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.”
We recently partnered with one of the world’s oldest education institutions to lead them through a technology and process change that affected every corner of the school, from a student’s desk to the ice rink’s Zamboni. At SEI, we believe that every client situation requires a unique approach, and this project was no different. In this case, it was critical to help the client understand what is being accomplished today and how the proposed changes would not only positively affect their day-to-day activities but also their long-term financial objectives. We were brought in to assist with the implementation of an Enterprise Asset Management System (EAMS) to track and depreciate equipment and fixed assets throughout the disparate areas and schools of the institution.
Love it or hate it, the Patient Protection and Affordable Care Act (PPACA) is having a profound impact on the U.S. healthcare system. Of particular interest to me is the impact it is having on the IT landscape of the systems, agencies and governments that are responsible for providing the U.S. with healthcare services.
All U.S. states are mandated to provide both health and human services to their residents. Health services are dominated by Medicaid and Medicare, human services by such benefits as nutritional, cash and living assistance. Some of the existing systems in operation to manage the determination and disbursement of these benefits are over thirty years old. Built before the concept of a Services Oriented Architecture (SOA), without the benefit of enterprise level integration services and in some cases with only minimal technical maintenance support, these systems desperately need to be replaced.
What a year it’s been in 2013! At SEI, we started the year off with a bang when we rolled out our new website, complete with a new community section and posted our first blog entry on Feb 8th – The SEI Blog: A Focus on Candidate Engagement. Through this blog, we’ve allowed you to hear the voice of our most critical assets – our consultants. We’ve had the opportunity to share some of the inner workings of SEI, given you insight into some of the exciting service offerings and projects we’ve worked on with our clients, and highlighted some of the awards and community activities we’ve been involved in over the past year. Here are some of our most popular postings from 2013:
Big Data is polarizing. The concept can elicit both overzealous enthusiasm and pointed disdain depending on the audience. Recent trends in the technology press show a strong backlash to counter the hype over the last few years. As with most developing trends, both camps have valid points but the practical approach lies somewhere in the middle.
Your organization has successfully delivered projects using Agile Methodology with your collocated teams. Collaborative work areas were created, teams moved in, they self-organized, worked with testers, and delivered quality software that added value more frequently than ever before. The product owners have seen increased customer satisfaction. The experience has been very positive. Excitement is growing! Now is the time to expand to other teams.
Even though the flexibility enabled by Agile development propelled it from being a fringe approach to a popular software development methodology in the last decade, the Waterfall approach is still well ingrained today, particularly in large organizations. In last week’s blog post, Agile Series Part I: Does an All-Agile Approach make sense?, we looked at balancing the risks of an all-Agile approach with the needs of an organization. It is tempting to think that all projects should be handled in an Agile way.