enterprise architecture at an integrated academic medical...
TRANSCRIPT
Enterprise Architecture at an Integrated Academic Medical Center
April 15, 2015
Carlos A. Alegria, Ph.D., CPHiMS, PMP
Director, Enterprise Architecture
NYU Langone Medical Center
@calegria001 #HIMSS15 DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do not necessarily represent official policy or position of HIMSS.
Conflict of Interest
Carlos A. Alegria,
Has no real or apparent conflicts of interest to report.
© HIMSS 2015
Learning Objectives
Learning Objective 1 Learning Objective 2 Learning Objective 3
Define the discipline of
Enterprise Architecture
including its applicability
to an Academic Medical
Center
Describe the
implementation phases
and approaches being
followed at NYU
Langone Medical Center
to implement EA,
including the basic
guiding principles
defined
Illustrate major benefits
of the deployment of EA
to NYU Langone
Medical Center including
associated lessons
learned
Satisfaction
Treatment/Clinical
Electronic Information/Data
Prevention & Patient Education
Savings
Benefits Realized for the Value of Health IT
S
T
E
P
S • Savings due to technology reuse
• Efficiencies achieved via process integration
from portfolio to operations
• Improved business recovery planning
• IT Service delivery process transparency
• Alignment with institution strategy
Enterprise Architecture (EA)
The purpose of enterprise architecture is to optimize across the enterprise the often fragmented legacy of processes (both manual and automated) into
an integrated environment that is responsive to change and supportive of the delivery of the business
(Source: ©The Open Group)
In the academic medical center (healthcare) context:
The purpose of enterprise architecture is to optimize the legacy of processes into an integrated environment focused on patient care, provider
efficiency and medical education
Why Enterprise Architecture?
• Ensure technology (systems, data and processes) alignment with institution goals and mission
• Provides a framework, discipline and methodology to make decisions
• Provides mechanisms to plan (agility) and adapt (flexibility) to future needs
Basic Tenets of Enterprise Architecture
Simplify
Share
Standardize
Reuse
Enterprise Architecture (EA): Key Areas
• Architecture Frameworks and Standards provide different interpretations of EA
– The TOGAF® Framework
– Zachman
– International Organization for Standardization (ISO)
– other
• Modeling Languages
– Unified Modeling Language (UML)
– Archimate® (The Open Group)
• Capability Models
Example: The TOGAF® Framework
• Developed and maintained by The Open Group
• Architecture Development Method (ADM) – provides a lifecycle to apply architecture discipline
• The main focus is on business, application, data and technology domains
• It provides tools and templates
TOGAF® is a registered trademark of The Open Group
©The Open Group
Related Standards Frameworks and Methodologies
Enterprise Architecture
SOA: Service Oriented
Architecture
ITIL
BPM PMBOK:
Project Mgmt.
Lean, Six Sigma
Agile Development
Architecture and PMBOK
Process Groups Initiating Planning Executing Monitoring
and
Controlling
Closing
Kn
ow
led
ge
A
rea
s
Integration Mgmt.
Scope Mgmt.
Time Mgmt.
Cost Mgmt.
Quality Mgmt.
Human Resource
Mgmt.
Communication
Mgmt.
Risk Mgmt.
Procurement Mgmt.
Architectur
e
Activities
Architecture Types
• Business functions, capability models and process analysis
Business Architecture
• Application landscape, application modularity and integration
Application Architecture
• Data (information) models and associated capabilities (e.g. Master Data Management, Data Quality. Data Warehouse)
Information Architecture
• Technology components, infrastructure, reference models and associated standards
Technology Architecture
• Security mechanisms, technologies, policies and standards
Security Architecture
• Addresses technology needs for specific business area. It requires domain knowledge.
Solution Architecture
TOGAF®
Our Implementation: Background and Challenges
• Virtual enterprise: two legal entities operating as medical center
• Four discrete domains
– Clinical mission (hospital and ambulatory)
– Research mission
– Education mission (NYU School of Medicine)
– Corporate and enabling functions (e.g. HR, finance, real estate)
• Very different business models and technology needs
• Highly dynamic structure: constantly changing and growing
– Practices, modalities, evolving business models
• Commitment to innovation due to corporate culture and leadership
Our Approach to Enterprise Architecture
Enterprise Architecture Framework
Governance
Business
Architecture
Information
Architecture
Application
Architecture
Technology
Architecture
Security
Architecture
Our Implementation Approach
1. Assessment of the architecture maturity in the organization
2. Development of a Center of Excellence for architecture
3. Investment in additional key talent to fill in key roles
4. Focus on core activities areas (low hanging fruit)
Maturity Assessment – Key Areas
ASSESSMENT
Process / Workflow
Standards and Policies
Governance Knowledge
and Training
Formal Methodolog
y
Architecture Center of Excellence: Functional Roles
Chief Technology Officer (CTO)
Enterprise
Security Architecture
Enterprise Technology
Architecture
Enterprise Information
Architecture
Enterprise Business
Architecture
Solution
Architecture
(Business Domain
Specific)
(Clinical -
Ancillaries)
Solution Architect
Clinical - EHR
Solution Architect
(Research)
Solution Architect
(Education)
Solution Architect
(Corporate
Services)
Solution
Architect
Enterprise
Process/
Workflow
End User Computing
(Desktop, Laptop,
Mobile Devices)
Networking
(Data / Voice / Unified
Communications)
Compute
(Server, Storage,
ESM, Enterprise
Tools )
Enterprise Security
Architect
Enterprise
Information
Enterprise
Integration
Enterprise
Application Continuous
Alignment
Note: does not represent an organization
chart
Technology Domains
Data
Mg
mt.
,
ED
W, B
I
En
d U
se
r
Devic
es
Po
rtals
Co
mp
ute
Pla
tfo
rms
DB
Netw
ork
an
d
Co
lla
bo
rati
on
Se
cu
rity
an
d
Co
mp
lia
nce
Op
era
tio
ns
Ins
titu
tio
n D
om
ain
s Clinical
Educational
Research
Corporate
Need to Invest in Talent for Key Areas
Technology Architects
Solution
Architects Important to
staff these
architecture
roles
Focus on Core Areas
Look Ahead
• Alignment with the IT vision and strategy
• Alignment with Project Portfolio
• Follow technology and industry trends
• Explore opportunities for novel and innovative approaches (innovation)
Architecture Team Engagement
Architecture
Strategy
Portfolio Planning Solution Life Cycle Detailed
Requirements Design Build Test Deploy Support Charter Idea
Architecture Strategy
Innovation
Support
Project Portfolio Planning Solution Life Cycle
Manage Standards
Application Portfolio
IT Strategy
Project Architecture
Review Vendor Sourcing
(RFP/RFI)
Requirements &
Design Testing Operations Processes
(e.g. Change Mgmt.)
Business, Information and Application Architects
Solution Architects
Technology
Architects Technology Architects
Technology / Project Lifecycle
Architecture Team Engagement
Architecture Related Governance
Architecture
Strategy
Portfolio Planning Solution Life Cycle Detailed
Requirements Design Build Test Deploy Support Charter Idea
Editorial
Review Board
Joint
Architecture
Design Review
Vendor Sourcing Technical
Change Review
Board
Portfolio Review
Board
Steering
Committees
IT Operations
(External to IT)
• IT Strategy
• IT Policies
• Process Definition
• Standards
• Institution Alignment
• Project Portfolio
• Program Direction
• Funding
• Technical Architecture • Vendor Selection • Engineering
Set the Rules
• Define IT related institutional policies (e.g. security related, BYOD)
• Technology Standards and Roadmaps
• Architecture and service pattern definition
Example of Standardization: Roadmaps
Watching Emerging Core Declining Retired
Candidate Testing and Early Adoption
Mainstream Use
Migrate to Alternatives
Deprecated, Ruled Out or
Not Supported
Special Use
Isolated Cases
Review Solutions
• Portfolio Review
– Portfolio Board
• Project Reviews
– Architecture Review Board
– Ad-Hoc
• Approaches and solutions
Architecture Governance: Review Process
Architecture Review
Dimensions
Strategic Alignment and Portfolio –
Business strategy alignment with IT
Compliance
Technical implications of policies
Information, Data and Business
Process Model
Technology and Solution
Consistency with IT technology platforms Finance
Funding and value (ROI) to the institution
Operations
Application support model consistent with IT
Vendor support approaches
Sourcing
Vendor selection criteria and evaluation process
Security
Application and Data - Confidentiality, Integrity,
Availability
Optimize it
• Re-Usability of Approaches and Solutions
• Alignment of IT business processes
– Portfolio and SDLC
– Sourcing
– ITIL
Commercial Tools – Some Thoughts
• Commercial tools can offer
– Portfolio alignment
– Modeling tools
– Capability analysis
• These tools assume a level of maturity in the architecture discipline
• Recommendation:
– Focus first on the architecture discipline and a level of maturity
• Architecture discipline, ITIL, Portfolio and SDLC
• Governance
– Automate later
Achieved Value
• Lifecycle process integration from portfolio to operations
• Process transparency
• Better consistency and higher quality of technology outcomes
• Alignment with institution strategy
Our Next Steps
• Architecture education
• Solidify architecture team
• Continuous improvement: refine governance processes
• Tighter integration with ITIL processes
• Leverage new information platforms and portals
– Automation
– Dashboard
Lessons Learned
1. Senior executive sponsorship is key
2. Establish a baseline of Enterprise Architecture maturity
3. Start small; use a lightweight model
4. Focus first on establishing lightweight enterprise architecture principles
5. Align the Enterprise Architecture implementation with the vision and mission of the institution
6. Implement manual processes and governance – before considering automation
7. It will never end: consider this effort a continuous improvement process
Satisfaction
Treatment/Clinical
Electronic Information/Data
Prevention & Patient Education
Savings
Benefits Realized for the Value of Health IT
S
T
E
P
S • Savings due to technology reuse
• Efficiencies achieved via process integration
from portfolio to operations
• Improved business recovery planning
• IT Service delivery process transparency
• Alignment with institution strategy
Questions?
Carlos A. Alegria
@calegria001
+1-646-754-0706