answert only question no 5

62 CHAPTER 2 Information Systems, IT Architecture, Data Governance, and Cloud Computing 5. Visit Oracle.com. Describe the types of virtualization services of- each video, report what you leamed. Specify the complete URL, video fered by Oracle title, who uploaded the video and the date, video length, and num- 6. Visit YouTube.com and search for two videos on virtualization. For ber of views Analyze & Decide: Apply IT Concepts to Business Decisions 1. Financial services firms experience large fluctuations in business volumes because of the cyclical nature of financial markets. These fluctuations are often caused by crises such as the subprime mort gage problems, the discovery of major fraud, or a slowdown in the economy. These fluctuations require that executives and IT leaders have the ability to cut spending levels in market downturns and quickly scale up when business volumes rise again. Research SaaS solutions and vendors for the financial services sector. Would invest ment in Saas help such firms align their IT capacity with their business needs and also cut it costs? Explain your answer. 2. Despite multimillion dollar investments, many IT organizations cannot respond quickly to evolving business needs. Also, they cannot adapt to large-scale shifts like mergers, sudden drops in sales, or new product introductions. Can cloud computing help organizations improve their responsiveness and get better control of their IT costs? Explain your answer 3. Describe the relationship between enterprise architecture and organizational performance 4. Identify four KPIs for a major airline leg., American, United, Delta) or an automobile manufacturer (0.g., GM, Ford, BMW). Which KPI would be the easiest to present to managers on an online dashboard? Explain why. Case 2.2 Business Case: Data Chaos Creates Risk Data chaos often runs rampant in service organizations, such as health care and the government. For example, in many hospitals, each line of business, division, and department has implemented its own IT applications, often without a thorough analysis of its relationship with other departimental or divisional systems. This arrangement leadis to the hospital having IT groups that specifically manage a particu lar type of application suite or data silo for a particular department or division Data breaches More than 25 million people have been affected by health care system data breaches since the Office for Civil Rights, a division of the U.S. Department of Health and Human Services, began reporting breaches in 2009. Most breaches involved lost or stolen data on laptops, removable drives, or other portable media. Breaches are extremely expensive and destroy trust. Accountability in health care demands compliance with strong data governance efforts. Dala governance programs verify that dala input into EHR, clinical, financial, and operational systems are accu- rate and completeand that only authorized edits can be made and logged Data Management When applications are not well managed, they can generate terabyles of irrelevant data, causing hospitals to drown in such data. This data chaos could lead to medical errors. In the effort to manage excessive and massive amounts of data, there is increased risk of relevant infor- mation being lost (missing) or inaccurate-that is, faulty or dirty data. Another risk is data breaches. Faulty data By 2015, 96% of health care organizations had adopted electronic health records, or EHRS (Office of the National Coordinator for HIT, 2016). It is well known that an unintended consequence of EHR is faulty data. According to a study pub- lished in the Journal of the American Medical Association, data in EHR systems may not be as accurate and complete as expected (Conn, 2016). Incorrect lab values, imaging results, or physi- cian documentation lead to medical errors, harm patients, and damage the organization's accreditation and reputation. Vanderbilt University Medical Center Adopts EHR and Data Governance Vanderbilt University Medical Center (VUMC) in Nashville, TN, was an early adopter of EHR and implemented data govemance in 2009. VUMC's experience provides valuable lessons. VUMC consists of three hospitals and the Vanderbilt Clinic, which have 918 beds, discharge 53,000 patients each year, and count 1.6 mil- lion cunic visits each year. On average, VUMC has an 83% occupancy rate and has achieved HIMSS Stage 6 hospital EHR adoption. HIMSS (Healthcare Information and Management Systems Society, himss.org) is a global, nonprofit organization dedicated to better health-care out comes through it. There are seven stages of EHR adoption, with Stage 7 being a fully paperless environment. That means all clinical data are part of an electronic medical record and, as a result, can be shared across and outside the enterprise. At Stage 7, the health-care organi- zation is getting full advantage of the health information exchange (HIE). HIE provides interoperability so that information can flow back and forth among physicians, patients and health neturorks (NextGen Healthcare, 2016). VUMC began collecting data as part of its EHR efforts in 1997, By 2009, the center needed stronger, more disciplined data management. At that time, hospital leaders initiated a project to build a data governance infrastructure duplicate medical record numbers and policies for data management and compliance. Costs of Data Failure Data failures incur the following costs .Rework Loss of business Patient safety errors Malpractice lawsuits Delays in receiving payments because billing or medical codes data are not available. Data Governance Implementation VUMC's leadership team had several concerns. 1. IT investments and tools were evolving rapidly, but they were not governed by HIM (Healthcare Infornation and Manage- ment policies. 2. As medical records became electronic so they might be trans- mitted and shared easily, they became more vulnerable to hacking 3. As new uses of electronic information were emerging, the medi- cal conter struggled to koep up. Health Record Executive Committee Initially, VUMC's leaders assigned data govemance to their traditional medical records committee, but that approach failed. Next, they hired consultants to help develop a data governance structure and organ- ized a health record executive committee to oversee the project. The committee reports to the medical board and an executive commit tee to ensure executive involvement and sponsorship. The commit- tee is responsible for developing the strategy for standardizing health record practices, minimizing risk, and maintaining compliance. Mem- bers include the chief medical information officer (CMO), CIO, legal counsel, medical staff, nursing informatics, HIM, administration, risk management, compliance, and accreditation. In addition, a legal medical records team was formed to support additions, corrections, and deletions to the EHR. This team defines procedures for removal of Benefits Achieved from Data Govemance As in other industries, in health care, data are the most valuable asset The handling of data is the real risk. EHRs are effective only if the data are accurate and useful to support patient care. Effective ongoing data govemance has achieved that goal at VUMC. Questions 1. What might happen when each line of business, division, and department develops its ouen IT apps? 2. What are the consequences of poorly managed apps! 3. What two risks are posed by data chaos? Explain why. 4. What are the functions of data governance in the health care Sector 5. Why is it important to have executives involved in data gover. nance projects? 6. List and explain the costs of data failure. 7. Why are data the most valuable asset in health care? Sources: Compiled from NextGen Healthcare (2015), Office of the National Coor- dinator for HIT (2016), and Conn (2016)