Himss Covvey Departmental Systems Poster

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HIMSS 2001

The Departmental Information System as a Tool for Change

H. Dominic Covvey

Joseph J. Stumpf

Balanced View Consulting and The University of Waterloo

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An Innovative View of Departmental Information SystemsOutline of Presentation

Introduction: Issues and Impacts in Departmental Information Systems (DISs)

The DIS and the Departmental Management Model

The DIS and the Operational Model

General Messages

Conclusions

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HIMSS 2001

Introduction

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An Innovative View of Departmental Information SystemsIssues in Departmental Information Systems (1)

Systems are procured without proper regard for information requirements.

Key systems components are not procured.

Systems components are not used (e.g., mgmt reporting).

Staff are not fully trained and are unable to use components.

Staff defeat system capabilities (e.g., batch entry of events).

Implemented capabilities not used.

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An Innovative View of Departmental Information SystemsIssues in Departmental Information Systems (2)

Work processes are not adequately supported by the system. There is little re-engineering.

Functionality acquired with the system is not utilized or taken full advantage of.

The manual and paper process often dominates.

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An Innovative View of Departmental Information SystemsImpacts on System Value

Needed data not available/usable, cannot be fed upward.

Can’t gain full value from system: key components are not available/usable.

Data does not represent departmental operation.

Quantitative departmental management is not supported by the system.

Desired operational improvements are not achieved.

Part of the investment in systems is wasted.

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An Innovative View of Departmental Information SystemsImpacts on System Value

We need to pay

renewed attention

to departmental OLTP systems.

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HIMSS 2001

The DIS

and the Departmental

Management Model

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An Innovative View of Departmental Information Systems

The Departmental Management Model (DMM)

The DMM: The concepts and methods that comprise management decision-making and intervention: Rules for intervention. Decision logic. Assumptions and givens. Measurements. Monitoring and interpretation of indicators. Indicators of performance. Interventions.

Together = framework for mgmt. decision-making.

Today, most are only in the head of the manager.

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An Innovative View of Departmental Information Systems

Abstract View: Departmental Mgmt. Framework

Executing the Departmental Management Model: Managers observe indicators of performance.

Based on these indicators, managers react in ways determined by explicit rules.

Requirements: The DIS’s data model must be congruent with the

Departmental Management Model.

DIS mgmt information modules/system must be rethought/redesigned to conform to dept.’s DMM. Or the DMM rethought to conform to DIS.

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TransformsData

An Innovative View of Departmental Information Systems

Abstract View: Departmental Mgmt. Framework

Repeats

Management Rules for Intervention

DIS(s)

Transforms Transforms

Total $/Test UM % Goal

Users Instruments

Indicators

May be multiple DISs in a consolidated department

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HIMSS 2001

The DIS

as the Embodiment of an

Operational Model

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An Innovative View of Departmental Information Systems

The General Departmental Operational Model

Definition: a GDOM is the ensemble of all work processes and the

rules/guidelines that operationally manage them.

DISs developed in functioning departments ( sites). Functionality created to enable specific tasks at the site.

At sites, features are enhanced to facilitate the new work processes.

Functionality gradually enhanced to support new or variant work processes.

At any given stage, a DIS can support a limited set of work processes/variants.

Thus each DIS embodies a General Departmental Operational Model (GDOM) that enables the support of a limited set of Specific Departmental Operational Models.

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An Innovative View of Departmental Information Systems

Implications

Acquiring an DIS is acquiring a set of ways to operate a department.

A given DIS will support certain work processes, and not others.

Procuring a new DIS therefore requires a department:

To decide how to operate, and choose a DIS that enables this.

To determine the work support capabilities of different DISs, and operate as one of them enables.

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An Innovative View of Departmental Information Systems

Implications

It’s easy to choose a DIS that generates rather than facilitates work.

“Impedance matching” means aligning the DIS functionality with the departmental workflow.

Good impedance matching means power of the DIS goes into supporting work processes.

Poor impedance matching means DIS functionality is wasted, or makes it difficult to carry out a task.

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An Innovative View of Departmental Information SystemsDIS – 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

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An Innovative View of Departmental Information SystemsDIS – Work Process Impedance Matching

DIS

F1 F2

STAFF

F3 F4 F5 F6

WorkPerformed

By

T1 T2T3 T4

T5 T6

DISFacilitated Automated

Good DIS – Work Process Coupling

DIS

DISFacilitated

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An Innovative View of Departmental Information SystemsDIS – Work Process Impedance Matching

DIS

F1 F2

STAFF

F3 F4 F5 F6

WorkPerformed

By

T1

T2 T3

T4 T5 T6

ManualDIS

FacilitatedManual

Poor DIS – Work Process Coupling

DIS

T7

System-Generated

Work

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An Innovative View of Departmental Information SystemsMore Implications

Objective of DIS procurement must be good DIS - work flow impedance matching.

At least adjust workflow to take max advantage of the DIS.

DIS acquisition = opportunity + time for re-engineering.

The DIS is a tool for process + product innovation.

Or re-engineering can be rationale for the selection of specific DIS.

Either way, a DIS is the vector of functionality that can automate or facilitate work processes.

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HIMSS 2001

General

Messages

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An Innovative View of Departmental Information SystemsPlanning Phase Messages

Planning a DIS = planning a General Departmental Operational Model = departmental re-engineering = planning procurement: they are inseparable.

Requires involvement of a Work Process Task Force.

Planning a DIS = planning an optimal Departmental Management Model = defining a data model.

Requires an Information Management Task Force.

That understands dept. and enterprise management models, data requirements, + DIS IM support capabilities.

Note: Much of what used to be done “upstairs” needs to be

done within the department and in real time.

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An Innovative View of Departmental Information SystemsProcurement Phase Messages

Procurement team must include the Task Forces.

Department + enterprise information requirements must be satisfied by a candidate vendor.

The impedance match of the DIS with the desired operational model is central to the procurement.

Products lacking in these areas, are not candidates or will require custom enhancement, augmenting systems, or acceptable workarounds.

The functionality of the DIS “Management Module” must be rethought.

Management must be educated and trained re the DMM.

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An Innovative View of Departmental Information SystemsImplementation Phase Messages

Implementing the DIS must be done in parallel with implementing the new work processes.

Training staff to adequate levels of skill is essential if the new work processes are to be sustainable.

The actual achievement of the desired work processes must be reviewed and adjusted as required.

The system must be “informationally” integrated with other enterprise systems.

Education and training of management in the use of mgmt support tools is essential.

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An Innovative View of Departmental Information SystemsQuestions

?????

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HIMSS 2001

Reserve

Slides

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An Innovative View of Departmental Information SystemsMatch-to-Us vs Match-to-Them Procurement

The DIS can be the model for process innovation. 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.

Existing or planned work processes that the DIS does not address can become topics for discussion re custom development.

Or departments can use their own processes as the standard. Select the DIS with a GDOM that automates or facilitates the

desired ideal work processes. 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.

Hence the former approach is generally better for all risk-averse organizations.

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An Innovative View of Departmental Information SystemsProduct Innovation

Definition: Altering the services/deliverables produced.

Objective: The conceptualization and delivery of new or enhanced valued products or services.

Examples: A Pathology service that provides annotated images. A diagnostic imaging dept. that provides remote diagnosis. A Pharmacy provides better mgmt info to enterprise.

The DIS is also a tool for product innovation:We must select the DIS with the GDOM and the GMM

that will enable the desired products.

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An Innovative View of Departmental Information SystemsConclusions

The data requirements of the entire enterprise must be considered in planning and procuring a DIS. Enterprise stakeholders must be on the planning and

procurement team(s). The selection criteria must include their data requirements.

The ability to correlate the planning, procurement, and implementation of a DIS with departmental re-engineering efforts is central. This may motivate the creation of an administrative portfolio that

combines at least IT/IM and re-engineering.

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.