Eac Las Vegas 2007.Pptx
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Integrating Business Strategy with IT from the Beginning Greater Lawrence Family Health Center Case Study Enterprise Architectures Conference October 23, 2007 Las Vegas, NV Michael Kimball G. Dean Cleghorn, EdD
description
Presentation from 2007 Enterprise Architecture Conference in Las Vegas
Transcript of Eac Las Vegas 2007.Pptx
Integrating Business Strategy with IT from the BeginningGreater Lawrence Family Health Center Case Study
Enterprise Architectures ConferenceOctober 23, 2007Las Vegas, NV
Michael KimballG. Dean Cleghorn, EdD
Introduction
•Background & Context•Why are we presenting this Case Study?•How we got into Enterprise Architecture•Using the Strategic Intent Domain to
guide EA•Pros & Cons of a small EA team•Observations and Methodologies•Q&A
Why are we here?
EA guided by Strategic PlanSupport from Top
Management
Lawrence, MA
Greater Lawrence Family Health Center
How we got into EA
Quality Management
Business driving IT investments
Frustrations with existing systems
Staying ahead of the curve
Analysis of concepts and products
Getting Senior Management on board
QuickStart Consultation with Telelogic
Developing the Strategy Domain
EA Planning & Strategic
Planning
Aligning EA Analysis with
the Vision
SWOT Analysis
Identifying Greatest
Impacts First
SWOT Pareto Chart
#1 Process Documentation
Key Problems Caused by Lack of Process Documentation
Black boxes
Left hand / Right hand
He said, She said
“But I know it”
Provider Scheduling
Residency Administration
Medical Scheduling Team
PublishResident
Schedule Detail[S1]
Level 2
Build ResidentClinic Schedule
[S1]
Level 2
CreateLongitudinal
Schedule [S1]
Level 2
Build ResidentCall Schedule
[S1]
Level 2
+
Build AnnualRotation
Schedule [S1]
Level 2
+
ManageResident
Requests [S1]
Level 2
+
Fill ProviderSchedule [S1]
Level 2
+
ManageProvider
Requests [S1]
Level 2
Build ProviderCall Schedule
[S1]
Level 2
+
Merge ResidentSchedule [S1]
Level 2
Publish ProviderSchedules [S1]
Level 2
DevelopRounding
Schedule [S1]
Level 2
Create AnnualSchedule Cycle
[S1]
Level 2
Fill OutpatientRotation
Schedule [S1]
Level 2
Resident Clinic andCall Schedules Completed
Provider/ResidentSchedule Completed
New Fiscal/AcademicYear Approaches
[W] Duplication of Information
[W] Unnecessarily Cyclical
[W] Timeliness of CompletionAffects Subsequent Processes
[W] Easily Changedby Life Circumstance
[W] Untimely Response
[W] Highly InefficientTime Requirements
[W] Difficult to Accomplish Equitably
[W] Duplication of Information
Application_Supports_1
Asthma Care
Improvement Plan
By Medical Condition
Asthma Care Team
#2 Communication
People
Who knows the answer?
Who is responsible for
this?
Access
Where can I find existing information?
What is the policy?
Change
What information is
new?
How can I find out when
information changes?
Bridging the Communication Divide
Overcome the Human Factor
Structure for information
storage
Information navigation
abilities
Expansive search
capabilities
Mechanisms for discussion
Microsoft SharePoint
#3 Position Management
Incompatible Information
Systems
HR Transitions
#4 Strategic Planning
* •Clear Vision
* •Proactive instead of Reactive
* •Understanding Decision Making Process
* •Decision Support Systems
Data Management ProcessImprov ement Team
Identif yStakeholders
andParticipants [I1]
Level 3
Determine DataOwnership [I1]
Level 3
DetermineTimelines [I1]
Level 3
Def ine Purpose[I1]
Level 3
Identif y DataPoints [I1]
Level 3
Def ine Requirements Requirements Completed
Requirements Rejected
Approv al of Requirements Needed
New Data Measure Desired
Balanced Scorecard MeasuresStrategic
Functional
Departmental
#5 System IntegrationStrategic Planning
Analysis
Improvement Planning
System Integration
Cons of the Small Team•Less resources devoted to the project•EA only part of the job, other requirements
may trump EA work•More time required in meetings with subject
matter experts to understand content•No opportunity for delegation of responsibility•Very difficult to target multiple business areas
at once•Somewhat difficult to tackle multiple processes
at once
Pros of the Small Team
•Reduced cost to the enterprise•Ability to quickly come to agreement•Ease of maintaining common
understanding of EA concepts and of each other’s capabilities
•Ease of raising the priority of EA activity on a given day
•Very little difficulty in scheduling meetings
•Each team member benefits from deeper knowledge of all business processes
Observations & Methodologies
Have an enthusiastic
team
Get large blocks of
time
Decide what’s really important
to you
Finish what you start
Accomplishments to Date
Q&A
Michael Kimball Database Administrator
Dean Cleghorn Director of Quality Management & Research
Greater Lawrence Family Health Center
Lawrence, MA http://www.glfhc.org
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