Nurses Turning to Unauthorized Smartphones to Meet Data Demands CIO.com. Network World - A new study finds that more than two-thirds of nurses are using their personal smartphones for clinical communications.
Yet 95% of nurses in the sample say hospital IT departments don't support that use for fear of security risks. The report, "Healthcare without Bounds: Point of Care Computing for Nursing 2012," by Spyglass Consulting Group, points to the collision of healthcare information demands on nurses, and the limits of mobile and wireless technology, at the point of care -- typically the patient's bedside. Nurses in the survey decry the lack of IT support; and IT staff are frustrated by the unsanctioned and often explicitly banned use of personal devices for clinical communications. RX FOR IPADS: More healthcare IT support needed The rising healthcare information demands are creating resentment. He found that a majority of nurses interviewed say the "meaningful use" requirements are almost entirely physician-centered, ignoring data needed by nurses.
Value of IT Investment.ppt. CFOs beginning to see the business benefits of IT, says Gartner. The view of IT as 'just another expense' that seems to be widely held among chief financial officers is changing, according to Gartner.
The research firm found that CFOs are now starting to understand that IT can help the wider business and are investing in technology. Speaking at the analyst firm's recent Symposium/ITxpo on the Gold Coast, Gartner US senior vice president Tina Nunno cited a recent Gartner survey called CFOs' Demand For IT, which found that a majority of the 255 US-based CFOs surveyed indicated they were focused on business analytics and applications. CFOs were asked what areas of technology they would like to apply more money in. "The CFO's first priority was in information and financial analysis," she said. "This would help them run the business to make more dynamic decisions about sales and effectiveness in the organisation.
" The second priority was information management and knowledge sharing, while cost management was closer to the bottom of priorities. Benefits of Business Process Management. Business process management (BPM) enables organizations to align internal business functions with customer needs, and helps executive determine how to direct, monitor and measure company resources.
When properly executed by qualified professionals, business process management has the capacity to reduce costs, enhance efficiency and productivity, and minimize errors and risk – thereby protecting and optimizing corporate resources. How the Cloud is Transforming Business Process Management. Business process management services (BPMS) is changing -- and for the better.
A convergence of company demands and new pricing models is driving innovation in the nature of BPMS and how it is delivered. In short, we are seeing a marked rise in popularity of cloud-based business process management or "Business Process as a Service" (BPaaS). What is driving this increased interest in BPaaS? To start, companies are evolving their demand from transactional support to transformational support. So rather than looking for simple replication of existing processes at a lower cost, companies are asking providers for transformational support through standardized best-in-class processes. Many companies are also looking for technological support in addition to services. Some advantages and disadvantages of information technology: Small Business Bible.org.
Think Like A Lean Startup For BPM Success. Outside of BPM, one of my other passions is mentoring college students through the process of launching new startups.
I enjoy helping students tighten up their business ideas and seeing them build business plans that can attract the funding they need to stand up and implement their ventures. Recently, after reviewing and providing feedback on a student’s business plan, the student responded, “I can launch my business without a business plan; all this planning seems like a waste of time.” At first, I thought he was joking. However, I could read by the look on his face that he was serious. I am sure you can imagine the conversation that followed. The next day when I reflected on the conversation, I had a moment of satori. McDonalds’ “Innovate Project” failure. McDonalds’ “Innovate Project” failureMost companies don’t like to reveal their failures of IT project management, but they would learn an important lesson by analyzing their project failures.
History“Innovate Project” was one of the most expensive and extensive information technology projects. This project aimed to create a real-time global network to link over thirty thousand stores in 121 countries to headquarter by Intranet. Guru: Michael Hammer. House of Lies Trailer. Uniting the Religions of Process Improvement - Brad Power. By Brad Power | 3:07 PM March 7, 2011 When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement “religions”: Lean, Six Sigma, Business Reengineering or Business Process Management (BPM).
After hearing about its success at another organization, many companies choose just one. For example, several companies embarked on Six Sigma programs after their CEO heard about GE’s success with the approach, and many other companies have adopted Lean because of Toyota’s success. It’s like adopting a diet or exercise program that a friend has used and lost 50 pounds. But some companies realize they need to go beyond making episodic improvements.
The result: Organizations need to consider every possible approach, not just those offered by one religion. Consider this example. 1. Chemical company Air Products has adopted nearly every approach for sustaining improvement from all four religions. The Problem of BPM Definition - BPM Leader. As a professional in the BPM space, I’m continually reminded of the challenge of defining what BPM really means.
For some, this is an issue of perspective as IT people see BPM as automation of work and business people see BPM as the means of managing human to human and human to technology interfaces. There don’t seem to be too many people on the sidelines, either. Add to the mix the more recent clamor around adaptive case management and social BPM, and you have the recipe for ongoing debate and confusion. For those of us in this space, we would be doing the world a great favor to cut the rhetoric that reinforces a narrow point of view and begin talking about business process management in more specific terms, like the desired outcomes of our initiatives.
The fewer times we use the word ‘process’, the better. In the end, BPM is the entirety of the way work is done in an enterprise. But we have to start with a view of the organization that puts everything else in context. Business Process Reengineering. Business Process Reengineering: Analysis and Recommendations By Maureen Weicher William W.
Chu Wan Ching Lin Van Le Dominic Yu Thanks to Dr. IT shockingly misaligned with the business it supports. Strategy 101: It's All About Alignment.