Soa governance in healthcare organisations

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Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285. Organizational structures during SOA implementation: the case of a Greek healthcare organization.

Transcript of Soa governance in healthcare organisations

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Organizational structures during SOA

implementation: the case of a Greek

healthcare organization.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Outline

• The Importance of SOA Governance in Healthcare

• Literature Review

• Proposed SOA Governance Framework

• Research Methodology

• Findings

• Conclusions

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Introduction

Healthcare IS Challenges

Patient mobility

Medical tourism

Interoperability

Security

Multiple actors with different roles

Unique medical requirements

Complex processes

Requirements for integrated care

Redesign towards patient centred

Rapid expansion of m-health

Quality management and training

Task characteristics

Testing

ComplexityGlobalization

Integration Medical Errors

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Security (1/2)

• Despite the sophistication of HIS a largeamount of data transmitted withoutpermission arises from hospitals.

• A recent report states that compromiseddatabases of healthcare organisations areincreasing, with 119 violations compared to39 suffered by the financial services industry.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Security (2/2)

• This phenomenon can have consequences for healthcare:

– privacy violations,

– medical fraud,

– financial identity theft, and

– medical identity theft.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Service Oriented Architecture (1/3)

• SOA supports reusability and flexibility,

• Provides interconnectivity in a more manageable way,

• …breaks business processes into smaller blocks of functionality (e.g. services).

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Service Oriented Architecture (2/3)

• SOA can:

– minimise medical errors, by providing dataexchange accurately, effectively, securely andconsistently,

– facilitate the plan to redesign HIS towards patient-centred systems,

– transform heterogeneous and incompatiblesystems in cooperating services based onhealthcare business processes.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Service Oriented Architecture (3/3)

• Despite SOA benefits literature indicates that, 41% of SOA users in the Global 2000 firms believe that:

– SOA has delivered less benefits than expected,

– 17% claim they face problems and

– will not expand SOA use

• …..applicability, efficiency and performance are affected by various factors.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

SOA Critical Success Factors (CSF)

SOA normative

literature

In depth

database

research

70 cases from

SOA in

healthcare

Literature

research

19 SOA

CSFs

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Top SOA CSFs in Healthcare

Governance

SOA Roadmap

Culture

Testing

Standards

Projectidentification

0% 5% 10% 15% 20% 25% 30%

25%

13.8%

9.2 %

11.5%

9.2 %

9.2 %

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

SOA Governance• A continuous control process that guarantees

sufficient adaptability and integrity of a SOA system inissues like:

– capability,

– security and

– strategic business alignment.

• Its overall goal is SOA compliance of legal, technicaland intercompany regulations, respectively. Inparticular, it ensures the reliable long-term operationof an SOA.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

IT Governance Frameworks & “Standards”

• There is a tendency to adopt IT GovernanceFrameworks, but also a lack of a clear “winner”amongst them.

• 834 business executives from 21 countries and10 industries support that ISO2000 or ITIL isreferred in 28% of them, while COBIT in 12%.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

IT Governance Frameworks & “Standards”

ITIL/ISO 2000

ISO 1779, 2700

Six Sigma

COBIT

PM/PMBOK

Risk IT (ISACA)

0% 5% 10% 15% 20% 25% 30%

28%

21.1%

15.1%

12.9%

12.7%

12%

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

IT Governance Frameworks & “Standards”

• 84 out of the 839 respondents (10%) arehealthcare executives

• …the percentages drop lower regarding theirfocus on IT Governance in healthcare.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

SOA Governance

• Literature review on SOA Governance:

– peer-review articles

– 5 groups of authors

– 5 models/frameworks

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

SOA Governance

• Focused on:

– reporting on the importance of SOA Governance,

– defining important SOA governance elements,

– analysing to the extent possible, these issues(mainly using relative literature) and

– synthesising these issues as elements of theirproposition.

…placed on a SOA Governance concept map.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.Koumaditis, K., Themistocleous, M., Vassilakopoulos, G.,

Studies in Health Technology and Informatics. Vol. 190 2013. p. 204-206.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

SOA Governance• The existing models have numerous limitations,

• There is no single approach that focuses on allnecessary issues,

• Not all the models are structured in a clearmanner, with sufficient justification and detail,

• No model includes healthcare specific aspects,

• Limited testing and empirical justification.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Common SOA Governance Elements• Organisational Structures,

• Roles,

• Roadmap,

• Best Practices,

• Policies,

• SOA Governance Processes,

• SOA Governance Infrastructure,

• Metrics,

• Maturity model.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Proposed SOA Governance Framework

• Grounded on common elements derived fromthe normative literature (e.g. Concept map),

• Additional literature was utilized to enhancethe conceptualization,

• Healthcare specific aspects (e.g. CSFs and HISchallenges).

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Proposed SOA Governance Framework

Maturity Model

Organisational structure

Role(s)

Roadmap

Policies

Metrics

Best Practices

SOA Governance Infrastructure

SOA Governance Processes

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Organizational Structure

• Attributes:– Includes a number of councils,

– Defines and abolishes governance policies,

– Obtains and maintains business objectives, standards, best practices,

– Defines and obtains feedback from metrics,

– Trains employees,

– Communicates SOA purpose,

– Sets roadmap,

– Influences decisions on project prioritisation and funding

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Organizational Structure

• Sub-elements:

– Centre-of-Excellence,

– Governance Board,

– Program Office,

– Councils-Committees.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Organizational Structure

• Guidelines:

– Main governance body,

– Members from both IT and business,

– Structured in a centralized or decentralizedmanner,

– Designed to compensate for the weaknesses ofthe current organizational and IT structure,

– Engagement approach,

– Balanced number of structures.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Organizational Structure

• Healthcare Aspects (1/2):

– Dedicated alignment structures (e.g. committees,councils),

– Business/IT alignment goals,

– Set clear goals for all elements,

– Involve individuals with skills that can set cleargoals,

– Dedicated formal (committees, interest groups) orinformal (intranets, wikis) to control complexity,

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Organizational Structure

• Healthcare Aspects (2/2):

– Committees dedicated to cost control, sponsoridentification and funding,

– Dedicated structures (e.g. committees andinterest groups) to minimize risk,

– Dedicated structures (e.g. committees andinterest groups) to identify and proposestandards,

– Cultivate SOA friendly culture.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Research Methodology

• Qualitative research,

• Multiple case studies,

– Large healthcare organization,

–Private Hospital,

• Semi-structured interviews,

• Various stakeholders.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Findings• SOA governance has an important role during

the integration processes for HIS integration,

• This crucial role has been reported in theliterature and was validated through thisresearch,

• Within the context of healthcare organizationsit appears that SOA governance is a CSF.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Findings

• Each proposed SOA governance element playsan important role during the implementationof a SOA governance in healthcare,

• Their crucial role has been reported in theliterature and was validated through thisresearch.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Conclusions

• Existing models on SOA governance,

• Limitation of SOA governance models,

• Proposed enhancements to SOA Governance,

• A SOA Governance Framework was proposed,tested and verified through the practicalarena,

• Further research is required with more casesand alternative research methods.

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Further Reading…

• Koumaditis K., (2016): "Governance of Service-Oriented Architecture in a Healthcare organization: A Case Study." Journal of Information Technology Case and Application Research, Taylor & Francis Group, Volume 17, Issue 3-4, PP 130-155

• Koumaditis K., and M. Themistocleous. (2015): "Organizational structures during SOA implementation: the case of a Greek healthcare organization." Transforming Government: People, Process and Policy, Emerald Group Publishing, 9.3 (2015): 263-285.

• Koumaditis K., Themistocleous M., (2014), Title: “Proposing and Testing SOA Organisational Structures: a Case Study Approach”, International Journal of Reliable and Quality E-Healthcare (IJRQEH), Vol:3, Iss.4, ISSN: 2160-9551; IGI Global.

• Konstantinos Koumaditis, Marinos Themistocleous, Paulo Rupino Da Cunha, (2013), "SOA Implementation Critical Success Factors in Healthcare", Journal of Enterprise Information Management, Emerald Group Publishing, Vol. 26 Iss: 4

Koumaditis, K. and M. Themistocleous (2015). "Organizational structures during SOA implementation: the case of a Greek

healthcare organizationnull." Transforming Government: People, Process and Policy 9(3): 263-285.

Thank You !Any Questions……