This document summarizes an ITIL assessment performed at Hospital São Sebastião in Portugal to evaluate the maturity of its IT service management practices. The assessment found that the hospital's incident and service level management processes were immature, lacking formal definitions and record keeping. In particular, the incident management process scored poorly, as any staff member could handle incidents without a defined workflow. By mapping roles and responsibilities using the ARCI model, the assessment also revealed inefficiencies like overlapping functions and an overburdened CIO. The results highlighted the need to improve organizational culture, management, and define clearer roles to advance the hospital's IT service management and overall IT governance.
Presentation delivered by Jill Case-Wirth, Senior Vice President & Chief Nurse Executive, WellStar Health System at the marcus evans National Healthcare CNO Summit 2018 held in Orlando FL
Presentation delivered by Jill Case-Wirth, Senior Vice President & Chief Nurse Executive, WellStar Health System at the marcus evans National Healthcare CNO Summit 2018 held in Orlando FL
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
Recognition and Ranking Critical Success Factors of Business Intelligence in ...ijcsit
Background and Aim: Business Intelligence, not as a tool of a product but as a new approach is
propounded in organizations to make tough decisions in business as shortly as possible. Hospital managers
often need business intelligence in their fiscal, operational, and clinical reports and indices. Recognition of
critical success factors (CSF) is necessary for each organization or project. Yet, there is not a valid set of
SCF for implementing business intelligence. The main goal of recognition and ranking CSF is
implementation of a business intelligent system in hospitals to increase success factor of application of
business intelligence in health and treatment sector.
THE TECHNOLOGY OF USING A DATA WAREHOUSE TO SUPPORT DECISION-MAKING IN HEALTH...ijdms
This paper describes the technology of data warehouse in healthcare decision-making and tools for support
of these technologies, which is used to cancer diseases. The healthcare executive managers and doctors
needs information about and insight into the existing health data, so as to make decision more efficiently
without interrupting the daily work of an On-Line Transaction Processing (OLTP) system. This is a
complex problem during the healthcare decision-making process. To solve this problem, the building a
healthcare data warehouse seems to be efficient. First in this paper we explain the concepts of the data
warehouse, On-Line Analysis Processing (OLAP). Changing the data in the data warehouse into a
multidimensional data cube is then shown. Finally, an application example is given to illustrate the use of
the healthcare data warehouse specific to cancer diseases developed in this study. The executive managers
and doctors can view data from more than one perspective with reduced query time, thus making decisions
faster and more comprehensive
Chapter 12 IT Alignment and Strategic Planning Learning ObjectivesEstelaJeffery653
Chapter 12 IT Alignment and Strategic Planning Learning Objectives To be able to understand the importance of an IT strategic plan. To review the components of the IT strategic plan. To be able to understand the processes for developing an IT strategy. To be able to discuss the challenges of developing an IT strategy. To describe the Gartner Hype Cycle recognizing the wide range of emerging technologies at various stages of maturity. Information technology (IT) investments serve to advance organizational performance. These investments should enable the organization to reduce costs, improve service, enhance the quality of care, and, in general, achieve its strategic objectives. The goal of IT alignment and strategic planning is to ensure a strong and clear relationship between IT investment decisions and the health care organization's overall strategies, goals, and objectives. For example, an organization's decision to invest in a new claims adjudication system should be the clear result of a goal of improving the effectiveness of its claims processing process. An organization's decision to implement a care coordination application should be a consequence of its population health management strategy. Developing a sound alignment can be very important for one simple reason—if you define the IT agenda incorrectly or even partially correctly, you run the risk that significant organizational resources will be misdirected; the resources will not be put to furthering strategically important areas. This risk has nothing to do with how well you execute the IT direction you choose. Being on time, on budget, and on specification is of little value to the organization if it is doing the wrong thing! IT Planning Objectives The IT strategic planning process has several objectives: To ensure that information technology plans and activities align with the plans and activities of the organization; in other words, the IT needs of each aspect of organizational strategy are clear, and the portfolio of IT plans and activities can be mapped to organizational strategies and operational needs To ensure that the alignment is comprehensive; in other words, each aspect of strategy has been addressed from an IT perspective that recognizes not all aspects of strategy have an IT component, and not all components will be funded To identify non-IT organizational initiatives needed to ensure maximum leverage of the IT initiative (for example, process reengineering) To ensure that the organization has not missed a strategic IT opportunity, such as those that might result from new technologies To develop a tactical plan that details approved project descriptions, timetables, budgets, staffing plans, and plan risk factors To create a communication tool that can inform the organization of the IT initiatives that will and will not be undertaken To establish a political process that helps ensure the plan results have sufficient organizational support At the end of the alignment an ...
As Houston Community College moves its Information Technology
services forward to achieve the goals set out by the Board of Trustees, Chancellor Maldonado, and Dr. Bill Carter, this report is intended to serve as a road-map and guide of where the institution has been, where it is now, and how to chart a course for the future. Over the last few years there has been incredible growth and change in the college, the student body, and the overall HCC community, as well as the technologies and processes the college uses to serve these populations.
IT governance and its impact on National Healthcare ServiceMadhav Chablani
When properly implemented, IT governance is an organizational structure and set of processes that manage and control the enterprise's IT activities to achieve the enterprise's goals by adding value while balancing risk vs. return over IT. The article also highlights how COBIT5 framework is assisting healthcare delivery organizations in achieving their objectives and deliver value through effective governance and management of enterprise IT.
This article introduces health care managers to the theories and philosophies of John Kotter and William Bridges, 2 leaders in the evolving field of change management. For Kotter, change has both an emotional and situational component, and methods for managing each are expressed in his 8-step model (developing urgency, building a guiding team, creating a vision, communicating for buy-in, enabling action, creating short-term wins, don't let up, and making it stick). Bridges deals with change at a more granular, individual level, suggesting that change within a health care organization means that individuals must transition from one identity to a new identity when they are involved in a process of change. According to Bridges, transitions occur in 3 steps: endings, the neutral zone, and beginnings. The major steps and important concepts within the models of each are addressed, and examples are provided to demonstrate how health care managers can actualize the models within their health care organizations.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
Chapter 12 IT Alignment and Strategic Planning Learning Objectives.docxketurahhazelhurst
Chapter 12 IT Alignment and Strategic Planning Learning Objectives To be able to understand the importance of an IT strategic plan. To review the components of the IT strategic plan. To be able to understand the processes for developing an IT strategy. To be able to discuss the challenges of developing an IT strategy. To describe the Gartner Hype Cycle recognizing the wide range of emerging technologies at various stages of maturity. Information technology (IT) investments serve to advance organizational performance. These investments should enable the organization to reduce costs, improve service, enhance the quality of care, and, in general, achieve its strategic objectives. The goal of IT alignment and strategic planning is to ensure a strong and clear relationship between IT investment decisions and the health care organization's overall strategies, goals, and objectives. For example, an organization's decision to invest in a new claims adjudication system should be the clear result of a goal of improving the effectiveness of its claims processing process. An organization's decision to implement a care coordination application should be a consequence of its population health management strategy. Developing a sound alignment can be very important for one simple reason—if you define the IT agenda incorrectly or even partially correctly, you run the risk that significant organizational resources will be misdirected; the resources will not be put to furthering strategically important areas. This risk has nothing to do with how well you execute the IT direction you choose. Being on time, on budget, and on specification is of little value to the organization if it is doing the wrong thing! IT Planning Objectives The IT strategic planning process has several objectives: To ensure that information technology plans and activities align with the plans and activities of the organization; in other words, the IT needs of each aspect of organizational strategy are clear, and the portfolio of IT plans and activities can be mapped to organizational strategies and operational needs To ensure that the alignment is comprehensive; in other words, each aspect of strategy has been addressed from an IT perspective that recognizes not all aspects of strategy have an IT component, and not all components will be funded To identify non-IT organizational initiatives needed to ensure maximum leverage of the IT initiative (for example, process reengineering) To ensure that the organization has not missed a strategic IT opportunity, such as those that might result from new technologies To develop a tactical plan that details approved project descriptions, timetables, budgets, staffing plans, and plan risk factors To create a communication tool that can inform the organization of the IT initiatives that will and will not be undertaken To establish a political process that helps ensure the plan results have sufficient organizational support At the end of the alignment an ...
This paper describes a study of the adoption of Picture Archiving and Communication Systems(PACS). The objective of this study is threefold. First, the adoption rate of PACS by European hospitals is described in relation to the use of other medical information systems. From this, a Medical Information Systems Maturity Scale (MISIS) for hospitals is statistically constructed. The second objective is to identify the key determinants of a hospitals’ score on MISIS, i.e. analyzing the situationality of the scale. The final objective of the paper is to explain and the variation in Medical Information System Maturity among hospitals in Europe. Using the results of this empirical analysis we set out general guidelines for the evolution of PACS maturity [1] within hospitals, based on principals of strategic alignment and situational growth.
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
Recognition and Ranking Critical Success Factors of Business Intelligence in ...ijcsit
Background and Aim: Business Intelligence, not as a tool of a product but as a new approach is
propounded in organizations to make tough decisions in business as shortly as possible. Hospital managers
often need business intelligence in their fiscal, operational, and clinical reports and indices. Recognition of
critical success factors (CSF) is necessary for each organization or project. Yet, there is not a valid set of
SCF for implementing business intelligence. The main goal of recognition and ranking CSF is
implementation of a business intelligent system in hospitals to increase success factor of application of
business intelligence in health and treatment sector.
THE TECHNOLOGY OF USING A DATA WAREHOUSE TO SUPPORT DECISION-MAKING IN HEALTH...ijdms
This paper describes the technology of data warehouse in healthcare decision-making and tools for support
of these technologies, which is used to cancer diseases. The healthcare executive managers and doctors
needs information about and insight into the existing health data, so as to make decision more efficiently
without interrupting the daily work of an On-Line Transaction Processing (OLTP) system. This is a
complex problem during the healthcare decision-making process. To solve this problem, the building a
healthcare data warehouse seems to be efficient. First in this paper we explain the concepts of the data
warehouse, On-Line Analysis Processing (OLAP). Changing the data in the data warehouse into a
multidimensional data cube is then shown. Finally, an application example is given to illustrate the use of
the healthcare data warehouse specific to cancer diseases developed in this study. The executive managers
and doctors can view data from more than one perspective with reduced query time, thus making decisions
faster and more comprehensive
Chapter 12 IT Alignment and Strategic Planning Learning ObjectivesEstelaJeffery653
Chapter 12 IT Alignment and Strategic Planning Learning Objectives To be able to understand the importance of an IT strategic plan. To review the components of the IT strategic plan. To be able to understand the processes for developing an IT strategy. To be able to discuss the challenges of developing an IT strategy. To describe the Gartner Hype Cycle recognizing the wide range of emerging technologies at various stages of maturity. Information technology (IT) investments serve to advance organizational performance. These investments should enable the organization to reduce costs, improve service, enhance the quality of care, and, in general, achieve its strategic objectives. The goal of IT alignment and strategic planning is to ensure a strong and clear relationship between IT investment decisions and the health care organization's overall strategies, goals, and objectives. For example, an organization's decision to invest in a new claims adjudication system should be the clear result of a goal of improving the effectiveness of its claims processing process. An organization's decision to implement a care coordination application should be a consequence of its population health management strategy. Developing a sound alignment can be very important for one simple reason—if you define the IT agenda incorrectly or even partially correctly, you run the risk that significant organizational resources will be misdirected; the resources will not be put to furthering strategically important areas. This risk has nothing to do with how well you execute the IT direction you choose. Being on time, on budget, and on specification is of little value to the organization if it is doing the wrong thing! IT Planning Objectives The IT strategic planning process has several objectives: To ensure that information technology plans and activities align with the plans and activities of the organization; in other words, the IT needs of each aspect of organizational strategy are clear, and the portfolio of IT plans and activities can be mapped to organizational strategies and operational needs To ensure that the alignment is comprehensive; in other words, each aspect of strategy has been addressed from an IT perspective that recognizes not all aspects of strategy have an IT component, and not all components will be funded To identify non-IT organizational initiatives needed to ensure maximum leverage of the IT initiative (for example, process reengineering) To ensure that the organization has not missed a strategic IT opportunity, such as those that might result from new technologies To develop a tactical plan that details approved project descriptions, timetables, budgets, staffing plans, and plan risk factors To create a communication tool that can inform the organization of the IT initiatives that will and will not be undertaken To establish a political process that helps ensure the plan results have sufficient organizational support At the end of the alignment an ...
As Houston Community College moves its Information Technology
services forward to achieve the goals set out by the Board of Trustees, Chancellor Maldonado, and Dr. Bill Carter, this report is intended to serve as a road-map and guide of where the institution has been, where it is now, and how to chart a course for the future. Over the last few years there has been incredible growth and change in the college, the student body, and the overall HCC community, as well as the technologies and processes the college uses to serve these populations.
IT governance and its impact on National Healthcare ServiceMadhav Chablani
When properly implemented, IT governance is an organizational structure and set of processes that manage and control the enterprise's IT activities to achieve the enterprise's goals by adding value while balancing risk vs. return over IT. The article also highlights how COBIT5 framework is assisting healthcare delivery organizations in achieving their objectives and deliver value through effective governance and management of enterprise IT.
This article introduces health care managers to the theories and philosophies of John Kotter and William Bridges, 2 leaders in the evolving field of change management. For Kotter, change has both an emotional and situational component, and methods for managing each are expressed in his 8-step model (developing urgency, building a guiding team, creating a vision, communicating for buy-in, enabling action, creating short-term wins, don't let up, and making it stick). Bridges deals with change at a more granular, individual level, suggesting that change within a health care organization means that individuals must transition from one identity to a new identity when they are involved in a process of change. According to Bridges, transitions occur in 3 steps: endings, the neutral zone, and beginnings. The major steps and important concepts within the models of each are addressed, and examples are provided to demonstrate how health care managers can actualize the models within their health care organizations.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
Chapter 12 IT Alignment and Strategic Planning Learning Objectives.docxketurahhazelhurst
Chapter 12 IT Alignment and Strategic Planning Learning Objectives To be able to understand the importance of an IT strategic plan. To review the components of the IT strategic plan. To be able to understand the processes for developing an IT strategy. To be able to discuss the challenges of developing an IT strategy. To describe the Gartner Hype Cycle recognizing the wide range of emerging technologies at various stages of maturity. Information technology (IT) investments serve to advance organizational performance. These investments should enable the organization to reduce costs, improve service, enhance the quality of care, and, in general, achieve its strategic objectives. The goal of IT alignment and strategic planning is to ensure a strong and clear relationship between IT investment decisions and the health care organization's overall strategies, goals, and objectives. For example, an organization's decision to invest in a new claims adjudication system should be the clear result of a goal of improving the effectiveness of its claims processing process. An organization's decision to implement a care coordination application should be a consequence of its population health management strategy. Developing a sound alignment can be very important for one simple reason—if you define the IT agenda incorrectly or even partially correctly, you run the risk that significant organizational resources will be misdirected; the resources will not be put to furthering strategically important areas. This risk has nothing to do with how well you execute the IT direction you choose. Being on time, on budget, and on specification is of little value to the organization if it is doing the wrong thing! IT Planning Objectives The IT strategic planning process has several objectives: To ensure that information technology plans and activities align with the plans and activities of the organization; in other words, the IT needs of each aspect of organizational strategy are clear, and the portfolio of IT plans and activities can be mapped to organizational strategies and operational needs To ensure that the alignment is comprehensive; in other words, each aspect of strategy has been addressed from an IT perspective that recognizes not all aspects of strategy have an IT component, and not all components will be funded To identify non-IT organizational initiatives needed to ensure maximum leverage of the IT initiative (for example, process reengineering) To ensure that the organization has not missed a strategic IT opportunity, such as those that might result from new technologies To develop a tactical plan that details approved project descriptions, timetables, budgets, staffing plans, and plan risk factors To create a communication tool that can inform the organization of the IT initiatives that will and will not be undertaken To establish a political process that helps ensure the plan results have sufficient organizational support At the end of the alignment an ...
This paper describes a study of the adoption of Picture Archiving and Communication Systems(PACS). The objective of this study is threefold. First, the adoption rate of PACS by European hospitals is described in relation to the use of other medical information systems. From this, a Medical Information Systems Maturity Scale (MISIS) for hospitals is statistically constructed. The second objective is to identify the key determinants of a hospitals’ score on MISIS, i.e. analyzing the situationality of the scale. The final objective of the paper is to explain and the variation in Medical Information System Maturity among hospitals in Europe. Using the results of this empirical analysis we set out general guidelines for the evolution of PACS maturity [1] within hospitals, based on principals of strategic alignment and situational growth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. L.V. Lapão et al. / ITIL Assessment in a Healthcare Environment 77
behaviour [5]. To validate our hypothesis we studied an ITIL assessment performed at
Hospital São Sebastião (HSS). HSS was selected because it is one of the most mature
among the Portuguese hospitals [3] (HSS was an awarded HIS in 2008 [6]). This study
will elucidate about the value of IT Governance practices in the hospital setting. Although
the literature reveals the many benefits brought by ITIL to organizations, they all depend
on how good the planning and implementing processes are [5]. HSS is a healthcare unit
located in Feira founded in 1999. The hospital has 310 beds and 986 professionals (from
which 159 are doctors and 276 are nurses). It serves the north side of Aveiro’s district
(North of Portugal), serving a total population of 383,050 inhabitants.
2. Methodology
Since IT Governance is extensive, our study is focused on one single problem [2]: the “IT
Service Management”. The implementation of IT service management processes is
difficult due to many actors involved. We focused our study on the ITIL assessment step,
which is crucial to identify weakness, ways of improvement and a way for the
organization to get conscious about IT. Since ITIL is a triad (people, processes and
technology) an assessment should provide a holistic view of the results and actions to
take [5]. Finally, we will be applying the framework to HSS, focusing the assessment on
both Service Desk and Incident Management processes. In this context, our motivation is
not only to understand the current situation of ITIL practices in Hospitals, but also to
understand how an ITIL implementation can bring benefits. We want to analyse the level
of IT governance maturity and produce some recommendations to improve IT Service
Management practices. The ITIL assessment goal is to identify which gaps exist between
the current organization practices and how the organization should perform according to
ITIL, and what key actions need to be taken to close those gaps [5, 7].
3. Hospital São Sebastião’s ITIL Assessment Procedure
An ITIL assessment process comprehends the following main steps [5]: process
assessment; organizational assessment; technology assessment; governance assessment;
assessment finding analysis; recommendation actions identification. The aim of the
organization assessment is to analyze how well the organization might support, or not
support, an ITIL improvement initiative. The output of this stage should: highlight
organizational readiness for change; highlight skill gaps; identify current IT Service
Management roles and responsibilities; include stakeholder analysis; identify
organizational assessment findings. To assist with the task of identifying roles and
responsibilities and communicating levels of authority, the ARCI matrix can be used as a
very useful management and communication tool [8]. When faced with a large project,
the ARCI model can assist the initial stakeholder analysis and project planning stage,
which is also used to map out processes and identify areas of responsibility at the task
level. To evaluate the ITIL framework we focused our attention towards two ITIL items:
Service Desk and Incident Management. The HISD is coordinated by a person that
assumes a role as CIO. A HISD’s environment analysis was performed. There are
potential issues that can negatively affect governance performance [2]: The CIO is not a
member of the hospital board, but his integration in the board is seen as a good IT
Governance practice; There are problems regarding strategy communication, which may
3. 78 L.V. Lapão et al. / ITIL Assessment in a Healthcare Environment
compromise strategic alignment among service units; HISD plays an important role and
supports all the value chain. It is true there is a help-desk system with an integrated
knowledge base, which also supports an incident management workflow, however, IT
service management comprehends a lot more than help desk and incident management.
At HSS, doctors and nurses represent approximately 65% of the total professionals and
weight 50% on total expenses. They are the main source of value and are highly
qualified: It is important to keep up their satisfaction levels. There is a lack of HIS
personnel and the current staff rationalization pressure is increasing the problem.
Operational efficiency is a very important issue that should be addressed to mitigate
personnel shortage.
3.1. Hospital Information System and HIS Department
HSS owns today a unified HIS platform that aims to serve both management purposes
and helping professionals doing better their job. This application provides physicians and
nurses with an integrated view of patients’ clinical information, from admissions to
exams and surgery reports. Since 1999 those physicians create and store medical records
right into the datacenter storage bank. The architecture definition was a long working
process. The HSS board has recognized that a huge effort was carried out to minimise
risks concerning the information management, data privacy and protection [3]. The HIS
is identified as a successful one [6, 9], and HISD is well positioned within the Nolan
matrix compared with national average [2] and it is very competitive compared with other
countries [6]. This success is the result of a long process driven by three main factors:
time (i.e., organizational strategic stability), CIO leadership (that allowed physicians’
participation) and a natural emergence of ad-hoc IT Governance mechanisms.
3.2. ITIL Assessment
To assess the IT Service Management (ITSM) maturity we used the OGC questionnaires
[10] (answered by the CIO) to understand how well HISD is performing in comparison
with ITIL best practices, which were then analysed to verify if the information gathered
was in conformance with field observations. This allows avoiding answers that do not
correspond to the reality of HISD. Figure 1 shows HSS ITSM low maturity.
Figure 1. HSS ITIL processes maturity (from OGC questionnaires)
In general, when ITSM processes are at an initial stage they present maturity level of
1. Here, both Incident and Service Level Management fail to achieve the minimum level
of prerequisites (maturity level of 0). This means that, IT Service Management processes
4. L.V. Lapão et al. / ITIL Assessment in a Healthcare Environment 79
are ad-hoc, show random approaches and actually few are defined. Regarding Incident
Management: First, it provides immediate benefits and it is seen as a quick win, therefore
is sometimes proposed as the first process to be tackled [11]. Second, it presents one of
the lowest maturity scores, which we consider to be unacceptable for a HIS. Despite we
could identify a workflow for Incident Management, the reason it scores 0 is due the fact
that it fails on the mandatory field “are incident records maintained for all reported
incidents?” on pre-requisites level. The rate on which HIS members are directly contacted
for incident resolution was readily noticeable during our first meetings. Actually, the HIS
collaborators are the first to complain about how this problem affects their efficiency. The
HISD structure, in which any one can do the Help-Desk, does not contribute to solve this
problem. For the earlier given reasons we decided to focus our research on Incident
Management and an in-depth assessment was conducted.
Incident Management Process Maturity Framework. An incident is any event which
is not part of the standard operation of a service and which may cause a reduction in the
quality of that service. The main purpose of Incident Management is to return to the
normal service level as soon as possible mitigating or eliminating the effects of
disturbances in IT services. To an in-depth assessment of Incident Management we
followed Steinberg’s [5] method and considered the four ITIL P: process; people (or
organization); products (or technology); and performance. Finally, with the information
gathered we mapped the Service Desk and Incident Management into the ITIL Process
Maturity Framework [8]. With the information gathered we now have foundations to
score Incident Management maturity according to the ITIL Process Maturity Framework
(PMF). The PMF framework is interesting as it enable us to score an ITIL process
according to five distinct dimensions: vision and steering; process; people; culture; and
technology. Therefore, a more in-depth maturity inspect can be carried in comparison to
OGC questionnaires. The result is presented on Figure 2.
Figure 2. HSS incident management process maturity framework score
From Figure 2, one can notice that technology and process dimensions are the most
mature Incident Management processes, scoring 2. Vision and Steering, People and
Culture dimensions lag behind (score 1). In this scenario, technology defines the process,
therefore the higher scores in these two dimensions. Hence, HISD needed to do something
to cope with the high rate of incident resolution requests of their HIS users, i.e., if
organizational, cultural and management issues are not addressed in order to achieve a
level 2 maturity, no further developments are possible for HSS Incident Management.
ARCI Model: HSS Team Structure and Responsibilities. To understand the team
structure and the responsibilities of each member, we have used the ARCI (Accountable,
Responsible, Consulted, Informed) model [8]. First, HISD main functions were identified
(Table 1). The HISD ARCI matrix is presented on Table 2, which shows the team
structure and their responsibilities regarding the department main functions.
5. 80 L.V. Lapão et al. / ITIL Assessment in a Healthcare Environment
Table 1. HSS HISD main functions
ID Function ID Function
1 Department Administration and Management 8 User’s Training
2 User Support/Help Desk 9 Project Management
3 Network and Communications Management 10 Procurement and Stock Management
4 Database Management 11 Innovation
5 Applications Management and Support 12 Probationers Coordination
6 Clinical Applications Development 13 Informatics Prevention
7 Support Applications Development 14 Business Interaction
The ARCI matrix reveals a high degree of overlapping functions among members,
and points out inefficiencies in IT service management: any HISD member can be re-
sponsible for help-desk, including the CIO. Actually, the CIO is not only accountable, but
also responsible for a large number of functions, including most projects’ management.
Table 2. HSS HISD ARCI matrix
1 2 3 4 5 6 7 8 9 10 11 12 13 14
CIO A/R R A/R I A/I C/I C/I A/R A/R A/R A/R A/R A/R A/R
Network Manager C/I R R R R R R R R
Project Manager C/I R R R R A A R A/R/I R R R R
Technician 1 C/I R R C/I
Programmer 1 C/I R C/I R R R
Database Manager C/I R R A/R R R R R R/C/I R R R R
Support DB Manager C/I R R R R R R/C/I R
Programmer 2 C/I R C R R R R R R R R R R
Programmer 3 C/I R R R R R C/I R
Programmer 4 C/I R R R R R C/I R
Technician 2 C/I R R C/I
4. Conclusions
This study presented an ITIL assessment framework applied to HSS with relevant
meaning: IT Governance inefficiency is an important barrier to HIS development, mostly
in IT service management which has a direct impact in users daily working life, and it is
relevant to assess the current state of ITIL processes maturity and to analyze its impact on
the Healthcare services delivery. It also means that the CIO will have to deal with its
many variables and barriers.
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