Enterprise Architecture at an Integrated Academic Medical Center

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1 Enterprise Architecture at an Integrated Academic Medical Center April 15, 2015 Carlos A. Alegria, Ph.D., CPHiMS, PMP Director, Enterprise Architecture NYU Langone Medical #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.

2 Conflict of Interest Carlos A. Alegria, Has no real or apparent conflicts of interest to report. HIMSS 2015

3 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

4 Benefits Realized for the Value of Health IT S Satisfaction IT Service delivery process transparency T Treatment/Clinical E Electronic Information/Data Alignment with institution strategy P Prevention & Patient Education S Savings Savings due to technology reuse Efficiencies achieved via process integration from portfolio to operations Improved business recovery planning

5 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

6 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

7 Basic Tenets of Enterprise Architecture Simplify Reuse Share Standardiz e

8 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

9 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 The Open Group TOGAF is a registered trademark of The Open Group

10 Related Standards Frameworks and Methodologies BPM PMBOK: Project Mgmt. ITIL Lean, Six Sigma SOA: Service Oriented Architecture Enterprise Architecture Agile Development

11 Knowledge Areas Architecture and PMBOK Integration Mgmt. Process Groups Initiating Planning Executing Monitoring and Controlling Closing Scope Mgmt. Time Mgmt. Cost Mgmt. Quality Mgmt. Human Resource Mgmt. Communication Mgmt. Risk Mgmt. Architectur e Activities Procurement Mgmt.

12 Architecture Types Business Architecture Business functions, capability models and process analysis TOGAF Application Architecture Information Architecture Application landscape, application modularity and integration Data (information) models and associated capabilities (e.g. Master Data Management, Data Quality. Data Warehouse) Technology Architecture Technology components, infrastructure, reference models and associated standards Security Architecture Security mechanisms, technologies, policies and standards Solution Architecture Addresses technology needs for specific business area. It requires domain knowledge.

13 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

14 Our Approach to Enterprise Architecture Enterprise Architecture Framework Governance Business Architecture Application Architecture Security Architecture Information Architecture Technology Architecture

15 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)

16 Maturity Assessment Key Areas Process / Workflow Formal Methodolog y Standards and Policies ASSESSMEN T Knowledge and Training Governance

17 Architecture Center of Excellence: Functional Roles Chief Technology Officer (CTO) Solution Architecture (Business Domain Specific) Enterprise Business Architecture Enterprise Information Architecture Enterprise Technology Architecture Enterprise Security Architecture Clinical - EHR Solution Architect (Clinical - Ancillaries) Solution Architect Enterprise Process/ Workflow Enterprise Information Enterprise Integration End User Computing (Desktop, Laptop, Mobile Devices) Networking (Data / Voice / Unified Communications) Enterprise Security Architect (Research) Solution Architect Continuous Alignment Enterprise Application Compute (Server, Storage, ESM, Enterprise Tools ) (Education) Solution Architect (Corporate Services) Solution Architect Note: does not represent an organization chart

18 Institution Domains Data Mgmt., EDW, BI End User Devices Portals Compute Platforms DB Network and Collaboration Security and Compliance Operations Need to Invest in Talent for Key Areas Technology Domains Clinical Technology Architects Educational Research Corporate Solution Architects Important to staff these architecture roles

19 Focus on Core Areas

20 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)

21 Architecture Team Engagement Technology / Project Lifecycle Architecture Strategy Portfolio Planning Idea Charter Detailed Requirements Solution Life Cycle Design Build Test Deploy Support Manage Standards Application Portfolio IT Strategy Project Architecture Review Project Portfolio Planning Vendor Sourcing (RFP/RFI) Requirements & Design Solution Life Cycle Testing Operations Processes (e.g. Change Mgmt.) Innovation Support Architecture Strategy Architecture Team Engagement Business, Information and Application Architects Solution Architects Technology Architects Technology Architects

22 Architecture Related Governance Architecture Strategy Portfolio Planning Idea Charter Detailed Requirements Solution Life Cycle Design Build Test Deploy Support IT Operations (External to IT) Editorial Review Board Portfolio Review Board Joint Architecture Design Review Vendor Sourcing Technical Change Review Board Steering Committees IT Strategy IT Policies Process Definition Standards Institution Alignment Project Portfolio Program Direction Funding Technical Architecture Vendor Selection Engineering

23 Set the Rules Define IT related institutional policies (e.g. security related, BYOD) Technology Standards and Roadmaps Architecture and service pattern definition

24 Example of Standardization: Roadmaps Special Use Isolated Cases Watching Emerging Core Declining Retired Candidate Testing and Early Adoption Mainstream Use Migrate to Alternatives Deprecated, Ruled Out or Not Supported

25 Review Solutions Portfolio Review Portfolio Board Project Reviews Architecture Review Board Ad-Hoc Approaches and solutions

26 Architecture Governance: Review Process Security Application and Data - Confidentiality, Integrity, Availability Strategic Alignment and Portfolio Business strategy alignment with IT Compliance Technical implications of policies Sourcing Vendor selection criteria and evaluation process Architecture Review Dimensions Information, Data and Business Process Model Operations Application support model consistent with IT Vendor support approaches Finance Funding and value (ROI) to the institution Technology and Solution Consistency with IT technology platforms

27 Optimize it Re-Usability of Approaches and Solutions Alignment of IT business processes Portfolio and SDLC Sourcing ITIL

28 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

29 Achieved Value Lifecycle process integration from portfolio to operations Process transparency Better consistency and higher quality of technology outcomes Alignment with institution strategy

30 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

31 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

32 Benefits Realized for the Value of Health IT S Satisfaction IT Service delivery process transparency T Treatment/Clinical E Electronic Information/Data Alignment with institution strategy P Prevention & Patient Education S Savings Savings due to technology reuse Efficiencies achieved via process integration from portfolio to operations Improved business recovery planning

33 Questions? Carlos A

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