From AjaxWord Magazine by Praveen K. Chhangani, RC
The health care industry, including hospitals, has the greatest need for sophisticated information systems because of the enormous amount of data it handles and because of its life-and-death responsibilities. Yet the implementation of large-scale and robust-enough IT systems in public healthcare institutions can be challenging as well as ineffective. We know that several large American medical centers have not been successful in attempting to execute major upgrades or overhaul their processes. Without careful preparation and agile execution, some may experience a serious, expensive, and distracting fate. With the pace of today's technological innovation and efficiency demands, health care organizations need enhanced customer service orientation, a multi-channeled marketing strategy, and an effective legal and regulatory compliance model. This article will describe both BPM and the legal aspects that together form a foundation for process discovery, improvement, and optimization, and thus organizational effectiveness. Among the legal aspects, we will discuss SOX and HIPAA, which is more closely affiliated to the healthcare model.
Discovering the Value of Business Process Management (BPM) as an Approach
Leveraging Business Process Management (BPM) as a strategic approach and discipline to enable change will serve as a good catalyst that helps foster increased process awareness, transparency, and agility around the core business processes maintained by these healthcare institutions. Organizations have begun to learn the value in harnessing the potential of the data as well as information they generate and consume on a regular basis, in ways that help their business model perform well and execute even better in the marketplace. It is this ability to integrate content with core business processes that is significant in being able to progressively transform the efficiency states of an organization's business model and the supporting enterprise line-ofbusiness (LOB) applications that strengthen them as well as enable maximizing the value of IT-based solutions.
As an approach BPM enables institutions to do a detailed analysis of their current process, also referred to as "Current-State" or an "AS-IS" model, and having performed a gap analysis, develop an implementation plan for the future, also referred to as the "Future-State" or the "TO-BE model." The whole idea of a BPM discovery and development initiative in the context of process optimization is one that helps one manage and improve complex business processes using sophisticated, yet rapidly deployable and non-intrusive technological capabilities. By promoting the engagement of a problem solving approach that aligns critical content with core processes and business solution applications, organizations can manage, track, expedite, and interlink information streams throughout the organization. BPM as a concept and powerful catalyst for change is one that instills the core fundamental of first being able to go through an investigative approach by capturing a process and related scientific evidence, thus leading to a detailed examination of all core data, processes, information, and interdependencies, while looking for adaptable process-oriented solutions, some of which may constitute technology-oriented and -enabled solutions, such as the use of business process automation routines through workflow enable engine management systems. Other efficiency enablers may simply involve the optimization of worker and resource engagements and general process efficiency applications. Companies are finding many reasons to capture their business process. Companies that have built alliances via mergers and acquisitions want to be able to expose their enterprise process across their various sub-enterprise lines of business to discover champion best practices as potential solutions to other divisional applications. Engaging in this philosophy allows for healthcare organizations to remain cost-effective, competitive, and productive.
Organizational Goals and BPM
Agile businesses have a need for dynamic Process Change, and whether that's being able to react quickly to the unexpected, working toward a strategic organizational goal, or simply looking for areas in the core processes of the business model where potential inefficiencies may exist and so have a need to be exposed and repaired. As a structured approach that unites software capabilities and business expertise, BPM is not just another methodology, but a discipline that promotes the collaboration of the organization's people, systems, and information to speed up the amount of time between business process improvements and the facilitation of business innovation. Using a simple analogy, the goal of a business, generally speaking, is to conduct an n number of operations that typically start from point A and end at point B. For example:
Process AB = (Starting Point) A -> B (Finishing Point)
The fewer the interruptions, glitches, unnecessary loop-backs, and REGULATORY restarts, the better and more efficiently the process can run, minimizing operational cost while continuing to maximize operational efficiencies. A crucial reality factor is that "change" is an inevitable occurrence. What we tend to see is that typically, while the business processes function well (if well designed), they tend to slow down or develop process lags. This can happen for a variety of reasons including:
- Business volume is too high when paired with older technology
- Process change is cumbersome
- Processes are not well documented
- Process bottlenecks inhibit efficiency
- Complex integration across multiple processes
Standard Components of a BPM-Based Approach to Problem-Solving
Traditionally this is a phased approach; the overall structure is such that it follows a streamlined set of actionable iterations. Some of these phases may choose to employ traditional process improvement methodologies such as Six Sigma.
- Develop a shared goal of understanding: Often various customers of a process have different positions on how the process should be improved. It is imperative that before conducting any largescale process-improvement initiatives that an overall "shared goal of understanding" is developed. If this does not happen, we tend to see that customers frequently have to revisit exactly what the goals of the process were to begin with.
- Conduct a situational analysis: What is the situation today and what are the current or currently perceived factors that impact performance efficiencies. What business and technological platforms are involved? What process interdependencies exist? Are there sensitive areas of the process to be aware of? This part is vital to the investigation as it provides insight into the ecosystem of the process and participants. Having a sense of the current landscape in which the organization is operating the business process is a relevant study to be conducted.
- Conduct an information analysis: Study data and information as they relate to the process and their significance to the notion of process change.
- Conduct a solutions analysis: Study possible solutions and ideas that can be looked at to make an effective case for process change and optimization.
- Conducting a solutions cost-benefit analysis: One of the most important junctures is the ability to build a portfolio of solutions in the solutions analysis phase and present it to upper management with a standard high and low estimate. If upper management approves, the next steps can be initiated. Otherwise, previous phases may have to be revisited for scope limitation or expansion due to needs and/or budgetary concerns.
- Conducting an implementation analysis: Study how solutions are going to be instantiated and the techniques, best practices, strategies, and contingency plans that are in place to come up with the best form of applicable implementations.
- Performing the implementation development: One of the later stages in the process is to start the process of change by equipping the process or altering components of the process with elements of the new technology, Key Performance Indicators (KPIs), and automation solutions, for example, workflow.
Common Accessories in the BPM Portfolio and Toolkit
1. Business Process Modeler
These are typically simple-to-use, business user-oriented tools with a GUI to model things that affect performance and help measure the performance of the process.
These tools typically provide comprehensive modeling and simulation capabilities along with reporting and documentation. A business process model can help you understand and transform your business process by validating enhancements prior to committing resources. It provides an interface for complex behavior. IBM's WebSphere Business Modeler 6 is an example of a business modeling tool.
2. Business Process Monitor
These are process productivity and role-based dashboards. Common functions of a business monitor that is also a GUI-based thin or thick client include being able to monitor business events and situations and business performance, manage in-flight business processes, gather business intelligence from assimilated data, catch certain business events, and take any necessary corrective action. IBM's WebSphere Business Monitor 6 is an example of a business monitoring tool.
3. Business Process Publisher
This is typically a product and platform that models can be published into. Once published models are exposed to various entities security can be enforced in various layers of the model. It makes for a powerful and rather "adaptive" mechanism for keeping models up-to-date by giving the business subject matter experts an access through which they may be able to make changes, updates, and suggestions, allowing the model to grow overtime and become closer to reality than before. One reason this is perhaps the most important tool in the industry is that it promotes adaptability and many SMEs find their time better spent than devoting a few hours a week to a meeting where they make suggestions to a bunch of people. Those kinds of sessions tend to be more productive for review and analysis, but we often tend to digress and lose sight of the big picture and get too deeply involved in the sub-processes. If you're part of a workflow or process-based competency center, it's a good idea to make this one of the core competencies to mature. IBM's WebSphere Business Publisher is an example of a business publishing tool.
4. IBM WebSphere Integration Developer
This is a toolset designed to take an organization's business process built earlier in the Business Process Modeler and begin the process of integrating core business processes and functions outlined in the model, with computer applications and systems also referred to as Services, within the context of a SOA. This tool is mostly used by integration developers and process engineers to build necessary workflows, automated error handling routines/procedures, compensation or roll-back features and so on. For example, the business has a requirement whereby they would like their agents out in the field to collect and capture customer data as customers show interest in the agent's products being discussed. Instead of doing this on paper, they would like IT to provide a CRM (Customer Relationship Management) solution that is able to house customer data that the agents could publish to in a remote manner using a URL/webpage that simply transports the same data, but now electronically. Once transported and analyzed, the business would like to send an automated email to the customer acknowledging receipt of their information and request before additional steps in the core business workflow are invoked. A scenario like this is one can be handled in integration suites such as IBM's WebSphere Integration Developer in association with either in-house custom solutions or with proprietary software options like Salesforce.com or Siebel Sales Force Automation solutions.
5. IBM WebSphere Process Server
This is a high-performance business engine to help form processes that meet the customer's business goals. It's built on open standards and extends the value of core applications and databases by centralizing business processes and sharing them across the enterprise, enabling maximum operational efficiency and ROI. Provides strong support for human workflow and fosters rapid process change for better business agility. Within the context of an IBM solution, this is the runtime platform upon which business models are executed.
The Four Common Steps in a Given Process Model and Potential Goals
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