enterprise architecture in healthcare v2.0 - jyu.fi€¢ technical architecture explains how...
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Enterprise Architecture in Healthcare v2.0 Research | Blogs | Expert Opinions
Pekka Neittaanmäki
Dean of the Faculty of Information Technology
Professor, Department of Mathematical Information Technology
University of Jyväskylä
Miikael Lehto Anthony Ogbechie
Project Researcher Service Innovation Management
University of Jyväskylä University of Jyväskylä
JYVÄSKYLÄN YLIOPISTO
INFORMAATIOTEKNOLOGIAN TIEDEKUNTA 2017
TEKES HANKE: VALUE FROM PUBLIC HEALTH WITH COGNITIVE COMPUTING
TABLEOFCONTENTS
EnterpriseArchitecture:MuchMoreThanYou’reThinking....................3
TheRisingImportanceoftheEnterpriseArchitect.................................3
WhereIsEnterpriseArchitectureinHealthcare?...................................4
EnterpriseArchitectureinHealthcare....................................................5
RoleofEnterpriseArchitectureinHealthcareOrganizationsandKnowledge-BasedMedicalDiagnosisSystem.......................................6
IterativeApproachtoBuildanEnterpriseArchitectureforHealthInsuranceExchange...............................................................................7
APracticalGuidetoDevelopingEnterpriseArchitecture.......................8
EnterpriseArchitecturePavingtheWaytoWorldClassHealthcareDigitalStrategiesintheMiddleEast...............................................................10
HealthcareArchitecturefortheRealWorldMakingEA,SOA,andLocalizationMoreThanBuzzwords.......................................................11
EnablinganAgileHealthcareEnterpriseArchitecturewithBPM/SOAandSemanticTechnologies........................................................................12
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EnterpriseArchitecture:MuchMoreThanYou’reThinkingMostusageoftheterm“EA”isfocusedprimarilyonwhatmightmorepreciselybecalled“ITarchitecture”or“informationsystemsarchitecture,”whichisconcernedwiththelogicalandphysicaldescriptionsofdata,applications,andhardwareassets.
EA“isablueprintfororganizationalchangedefinedinmodels[usingwords,graphics,andotherdepictions]thatdescribe(inbothbusinessandtechnologyterms)howtheentityoperatestodayandhowitintendstooperateinthefuture;italsoincludesaplanfortransitioningtothisfuturestate."AndblendinthenotionthatEAisallaboutcreatingadynamictoolforunderstandingtheenterpriseandmanagingenterprisetransformation,ananalyticaltoolforcontrollingenterprisecomplexity,asharedlanguagetofacilitateandexpeditecommunicationabouttheenterprise,andadecision-supportingknowledgebasetohelpmanagementcreateandmorequicklyachieveobjectiveslikestrategicadvantage,alignment,agility,efficiency,synergies,andvalue.
EA-relatedactivities:systemsdevelopment,systemsanalysis,systemsdesign,networkdesign,cyber-security,anddatadesignandadministration,butalsonon-ITthingslikestrategicplanning,businessprocessreengineering,changemanagement,humanresourcesplanning,securityandcontinuityplanning,innovationandtransformation,financialsystemsandcontrolsplanning,andmuch,muchmore.
Atsomepointyou’llneedtodealwithEAprocessesandprocedures,andtheplaceofEAinthingslikeresourceallocation,projectmanagement,cyberandphysicalsecurity,ITstandardsdevelopment,andenterprisestrategic,tactical,andoperationalplanning.
https://www.zachman.com/resources/ea-articles-reference/320-enterprise-architecture-much-more-than-you-re-thinking-dr-leon-kappelman
TheRisingImportanceoftheEnterpriseArchitectEnterprisearchitecturefocusesonfourcrucialC's:connection,collaboration,communicationandcustomers.Initssimplestterms,enterprisearchitectureistheprocessofaligningabusiness'sstrategicvisionwithitsinformationtechnology.Itconnectsdifferentbusinessunitsforsynergisticcommunicationandcollaboration,creatingamoreseamlesscustomer(orend-user)experience.http://www.cio.com/article/2439397/it-organization/the-rising-importance-of-the-enterprise-architect.html
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WhereIsEnterpriseArchitectureinHealthcare?Overthepasttwodecades,enterprisearchitecture(EA)hasgraduallyemergedtohelpinstitutionsinmanymarketsbuildnewoperatingmodelsandconnecttheiras-isandto-bebusinessstrategiesandITcapabilities.Thoughthedisciplinestilllacksindustrywideconsistency,EAadvocatesinbothacademiaandindustryreadilypointtosuccessfulEAframeworksofferingbusiness-ITgovernance,standardization,andmoresophisticatedsoftwareandinformationinfrastructures.
Infact,virtuallyalloftoday'shealthcarebuzzwordinitiatives--populationhealth,healthinformationexchanges,healthanalytics,medicalneighborhoodmodels,performanceandqualitymanagement--sharecommoncapabilitiesmanageablethroughEA.
ThereareclearreasonswhyEAshouldbeatthetopofeveryhealthenterpriseprojectportfolio:
1. Improvingperformanceandhealthoutcomes:Thequalityofanorganization's
processexecutionandanalyticalinsightsisdirectlydependentoninteroperability,automation,dataquality,andtimeliness.Ifyouwanttobuildaperformance-orientedhealthdeliverymachine,EAprovidestheengineandfuel.
2. Controllingcosts:EAhasaproventrackrecordofhelpingorganizationscontroloperationalexpendituresandincreasereturnonassetsthroughreductionsinhardwarepurchasing,softwarelicensing,stafftraining,andsupportcosts.EAisgoodbusinessregardlessoftransformationalgoals.
3. Protectingprofitability:Healthorganizationsareincreasinglycarryinghigherfinancialrisks.Theserisksarecompoundedwhenspendingdoesnotaddresssustainablecapabilitycreationandinsteaderodesmargins.
4. Managingsecurityandrisk:Foralltherightreasons,ACOsandPCMHsoftenincreasethenumberofpeople,processes,andsystemsinvolvedincaredelivery.Butcomplexityistheenemyofsecurity.EAoffersameansofcontrollingrisks.
5. Encouragingbetterplanning:Qualityandconsistencygohandinhand.Inthefaceofrisingcarepracticeandbusinessmodeldiversity,frontlinepractitionersneedconsistentprocessesfortreatingandmanagingpatients.EAprovidesacommonframeworkforbothdefiningandoperationalizingtheto-bestateofthebusiness.
http://www.informationweek.com/healthcare/leadership/where-is-enterprise-architecture-in-healthcare/d/d-id/898882
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EnterpriseArchitectureinHealthcareManyarchitecturegroupsinhealthcareorganizationsarestrugglingwiththecommunicationwiththerestoftheorganization.Inhealthcare,thepatientcureandcareprocessesarethecenteroffocus,andtheinformationisseenasrelativelyunimportantbymosthealthcareprofessionalsandmanagers.Thismakesitdifficultforarchitecturegroupstogainrecognitionfromboththeorganizationatlargeandfrommanagementinparticular.Inorganizationslikebanks,insurersorgovernmentagencies,wherelargepartsoftheprimaryprocessare‘inside’theinformationsystems,theperceptionofarchitectureisdifferent.Wealsoseethattheresponsibilitiesforarchitectureareoftennotassignedproperly.Thathastodowiththepreviouspoint,butalsowiththeorganizationstructuresinhealthcare.Therelativelyautonomousroleofphysiciansinhospitalsmakescentralizeddecision-makingoninformation-andIT-relatedissuesdifficulttoorganize.Vestedinterestsandspecificlocalneedsclashwiththegeneralgoalsofeffectiveandefficientinformationsystemsacrosstheorganization.Informationflowshavebecomethe‘circulatorysystem’oftheorganization.Manyorganizations,however,lackaclearoverviewanddonotpayadequatemanagementattentiontoinformation.Fragmentationofdatainsilos,inconsistencies,unclearresponsibilities,privacysensitivity,complexityandalargenumberofexternalinformationflowsarejustsomeoftheissuesthatmakethisagrowingproblem.Inparticular,theincreasedreportingpressurefromthegovernment,insurersandregulatorsmakesgoodmanagementinformationparamount.Thisisreallyanissuefortheboardroom,giventheseriousrisksinvolved.IntheNetherlands,recentpublicityaboutsubstantialfinesforhospitalsandphysiciansbecauseofinaccurateinvoicing,andtherefusalbyaccountantstoapprovethefinancialstatementsofhealthcareorganizationsclearlyshowtheneedforimprovementinthisarea.ThecomplexityofthehealthcaresystemintheNetherlandsandmanyothercountriesmakesthisachallengingtask.http://blog.bizzdesign.com/enterprise-architecture-in-healthcare
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RoleofEnterpriseArchitectureinHealthcareOrganizationsandKnowledge-BasedMedicalDiagnosisSystemHealthcareorganizationsareconfrontingvariousissues;themajorissueintheseissuesismedicalerrorsandprovidingmedicalserviceswheredoctorsareinexperiencedorabsent.Thehealthcareindustryaddressesthelackofinteroperabilityandintegrationamongsystems;itwillnevergettheadvantagesofanElectronicMedicalRecord(EMR).ManyhealthcareorganizationsoperateElectronicMedicalRecordsystemsindependently.Thesesystemsareincapabletoconnectwithothersystems.TheOpenGroupArchitectureFramework(TOGAF):ItisbasedonUnitedStatesDefenseDepartmentTechnicalArchitectureFramework.TheTOGAFwasintroducedin1995forinformationmanagement.Itisagenericframeworkand,forthisreason,anyfirmmayemploytheTOGAFfreelytodesignEA.TheTOGAFisthebesttodevelopanenterprisearchitecturemodelforKnowledge-BasedMedicalDiagnosisSystemsbecauseitprovidesastep-by-stepprocessintheformoflayeredarchitectures.TheTOGAFdividesenterprisearchitectureintofourlayeredcategories
• Businessarchitectureexplainstheprocessesusedforabusinesstoachieveits
goalsforinstancethebusinessarchitectureofhealthinformationsystemconsistofhealthserviceslikepatientrecords,individualhealthrecords,classificationofdiseases,symptomsandprocedures,diagnosticreports,suggestions,prescriptionsandtreatmentplans,etc.
• Applicationarchitecturedealswiththedevelopmentofdifferentapplicationsandtheinteractionbetweenthem.Thisarchitectureishighlyapplicableinthedesigninganddevelopmentofrelevantsoftwarerequirementforinterfacingwithhealthcaresystemslikestandardizedinstrumentsfordatacollection,data-communicationservices,dataanalysisandmodeling,reportgeneratingandspeechrecognitionapplicationinlocallanguage.
• Dataarchitectureexplainsmethodsofdatastorageandretrieval,Datamodels,Metadatadictionary,Classificationstandardsandsystems
• Technicalarchitectureexplainshowsoftwareinfrastructureandhardwareinfrastructuresupportapplicationsandtheirinteractions,Local/wideareanetworks,OperatingsystemInteroperability,mobilephonetechnology,speechrecognitiontechnologyandwebtechnology.
http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1807-17752016000200181
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IterativeApproachtoBuildanEnterpriseArchitectureforHealthInsuranceExchange
OracleArchitectureDevelopmentProcess
OracleEnterpriseArchitectureFramework
http://www.oracle.com/us/solutions/enterprise-architecture/arch-planning-healthcare-exchange-1556909.pdf
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APracticalGuidetoDevelopingEnterpriseArchitectureEnterprisearchitectureisalogicalorganizationofabusinessanditssupportingdata,applications,andITinfrastructure,withclearlydefinedgoalsandobjectivesforthefuturesuccessofthebusiness.Atypicalarchitectureconsistsofdiagrams,ormodels,thatshowhowaspectsofyourbusinessrelate.Forexampleanorganizationalchartisamodelofhowbusinessunitsrelatetoeachother.
Businessesshouldhavean"as-is"architecturethatrepresentsitscurrentstate,andaplannedarchitecturetoshowthedirectionofthebusinessoverthenextonetofiveyears.
Enterprisearchitecturealignsthefollowingkeyareas.Notetheexamplesineacharea:
• Business:Processes,strategies,organizationcharts,andfunctions• Information:Conceptual,logicalandphysicaldatamodelstoshowwhat
informationisneededandhowitrelatestootherinformationForexample,acustomerandanorder
• Application:Portfolios,interfaces,andservices• Infrastructure:Networkconceptdiagrams,technologyreferencemodelsStep1.Identifythepurposeofyourarchitecture
• Whatinformationisimportantforthearchitecture?• Howmuchdetailisneededtosupportanalysisanddecisionmaking?• Whowillproduceorusethearchitecture?• WhatistheexpectedROIofthearchitecture?• Whatarethemaintenanceconsiderations?Step2.Identifyyourbusinessquestions
• Whatistheimpactofretiringanapplication?• Whatistheimpactofmovingalocation?• Whatapplicationsareneededtosupportabusinessprocess?• Whatistheimpactofreplacingservers?• Whatprocessesneedtobedevelopedtosupportanewstrategy?• Wherearethegapsorredundanciesinourapplicationportfolio?Step3.Identifyassumptionsandbusinessrules
Everybusinesshasrules.Forexample,ifyouarecapturinginformationaboutcriticalbusinessprocesses,youmustalsocaptureanyregulationsorcorporatestandardsfortheprocess.
9Youshouldcaptureassumptionsaboutyourarchitecture,suchas"NewapplicationinformationwillbeuploadedonFriday"or"Everybusinessunitisresponsiblefordocumentingbusinessprocesses."
Step4.Identifyyourframework
Thefollowingindustrystandardframeworkscanhelpyoucreateanenterprisearchitecture:ToGAF,Zachman,EA3,andDoDAF.Usingastandardframeworkgivesyourarchitecturea"skeleton"thatyoucanthenbuildoutwithyourmodels.
Aframeworkalsoprovidesguidanceonwhatinformationyouneedtocapturebasedonthestakeholderswhowillusethearchitecture.Itprovidesguidanceonorganizinginformationbutdoesnotsuggestaspecificimplementationforyourarchitecture.
Aframeworkhelpsorganizethekeyareasofthearchitectureandidentifiestheviewsyouneedtomodel,suchastheperspectiveandthedataneededtoanswerbusinessquestions.
Step5.Createametamodel
Ametamodelisanabstractviewofyourarchitecture.Itshowsthedatayouaretryingtocapture,andtherelationshipsamongthedata.Thisiswhereyourealizealignment,whichisbasedonanswerstoyourbusinessquestions.
Yourmetamodelshouldincludethefollowingfeatures:
• Relationshipsbetweenthearchitectureelements.Forexample,abusinessprocesstoanapplication.
10• Definitionsoftheelements.Forexample,themeaningoftheterm
"application"andwhatpropertiesyouwillcapture.• Traceabilitytobusinessquestions.Forexample,ifyourquestionis"What
applicationssupportwhatbusinessprocesses?"Youknowyouneedabusinessprocessandanapplicationinyourmetamodel,withadirectorindirectrelationshipbetweenthem.
Step6.Identifythemodelsneededinthearchitecture
Afterknowingtheaudienceandthecontentyouwanttomodelyoucanthenidentifythediagramsyouneedtocreate.ItisimportanttorememberthatyoucannotuseasinglediagramtomodeleverythinginyourEA.Further,separationofthearchitecturalviews,suchastheapplicationviewfrombusinessview,isabestpractice.
Step7.Integratethearchitecture
Linkthedatathatyoucapturedtogetherbasedontherelationshipsyouidentifiedearlier.Ifyouhaveexistingarchitecturesforprojectsorlinesofbusiness,andyouwanttocreateanenterprisearchitecture,theeasiestapproachistopopulateyourEAfromthebottomup.Takeexistingarchitecturesandpullcommonelementsintoarepository.Movingforward,trytostandardizethemodelsandterminologythatisusedacrosstheorganization.
Allowforatleast50%ofthetimeallottedtodevelopingamodeltobeforanalysis;thisincludesreviewingthemodeltoverifyandvalidateit.Doquantitativeaswellasqualitativeanalysis.Mathisimportant,especiallyforshowingROI.Quantitativeanalysiscanbeusedtoshowbottlenecksinaprocess,timesavings,costsavings,andeliminationofredundanciesifyouuseanindustrystandardmethod.https://www.ibm.com/developerworks/rational/library/enterprise-architecture-maximum-value/index.html
EnterpriseArchitecturePavingtheWaytoWorldClassHealthcareDigitalStrategiesintheMiddleEastMorespecificallyHealthcareEnterpriseArchitecture(EA)isthepracticethatshowsanorganizationhowtobalancethedeliveryofimmediatebusiness-valuewhiledevelopingalonger-termstrategiccapability.Thisstrategiccapabilityholdsthepromiseofmakingtheorganizationmoreresponsivetochangethroughthedetailedunderstandingofbusinessprocesses,thealignmentofbusinessandIT,andthecouplingofknowledgemanagementwithenterprisetransformationprograms.
11EnterpriseArchitectureuseswelldevelopedframeworkssuchasZachman,TOGAF(TheOpenGroupArchitectureFramework)andSoA(ServiceOrientedArchitecture)todefinethebusiness,information,data,applicationsandtechnologylandscapes.
Insimplertermseachofthesedimensionshaveartifactslikethebusinesslayerwouldincludetheorganizationsroles,theorganizationalstructure,theirstrategicobjectives,documentedbusinessprocessmaps,theirvaluechain,etc.
BycreatingrelationshipsbetweenthemodulesusedbyspecificorganizationalunitsusingtheframeworksofEnterpriseArchitectureyouwouldbeabletounderstandthegapsineachofthesedimensionsaswellashaveahigh-level(somewhataerial)viewofeachartifact(asset)inyourbusinessalsoreferredtoasyourenterpriseandbeabletoplotthedesiredtargetstateenterprisearchitecturewhichwillclearlydemonstratethedeploymentroadmapforyourbusinesstoachievethedesiredlevelofmaturityinyourhealthcaredigitalstrategy.Theotherveryvaluableaspectistheabilitytohaveclearvisibilityofallyourbusiness,information,data,applicationsandtechnologyassetsandre-useratherthanre-purchasewiththeintentofreducingcostandduplication.
http://health-e-solutions.com/blog/enterprise-architecture-healthcare/
HealthcareArchitecturefortheRealWorldMakingEA,SOA,andLocalizationMoreThanBuzzwordsFivesuccessmeasuresofyourarchitecture...
5)Durable,withdecreasingrateofchange-Evolution,notrevolution.Ifyougetitright,changesbecomesmallandincremental4)Standards-based,withvariancesthatarelocalizedtominimizeimpact.
-Buildonexistingwork -Departonlywhereyouneedto -Anytimetwothingstouch,thattouch-pointshouldbeastandard3)Product-neutral-Organizationscannotaffordtobasetheirentirefutureonadependencyofanyoneproduct
2)Clear
-Makesureyourarchitectureisunderstandable,concise,andaccurate -Use“separationofconcerns”and“viewpoints” -Makesureyourarchitectureissuitableforitsintent
121)Useful-Architecturesthatsitonshelvesaddnovalue-Receivingandaccommodatingfeedbackindicatesthatthearchitectureisbeingused.-Measuringfeedbackisametricofuse
https://www.uef.fi/documents/677096/736588/Solea09-Rubin.pdf/a8da086a-73a4-4bba-bd42-13d18042d764
EnablinganAgileHealthcareEnterpriseArchitecturewithBPM/SOAandSemanticTechnologies
http://www.omg.org/news/meetings/workshops/SOA-HC/presentations-2011/14_A-6_Chow.pdf