For a successful agile team, a proper backlog is as important to success as air is to breathe. Neglect the backlog and allow disorder and non-precedence to creep in. The result? Teams who thrash – trying desperately to determine what to work on, suffering from bad habits once extinguished, and losing the the agile culture and mindset you’ve worked so hard to foster begins to falter. Teams who are led astray from their backlog are not uncommon, but there are a few categories of mistakes and mis-steps that seem to repeat themselves most frequently. In today’s blog we’ll review these common challenges and discuss best practices to overcome them.
What is Telehealth? It is one of the fastest growing segments of the healthcare industry, yet it remains elusive and widely misunderstood. Much of the confusion lies in the fact that the technology involved is moving faster than the legislation supporting it, leaving the country with a patchwork set of guidelines and regulations that vary from state to state in regards to how telehealth technology can be used and reimbursed.
News of brazen hacking attacks have become commonplace in today’s business environment. As business leaders, how can we understand the cause of these attacks, and how can we protect our company’s most valuable assets? This blog post breaks down the concept of Cybersecurity (also referred to as Information Security) as an introduction for professionals new to this discipline.
A while back I was chatting with a friend in the aviation industry and he offered an interesting explanation of how a jet engine works. In any combustion engine there are four distinct steps (strokes if you’re a gearhead):
Intake: Air is pulled into the intake feeding the compressor
Compression: The turbine compresses the air mixture to the optimum pressure for combustion
Combustion: Fuel is added and ignited. The rapid expansion of this controlled explosion pushes the air to the exhaust.
Exhaust: The exhaust gases produced by combustion propel the engine while fresh air is pulled into the intake continuing the rapid, highly efficient cycle.
SEI recently helped a major healthcare provider to define, implement, and execute a strategic planning process. In part 1, I addressed the selection of a framework and the definition of current state and ended with defining the future roadmap and an accompanying governance process.
In the first part of this Strategic Planning for Healthcare IT series I focused on defining a framework and assessing the current state of a healthcare organization’s IT portfolio. In the second part I will describe the definition of the desired future state, address the identification of gaps between current state and future state, and discuss the definition of the organization’s strategic plan – i.e., roadmap.
Strategic planning efforts are challenging, especially in Healthcare IT, given the continuously changing environment. Because of this, it is all too common for organizations to forgo a strategic planning exercise, maintain (or reduce) current budget levels year over year, and struggle to keep up with the next high priority request. A significant challenge with this approach is that every request is a high priority and there are limited hours, resources, and dollars available to meet those requests. All too often, stakeholders become discouraged and only focus on the fact that their high priority request is not getting done.
In last month’s Demand Management Blog Part 1, we discussed the importance of maximizing a company’s most important resource, its workforce. Now that we have your attention, let’s explore how SEI can help you to turn demand and capacity planning into an organizational practice.
As with implementing any new process, a robust discovery phase should take place to help you understand key factors and metrics. When it comes to Demand Management, there are several questions that should be asked during discovery: Who are the key stakeholders and capacity owners? How does this team currently manage demand? How does management feel about the current project intake process and what are the initial areas of concern?
Ask yourself the following about how your organization manages human capital: Do you maximize the value of your workforce? Do you meticulously manage the project intake process? If so, as the organization grows, are you consistently able to measure the throughput of a growing and dispersed workforce? If you answered no to any of these questions, there’s a really good chance your organization could benefit from demand and capacity planning.
Last month, SEI’s Matt Walton, PhD and John Halamka, MD, CIO of Beth Israel Deaconess Medical Center (BIDMC), co-presented a technical and operations overview of BIDMC’s ICD-10 program at Massachusetts Health Data Consortium’s (MHDC) ICD-10 conference held on March 10, 2014.
Speaking at the conference, Dr. Halamka said that the technology itself, moving from ICD-9 codes to ICD-10 codes is mechanical and he is not worried about that. What he is concerned about, is getting meaningful data into that new ICD-10 code and actually being audit-proof. He added, “this will be a bounty hunter’s delight as they find a disconnect between what was actually documented and what was coded. That’s the real technology dilemma.”