Kami Memimpin | We Lead · Version 1.12(24.08.2010) ... Hospital Universiti Sains Malaysia...
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Kami Memimpin | We Lead www.usm.my
Transcript of Kami Memimpin | We Lead · Version 1.12(24.08.2010) ... Hospital Universiti Sains Malaysia...
Kami Memimpin | We Lead www.usm.my
Using Enterprise Architecture to
Deliver ValueProgram Kesedaran dan Mesyuarat Penyelarasan
MyGovEA 2019
December 10th, 2019
MAMPU,
Putrajaya, Malaysia
By
Dr Ariffin Marzuki bin MokhtarB.Med.Sc.,MD., M.Med (Anes.) UKM’sia
CITA-A (Business Architecture), TOGAF 9.1 and COBIT 5 Certified
Consultant Cardiothoracic Anesthesiologist/Medical Lecturer
School of Medical Sciences, USM
Hospital Management System Co-ordinator, Hospital USM
Kami Memimpin | We Lead www.usm.my
A physician in the OR
With Paul Price,
CEO IASA With Steve Wozniak,
Dubai 2015
Kami Memimpin | We Lead www.usm.my
The Real
Problem
A Model of the
Problem
Solution
of the Model
Simplifying
Assumptions
Sensitivity
Analysis
Analysis of
the Model
The Use of Models
Shtub. ERP. 2010
Kami Memimpin | We Lead www.usm.my
ANAESTHESIA
ANALGESIA AMNESIA
The Triad of Anesthesia
MUSCLE RELAXATION
+
= BALANCED ANESTHESIA
Kami Memimpin | We Lead www.usm.my
A complex adaptive system
Diagram of the Archimate 3.0
representation of the
Introductory and Business
Process view of Hospital
USM.
Kami Memimpin | We Lead www.usm.my
Competency and Insight Quadrant
Gartner 2015
Unconscious Competence
“Not knowing what they
know…”
Conscious Competence
“Knowing what they
know…”
Unconscious Incompetence
“Not Knowing What
They Don’t Know…”
Conscious Incompetence
“Know What They Do
not Know…”
CO
MP
ET
EN
CE
INSIGHT/CONSCIENCE
UNCONCIOUS CONSCIOUS
INC
OM
PE
TE
NC
EC
OM
PE
TE
NC
E
Kami Memimpin | We Lead www.usm.my
Enterprise Architecture:
a coherent whole of principles, methods,
and models that are used in the design
and realization of an enterprise’s
organisational structure, business
processes, information systems and
infrastructure
Marc Lankhorst. 2013
Kami Memimpin | We Lead www.usm.my
Value of Enterprise Architect
Enterprise Architecture at Work. Marc Lankhorst et al. Modelling, Communication and Analysis. 3rd Edition. 2013. Springer. Berlin Heidelberg
Kami Memimpin | We Lead www.usm.my
Governance On A Page
Owners and
Stakeholder
[Governance Objectives]:
WHY DO THEY DO WHAT
THEY DO?
Governing
Body
(stewardshi
p)
Manageme
nt and
Assurance
How do they interact?
Version 1.12(24.08.2010) www.takinggovenanceforward.org
Accessed 17.06.2013
Delegation
•Value Creation
•Risk Management
•Resource Optimization
(Governance Enablers):
HOW THEY ACHIEVE THE
EXPECTED OUTCOMES?
•Framework
•Principles
•Structure
•Processes
•Practices
[Governance Views]:
WHERE DOES
GOVERNANCE EXIST IN THE
ENTERPRISE?•Enterprise Governance
•Entity Governance
•Asset Governance
[GOVERNANCE ROLES]
WHO IS INVOLVED?
[GOVERNANCE ACTIVITIES
AND RELATIONSHIPS]
WHAT DO THEY DO?
AccountabilityMonitoring Compliance and
Performance
Direction settingAlignment
Execution
Control
COPYRIGHT 2009, I.T. GOVERNANCE INSTITUTE (ITGI), ALL RIGHTS RESERVED
Kami Memimpin | We Lead www.usm.my
Roles, Activities and Relationships
Owners and
Stakeholder
Governing
Body
Manageme
nt
Operations
and
ExecutionAccountable
Delegate
Monitor
Set DirectionInstruct and
align
Report
© 2014 Gartner, Inc. All Rights Reserved
Kami Memimpin | We Lead www.usm.my
Given Context
becomes
What?
Reveals
Relationship
Why?
Reveals Patterns
Past Orientation
Future Orientation
Reveal Direction
WHAT IS BEST?
Reveals Principles
AN
AL
YT
ICS
DATA
WISDOM
DECISION
ACTION
Given Insight
becomes
Given Purpose
becomes
Given Outcome
becomes
INFORMATION
KNOWLEDGEGiven Meaning
becomes
DATA to ACTION
Kami Memimpin | We Lead www.usm.my
DATA
INFORMATION
KNOWLEDGE
WISDOM
DECISIONMISSION
VISION
STRATEGIES CAPABILITIES
TACTICS WORK PACKAGES
PROCESS
ACTIVITIES
TASKS
SERVICES
PROGRAMS
revise
review
STAKEHOLDER NEEDS
ACTION
Kami Memimpin | We Lead www.usm.my
Enabling the information, communication and technology assimilation
to the care processes
Hospital Universiti Sains Malaysia (Hospital USM) is a Pioneering, Transdisciplinary
research intensive University Hospital that empowers future talent and enables the
bottom billion to transform their socio-economic wellbeing.
Accelerating
Staff
competency for
an advanced
digital hospital
Improving
Patient Safety
for All
Pursuing
Safety of the
Environment of
Care for
Sustainability
and Resilience
Strengthening
Knowledge
Management
to Support
Financial
Sustainability
Re-engineering
Resource
Management
to Ensure
Sustainability
vis
ion
mis
sio
nstr
ate
gic
th
rust
gam
e c
han
gers
Transforming
Healthcare for a Sustainable Tomorrow
Uplifting the competencies of multi-disciplinary teams
Embarking on the “Green Health” Concept
Translating Knowledge to Action via Analytics
Unlocking the potential of knowledge
Vision
Kami Memimpin | We Lead www.usm.my
RESILIENT ENTERPRISE
COMPETENT STAFF
DIGITAL HOSPITAL IN THE CLOUD
PATIENT SAFETY
FINANCIAL SUSTAINABILITY
Revenue Stream
Management
Activity Based Costing
Management
Patient Flow Management Value Stream Management
Subject Matter CompetencyContinuous Improvement
Competency
Organizational Context
Competency
Information Communication &
Technology Competency
Enterprise ArchitectureResearch Development,
Innovation & Commercialization
Patient Outcome Staff Outcome Organizational OutcomePatient Safety Goals
Analytics
Action Plan
Kami Memimpin | We Lead www.usm.my
Penjajaran [alignment]
VISION MISSION
CAPABILITIES
CAPABILITY
INCREMENTS
STRATEGIC
THRUSTS
GAME CHANGES
PROGRAMS
WORK
PACKAGES
to achieve the
Hospital USM
vision
the mission of the
hospital is carried
out
must have the
capabilities to
carry out the
mission
to accelerate the
development of the
capabilities
the critical
success factors
the the strategic
thrusts
serve as the
context to the staff
the delivery units
that will lead to
capability
increments
with the completion of the work
packages, the capability increments occur
Kami Memimpin | We Lead www.usm.my
PENJAJARANObjektif Statut Hospital
Universiti Sains Malaysia
“Capability” Hospital
Universiti Sains Malaysia
“Proses” Hospital
Universiti Sains Malaysia
“Competency” Hospital
Universiti Sains Malaysia
“Aset” Hospital Universiti
Sains Malaysia
Policy Hospital
Universiti Sains Malaysia
Perintah Tetap Hospital
Universiti Sains Malaysia
“Prosedur” Hospital
Universiti Sains Malaysia
Kakitangan Hospital
Universiti Sains Malaysia
Jabatan/Bahagian/Unit
Hospital Universiti Sains
Malaysia
“Pesakit” Hospital
Universiti Sains Malaysia
“Pembekal” Hospital
Universiti Sains Malaysia
“Servis” Hospital
Universiti Sains Malaysia
MyPortfolio
Hospital Universiti Sains
Malaysia
Arahan Pentadbiran Hospital Universiti Sains Malaysia
Kami Memimpin | We Lead www.usm.my
program & outcome
HUSM 2018
Patient
Safety
Program
Staff
Safety
Program
Environment of
Care Safety
Program
Education and
Research
Program
Resource Management Program
Resilie
nt
Org
an
isati
on
Just
Culture
Dig
ital a
nd
Bo
un
darile
ss
Enterprise Architecture Management Program
Kami Memimpin | We Lead www.usm.my
Competent Staff & ICT
Adapted from Pralahad and Hamel. HBR 1990
Kami Memimpin | We Lead www.usm.my
Leadership Output
•Identify External discontinuities
•Articulate Goals and Vision
•Deliver Guidance, Drive and
Inspiration
Knowledge Leaders
•Acclaimed Experts
•Knowledge Entrepreneurs
Enterprise Leader
•Align Vision Culture and Goals
•Create Commitment
Managers Leaders
Sustain the
Enterprise
Transform the
Enterprise
•Administer or control
an organisation
•Implement known
vision
•Rule, Guide and
inspire people toward a
shared goal and shared
value
•Many job titles
(including manager)
•Different people may
lead the enterprise and
assets of information
and processes
Leadership vs Management
GARTNER DEC 2009
Kami Memimpin | We Lead www.usm.my
IncentivesTangible vs non-tangible incentives
Tangible incentives
• Financial reward
• Promotional reward
• Opportunity for
advancement or training
• Merit/demerit points
Non-tangible incentives
• Letter of commendation
• Percieved outcome
• Competency building
• Team acknowledgment
• Professional/enterprise
acknowledgement
• Personal/professional
Recognition
Kami Memimpin | We Lead www.usm.my
Resources
Think BIG, start small, ACT FAST…
Leadership
Kami Memimpin | We Lead www.usm.my
Seminar Penandarasan EA KKM, KPM dan USM. September 2018
Kami Memimpin | We Lead www.usm.my
that has real problems…
A complex adaptive system
Kami Memimpin | We Lead www.usm.my
I SEEK…a culture of respect,
patient-centric environment of care
founded on a resilient enterprise architecture
Staff Safety
Kami Memimpin | We Lead www.usm.my
Gartner Inc. | G00155970
Myth busting: What Enterprise Architecture Is Not
Kami Memimpin | We Lead www.usm.my
A story about FOUR (4) people:
Everybody, Somebody, Anybody and NobodyThere was an important job to be done,
and Somebody agreed to do it….
even though Everybody was asked to do it,
Everybody was sure that Somebody would do it
Anybody could have done it, but Nobody did it,
Somebody was angry about that,
because it was Everybody’s job
Everybody thought that Anybody can do it,
but Nobody realized that Everybody wouldn’t do it
it ended up that Everybody blamed Somebody,
when actually Nobody asked Anybody.
....so it was Nobody’s fault
told
Kami Memimpin | We Lead www.usm.my
Governance On A Page
Owners and
Stakeholder
[Governance Objectives]:
WHY DO THEY DO WHAT
THEY DO?
Governing
Body
(stewardshi
p)
Manageme
nt and
Assurance
How do they interact?
Version 1.12(24.08.2010) www.takinggovenanceforward.org
Accessed 17.06.2013
Delegation
•Value Creation
•Risk Management
•Resource Optimization
(Governance Enablers):
HOW THEY ACHIEVE THE
EXPECTED OUTCOMES?
•Framework
•Principles
•Structure
•Processes
•Practices
[Governance Views]:
WHERE DOES
GOVERNANCE EXIST IN THE
ENTERPRISE?•Enterprise Governance
•Entity Governance
•Asset Governance
[GOVERNANCE ROLES]
WHO IS INVOLVED?
[GOVERNANCE ACTIVITIES
AND RELATIONSHIPS]
WHAT DO THEY DO?
AccountabilityMonitoring Compliance and
Performance
Direction settingAlignment
Execution
Control
COPYRIGHT 2009, I.T. GOVERNANCE INSTITUTE (ITGI), ALL RIGHTS RESERVED
Kami Memimpin | We Lead www.usm.my
Roles, Activities and Relationships
Owners and
Stakeholder
Governing
Body
Manageme
nt
Operations
and
ExecutionAccountable
Delegate
Monitor
Set DirectionInstruct and
align
Report
© 2014 Gartner, Inc. All Rights Reserved
Kami Memimpin | We Lead www.usm.my
Given Context
becomes
What?
Reveals
Relationship
Why?
Reveals Patterns
Past Orientation
Future Orientation
Reveal Direction
WHAT IS BEST?
Reveals Principles
AN
AL
YT
ICS
DATA
WISDOM
DECISION
ACTION
Given Insight
becomes
Given Purpose
becomes
Given Outcome
becomes
INFORMATION
KNOWLEDGEGiven Meaning
becomes
DATA to ACTION
Kami Memimpin | We Lead www.usm.my
DATA
INFORMATION
KNOWLEDGE
WISDOM
DECISIONMISSION
VISION
STRATEGIES CAPABILITIES
TACTICS WORK PACKAGES
PROCESS
ACTIVITIES
TASKS
SERVICES
PROGRAMS
revise
review
STAKEHOLDER NEEDS
ACTION
