Healthcare Business Process Management, Adaptive Case Management & Process-Aware EHR & Health IT Systems

Could You Comment on Similarities & Differences At BPM Within vs Across Organizations

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[I answered each of these questions to the best of my ability, extemporaneously , with in extreme time constraints. Each deserves at least a complete blog post…what a great idea!]

I’m interested in workflow across organizations. In fact, integration engines and interface engines, where various kinds of messages to be passed through from organization to organization have a lot of business process management-like qualities and a lot of BPM engines also have adapters that allow them to transform and transport messages. There’s actually a lot of overlap.

I focus workflow within the organization partly because I don’t think you can have great workflow between organizations if the organizations themselves don’t have great workflow inside. I don’t think you can build a strong bridge out of mediocre materials. That’s just a personal ax I have to grind but there are lots of orchestration engines out there in healthcare that have business process management-like characteristics and so I do see kind of a great convergence. A rose by any other name, as long as it models the process and whether it’s inside the organization or outside the organization, if it provides transparency, scalability, flexibility, that’s great.

How Do We Use BPM When Apps Like ER, Bed & Utilization Management Are Un-Integrated?

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[I answered each of these questions to the best of my ability, extemporaneously , with in extreme time constraints. Each deserves at least a complete blog post…what a great idea!]

Yeah, very sympathetic to that. I’ve worked in a hospital MIS department and we did an environmental scan and we ended up with, I don’t know, a hundred information systems and this was 20 years ago. None of them talked to any of the others and now some of them talk to each other. I guess there’s some progress there.

One of the measures of complexity in ranking workflows was how many systems does it touch or need to integrate with. If it needs to integrate with a bunch of systems or it needs to integrate with a system that you cannot integrate with, that makes it highly complex. I think you need to start with the workflows that can be successful because if they’re successful and people understand the benefits of a process-aware philosophy and of using workflow engines and so forth, then that’s going to put pressure to open up other systems to they can participate in this larger workflow highway that’s being created.

I know that doesn’t really address a particular system but it does give you a route forward, to strategically bring in true workflow automation into a hospital environment.

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It’s also worth a quote here, from Wil van der Aalst “WFM/BPM systems are often the “spider in the web” connecting different technologies”

So, in other words, BPM may be useful in connecting workflows between previously unconnected hospital systems.

For more…

http://ehrworkflow.com/tweetlonger/wfm-bpm-systems-are-often-the-spider-in-the-web-connecting-different-technologies

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Is Lean A Good First Pass For Healthcare Entities Looking to Explore BPM?

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[I answered each of these questions to the best of my ability, extemporaneously , with in extreme time constraints. Each deserves at least a complete blog post…what a great idea!]

I used to give a three-hour tutorial on workflow automation and healthcare at the old TEPR Conference (Toward the Electronic Patient Record), which is gone. I did that for three of four years running and I turned those into blog posts. In one of those blog posts I talk about non-value added versus value-added activities in a workflow automation context.

2006 EHR WfMS Tutorial Slides 60-63: Eliminating EMR EHR Non-Value Added Workflow Steps

If you give Lean and Six Sigma professionals, you’ve give them truly plastic, instrumented, malleable healthcare workflow information management tools, I think you’re going to turbo-charge and give a great deal of help to those Lean and Six Sigma activities. In fact, the BPM professionals, they don’t necessarily know the healthcare domain that well. It’s be great to better marry healthcare domain content expertise, the Lean and Six Sigma health professional, to the software that increasingly mediates healthcare workflow.

[Wrap up!]

I’d like to thank everybody who attended but especially everybody who I interact with on Twitter. If you’re not on Twitter, come and get and interact because it’s a fun community and a great way to learn about this stuff.

My Next Speaking Engagement!

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BPM Solutions

Process Orchestration Engine (AKA workflow engine) to drive the progression of work in structured and unstructured processes or cases

Model-Driven Composition environment for designing processes and their supporting activities and process artifacts

Content Interaction Management supporting e progression of work, especially cases, based on changes in the content itself (documents, images and audio)

Human Interaction Management enables people to naturally interact with processes they're involved in

Connected Processes and Resources they control, such as people, systems, data, event streams, goals and key performance indicators (KPIs)

Continuous Analytics monitor activity progress, and analyze activities and changes in and around processes

On-Demand Analytics to provide decision support using predictive analytics and optimization

Business Rule Management systems guide and implement process agility and ensure compliance

Management and Administration monitor and adjust technical aspects of BPM platform

Process Component Registry/Repository for process component leverage and reuse

Cloud-Based Deployment of about features and functions across desktop platforms and mobile devices

Social Media Compatible external and/or similar internal activity streams integrated with workflows

*Adapted from Gartner

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