Outline of Presentation <ul><li>Introduction: Issues and Impacts in Departmental Information Systems (DISs) </li></ul><ul><li>The DIS and the Departmental Management Model </li></ul><ul><li>The DIS and the Operational Model </li></ul><ul><li>General Messages </li></ul><ul><li>Conclusions </li></ul>
  3. 3. HIMSS 2001 <ul><li>Introduction </li></ul>
  4. 4. An Innovative View of Departmental Information Systems Issues in Departmental Information Systems (1) <ul><li>Systems are procured without proper regard for information requirements. </li></ul><ul><li>Key systems components are not procured. </li></ul><ul><li>Systems components are not used (e.g., mgmt reporting). </li></ul><ul><li>Staff are not fully trained and are unable to use components. </li></ul><ul><li>Staff defeat system capabilities (e.g., batch entry of events). </li></ul><ul><li>Implemented capabilities not used. </li></ul>
  5. 5. An Innovative View of Departmental Information Systems Issues in Departmental Information Systems (2) <ul><li>Work processes are not adequately supported by the system. </li></ul><ul><ul><li>There is little re-engineering. </li></ul></ul><ul><li>Functionality acquired with the system is not utilized or taken full advantage of. </li></ul><ul><li>The manual and paper process often dominates. </li></ul>
  6. 6. An Innovative View of Departmental Information Systems Impacts on System Value <ul><li>Needed data not available/usable, cannot be fed upward. </li></ul><ul><li>Can’t gain full value from system: key components are not available/usable. </li></ul><ul><li>Data does not represent departmental operation. </li></ul><ul><li>Quantitative departmental management is not supported by the system. </li></ul><ul><li>Desired operational improvements are not achieved. </li></ul><ul><li>Part of the investment in systems is wasted. </li></ul>
  7. 7. An Innovative View of Departmental Information Systems Impacts on System Value <ul><li>We need to pay </li></ul><ul><li>renewed attention </li></ul><ul><li>to departmental OLTP systems. </li></ul>
  8. 8. HIMSS 2001 <ul><li>The DIS </li></ul><ul><li>and the Departmental </li></ul><ul><li>Management Model </li></ul>
  9. 9. An Innovative View of Departmental Information Systems The Departmental Management Model (DMM) <ul><li>The DMM: The concepts and methods that comprise management decision-making and intervention: </li></ul><ul><ul><li>Rules for intervention. </li></ul></ul><ul><ul><li>Decision logic. </li></ul></ul><ul><ul><li>Assumptions and givens. </li></ul></ul><ul><ul><li>Measurements. </li></ul></ul><ul><ul><li>Monitoring and interpretation of indicators. </li></ul></ul><ul><ul><li>Indicators of performance. </li></ul></ul><ul><ul><li>Interventions. </li></ul></ul><ul><li>Together = framework for mgmt. decision-making . </li></ul><ul><li>Today, most are only in the head of the manager. </li></ul>
  10. 10. An Innovative View of Departmental Information Systems Abstract View: Departmental Mgmt. Framework <ul><li>Executing the Departmental Management Model: </li></ul><ul><ul><li>Managers observe indicators of performance. </li></ul></ul><ul><ul><li>Based on these indicators, managers react in ways determined by explicit rules. </li></ul></ul><ul><li>Requirements: </li></ul><ul><ul><li>The DIS’s data model must be congruent with the Departmental Management Model. </li></ul></ul><ul><ul><li>DIS mgmt information modules/system must be rethought/redesigned to conform to dept.’s DMM. Or the DMM rethought to conform to DIS. </li></ul></ul>
  11. 11. An Innovative View of Departmental Information Systems Abstract View: Departmental Mgmt. Framework Transforms Data Repeats Management Rules for Intervention DIS(s) Transforms Transforms Total $/Test UM % Goal Users Instruments Indicators May be multiple DISs in a consolidated department
  12. 12. HIMSS 2001 <ul><li>The DIS </li></ul><ul><li>as the Embodiment of an </li></ul><ul><li>Operational Model </li></ul>
  13. 13. An Innovative View of Departmental Information Systems The General Departmental Operational Model <ul><li>Definition: a GDOM is the ensemble of all work processes and the </li></ul><ul><li>rules/guidelines that operationally manage them. </li></ul><ul><li>DISs developed in functioning departments (  sites). </li></ul><ul><ul><li>Functionality created to enable specific tasks at the  site. </li></ul></ul><ul><li>At  sites, features are enhanced to facilitate the new work processes. </li></ul><ul><li>Functionality gradually enhanced to support new or variant work processes. </li></ul><ul><li>At any given stage, a DIS can support a limited set of work processes/variants. </li></ul><ul><li>Thus each DIS embodies a General Departmental Operational Model (GDOM) that enables the support of a limited set of Specific Departmental Operational Models. </li></ul>
  14. 14. An Innovative View of Departmental Information Systems Implications <ul><li>Acquiring an DIS is acquiring a set of ways to operate a department. </li></ul><ul><ul><li>A given DIS will support certain work processes, and not others. </li></ul></ul><ul><li>Procuring a new DIS therefore requires a department: </li></ul><ul><ul><li>To decide how to operate, and choose a DIS that enables this. </li></ul></ul><ul><ul><li>To determine the work support capabilities of different DISs, and operate as one of them enables. </li></ul></ul>
  15. 15. An Innovative View of Departmental Information Systems Implications <ul><li>It’s easy to choose a DIS that generates rather than facilitates work. </li></ul><ul><ul><li>“ Impedance matching” means aligning the DIS functionality with the departmental workflow. </li></ul></ul><ul><ul><ul><li>Good impedance matching means power of the DIS goes into supporting work processes. </li></ul></ul></ul><ul><ul><ul><li>Poor impedance matching means DIS functionality is wasted, or makes it difficult to carry out a task. </li></ul></ul></ul>
  16. 16. An Innovative View of Departmental Information Systems DIS – Work Process Impedance Matching DIS Functional Capabilities (Functions 1 to 6) F1 F2 A Work Process (Tasks 1 to 6) T1 T2 T3 T4 T5 T6 F3 F4 F5 F6 DIS – Work Process Coupling DIS
  17. 17. An Innovative View of Departmental Information Systems DIS – Work Process Impedance Matching D I S F1 F2 S T A F F F3 F4 F5 F6 Work Performed By T1 T2 T3 T4 T5 T6 DIS Facilitated Automated Good DIS – Work Process Coupling DIS DIS Facilitated
  18. 18. An Innovative View of Departmental Information Systems DIS – Work Process Impedance Matching D I S F1 F2 S T A F F F3 F4 F5 F6 Work Performed By T1 T2 T3 T4 T5 T6 Manual DIS Facilitated Manual Poor DIS – Work Process Coupling DIS T7 System- Generated Work
  19. 19. An Innovative View of Departmental Information Systems More Implications <ul><li>Objective of DIS procurement must be good DIS - work flow impedance matching. </li></ul><ul><ul><li>At least adjust workflow to take max advantage of the DIS. </li></ul></ul><ul><li>DIS acquisition = opportunity + time for re-engineering. </li></ul><ul><ul><li>The DIS is a tool for process + product innovation. </li></ul></ul><ul><ul><li>Or re-engineering can be rationale for the selection of specific DIS. </li></ul></ul><ul><ul><li>Either way, a DIS is the vector of functionality that can automate or facilitate work processes. </li></ul></ul>
  20. 20. HIMSS 2001 <ul><li>General </li></ul><ul><li>Messages </li></ul>
  21. 21. An Innovative View of Departmental Information Systems Planning Phase Messages <ul><li>Planning a DIS = planning a General Departmental Operational Model = departmental re-engineering = planning procurement: they are inseparable. </li></ul><ul><ul><li>Requires involvement of a Work Process Task Force. </li></ul></ul><ul><li>Planning a DIS = planning an optimal Departmental Management Model = defining a data model. </li></ul><ul><ul><li>Requires an Information Management Task Force. </li></ul></ul><ul><ul><ul><li>That understands dept. and enterprise management models, data requirements, + DIS IM support capabilities. </li></ul></ul></ul><ul><ul><li>Note: Much of what used to be done “upstairs” needs to be </li></ul></ul><ul><ul><li>done within the department and in real time. </li></ul></ul>
  22. 22. An Innovative View of Departmental Information Systems Procurement Phase Messages <ul><li>Procurement team must include the Task Forces. </li></ul><ul><li>Department + enterprise information requirements must be satisfied by a candidate vendor. </li></ul><ul><li>The impedance match of the DIS with the desired operational model is central to the procurement. </li></ul><ul><li>Products lacking in these areas, are not candidates or will require custom enhancement, augmenting systems, or acceptable workarounds. </li></ul><ul><li>The functionality of the DIS “Management Module” must be rethought. </li></ul><ul><li>Management must be educated and trained re the DMM. </li></ul>
  23. 23. An Innovative View of Departmental Information Systems Implementation Phase Messages <ul><li>Implementing the DIS must be done in parallel with implementing the new work processes. </li></ul><ul><li>Training staff to adequate levels of skill is essential if the new work processes are to be sustainable. </li></ul><ul><li>The actual achievement of the desired work processes must be reviewed and adjusted as required. </li></ul><ul><li>The system must be “informationally” integrated with other enterprise systems. </li></ul><ul><li>Education and training of management in the use of mgmt support tools is essential. </li></ul>
  24. 24. An Innovative View of Departmental Information Systems Questions <ul><li>????? </li></ul>
  25. 25. HIMSS 2001 <ul><li>Reserve </li></ul><ul><li>Slides </li></ul>
  26. 26. An Innovative View of Departmental Information Systems Match-to-Us vs Match-to-Them Procurement <ul><li>The DIS can be the model for process innovation. </li></ul><ul><ul><li>Understanding the DIS’s General Departmental Operating Model) reveals reveal at least which existing processes can be automated or facilitated, and may suggest some that can be eliminated. </li></ul></ul><ul><ul><li>Existing or planned work processes that the DIS does not address can become topics for discussion re custom development. </li></ul></ul><ul><li>Or departments can use their own processes as the standard. </li></ul><ul><ul><li>Select the DIS with a GDOM that automates or facilitates the desired ideal work processes. </li></ul></ul><ul><ul><li>This approach suffers from the fact that it is relatively easy to design ideal work processes that are not adequately addressed by the GDOMs of any commercial DIS. </li></ul></ul><ul><ul><li>Hence the former approach is generally better for all risk-averse organizations. </li></ul></ul>
  27. 27. An Innovative View of Departmental Information Systems Product Innovation <ul><li>Definition: Altering the services/deliverables produced. </li></ul><ul><li>Objective: The conceptualization and delivery of new or enhanced valued products or services. </li></ul><ul><li>Examples: </li></ul><ul><ul><li>A Pathology service that provides annotated images. </li></ul></ul><ul><ul><li>A diagnostic imaging dept. that provides remote diagnosis. </li></ul></ul><ul><ul><li>A Pharmacy provides better mgmt info to enterprise. </li></ul></ul><ul><li>The DIS is also a tool for product innovation: </li></ul><ul><li>We must select the DIS with the GDOM and the GMM that will enable the desired products. </li></ul>
  28. 28. An Innovative View of Departmental Information Systems Conclusions <ul><li>The data requirements of the entire enterprise must be considered in planning and procuring a DIS. </li></ul><ul><ul><li>Enterprise stakeholders must be on the planning and procurement team(s). </li></ul></ul><ul><ul><li>The selection criteria must include their data requirements. </li></ul></ul><ul><li>The ability to correlate the planning, procurement, and implementation of a DIS with departmental re-engineering efforts is central. </li></ul><ul><ul><li>This may motivate the creation of an administrative portfolio that combines at least IT/IM and re-engineering. </li></ul></ul><ul><li>Because the DIS is a tool for the quantitative management of the department, the acquisition and implementation of management modules is non-optional and training in their use is essential. </li></ul>
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