Improving the Value of BI & Analyticss3.amazonaws.com/rdcms-himss/files/production/public/ChapterCon… · BI &Analytics: Building a Rock-Solid Foundation for Success 5 Master Data

Improving the Value of BI & AnalyticsBuilding a Rock-Solid Foundation for Success

Presented in Partnership with

NJHIMSS/DVHIMSS

Fall Conference

November 13, 2014

Transformation to ValueNever has BI & Analytics (BI&A) success been more

central to the strategic goals of healthcare providers

© Santa Rosa Consulting BI &Analytics: Building a Rock-Solid Foundation for Success 2

Discussion ObjectivesWhat we hope to accomplish in the next thirty

minutes:

BI &Analytics: Building a Rock-Solid Foundation for Success 3

I. Describe the Key Dimensions of an

Effective Foundation for BI&A Program

II. Debunk Common Myths while Exposing

Typical Pitfalls and Symptoms

III.Quickly Suggest a Framework for

Assessing & Identifying Improvements

© Santa Rosa Consulting

Brief Company BackgroundSanta Rosa is a highly successful company offering

transformational solutions toward value-based care

BI &Analytics: Building a Rock-Solid Foundation for Success 4© Santa Rosa Consulting

Overarching PerspectiveSanta Rosa’s experience and findings in assisting

organizations to improve their BI&A programs


Master Data Management (MDM)

Mobile BI

Self-Service/Agile BI

Embedded BI&A

In-Memory BI (IMDB)

Social Data BI

Governance Virtualization

While these are all exciting

and valuable concepts,

most healthcare

organizations today

still haven’t gotten the

basics right - never mind

these more advanced

aspects of BI & Analytics


BI&A Maturity CurveAs such, most organizations remain “low on the

curve” despite investments in time and money


BI&A Program FoundationThese all-important ‘basics’ comprise the six key

dimensions of a rock-solid foundation for success


User Profiles & RequirementsStart with a candid, complete and fact-based

understanding of current and anticipated user needs


BI&A Prioritized GapsAnalyses of business leaders’ input in most

organizations reveal lingering (basic) gaps


Data Governance & Quality PlanGovernance focuses on maximizing the strategic

value of data and analytics for the entire enterprise


BI&A GovernanceBe keenly aware that BI&A governance has two

critical components – Information and Data


INFORMATION

GOVERNANCE

DATA GOVERNANCE

Centers of Excellence

ACOClinical

Financial

Operational

An enterprise framework for managing information throughout its

lifecycle and supporting the organization’s strategic, clinical, financial,

operational, regulatory, risk and environmental requirements and goals.*

Strategic Focus

Centralized

Policies, Standards, Priorities

Enhances Objectivity

Promotes Transparency

Key Principles*• Accountability

• Transparency

• Integrity

• Protection

• Availability

• Compliance

• Retention

• Disposition

Rules

Tactical Focus

Decentralized

Data Quality at Source

Data Liberation & Access

Solution Design/Develop

Data Literacy & Use

Data Advocacy

Key Charter Elements• Promoting Timely, Informed Decisions

• Selecting Most Appropriate Data Fields

• Assisting with Data Interpretation

• Ensuring Consistency in Data & Algorithms

• Defining Business Owner Requirements

• Managing Data References and MDM

The daily implementation and application of IG policies and priorities

within key functional areas centered on data collection, quality and ,

literacy, including repurposing and shared learning across functions

*AHIMA Information Governance Principles for Healthcare (2014)

Demand Mgmt & PrioritizationAll demand for BI&A is not created equal—

not in its nature or in its value to the enterprise.


Demand Mgmt & PrioritizationHere is a simplified example of a construct to

differentiate BI&A requests and requirements


BI&A Request PrioritizationIt is critical to stop prioritizing based on “who’s

asking” and start based on value to enterprise


BI&A Solution Prioritization Criteria

Request

Value

Possible

Points

Weighted

Score Commentary/Explanation

Degree of Direct Alignment with Enterprise

Strategic Goals/ImperativesModerate 15 30 Expand At-Risk Populations

Demonstrated ROI Associated with Use of

Requested BI&A SolutionModerate 10 20 Avoidance of Readmissions

Central Aspect of Improvement in Patient

Care Quality and/or Patient SafetyHigh 15 45 Avoidance of Readmissions

Expected Positive Impact on Medical Staff

Satisfaction and RecruitmentLow 10 0

Greater visibility into full

continuum care process

Improvement in Patient Experience

Expected Low 15 0

Not included in request submission

form

Other Key Criteria (Explain) Low 10 0 N/A

Total BI&A Solution Request 75 95

Solution Development & SustainIn creating BI&A solutions, the “churns and cycles”

plaguing today’s programs must be eliminated.


Solution Prototyping TeamA multi-faceted team translates approved request

into prototype before turning it into final solution


Solution

Designer

Solution

Builder(s)Data

Architect

If Needed

Business

Owner(s)

Other

Leader(s)

If Needed

• Meet 1 hour to 1 week (over

time) depending upon complexity

• Prototype done in PPTX (or

similar)

• Key capabilities highlighted (e.g.,

queries, filters)

• Process driven by business need

and decision-making

process/cycle

• Business owner(s) formally sign-

off before building

Sample Guildelines

BI&A Leadership & ResourcingRe-tooling BI&A resources should only be done once

the prior key dimensions are well understood


• An active executive sponsor is essential—usually not the CIO—to

keep the program firmly aligned with business strategy and

imperatives, as well as focused on user needs

• Don’t underestimate the politics of BI&A, and assign leaders

accordingly

• A cross-functional BI&A Advisory Group, with representation from

across the enterprise, is needed for proper governance

• A hybrid model of centralized ‘control and boundaries’ and

decentralized ‘design and deployment’ can be powerful

• Solution “definers” (pre-prototype) may not be the same

resources as solution “builders” (post-prototype)

Solution Designers v. BuildersDistinguish between solution Designers and Builders

as skills and reporting relationships may differ


IT

Technology & InfrastructureLast, and in this case least, is the evaluation and

selection of the platform and infrastructure


Go SaaS or cloud to save time and

money

Know HIE ≠ true interoperability

Weight selection criteria before

starting

Avoid being “feature happy”

Focus on the user profiles and needs

beyond analysts and researchers.

Sneak up on controlled self-service BI

(don’t dive into the deep end)

BI&A Assessment ProcessConduct your own assessment to define a long-term

strategy and practical near-term roadmap to improve


Assessment FrameworkTranslate each key dimension into specific weighted

criteria as a framework for a comprehensive review


Final ThoughtsIn closing, a few summation points:


Every organization and BI&A program is unique

but these key dimensions always apply

Don’t let Great get in the way of Good Enough

(to start)

Build BI&A data governance from the bottom-

up, not top down (e.g., microcosm ‘wins’)

Be cautious with IT owning BI&A as it often

sends the wrong signals

Discussion ObjectivesWhat we hope we accomplished in the past thirty

minutes:


I. Describe the Key Dimensions of an

Effective Foundation for BI&A Program

II. Debunk Common Myths while Exposing

Common Pitfalls and Symptoms

III.Quickly Suggest a Framework for

Assessing & Identifying Improvements



Discussion & Contact Info

Bill LeanderSenior VP – Strategic Advisory

Santa Rosa Consulting

[email protected]

913.475.9152

mailto:[email protected]

Documents

Improving the Value of BI & Analyticss3.amazonaws.com/rdcms-himss/files/production/public/ChapterCon… · BI &Analytics: Building a Rock-Solid Foundation for Success 5 Master Data