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ProHealth Care - Innovating Population Health Management with Clinically Integrated Insights

Christine Bessler, CIO, ProHealth Care

Juliet Silver, Director, Perficient

Perficient is a leading information technology consulting firm serving clients throughout

North America.

We help clients implement business-driven technology solutions that integrate business

processes, improve worker productivity, increase customer loyalty and create a more agile

enterprise to better respond to new business opportunities.

About Perficient

• Founded in 1997

• Public, NASDAQ: PRFT

• 2013 revenue ~$373 million

• Major market locations throughout North America

• Atlanta, Boston, Charlotte, Chicago, Cincinnati, Cleveland,

Columbus, Dallas, Denver, Detroit, Fairfax, Houston,

Indianapolis, Los Angeles, Minneapolis, New Orleans, New

York City, Northern California, Philadelphia, Southern

California, St. Louis, Toronto and Washington, D.C.

• Global delivery centers in China, Europe and India

• >2,100 colleagues

• Dedicated solution practices

• ~90% repeat business rate

• Alliance partnerships with major technology vendors

• Multiple vendor/industry technology and growth awards

Perficient Profile

BUSINESS SOLUTIONS

Business Intelligence

Business Process Management

Customer Experience and CRM

Enterprise Performance Management

Enterprise Resource Planning

Experience Design (XD)

Management Consulting

TECHNOLOGY SOLUTIONS

Business Integration/SOA

Cloud Services

Commerce

Content Management

Custom Application Development

Education

Information Management

Mobile Platforms

Platform Integration

Portal & Social

Our Solutions Expertise

Our Microsoft Practice

Strategic Business Consulting

Project Management

Information

ExchangeBI & Analytics

HIPAA 4010/5010 &

ICD-10 Compliance

System

Interoperability

Connected

Health

Technical Consulting

Knowledge Transfer & Delivery

Healthcare Solution Offerings

Select Healthcare Clients

Introduction

• Christine Bessler, PMP

CIO / VP of Information Technology

ProHealth Care

- Responsibility over information systems, telecommunication, informatics (business and clinical) and project management office

- Involved in many professional and charitable organizations

- Serves on several boards involved in employee assistance and promoting technology in healthcare

- Contributes as a mentor and educator in teaching opportunities to students and other professional networks focused on topics on her expertise in technology, governance, strategic planning, and project management

- Has developed accredited courses on the topics of change management, as well as portfolio and project management

Introduction

• Juliet Silver, MBA, FCMI, PMP

Director, Healthcare Strategic Advisory Services

Perficient, Inc.

- Healthcare Analytics Strategist and Management Consultant

- Supports ProHealth Care and other clients with guidance on BI

program leadership, establishing the Data Governance framework,

and creating the roadmap to operationalize the BICC

- Specializes in the development of strategic roadmaps and

implementation plans for providers, with specific focus on data

warehousing, clinical data models, healthcare business

intelligence and data analytics

Agenda

• Introduction

• An Innovative Approach

• The Result and Solution

• ProHealth’s Journey

• Risks and Lessons Learned

• BI Program

• Data Governance

• Business Intelligence Competency Center

• Q & A

AN INNOVATIVE APPROACH TO

POPULATION HEALTH

MANAGEMENT

Christine Bessler, CIO, ProHealth Care

ProHealth Care Overview

• Community-focused healthcare system

• Regionally focused IDN in Waukesha, WI

• 15 primary care facilities, 3 hospitals, home health care, hospice

services, long term care and senior residence communities, health and

fitness center

• Not-for-profit organization

• 1000 physicians and 4800 employees

• Attested to Meaningful Use Stage 1 for hospitals and physicians

• Attained Stage6 designation on the HIMSS Analytics EMR Adoption

Model (EMRAM)

An Innovative Approach to Population Health

Management

Why Innovative?

• ProHealth Care is the first to use Epic’s Cogito data

warehouse in conjunction with the Microsoft BI stack to

manage population health

• ProHealth Care is the first health care system to use

Epic’s Cogito data warehouse in a production

environment

The Result

• Physicians can easily identify gaps in care

• Physicians have analytics tools to enhance preventive

care and the management of chronic diseases

The Solution

• Providers and/or their administrator(s) can assess the system only via supplied

credentials and secure login process which ensures the confidentiality of the

Protected Health Information (PHI) contained within the system

• Upon login, users must specify parameter values to run their report(s), including

provider specialty, provider name and measurement period month

The Solution

• After selecting the desired report parameter values, the physician performance profile is

displayed for the user. Measure are arranged by domain (e.g. Access, Administrative, Community

Benefit, Safety, Satisfaction, etc.) to assist in report organization and comprehension.

• Key report elements include:

• Metric-specific performance targets, total metric population, and specialty average

and rank

The Solution

• Some metrics allow users to drill-down on their performance to display patients with

gaps in care that require additional action or documentation during the selected

measurement period. These are displayed via underlined hyperlink.

• Users can click those hyperlinks to get their list of patients that are in that particular metric:

The ProHealth Care Journey

• Derive increased enterprise information value from existing

investments in EPIC EHR

• Enhance the level of clinical integration

• Address population health initiatives and proactive care management

of chronic conditions

• Provide data collection, measurement and analysis for ACO measures

Key Objectives

Business Challenges

• Initial challenges on the business side:

• Unable to monitor quality measures for ACO in a timely fashion

• Unable to monitor operational data in a timely fashion

• Inability to properly determine the cost of care (by business unit,

physician, etc.)

• Lack of personnel and funding

• Centralized model supporting report creation not sufficient

• Lack of decentralized reporting tool expertise within the various

business units

• Scope and competing priorities

• Need to align with key business initiatives/strategic plan

• Siloed culture

• Limited collaboration

Clinical Challenges

• Initial challenges on the clinical side:

• Data Use

• Information not actionable due to timeliness of data availability

• Workflow/Process

• Various Epic workflows not implemented

• Processes not always aligned with best practices

• Documentation

• Inconsistency in data and terminology causing confusion by providers

Technology Challenges

• Initial challenges on the technology side:

• Integration

• Clinical, operational and financial data not integrated

• Excessive manual touch points

• Data Integrity

• Mistrust of data

• Data definitions need to be defined, agreed and socialized

• Assessment of current tools

• Various best-of-breed still being utilized

• Multiple clinical systems (Epic, Centricity, McKesson, “homegrown”)

• Multiple reporting tools (Workbench, Crystal, Deski, Webi, Excel)

• Epic EHR not fully utilized

• Lack of standardized delivery platform

• Resources

• Skillsets not aligned with current needs and priorities

The Strategy

• Establish organizational commitment to develop an Business

Intelligence Strategic Roadmap and Implementation Plan

• Engage a national systems integrator to facilitate strategy development

and support implementation

• Implement the plan in a phased approach

The Focus:

Analytic capabilities

Data governance

Business Intelligence Competency Center

Organizational change management

Reference architecture & technical foundation

Data foundation

Plan and Roadmap for Enterprise BI, Data Warehousing and Data Governance:

Improve enterprise accessibility to trusted data, ensuring data quality, and establishing

confidence in the data for improved business performance

Translate complex BI Program and Data Governance vision and strategy into

manageable, phased deliverables

Establish the enterprise BI technical foundation and reference architecture

Realize transformational enterprise information management, cultural change

management and organizational readiness

GOVERNANCE

CHANGE MANAGEMENT

BI COMPETENCY CENTER

TECHNICAL FOUNDATION

DATA FOUNDATION

ANALYTIC CAPABILITIES

BI Strategic Plan

Plan Inputs and Drivers

• Rapid time to market to provide PHC and ProHealth Solutions (our

ACO) with the necessary data for the needed quality metrics

• Leveraging resources and integrating services between PHC and PHS

• Leveraging existing technology infrastructure and tools

• Ability to extract information from non-Epic source systems (e.g.,

claims data, Press Ganey, etc.)

• Ability to integrate operational, financial and clinical data into one data

warehouse and report from a single source

• A system that is flexible and scalable to promote the ability to adapt to

changing requirements over time

• A security framework which enables secure and appropriate access to

the reports and analytics

Key Requirements

Requirements:

• Initial priority was to address ACO analytical and reporting

requirements

• Implementation timeline completion within six months

• Minimize cost – look for most cost-effective approach

• Enable expansion of analytical and reporting capabilities for future

priorities

ACO Requirements

• 33 required quality measures that are part of the quality

performance standard, including:

• Consumer Assessment of Healthcare Providers and Systems

(CAHPS) patient experience survey measures

• Claims-based measures

• Electronic Health Record (EHR) Incentive Program measure

• Required Group Practice Reporting Option (GPRO) web interface

quality measures

• Required for purposes of ACO participants earning a Physician Quality

Reporting System (PQRS) incentive under the Medicare Shared Savings

Program

• Physician profiles to enable monitoring of screenings and care

interventions

Analytical Needs

Benchmarking Outcome AnalysisACO Analytics and Management

Population HealthManagement

Spend Analysis

Value Based PricingClaims Adjudication Value Analysis

Quality

Labor Supply OptimizationSupply Chain Optimization

Waste and Harm

Operations ManagementOptimization

Efficiency & Effectiveness Analysis

Disease Management

Practitioner Profiling & Quality HEDIS 2010 (select measures)

Savings OpportunitiesHarm Avoidance

SafetyPharmacy Analysis AHRQ

Harm AvoidanceAlerting

Actuarial Analysis

Claims HandlingClaims Adjudication

P4PPatient SatisfactionPerformance Improvement

How We Made Our Platform Choice

Considerations:

• Could we leverage Epic’s Cogito DW model?

• What technology platform was needed (wanted to leverage existing

investments in technology)?

• If using Epic’s Cogito DW, how dependent would we be on Epic for

future development?

• Would we have real-time reporting?

• What was the time to value proposition?

• Would we have access to historical data?

• What were the implementation and annual costs?

How We Made Our Choice

Comparison of Options Considered:Option 1 Option 2 Option 3 Option 4 Option 5 Option 6

Full Cogito +

custom

clinical

repository

Full Cogito +

packaged

solution

Partial Cogito

+ custom

clinical

repository

Partial Cogito

+ packaged

solution

Custom EDW

+ custom

clinical

repository

Packaged

solution for

clinical

repository

Leverage Epic's Cogito Yes Yes Yes Yes No No

Database Platform

MS SQL Server

2012 required

MS SQL Server

2012 required

MS SQL Server

2012 required

MS SQL Server

2012 required

Databased

platform

independence

MS SQL Server

2012 required

Epic dependency High High Medium Medium No No

Near Real-Time Reporting No No No No No Yes

Time to Value High Risk High Risk Medium Risk Quick Win High Risk Quick Win

Historical Data Yes Yes Yes Yes Yes No

Implementation Cost 5M 5M 6M 5M 11M 5M

Annual Costs <20K 550K <20K 550K <20K 750K

Narrowed options

How We Made Our Choice

Criteria

MS Stack

Solution

QlikTech

QlikView

SAP BI

Dashboards Tableau Tibco Spotfire

Cost of initial purchase and

maintenance Low Medium High Low Medium

Do we currently own it Partially No No No No

Can current IT Infrastructure

Support it Yes No Yes No No

Scalability Good RAM Limited Good Good Hardware Limit

Hiring related skill set (BA and

Report Writers) Moderate Difficult Moderate Difficult Moderate

Options Considered for Visualization Tools:

Narrowed options

How We Made Our Choice

Options Considered for BI Suite:

Narrowed options

Criteria MS SQL 2012

Business

Objects

(SAP) Oracle OBIEE IBM Cognos

Cost of initial purchase and

maintenance Medium Medium High High

Do we currently own it Yes Yes No No

Can current IT Infrastructure

Support it Yes Yes No No

Scalability Good Better Best Better

Hiring related skill set (BA and

Report Writers)

Relatively

Difficult Available Available Available

Supports Self-Service Reporting Average Best Better Better

NOTE: Considered other standard BI Suits like Microstrategy, SAS, etc. and ruled them out.

How We Made Our Choice

Options Considered for Database Technology:

Selected option

Criteria MS SQL 2012

MS SQL

2008r3 Oracle 11g IBM DB2

Cost of initial purchase and

maintenance Medium Medium High Very High

Do we currently own it Yes Yes 10g No

Can current IT Infrastructure

Support it Yes Yes Yes No

Scalability Good No Best Better

Adequate data storage

capability Good Worse Better Best

Hiring related skill set (DBA

and SA) Moderate Available Moderate Difficult

Available HL7v3 RIM data

model Feb. 2013 Yes Yes (costly) Yes

Visualization and data

discovery Yes No Yes Yes

In-memory database

technology Yes No Expensive Expensive

Proven technology No Yes Yes Yes

NOTE: Considered cloud solutions (Azure, Google etc) and appliancesand ruled them out.

Solution Defined Option 3

• Use Cogito DW first release as initial framework, but don’t wait on

future upgrades. Incorporate rest of Epic data elements, as needed

• Have ability to expand on DW model with Financial, Operational and

other data

• Consolidate PHS (ACO) transactional data into Cogito DW.

• Leverage existing technology

• Take moderate approach to cost, addressing speed-to-market

Business Value

• Use Cogito as the initial framework (lower cost of initial setup), but

allow expansion of data model for loading other sources

• No dependency on Epic upgrades to bring rest of data from Clarity

• Leveraged existing infrastructure technologies (database, visualization,

etc.)

• Able to deliver initial program within six months

• Quickest realization of ACO Quality Measures with lowest risk

• Minimal cost

Phase 1: Solution Architecture

Tools

Category Vendor Product

Data Warehouse

ModelEpic Systems Cogito

BI Reporting Microsoft SSRS

Data Integration (ETL) Microsoft SSIS

Presentation Microsoft SharePoint

Database Microsoft SQL Server

Risks

Leading Edge Technology (for ProHealth)

• Cogito Data Warehouse (CDW) not in production for

Epic at any location:

• Starting early

• Epic Systems assisting

• Phased approach

• SharePoint 2013 (initial introduction with 2013 BI Team

Deliverables):

• Augmenting team with SharePoint expertise

• Minimal risk

Risks

Leading Edge Technology (for ProHealth)

• New Skills Required (SSRS, SSAS, PowerPivot) will

require education of end users and IT – planning in

process:

• Consultants augmenting team with appropriate skills

• New additions to team (e.g., PowerPivot trainer, etc.)

• Dearth of data definitions and comprehensive data

integration (e.g., profile measures by specialty, etc.):

• Data elements in support of ACO metrics refined to smaller

subset

Lessons Learned

• Epic’s Cogito was in early stages of development:

• Gap analysis of initial Cogito data model unveiled critical missing

elements that needed to be built

• This took an extra few weeks of development that was unplanned

• Security needed on physician profiles was complex:

• Enabling practice managers to have access to providers profiles

required establishing new procedures for tracking provider to

manager relationships did not exist

• Building business glossary was daunting task:

• Organization not prepared for complexity in establishing common

definitions for initial data elements

Lessons Learned

• Enabling data dictionary was unplanned:

• Did not prepare for how to track metadata in support of DW tool

needed to be selected

• Budgeting for appropriate resources:

• Due to timing of implementation of BI program, organization did not

have time to appropriately plan for new roles needed (Data Quality

Manager, BICC Manager, etc.)

• Organization not prepared for time needed from data owners and

data stewards

OPERATIONALIZING THE BI PROGRAM,

DATA GOVERNANCE & BICC AT

PROHEALTH CARE

Juliet Silver, Director, Strategic Advisory Services, Perficient

Inc.

BI Roadmap Work Streams

Business Intelligence Roadmap

Data Governance

BI Program

BICC

Technology Foundation

Stakeholder Engagement

Release Master Plan Project and Program ManagementInformation Life-Cycle

Success Metrics

Communication Plan

Change Management

Governance Policies Governance Charters

Data Quality Management Plan & Quality Assurance

Audit, Logging and Reporting

Master Data Management Data Management Classification and Metadata Data Stewardship Data Standards Data Architecture

Data Security

Governance Organization Framework and Processes

Program Objectives

Organizational Structure

Resources, Roles, Responsibilities

Operational Framework

Processes Service Catalogue Functions

Architectural Review Board

Transactional Data Foundation

Data Integration/Distribution Framework

Data Storage Framework

Data Access Services Information Delivery

Framework

Data Structure Systems and Tools Recommendations

and Selection Reference Architecture

Implementation

Release 1: Charter Domain Release 2

Refine Roadmap

Move to Implementation

Phase(s)

October 31st Q1 2014 Q2 2014 Q2 2014 Q3 2014 Q4 2014 Q1 2015Q1 2014Q4 2013

PROHEALTH BUSINESS INTELLIGENCE ROADMAP (DRAFT)

Program

Governance

BICC

Stakeholder

Engagement

Release Strategy

Project Plan

Information Life-cycle

Analyze Phase

2 Report

Requirements

Huron ReportRelease

Master Plan

Program Visual

and NarrativeBI SharePoint Site

Publish

Release

Master Plan

Draft Project

Plan

Update

Project Plan

Model Flow –

Part 1: ACO/

P4P

Model Flow –

Ad-Hoc

Requests

Deliver Phase 1 ACO/P4P Measures Deliver Phase 2 ACO/P4P Measures

Report Requirements | Development | Test | Release Report Requirements | Development | Test | Release Report Requirements | Development | Test | Release

Data Arch. | ETL | Quality | Classification | Bus. Glossary

Phase 2 Phase 3 Phase 4

Data Arch. | ETL | Quality | Classification | Bus. Glossary Data Arch. | ETL | Quality | Classification | Bus. Glossary

Communication

Plan

Comm. Plan

Framework

Publish

Comm. Plan

Socialize Phase

2 Release

Demo

Dashboards,

Report etc.

User

Feedback &

Champions

Project

Reporting

Project Plan

Phase

Updates

Project

Retrospectives

Project

Reporting

Project Plan

Updates

Project

Retrospectives

Project Plan

UpdatesProject Reporting

Project

Retrospectives

Model Flow

Part 2: ACO/

P4P

Refine Model

Flow Phase 2

Refine Model Flow

Ad-Hoc

Align Comm.

Plan to Program

User

Training

Program

Status &

Phase 2

Emails,

presentations

Announcements

BI SharePoint Site

Socialize

Phase 3

Release

Demo

Dashboards,

Report etc.

User

Feedback &

Champions

User

Training

CohortCohortCohort

Socialize

Phase 4

Release

Demo

Dashboards,

Report etc.

User

Feedback &

Champions

User

Training

Program

Status &

Phase 3

Emails,

presentations

Announcements

BI SharePoint

Site

Program

Status &

Phase 3

Emails,

presentations

Announcements

BI SharePoint Site

Metrics

Develop Draft

Metrics/

Scorecard

Verify

Measures

Build System of

Measurement

Publish Program

Measurement

Model Flow

Phase 3

Refine Model

Flow Phase 3

Refine Model Flow

Ad-Hoc

Model Flow

Phase 4

Refine Model

Flow Phase 4

Refine Model Flow

Ad-Hoc

Policies

Classification and

Metadata

Data Stewardship

Data Architecture &

Security

Data Quality

Governance Framework,

Audit, Logging and

Reporting

Validated data set for self-

service

Human Resources

BICC Framework

and Process

Functions and

Service Catalogue

Tools/Platform

(Technical

Foundation)

ARB

Staff Key

Positions, Role

Definitions

Training &

Education

Support Release

Mgmt.

ACO/P4P

Business

Glossary Draft

Draft Policies Review, update, approvePublish Policies

Review ACO/

P4P Business

Glossary

Approve and

Publish

Glossary

Assign

Stewards for

ACO/P4P

Data

Governance

Workshop

Cogito

Technical

Metadata

Data Modelling

for extended

Model

Establish New

Classification

Priorities

Assign

Stewards for

Priorities

Develop

Stewardship

Guidelines

DQ Management Plan Draft

Update with

ACO DQ

Standards

Review with

Data Stewards

Revise and

publish DQM

Plan (1st Ed.)

Approve

ACO/P4P

Data Security

Deliver Phase 1 Data

Snr. Executive

Sign-OffReview Policies

Revise and

publish policies

Iterate through

classification

priorities

BICC Mgr, DQ

Lead, Architect,

Testers, Support

& Training

Release Mgr,

Infrastructure,

Security, ARB

Training/

Education

Demand

Management

Quality

Assurance

User Support and

Help Desk

QA for ACO/

P4P

Modify Help

Desk System

SharePoint KM

and BI Reporting

Environment

Business

Glossary

Repository

Report

Developers,

Analysts

Demand

Management

Demand

Management

app.

Report

Request

Delivery

BI

Developers

Dataflow

and DQM

Reports

Repository

ARB Process

Metadata

Admin.

Protoyping

/ App Dev.

BI Dev.

BI Dev

Studio,

PowerPivot

Approve and

Publish updated

Glossary

Data Quality

Management

Workshop

Establish New

Classification

Priorities

Iterate through

classification

priorities

Approve and Publish

updated Glossary &

Metadata

Assign

Stewards to

Priorities

Perform DQM

Tasks

Document Data

Quality Assurance

Establish New

Classification

Priorities

Iterate through

classification

priorities

Approve and Publish

updated Glossary &

Metadata

Assign

Stewards for

Priorities

Perform DQM

Tasks

Document Data

Quality Assurance

Risk Register,

Audit and

Reporting

Issues and

Decisions

Information

Risk

Management

Risk Register,

Audit and

Reporting

Issues and

Decisions

Information

Risk

Management

Revise and

publish DQM

Plan (2ndt Ed.)

Metadata

Integration &

Data Standards

Risk Register,

Exception

Reporting

Issues and

Decisions

Information

Risk

Management

Revise and

publish DQM

Plan 3rdt Ed.)

SLA’s

Data

Architecture

Phase 2

MDM

Security

Architecture

Phase 2

Elaborate Phase

2 Technical

Requirements

Technical

Requirements

TBD

Elaborate Phase

3 /Ad-hoc

Technical

Requirements

Technical

Requirements

TBD

Elaborate Phase

4/ Ad Hoc

Technical

Requirements

Technical

Requirements

TBD

MDM Admin.

Master Data

Management

Phase 3 Data Architecture, Security

and MDM Review and ApprovalPhase 4 Data Architecture, Security

and MDM Review and Approval

Review and update Human Resources and Organization Chart

Review and update Framework and Processes

Review and update service catalogue

Phase 1

Solution

Architecture

Phase 2

Solution

Architecture

Solution & Enterprise

Information

Architecture

Information

Life-cycle and

Data Lineage

Solution & Enterprise

Information

Architecture

ProHealth Care Roadmap Work Streams

DataCreation

DataStorage

DataMovement

DataUsage

DataArchiving

• Data Modeling

• Data Taxonomy

• Data Migration

• Data Storage

• Data Access

• Data Archiving

• Data Retirement

• Data Profiling

• Data Cleansing

• Data Monitoring

• Data

Compliance

• Data Traceability

DATASTRUCTURE

DATAARCHITECTURE

DATAQUALITY

• Data Privacy

• Data Retention

• DSP Data

Sharing

• Dealer Data

Sharing

• Data Ownership

• Data

Stewardship

• Data Policies

• Data Standards

• Data

Legalization

• Master Data

Management

• Reference Data

Management

• Metadata

Management

DATASECURITY

DATAGOVERNANCE

MASTER DATA & METADATA

ManagingData

Data Governance & Managing Data

Data Governance Committee

• Chair and Executive Sponsor:

• Chief Innovation Officer

• Co-Chairs:

• Director, Performance Excellence

• Director, Business Intelligence

• Standing Members:

• CIO / VP of Information Technology

• Dir. Behavioral Hlth/Staffing, Hospital Division Directors

• Director, HIM

• Manager, Strategic Workforce Planning & HR Business

Intelligence

• Director, Business Development

• Director, Finance

• Medical Informaticist

• BICC Manager, Data Architect and Data Quality Lead will be in

attendance at Governance meeting, providing linkage back to

the BICC

• Ad Hoc Members:

• Additional data owners and data stewards attend governance

meetings, as needed, to discuss relevant issues

Data Governance Initiation

• Charter with scope, guiding principles, scheduled activities,

voting and decision rights

– Steering Committee and Data Governance Committee, informs

data strategy, prioritize work/project requests, address data

quality and information assurance concerns, approves business

metadata

• Policy Development

– Develops policies that encourage the desired organizational

behavior with respect to information security and data

classification, data quality and standards, life-cycle management

• Change Management, Stakeholder Engagement &

Communication

– Change Control, Visuals/Narrative, BI Demo Showcase

Data Governance Priorities

Examples of initial deliverables:• Development of data governance policies

• Establish role of data stewards• Ensuring that the data is properly defined and used

throughout the enterprise

• Development of business glossary and data dictionary

• Survey of power users and analysts to determine data

owners

• Training for appropriate end users (e.g., for executives,

data stewards, etc.)

• Development of Release Master Plan

• Development of Data Quality Management Plan

Data Governance / BICC

Data Governance• Approve BICC estimates on Strategic requests

• Define Information requirements

• Control Change management process

• Define Data policies and standards

• Define Data Quality BICC• Manage Operational Resources

• Take decisions on day-to-day operational issues

based on Governance guidelines

• Approve Work group estimates

• Manage Work Group resource utilization

• Track and Complete demand request

• Make recommendations on technology/

processes/standards

BICC

• The (BICC) is responsible for promoting optimal use of business

intelligence across the organization.

• The BICC provides a central location for driving and supporting the

organization’s overall information delivery strategy.

• Staffed with representatives from the business and IT, the BICC

enables the organization to coordinate and complement existing

efforts, reducing redundancy and increasing effectiveness.

BICC Framework

Education & Support

Training, Development and Implementation

Ad Hoc End User Support

Communication, Newsletters and users groups

Advanced AnalyticsBI Program Management Data Stewardship

Intake & Prioritization

Requirements and Prototyping

Application Development

Business Metadata

Quality Assurance

Data Governance

Data Preparation

Data Mining

Statistical Modeling

BICC Priorities

Examples of initial deliverables:• BICC role definitions

• Intake, Prioritization and Escalation process

• ‘Building and Maintaining Business Glossary’ training for data

stewards• Ensuring that the data is properly defined and used throughout the

enterprise

• Selecting and implementing a tool to manage metadata

• Establishing the help desk and support function for BI related

issues

• Forming the DW and BI development team and executing on

operational requests and delivering Phase 1 requirements

• Developing prioritized requirements for a Release Master Plan

• Development of Data Quality Management Plan

Connect with Perficient

Thank You!

For more information contact:Christine Bessler

CIO / VP of Information Technology, ProHealth Care

christine_bessler@phci.org

Juliet Silver

Director, Healthcare Strategic Advisory Services, Perficient

juliet.silver@perficient.com

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