Communication Deck Data Architecture Workshop Olmsted Medical Center

Sample Client Deliverable
Olmsted Medical Center

Data Architecture Workshop
October 21 – 25, 2013
Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice.
Info-Tech’s products and services combine actionable insight and relevant advice with
ready-to-use tools and templates that cover the full spectrum of IT concerns.
© 1997-2013 Info-Tech Research Group Inc. Info-Tech Research Group 1
Document Contents
Agenda
1. Introduction........................................................................................................
3
2. Data Architecture Overview .............................................................................7
3. Data Architecture Framework & Processes…...............................................13
4. Data Architecture Action Plan & Next Steps.................................................35
Appendix I: Supporting Research..................................................................40
Appendix II: Exercise Slides/Discussion Notes............................................48
Info-Tech Research Group 2

Section 1:
Introduction
Situation Summary
Situation
The Olmsted Medical Center provides healthcare to communities in southern Minnesota. Services are
delivered by both a centralized 40-bed hospital and 13 clinical locations throughout the geographical
region.
Data management has been recognized as a key strategic initiative to improve overall governance of
the hospital’s information and a means to improve its operational processes.
Challenges
Patient data is collected from various systems and stored accordingly. OMC has recently
implemented an Electronic Health Record, replacing manual process, as well as an AS/400 solution.
The hospital is looking to combine the clinical and ambulatory data to give one consistent vision of
patient information as they are serviced by various OMC services.
Defining the Data Architecture Framework

Data Architecture provides the governance model for how data is collected, stored, managed, and
retrieved through an organization. To that end, representatives from the technology (development
and DBA) and finance teams participated in a week-long workshop to develop a process for
reviewing and refining data architecture principles and processes.

Objectives of the data architecture workshop
The team identified a number of objectives for the workshop. Objectives

include high-level strategic process to the identification of tactical initiatives.
1. Definition of the Data Standards Committee Governance
2. Agreed upon approach/plan to implementing the Data Architecture strategy
3. Combined Ambulatory & Hospital Data for a consistent vision of the data
4. Integration/standardized definition/view of data
5. Link Financial and Clinical Data
6. Establish the location of the Data Source of Truth
7. Approach to delivering the Data Warehouse

This workshop was delivered over five modules to identify
data issues and build an architecture plan
Name Goal List of deliverables
Day 1 Perform a Current Establish the organization’s • Data Asset Management Assessment Tool
State Assessment approach to data and its • Heat Map Tool
perceived data maturity • Data Context Diagram
level. • Data Audit Interview Schedule
Day 2 Perform the Data Provide an overview of data • Data Interview Guide
Audit audits and an audit • Data Source Inventory
framework to follow for • Root cause analysis
successful results.
Day 3 Develop a Data Create a target data • Data Architecture Principles
Architecture architecture. • Data Architecture Worksheets
Day 4 Plan Establish initiatives, taking • List of prioritized initiatives
cost and value into • Strategic roadmap
consideration.
Day 5 Communicate Identify benchmarks to track • Metric Tracking
initiative success and create • Communication Plan
a communication plan.

Section 2:
Data Architecture Overview
Why is data architecture important?
Data needs to be treated as more of a critical organizational asset rather than

a supporting technology component.
Why is data an asset?

•Data is a record of all the other assets.
• Data has a cost associated with it: collection, entry, validation, cleansing, management.
• Data has value associated with it: used to improve decision making by unlocking insights in the data
through analysis.
• Data is historically the least governed asset: lack of accountability, lack of common definitions,
rampant duplication.
• Data is subject to regulatory compliance: HIPAA, SOX, FIPA, SEC, PIPEDA, etc.
• Data that is of poor quality damages company reputation, results in bad decisions, and can result in
reduced revenues.

Building a data architecture framework improves data quality,
integrity, and security
Data architecture provides a holistic view of enterprise data repositories, the
technology that enables and manages them, the governance processes that are over
them, the people that manage them, and it sets the principles, policies and guidelines
relevant to an organization’s business and IT goals.
• The model demonstrates that

data management is more than
just a technology issue
• While technology is the primary

tool to store, access, and
deliver data, a proper data
architecture framework
requires non-technical inputs to
ensure proper usage and
governance of corporate data.

Data architecture inputs and outputs
The Outputs define the overall quality of the architecture environment.

The Inputs influence each of the Outputs to varying degrees.
Inputs Outputs
Policy and Policies are foundational to treating Reduce duplicates,

improve accuracy,
Process data as an asset Quality remove stale, and
conflicting.
Understanding & Awareness of policies influences
Awareness how people handle data assets
Make data available to
Data asset management resources
Expertise affect the value and protection of
Availability processes, analytics
and decision makers.
data assets
Technology is used to store,
Technology process, render, and protect data
Control access,
assets
Security authentication and
Monitor adherence to policies and authorization to data.
Governance processes and assure data is
treated as an asset
Comply with internal
Communicate the architecture and policies and external
Communication
initiatives that improve data assets Compliance regulations to protect
your reputation.

Data Management Maturity Assessment at Olmsted Medical
Center
A review of the current state found the organization was stronger in the areas of
Technology & Expertise, with challenges in Policy & Process, Understanding &
Awareness, Governance, and Communication.
Results: Data Asset Management Maturity Assessment
Understanding &
Policy & Process Expertise Technology Governance Communication
Awareness
Use of external data expertise Data governance steering External best practices, and use
Best external data policies and Advanced forward looking Extensive optimized use of data
5 and industry leaders for committee has set of leading techniques are used
process practices applied understanding impacts on data technology exists
guidance organizational wide policies to communicate data changes
Policy and process Data governance steering

Understand data requirements Involvement of all internal data Mature technology applied; Formal communication supports
4 responsibilities assigned; committee established; data
today and future influencers experts standard tools enforced a managed data program
internal best practices applied stewardship formalized
Data owners responsible for

Existing policies defined, Minimum technology enforced; Informal communication
Involvement of all data related or granting access and defining
3 standardized, sharing of the Understand need to act limited tactical use of ad-hoc supports individual data
impacted IT specialists policies; data stewards monitor
better practices data tools initiatives
quality
Data owners identified; data

Similar/common policies and Communication on the overall
2 Awareness Common data tools emerging quality and policy initiatives are
process emerge, largely intuitive data issues and needs
ad-hoc
Ad hoc approach to policy & Lots of one-off solutions, no set Sporadic communications on
1 Recognition
process standards data issues
Current State
Data Issues within the Olmsted Medical Center Environment
The Olmsted Medical Center has recognized the need to improve overall data
management. The team identified issues as follows:
Communica General
Data Quality Availability Governance Technology
tions Issues
Highly Need to SDLC QA Undefined

Duplicate Data is not improve data
regulated process Data
data in regularly expectations
industry needs to be Architecture
systems archived
(HIPAA, enhanced
PIPEDA etc.)
Need to
communicate Not all
Data systems have
retention data audit
Inaccurate, results business
process is No data
incomplete owners
not well stewards
data identified
defined identified
Inconsistent Internal SLAs

data No overall
need further governance
definitions definition model

Section 3:
Data Architecture Framework
Olmsted Medical Center Will Use a Standard Data Architecture
Process to Capture, Evaluate, and Manage Data Issues
An effective data management strategy enables business goals and improves

the value of organizational data.
The data architecture strategy will help the organization:

• Establish a data audit framework and understand why these audits are critical to your
organization.
• Implement processes to fill gaps in your data, allowing you to maintain data cleanliness.
• Create an effective short and long term data plan.
• Improve the efficiency and accuracy of data within core systems.
• Improve data security and governance.
• Reduce operational costs.
Data Architecture Process Flow

• The following process flow will provide a demonstration of the tools and process to be
followed for each stage or activity.
• Examples of each process have been made using the application review conducted during
the workshop.

Data Architecture Framework for Olmsted Medical Center
Governance & Oversight
• SLAs • Data Architecture

• Audit Reports
Key Tools
• Audit Questionnaire Worksheets

• Context Diagrams • Architecture Principles
• Context Diagrams • Initiative Definition
• Data Asset • Fish-bone Diagrams
• Data Source Template
Management Tool • Building Blocks • Communication Template
Inventory Tool
• Data Architecture • PM Tool (Internal)
Worksheet • Metrics Tracking Tool
3.
1. Assess 2. Audit 4. Action
Analyze
• Assign priorities
• Determine the root
Processes & Steps
• Value risk • End-user interviews • Group/ create initiatives

cause(s) of data issues
assessment • Issue identification • Establish the cost, value,
• Develop data architecture
• Maturity • Privacy/ compliance and risk of each initiative
principles
assessment interviews • Create high-level plan
• Define target architecture
• Data queries • Update data sources • Review dependencies
& gaps
• User-surveys • Validate the final target
• Prioritize building blocks.
state
• Define value of target
• Define metrics
actions
• Communicate plan

Data Architecture Governance Framework
A strong governance model is an absolute necessity for a successful Data

Architecture framework. Olmsted Medical Center is investing resources and
time for building the governance process and managing its issues.
Overall Governance: Data Governance Steering Committee
Retention Perform
P1 Data Stewards P2 P3 Define SLAs P3 Regular
Policies
Security &
Identify Data Data Archiving Compliance
P1 Owners
P2 Policy P3 Data Cleansing
Audits
Processes
Confirm Define Data Perform
P1 Participants P2 P3 Regular Data
Quality
Thresholds Audits
Confirm Group
P1 Members
Confirm
P1 Project Charter

1.
Data Management Value and Risk Assessment Assess
Conduct a value and risk assessment to determine value creation and risk
minimization opportunities for each business process/application being
audited.
Results: Value and Risk Assessment
• Olmsted Medical Center is
performing well in managing See the chart below to interpret the results.
its data as an asset, but a - The red bar represents your organization's current state, and the blue bar represents your organization's target state.
- The left end of the chart indicates the level of value creation, and the right end of the chart indicates the level of risk minimization
few areas that could be your organization is currently achieving with your data.
improved were identified.

Value and Risk
5.0
• Data Quality and Availability

4.0
are areas where a significant
opportunity for improvement 3.0
and value creation exist.
2.0
• Compliance and Security 1.0

were identified as areas of
risk – currently it is being 0.0
Quality Quality Availability
Availability Compliance
Compliance Security Security
managed well, but there
Target
Current Current
Target
were a few gaps that could
be easily closed. Value creation from data Risk minimization with data

1.
Data Management Maturity Assessment Assess
Conduct a maturity assessment of each business process/applications to

determine how well that process manages its data.

• The Data Management
Assessment tool provides Results: Data Asset Management Maturity Assessment
a means to asses the Policy & Process

Understanding &
Awareness
Expertise Technology Governance Communication
current and target states 5

Best external data policies and Advanced forward looking
Use of external data expertise
and industry leaders for
Extensive optimized use of data
Data governance steering
committee has set
External best practices, and use
of leading techniques are used
process practices applied understanding impacts on data technology exists
for Data Architecture. guidance organizational wide policies to communicate data changes
Policy and process Data governance steering

Understand data requirements Involvement of all internal data Mature technology applied; Formal communication supports
4 responsibilities assigned; committee established; data
today and future influencers experts standard tools enforced a managed data program
internal best practices applied stewardship formalized
• The initial assessment 3

Existing policies defined,
standardized, sharing of the Understand need to act
Involvement of all data related or
Minimum technology enforced;
limited tactical use of ad-hoc
Data owners responsible for
granting access and defining
Informal communication
supports individual data
revealed that the areas of

impacted IT specialists policies; data stewards monitor
better practices data tools initiatives
quality
Policy/Process, 2
Similar/common policies and
process emerge, largely intuitive
Awareness Common data tools emerging
Data owners identified; data
quality and policy initiatives are
Communication on the overall
data issues and needs
Understanding/
ad-hoc
Awareness, Governance, 1
Ad hoc approach to policy &
process
Recognition
Lots of one-off solutions, no set
standards
Sporadic communications on
data issues
and Communication could

be improved. Expertise
and Technology are
current strengths.

1.
Data Management Maturity Heat Map Assess
At the conclusion of the Maturity Assessment exercise, examine the resulting

Heat Map to gain insight into which gaps need the most attention.
• Dark Red squared indicated the most

Value and Risk pressing issues, while Dark Green
indicate the area is performing strong.
Compliance
Availability
Security
Quality
• The most important gaps identified fell

into Quality and Availability, which could
Policy & Process be primarily addressed through a
Asset Management Maturity
27.9 13.8 10.2 3.9

combination of Policy/Process,
Understanding
18.6 6.9 10.2 3.9
Understanding, and Communications
improvements.
Expertise
6.2 4.6 3.4 1.3
Technology
• Compliance and Governance had
6.2 9.2 3.4 5.2 smaller gaps, but could also provide a
Governance great deal of value to help improve the
9.3 6.9 5.1 3.9 quality of data.
Communication
18.6 6.9 10.2 3.9
• Technology, Expertise and Security were
generally not an issue.

1.
Data Context Diagram Assess
Develop an initial Data Context diagram to understand the source and usage
of data within a defined process.
Charges/
Registration Scheduling
Payments
Manual Entry
• Sources can be manual or
automated. Registration,
Manual Entry (Appt related) Manual Entry
(Demographics (Diagnosis procedures, quantities,
insurance) dollars, performing physicians
Scan driver’s license /
insurance cards
Internal
Lab/Radilogy/Coderyte/Lynx Scheduling and
Demographics Lab
Charges/Payments directly enter
information into the Practice
Scheduling / Appts Radiology
Text File
Data Practice Management Kiosk
(Oracle) E-Scription
Reporting /
Finance
Demographics Charges
Charges
Lynx
EMPI Management system.
Lab Results Scheduling / Appts
Visit Summaries
Patient Ambulatory EMR (IEHR) Escription
• The Practice Management/

Portal Results
Alergies to Cerner
Docs /
Text File
EMPI
Ambulatory EMR systems
exchange information with a
Immunizations from
Cerner
Cerner
Text File
Results to IEHR
Orders to/from IEHR variety of hospital systems such
Text File Results to
Manual Entry
Patient Info
as Lab, Radiology, EMPI, etc.
IEHR
Orders to/
Radiology
from IEHR
Chart IDs Clinical Staff

Diagnostic
Lab
Procedures

2.
Data Audits Audit
Perform audits by conducting interviews with end users and

compliance/security officers to find new data sources and issues.
• Be sure to include users and stakeholders from

all systems in scope of the audit.
• Tailor the interview guide to ask questions
relevant to the environment being audited.
• One-on-one, or one-on-two interviews will
provide more candid responses and more
information.
• Use a conversational style of interviewing.
• Security and compliance officers can provide
more information about the level of compliance
to internal security policies and processes.

2.
Sample Data Audit Process Flow Audit
Prepare Execute Finalize Review
 Determine the  Determine which  Complete the Data  Discuss the results of
audit’s scope. data sources are Source Inventory the audit with key
 Select an auditor. used on a regular with insights stakeholders.
 Communicate with basis and record gathered during the  Identify gaps and
stakeholders and them in the Data interviews and from weaknesses based on
request background Source Inventory. the IT reports. these results.
information.  Conduct  Brainstorm possible
 Request IT reports. interviews with solutions.
 Validate the scope. audit participants
 Identify data to gain valuable
owners, stewards, information on
and end users and data use.
schedule interviews
to take place during
the audit period.

2.
Record Audit Results Audit
Use the data source inventory tool to record actual issues identified on each
data source, and add new data sources uncovered to the context diagram
• The data source inventory tool provides areas to

capture subjective information provided about
the data:
◦ Quality
◦ Availability
◦ Security
◦ Compliance
• The tool also allows for a more objective score 1 Registration Scheduling
Charges/
Payments
(poor) – 5 (excellent) to rate the value/risk Manual Entry

Manual Entry
(Appt related) Manual Entry
associated with each data source.

Scan driver’s license / Internal
insurance cards Lab/Radilogy/Coderyte/Lynx
• Add the new data sources and data that is

Demographics Lab
Text File
Reporting / Lynx
Finance Charges
EMPI
shared between the sources and the process or

Visit Summaries
system being audited.

Portal Results
Alergies to Cerner Text File

Docs / EMPI
Immunizations from
Cerner
Cerner Results to IEHR

Orders to/from IEHR
Text File
Manual Entry
Text File Results to Patient Info
IEHR
Orders to/
Radiology
from IEHR

Diagnostic
Lab
Procedures

2.
Issue Visualization Audit
Putting each issue on a sticky and attaching it to the data source that has the
problem provides a visualization of issues across data sources.
• Use a different color for each of
the categories of issues
identified:
◦ Quality
◦ Availability
◦ Security
◦ Compliance
• If issues occur on more than
one data source, put the issue
on all of them to highly the size
of the issue.

3.
Root Cause Analysis Analyze
Use fishbone diagrams to help reveal the root causes of data issues
identified in the interviews and audit reports.
Policy and
Process
Understanding Expertise • Contributing factors
to weaknesses in
Lineage (Better
Missing Information (not
knowing)
Inaccurate information
(not knowing)
each input area
security definition – Missing Information
who can enter info) (no process) were identified.
Inaccurate Information
(not knowing)
• Revisit these
Inaccurate
Duplication (do not Information (no Duplication (not
know where to put process to handle) knowing where to get /
information)
place) contributing factors
DATA
QUALITY after selecting data
Information not passed
architecture building
‘Free Text’ (some process
both ways between
systems.
to handle differently).
Missing information (not
told). blocks and planning
initiatives.
Lineage (add
Duplication (do not
additional elements –
know all data
store in different
sources) Duplication.
places – Audit).
Technology Governance Communication

3.
Data Architecture Principles Analyze
Develop underlying general rules and guidelines for developing the data
architecture framework for Olmsted Medical Center.
• Begin with the ITIL

framework and customize/
apply to your specific
organization.
• These principles should
be applied consistently
across the organization,
and to future data
architecture initiatives.
• Begin the discussion with
the Info-Tech Data
Architecture Guiding
Principles template.

Data Architecture Building Blocks: Use the Building 3.
Blocks to Define the Target Architecture Analyze
Review the data architecture building blocks to identify existing capabilities

and what needs to be improved or added to address issues identified in the
audit.
• Data architecture building blocks are

split into the six inputs:
◦ Policy/Process
◦ Understanding
◦ Expertise
◦ Technology
◦ Governance
◦ Communication
• Each building block was evaluated to

determine if they needed to
implemented, were already in place, or
not relevant to the ARMs system.

Data Architecture Building Blocks: Prioritize & 3.
Review Dependencies Analyze
Based on the blocks previously selected, validate dependencies and

prioritize the data architecture building blocks that will make up your target
architecture.
Code Building Block Status Priority • Building blocks that existed in some
QP1 Develop data validation processes Selected High
QP2 Define data entry standards Informal High form, but could be better documented
QP3
Develop master data management
processes
Selected High and/or formalized, were highlighted in
QP4
QP5
Set data refresh cycle policies
Define data quality thresholds
Informal
Selected
Low
High
orange.
QP6 Develop data cleansing processes Informal High
QP7 Create standard metadata schema Informal High
QE1 Identify data owners Informal High
QE2
QE3
Establish data steward roles
Identify business analysts
Informal
Informal
High
Low
• Each selected building block was
QE4 Identify Data Integration Specialists Already in Place reviewed to ensure that its
QT1 Implement data query and reporting tools Informal High dependencies were being met.
QT2 Deploy data profiling tools Informal Medium
QT3 Implement data stewardship technology Selected Low
Implement master data
QT4
management solutions
Selected High
• Each selected building block was also
QT5 Use master data as a service Informal Low
QG1
Establish a data governance
Selected High
prioritized on a High-Medium-Low scale
steering committee
QG2 Perform regular data audits Informal High to help plan initiatives.
Define escalation procedures
QG3 Informal Medium
for handling quality exceptions
AP1 Set data backup policy Already in Place
AP2
AP3
Plan for database outages
Define Service Level Agreements
Informal
Informal
High
Low
• Ensure for each building block selected,
AP4
AP5
Set data archive policy
Implement a device data access policy
Selected
Already in Place
High

any dependencies were also selected or
are in place.

3.
Reconcile Building Blocks to Issues Analyze
Once the building blocks have been identified, reconcile the actions to each
of the identified issues to ensure at least one task is assigned to each
challenge.
Policy and
Understanding Expertise
Process
Lineage (Better
Missing Information (not
knowing)
Inaccurate information
(not knowing)
In building the plan
security definition – Missing Information
who can enter info) (no process)
and analyzing the
Inaccurate Information
(not knowing)
building blocks, the
Duplication (do not know
where to put
Inaccurate
Information (no
Duplication (not knowing
Olmsted Medical
process to handle)
information) where to get / place)
Center team
DATA
QUALITY determined the
Information not passed
both ways between
‘Free Text’ (some process
Missing information (not
appropriate activities
to address the
to handle differently).
systems. told).
Lineage (add
identified issues.
Duplication (do not
additional elements –
know all data
store in different
sources) Duplication.
places – Audit).

4.
Develop Initiatives Action
Group like issues together, combining building blocks together to create

initiatives.
Issues uncovered during the audit may be related.
Each issue has a set of building blocks that resolve it.
Grouping like issues together will group building blocks together.
Building block groups make up initiatives that have a goal,
associated benefits and cost, with building blocks providing
objectives.
Issue Building Blocks Other Overall
Initiatives identified: Lineage (Better
security definition
– who can enter
Resolved
1. Data Quality – Standards/Roles info)
Duplication (do
2. Governance not know where to
put information)
Resolved
3. Data Quality – Audit/Refresh Missing

Information (no Resolved
process)
4. Communications Inaccurate
Information (no
Resolved
5. Availability process to
handle)
Information not
6. Security passed both ways Resolved
between systems.
‘Free Text’ (some
process to handle Resolved
differently).

4.
Document Initiatives Action
Utilize the Initiative Definition Template to document the goals and objectives
of each initiative.
Data Quality - Standards / Roles
• Each initiative should have a Goal of the initiative Who benefits?
business related goal
Define the organization's Standards and Users. Patients. Management.
associated with it. Roles. Government.
• Building blocks contained in the

initiative will drive objectives. Initiative objectives The payoff
•
Define the Roles, Responsibilities and
Identify who benefits from the accountabilities. Business Analysts, Data
Stewards, Data Owners, Data Policy
Employee time – employees won’t be
spending time entering the same data
initiative, and the business Administrator, Data Auditors, Data Scientist,
Service providers.
numerous times. Data is trusted, less
time needed to validate (reduction in
value derived. redos). Right people have right data
at right time to make decisions
Define the Data Entry Standards
• Estimate costs and/or effort

(clinical and administrative).
required to deliver the initiative.

◦ Even relative costs can provide
Define master data management processes
(Source of Truth).
some insights.
Meta data schema. Master data solution. What are the costs?
Use master data as a service.
Tools. Master data services.

Policy management software
Resources (time).

4.
Develop Implementation Plan Action
Plot initiatives against each other on a defined timeline. Ensure building

block dependencies have been identified and prioritized for delivery.
Years
1 2 3
Start
Initiative Period Duration H1 H2 H1 H2 H1 H2
1 Data Quality - Standards / Roles 1 3 1 1 1
2 Governance 1 1 1
3 Data Quality - Audit / Refresh 2 3 1 1 1
4 Communications 2 5 1 1 1 1 1
5 Availability 3 3 1 1 1
6 Security 1 6 1 1 1 1 1 1
• Use building block dependencies to identify initiative dependencies.

• Use building block priorities and business issue resolution priorities to determine the
sequence of initiatives.

4.
Validate Plan Action
Perform the data value/risk and maturity assessments with the end-state in
mind to determine if any hot or warm spots still exist.
If the heat map ends up having areas that still need attention, go back into the
architecture exercise to look for gaps that were missed.
Current State Final State (after 3 years)

Value and Risk Value and Risk
Compliance
Compliance
Availability
Availability
Security
Security
Quality
Quality

Policy & Process Policy & Process

27.9 13.8 10.2 4.5
4.68 3.9 2.34 0.39
Understanding Understanding
18.6 6.9 10.2 4.5
1.68 1.05 1.26 0.21
Expertise Expertise
7.44 5.52 4.08 1.8
2.4 3 1.8 0.3
Technology Technology
7.13 10.58 3.91 6.9
1.56 3.9 1.17 0.78
Governance Governance
9.3 6.9 5.1 4.5
0.36 0.45 0.27 0.09
Communication Communication
17.36 6.44 9.52 4.2
1.92 1.2 1.44 0.24

4.
Detailed Project Planning Action
Use a project planning tool to detail each initiative. Use the prioritization
(H/M/L) of each building block to plan activities.
Depende Depende
Each building block is an actionable Code Building Block Status Priority
ncies ncies
component of the plan. QP1
Develop data validation
processes
Selected High
◦ Sub-tasks may be required to implement each QP2

Define data entry
standards
Develop master data
Informal High
building block. QP3

management processes
Selected High QP1
◦ Sub-tasks will be specific to the project and

Set data refresh cycle
QP4 Informal Low
policies
Define data quality
QP5 Selected High QP1
implementation environment. thresholds
Develop data cleansing
QP6 Informal High QP4 QP5
Higher priority building blocks should be processes
Create standard
QP7 Informal High QP2
implemented ahead of lower priority blocks. QE1
metadata schema
Identify data owners Informal High
Respect dependencies between building QE2
Establish data steward
roles
Informal High
blocks QE3
Identify business
analysts
Informal Low
Respect dependencies to building blocks in QE4

Identify Data Integration
Specialists
Already in
Place

other initiatives. QT1

Implement data query
and reporting tools
Informal High
Add environment dependencies such as QT2

Deploy data profiling
tools
Informal Medium QP2 QP5
business case development, RFP processes, QT3

Implement data
stewardship technology
Selected Low QT2 QE2
approvals, hiring, etc.

Section 4:
Action Plan & Next Steps
What’s next: Continue Performing Data Audits and Refining
Data Architecture
80/20 rule
We confined the scope of the workshop to a
single business unit or business function.
However, the underlying assumption is that the
Entire organization results of the modules should be replicable for
the entire organization. That is, we may have
looked only at 20 percent of the organization,
Scope of workshop:
but the results could solve 80 percent of issues.
Single business
unit/function
Sales
Regular data audits
An Info-Tech survey found that nearly half of
Results from the project should be companies only perform data audits when
applicable to the entire organization problems arise, and a third of organizations
were performing data audits annually. However,
it has been found that performing data audits
on a semi-annual basis produces the best
success rates.

Data Architecture Initiatives
The team identified six initiatives from the Practice Management/Ambulatory

EMR review in order to mature the organization’s data architecture to the
target state.
1. Data Quality – Standards/Roles – Improve Data Quality (Define standards

and roles)
2. Governance - Improve data governance
3. Data Quality – Audit/Refresh – Improve Data Quality (Regular audits/data
refresh processes)
4. Communications – Communicate policies/changes to stakeholders
5. Availability – Improve data availability
6. Security – Improve security

Data Architecture Roadmap
These six initiatives were laid out in a roadmap, taking into account building
block dependencies and resource requirements.
Years
1 2 3
Start
Initiative Period Duration H1 H2 H1 H2 H1 H2
1 Data Quality - Standards / Roles 1 3 1 1 1
2 Governance 1 1 1
3 Data Quality - Audit / Refresh 2 3 1 1 1
4 Communications 2 5 1 1 1 1 1
5 Availability 3 3 1 1 1
6 Security 1 6 1 1 1 1 1 1
• As data quality was the primary gap identified, implementation of data quality building blocks (standards
and roles) should begin immediately.
• Overlapping governance building blocks will be started in parallel with the quality and the security
building blocks while the rest of the building blocks will be implemented over the next couple of years.
• The remaining data quality items (audit and refresh) will begin after the initial quality work has started.
• The communications items will start once Governance is in place and last throughout the three-year
timeframe.
• Security will continue to be worked on throughout the initiative to maintain appropriate due diligence.

Communication Plan
Provide details of your Communication Plan:
Initiative Audience Purpose Format Creator Communicator Delivery

Appendix I:
Supporting Research
Use data architecture to improve data quality, integrity and
security, now and into the future
Develop a data architecture for today and tomorrow’s IT disruptors.
• The Cloud is not just new technology, it
introduces new policies, processes,
expertise, and governance models.
• Mobile computing is allowing for access
to corporate data from anywhere at any
time, requiring new policies and security
mechanisms in your corporate
infrastructure.
• Trusting goes beyond data quality,
knowing where it came from, how it has
changed, and how to use it requires
better metadata management.
• Data virtualization technology is
changing data integration, warehousing
and reporting.
• Big Data is a big deal and it will impact everything in your data architecture, from how data is used
and analyzed through to how it is stored and managed.
Data architecture provides a holistic view of enterprise data repositories, the technology that
enables and manages them, the governance processes that are over them, the people that manage
them, and it sets the principles, policies and guidelines relevant to an organization’s business and
IT goals.
1.1 Bad, insecure and non-compliant data assets are the result
of poor policies, processes, technology and governance
Data assets provide value to the organization, but only if they are of high
quality, secure available and compliant. Poor value from data assets is a
symptom of deeper problems- you get out of it what you put into it.
Data policies, processes, technology, training and Data quality initiatives provide clean,
governance used effectively will improve data accurate, reliable and consistent data
quality. sets to any user and any given time.
Keep your data secure through

Data policies, processes, technology, training and appropriate use of technology, access
governance are critical to achieving data security and authorization restrictions, and data
accountability.
Data policies, processes, technology, training and

Make your data available through
governance are all used to control access to data
access control and appropriate use of
and make it available in the event of disaster or
data backup, archive, and redundancy.
failure.
Data policies, processes, technology, training and Comply with organizational policies to
governance are all used to improve the levels of improve data quality and security.
internal and external compliance. Comply with external regulations to
avoid penalties and protect reputations.

1.1.2 Data is high quality if it can be successfully utilized for its
intended purposes
 Data quality is an umbrella term There are five different issues under the DQ umbrella:
referring to a family of different
issues.
Data Quality
 Data quality is not a matter of
“excellent” vs. “poor.” An
organization may excel in some
areas of data quality, but not in
others. Duplicate Data Incomplete Data
 Different data quality problems are

Stale Data Invalid Data
often interrelated. Taking steps to
fix one problem can have a
positive “halo effect” on other
problems. Conflicting Data
Data quality costs snowball from point-of-origin:

1. Issue at point-of-origin, i.e. duplicate data entered into CRM system rather than
updating stale record.
2. Problem becomes larger, i.e. duplicate data creates data conflicts between systems. $ $$$
$
3. Problem snowballs into escalating costs, i.e. billing department sees conflict, but uses $
stale record for customer billing, driving up average A/R cycle time.

1.1.3 Stay ahead of the data security curve by recognizing how
the basics affect data management and architecture
In a constantly changing environment, the challenge is to allow maximum
usability while still maintaining high levels of security control.
• Mobile devices are now accessing corporate data through
unsecure networks.
• Data is being housed on mobile devices or on cloud based

file-sharing sites such as Dropbox.
• Data is getting corrupted, lost, or compromised while in transit

between cloud and on-premise.
• Data in increasingly subject to compliance with new data

privacy laws, archiving, disclosure rules, and data discovery
requirements.
“We have a lot of security policies around our data. Any data stored on laptops must be encrypted, and
you cannot download to thumb drives. We have checks in our email, and a lot of what gets sent out is
automatically turned into confidential content. In addition, we have different masking roles in different
systems. “
- Systems Development Coordinator, Insurance Services

1.1.4 Think about data being available to internal applications,
mobile, and cloud services today, and analytics tomorrow
Data availability is too often thought of as just redundancy and on-line access.
Availability is that and more, including preparing today for future analytics.
• High availability and disaster recovery are standard operating processes used to
ensure operational SLAs, and include consideration of:
◦ Onsite data storage, archive and backup.
◦ Offsite data archive and backup.
• Mobile computing demands access to data anytime, from anywhere and any
device, requiring:
◦ Secure networking paths to deliver data to mobile devices.
◦ Extended access and authentication controls of internal applications to mobile
interfaces.
• As data is increasingly relied upon for analytics:
◦ Its immediate and long term persistent availability and reusability are
increasingly more important.
◦ Timeliness and availability of data for reports are associated with report
accuracy.
• Availability of data validation rules and references are the basis for data quality
inspection and monitoring.

1.1.4 Enforce end user compliance with internal policy: Set
internal policy to align with external laws and regulations
Most organizations are aware of the standard data laws and regulations such
as HIP(P)A, FIPPA, SOX, the Data Protection Act, and privacy rules
surrounding PII.
• Cloud data may cross jurisdictional boundaries. Know
where your cloud providers are located and who has access
to the data.
• Mobile device compliance and regulatory obligations,

focusing on data archiving, communications monitoring, and
data privacy are critical.
• Geographic privacy and data protection laws: As

computing becomes increasingly global, organizations need
to be aware of off-shore government regulations in any
country their data is stored and used.
“I don’t think people are that aware of compliance issues related
• Data retention laws and regulations. to data stored on devices, outside of the internal policies that we
tell them they have to abide by. If people abide by all the internal
policies we’ve set, then all the external laws and regulations are
taken care of.”
– Director of Information Systems, Government Agency

2.1.2 Prepare interview questions in advance to ensure the
right questions are being asked
IT is unaware of many of the non-traditional data sources being used. Ensure
audit participants are asked about their use of collaborative or shared
applications, and try to locate any rogue data.
Sample questions may include:

 How do you use data on a day-to-day basis?
 Do you use any collaborative documents?
 Where are the collaborative documents stored?
 Where do you save the data you are working on?
Collaborative or shared applications, such as

SharePoint, Excel spreadsheets, and Dropbox, are
often used by multiple users and departments.
These applications are data sources and must be
documented in the inventory.
Rogue data are data sets or sources that have been

flying under IT’s radar. Most end users won’t admit to
using rogue data, so be on the lookout for data that
seems to be originating out of thin air.

Appendix II:
Exercise Slides/Discussion Notes
Exercise 1.1.5 Risk and Value Assessment

Exercise 1.2.2 Data Management Maturity Heat Map
The Data Management Maturity Heat Map will be used to help understand and
prioritize what Outputs need to be addressed, and the Input levers leading to
the issues.
Value and Risk

• The key areas to focus
Compliance
Availability
Security
Quality
attention on are Quality and

Availability with solutions in
Policy & Process,
Policy & Process Understanding,
27.9 13.8 10.2 4.5

Communications and
Understanding Governance.
18.6 6.9 10.2 4.5
Expertise • The key areas of strength

6.2 4.6 3.4 1.5
include Compliance and
Technology Security with knowledge in
6.2 9.2 3.4 6
Expertise and Technology.
Governance
9.3 6.9 5.1 4.5
Communication
18.6 6.9 10.2 4.5

Exercise 1.3.3 Data Context Diagram
Context diagrams will help to understand the source and usage of data
within a defined process.
Charges/
Registration Scheduling
Payments
Manual Entry
Manual Entry (Appt related) Manual Entry
Scan driver’s license / Internal
insurance cards Lab/Radilogy/Coderyte/Lynx
Demographics Lab
Text File
Reporting / Lynx
Finance Charges
EMPI
Visit Summaries

Portal Results
Alergies to Cerner Text File

Docs / EMPI
Immunizations from
Cerner
Cerner Results to IEHR

Orders to/from IEHR
Text File
Manual Entry
Text File Results to Patient Info
IEHR
Orders to/
Radiology
from IEHR

Diagnostic
Lab
Procedures

Exercise 2.3.1: Data Context Diagram Issue Identification

Exercise 2.3.2 Fishbone Diagram: Data Quality – Root Cause
Analysis
Policy and
Process
Lineage (better Missing Information Inaccurate

security Missing information (not
(not knowing)
definition – who Information (no knowing)
can enter info) process) Inaccurate
Information (not
Inaccurate knowing)
Duplication (do not information (no
process to Duplication (not
know where to put knowing where to
information) handle)
get/place)
DATA
QUALITY
Information not ‘Free Text’ (some
passed both ways process to handle Missing information
between systems differently) (not told)
Lineage (add
additional Duplication (do
elements – store not know all data
in different sources) Duplication
places – audit)

Exercise 2.3.2 Fishbone Diagram: Availability – Root Cause
Analysis
Policy and
Process
Specific Vendor ability to

Information to New Data (scope make applications
be collected. involved). ‘HA’
Add additional
resources to
Specific resolve technical
New data needed information needs hurdles
(joint replacement). to be entered.
AVAILABILITY
Information needed
Mapping/Location/ (requirements
Accessibility change) – diagnostic Specific data
codes not known Let people know needs to be
New Data what is available. entered
(connect Vendor ability to
systems – make solution ‘HA”. Mapping (where to
automate) Inform people out data).
Performance (how what to connect
fast to get
information).

Exercise 2.3.2 Fishbone Diagram: Security – Root Cause
Analysis
Policy and
Process
Need to shred Information put

‘Confidential’ into wrong file.
information. Group based
rather than role
based.
Unlocked /
Password
unprotected
access (PCs)
SECURITY

Exercise 2.3.2 Fishbone Diagram: Compliance – Root Cause
Analysis
Policy and
Process
Why do you
collect what Why do you
you collect? collect what you
collect?
What information
do you collect? What information
do you collect?
COMPLIANCE
Who is the
Automated appropriate Who is the
Need
validation – person to send appropriate
accountability
today very and receive person?
reactive the
information? Frequency of
communications to
staff about new
changes to
regulations

Exercise 3.1 Data Value
Quality Availability Security Compliance

• Not fighting • Better Patient Care (past • Mitigate risk of penalties, • Less compliance officer
• Trust information) fines, etc. related issues – reduced
• Better business • More timely data • Easy tools (more free to time in preparing
decisions o Improved decision release access) requests
• Speed up time to action making • Increases availability • Quicker turnaround
o Gather data o Quicker response ($$) • Increases quality (right • Increased quality
o Act on results • More use of data people access) • Less Government
• Better care for patients • Right people have • Better interpretation of Intervention
• Improve efficiency – not access data (right people) • Data is input better
as much time validating • Better quality – can • More control • Audits run smoother
data provide feedback quicker • Better understanding of
• Less redo (i.e. • Change behavior data
Government (clinician / patient) due to • Improved reputation
Submissions) reduced time from • Data being published
• Better Re-investment request to fulfillment more on
(faster/ more accurate) • Faster time to provide websites/newspaper
feedback to Government (need accuracy)
& external requests
(auditors)
• Trust across the
business
• Be more efficient
• Transparency

Data Architecture Questions
Overview
• What is your role with respect to managing / using the data?
• What is the process flow for this data?
• What other systems does it connect to?
• What is the primary business use of this data?
• What are your concerns with respect to data?
Data Maturity
• Process & Policy – What organizational policies are you aware and which ones are followed?
• Governance – Who is responsible for managing the data used?
• Expertise – Who are the users who enter data?
Data Value & Risk

• Data quality – Any issues or concerns with respect to the accuracy of the data?
• Availability – Where is data stored? Who has access?
• Compliance – What are the internal/external compliance requirements?
• Security – What are the security constraints for the data?

Background Notes
What Works:
• Clinical data
o Direct access to all tables
o Familiar with data
o Meet government requirements (with OT)
• Financial DB in place since 2008
o Consistent, defined structures/formats
• Good historical (new requests)
• Good access
• Good working relationships
• Not well structured
Notes:
• Awareness of data there and not there
o Manual load – Ambulatory (not complete set))
o Missing diagnosis
• Diagnosis comes to HER late (3-4 weeks delay)
• Lab data
o Sent to all different places, includes changes – Where is source of truth? – Where pull data from?
o Results is how much billed.

Background Notes – Cont’d
Notes:
• Clinical vs. Financial
• Need to define one place where to find data
• Challenge is access
Pain Points:
• Improve process (input to get out)
• Improve consistency on what is input
• Need to add more information
• Unstructured data
• Hard to reproduce the gathering of the information
• Reason  different sources of data management
• Need more coordination
• EHR – a lot of information, no place to put it (need a warehouse)
• Very manual extraction process
• Tactical quick hits
• Easier way of doing ETL
• Determine where to go (time strategy – short term /// long term (warehouse)
• Determine where everything is  Bring silos into farm
• Need time and resources (team is backlogged)
Expectations Discussion
• Data standards committee is being put into place

• Need to understand the governance model (roles & responsibilities)
• Discuss – Inventory, pain points, best practices, consistent processes
• Support clinical reporting (federal and state)
• Optimization of electronic records
• Data warehouse
• Ensure all on same page with the same end goal
• Plan everyone is aware of – roles, responsibilities, timelines
• Eliminate pain and misery – put all data in one form from all different sources
• Services are now inconsistent
• Much time is spent on tracking down data – checking reliability, how handle outliers
• Need consistent data
• Insurance info needs to be the same
• Want to analyze instead of just gathering data
• Data governance – obtain right data; store correctly; easiest form to view
• Marry Hospital and Ambulatory data
• One consistent view of patient between clinic and hospital

Expectations Discussion – Cont’d
• Reporting repository
• Better data
• Lots of time spent looking for good data
• No access to Cerner database
• Extract to reporting warehouse
• Need in a useable form
• Integrate better with other sources of data
• Want to report on hospital data
• Get patient encounters out of hospital records
• Get to point before – replace old reports
• Quality data warehouse – quality of data – knowing what it is
• Data governance
• Data warehouse instead of production
• Quality/integrity on data
• Source of truth (data view)
• Define organizational structure
• Determine duplicate data
• Find source of truth

Expectations Discussion – Cont’d
• Define/standardize data – find out how handle duplicates

• Security – who has access?
• Make process more manageable
• Tie revenue to clinical stuff getting paid
• Look at outcomes compared to costs
• Reduce time
• ‘GAP’ in documentation
• Balance between quality/cost
• Lots of time to gather the information
• Lots of time to validate/reconcile
• Need more time for interpretation
• Make sure definitions are consistent in meaning

Data Warehouse – Current Perspective
• Report and analytics

• Store all data
• Optimize data storage
• FACT and DIM tables
• Determine where to locate
• Access:
o Initially the development team
o Later allow others to access (read only)
• Start with BAs
• Define business community that will access the Data Warehouse
• Create standard reports
• Create standard dashboards
• Set-up cubes for specific departments (customize as needed)
• Id information/data to be included
• Ensure quality of data going in the warehouse
• Governance – set up concepts, etc.
• Definitions need to be clean
• SQL server repository

Data Warehouse – Current Perspective – Cont’d
• SQL server repository

• ETL – Integration services
• OLAP – Analysis services
• Reporting Tool – Reporting services
• Use Microsoft stack
• May need to explore other options when opened up beyond developers
• Address Data Quality Issues
• Technical Discussion
o What are tables?
o What goes in?
o Overall structure (schema)
o How handle metadata?
o Data cleansing
• Confirm sources
• Develop design
• Document current Data Warehouse vision/definition

Data Warehouse – Project Overview
Background
• Assign Owner
• Create Project Charter
o Scope
o Schedule
Overall Goal
• Centralized data
• Consistency of data (similar results)
• One source of truth
• Increase access/availability (improves performance)
• Move off production systems
• Lower level – technical perspective – need consensus
• Look at data across organizations
o Total view of ‘Patient’
o Total view of ‘Population’
Next Steps
• Create Project Charter
• Arrange Info-Tech Advisory Call

Communications - Overview
Who How What

• Stakeholders • Email • Regulations
• Admin Team • Meetings • Policies
• Committee • Drop-in • Procedures
• Each Other • Formal Training • Expectations
• Clinicians • Informal Training • Results
• Clinical Staff • Reporting • Outcomes
• Business Staff • Publishing of Policies/ • Why (reasons)
Procedures • Feedback
• Newsletters • Ad hoc requests
• Internet/Portal • Proactively manage requests
• Mutual understanding between
Frequency needs and delivery items
• Establish why
• Monthly Meetings
• Quarterly Meetings
• Weekly/Bi-weekly Meetings
• Just-in-time
• Daily (reporting)
• Hourly (reporting)

Executive Interview - Notes
Summary of Discussion:
• Lots of information exists coming from multiple sources
• Accessibility/readability is a challenge
• Quality of data questioned (completeness, timeliness, content)
• Need to focus on utilization/efficiencies
• Areas of data search include – population management, referrals, recruitment, needs / use of new
services
• Change in services (primary vs. secondary care)
• Do not know what we do not know with respect to information internally
• Struggles between reporting vs. managing (summary vs. details)
• No Governance philosophy/formal polices to manage data
• Key business drivers include – access to external data, access to internal data, improve patient
management as a team, determine individual level data details
• Future goals – predictive modelling, increased time for analysis, trending
• Needs – Governance Model, defined roles and responsibilities, increased structure
• Improve controls – move from reactive to proactive management of data

Communication Deck Data Architecture Workshop Olmsted Medical Center

Uploaded by

Copyright:

Available Formats

You might also like

Communication Deck Data Architecture Workshop Olmsted Medical Center

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Communication Deck Data Architecture Workshop Olmsted Medical Center

Uploaded by

Copyright:

Available Formats

Sample Client Deliverable

Olmsted Medical Center

Info-Tech Research Group 2

Defining the Data Architecture Framework

Info-Tech Research Group 4

The team identified a number of objectives for the workshop. Objectives

1. Definition of the Data Standards Committee Governance

2. Agreed upon approach/plan to implementing the Data Architecture strategy

4. Integration/standardized definition/view of data

5. Link Financial and Clinical Data

6. Establish the location of the Data Source of Truth

7. Approach to delivering the Data Warehouse

Info-Tech Research Group 5

Name Goal List of deliverables

Info-Tech Research Group 6

Data needs to be treated as more of a critical organizational asset rather than

Why is data an asset?

Info-Tech Research Group 8

• The model demonstrates that

• While technology is the primary

Info-Tech Research Group 9

The Outputs define the overall quality of the architecture environment.

Policy and Policies are foundational to treating Reduce duplicates,

Info-Tech Research Group 10

Results: Data Asset Management Maturity Assessment

Policy and process Data governance steering

Data owners responsible for

Data owners identified; data

Highly Need to SDLC QA Undefined

Inconsistent Internal SLAs

Info-Tech Research Group 12

An effective data management strategy enables business goals and improves

The data architecture strategy will help the organization:

Data Architecture Process Flow

Info-Tech Research Group 14

Governance & Oversight

• SLAs • Data Architecture

• Audit Questionnaire Worksheets

• Value risk • End-user interviews • Group/ create initiatives

Info-Tech Research Group 15

A strong governance model is an absolute necessity for a successful Data

Overall Governance: Data Governance Steering Committee

Info-Tech Research Group 16

improved were identified.

• Data Quality and Availability

• Compliance and Security 1.0

Info-Tech Research Group 17

Conduct a maturity assessment of each business process/applications to

Results: Data Asset Management Maturity Assessment

a means to asses the Policy & Process

current and target states 5

Policy and process Data governance steering

• The initial assessment 3

revealed that the areas of

and Communication could

Info-Tech Research Group 18

At the conclusion of the Maturity Assessment exercise, examine the resulting

• Dark Red squared indicated the most