Advancing Military Healthcare - ManTech International · Advancing Military Healthcare Total...

Advancing Military

Healthcare

Total Training for IT SystemsImplementation – Page 6

The Unique Challenge of Healthcare Single Sign-On – Page 22

EJunctions – Beyond Knowledge Management– Page 29

Securing Business IntelligenceThis book provides business and government leaders with a new way of thinking about security and information. Securing Business Intelligence identifies the changing way of thinking required by our new security needs and provides a compelling model for viewing security within a broader conceptual framework including innovative content/knowledge management practices.

This book offers a unique perspective on security and management of knowledge re-sources. In particular, it addresses a new and insidious danger that faces almost every business today: cyber threats. Businesses must be prepared to defend themselves against such attacks, and to recover from them. This book also provides practical examples and important concepts for those who are concerned with both security and the competitive use of business intelligence.

EVOLVENT Magazine, Fall 2003This issue’s key focus is on the Future of the Web, as well as its changing landscape, the anatomy of a Knowledge Junction, a case study of Total Cost of Ownership, and IP ad-dress expansions.

Cybercrime, Cyberterrorism, and CyberwarfareEVOLVENT and the Pan American Health Organization (PAHO) recently colloborated on a publication entitled “Cybercrime, Cyberterrorism, and Cyberwarfare: Critical Issues in Data Protection for Health Services Information Systems.” This landmark booklet is will be distributed to leading information professionals and healthcare decision-makers at Ministries of Health in the Americas and the Caribbean. Highlighting nine principles for securing information systems and networks, and demonstrating the need for an integrated approach to risk management, this booklet showcases EVOLVENT’s thought leadership in Cybersecurity.

EVOLVENT Magazine, Spring 2003The premiere issue focuses on and includes e-security issues.

Advancing Federal Sector Health CareA Model for Technology TransferThis book was edited by EVOLVENT’s CEO Peter R. Ramsaroop and co-edited by Dr. Marion Ball, with a foreword by Senator Inouye (D-HI) and Anthony Principi, Secretary of Veterans Affairs. The focus is on current federal sector efforts to shape healthcare efforts that improve performance while containing costs.

Surfing the Leadership WaveThis book written by EVOLVENT’s CEO Peter R. Ramsaroop is about leadership and what it takes to succeed in today’s climate while averting the everpresent possibility of the crash. In “Surfing The Leadership Wave,” author Peter Ramsaroop isolates the components of leadership and shows how, by adhering to key principles, a person can master—and even dominate—trends, situations and opportunities.

Make “Securing Business Intelligence” and “Surfing the Leadership Wave” the latest additions to your business reading library. Learn more about leadership in today’s selling world and the most recent federal healthcare efforts with these books.

For these and other related articles, visitwww.evolvent.com or call 703.379.2146.

Thought Leadership

2 EVOLVENT Magazine

Editors: Dennis Buxton Lauren Strickland

Contributing Writers:Peter RamsaroopDutch HollandKathryn FeldmanSuzanne PlavnieksDennis BuxtonBill OldhamRon WallacePaul RamasaroopGeoff Howard

IN THIS ISSUE:Page 4 Advancing Military Medicine Peter Ramsaroop, CEO of EVOLVENT, Chairman

Page 6 Total Training for IT Systems Implementation Dutch Holland, PhD, CEO of Holland and Davis Peter Ramsaroop, CEO of EVOLVENT

Page 12 The Impact of Data Quality on Delivering Military Health Care Kathryn Feldman and Suzanne Plavnieks HealthCare Resolution Services, Inc.

Page 15 Customer Service Call Centers In the Medical / Professional Industry SI International, Reston, VA

Page 19 Single Hop Global Connectivity Dennis Buxton, Senior Director, EVOLVENT Bill Oldham, Chief Operating Officer, EVOLVENT Ron Wallace, eTegra Communications Engineer

Page 22 The Unique Challenge of Healthcare Single Sign-On A Sentillion, Inc. White Paper

Page 26 Comprehensive Change Management Dutch Holland, PhD, CEO of Holland and Davis, LLC

Page 29 EJunctions – Beyond Knowledge Management Paul Ramasaroop and Geoff Howard, EVOLVENT

EVOLVENT Magazine, publishedby EVOLVENT PressStatements contained herein mayconstitute forward-lookingstatements that involve risks anduncertainties. Due to suchuncertainties and risks, readersare cautioned not to place unduereliance on such statements.

Copyright © EVOLVENT, 2004All rights reserved.

EVOLVENT Magazine 3

Welcome to the Summer 2004 edition of the EVOLVENT Magazine!

This issue salutes one of the most dynamic operations within the US Department of Defense, the Military Health System (MHS). From the heroic services provided by expeditionary medics on distant battlefields to the world-class operations of TRICARE staffs here at home, the MHS is constantly challenged to deliver quality health care wherever and whenever the mission requires.

Mission complexity and operational hazards are not the only challenges facing the MHS today. In a tight budgetary environment where war-fighting operations are expanding and requiring more funds, the MHS has found itself more severely constrained for economic resources than ever before. This funding profile is making the job of MHS leaders very difficult at a time when many long-term investments in clinical resources, personnel, and theater information systems need upgrades. In addition, lack of funding can eventually impact the MHS’ critical readiness and training postures. Today, consolidation, innovation, and the management of change are the constants in the wartime MHS. However, some relief may be on the horizon.

Last winter, the MHS next generation information technology contract was awarded under the moniker D3 (short for Defense Systems Integration Design Development Operations Maintenance Services or D/SIDDOMS III). An $8 billion, 10-year award, D3 will be the contract for much of the needed innovation, change, and deployment of MHS next generation IT projects.

EVOLVENT, a D3 small business prime, has built a team consisting of industry leading small, medium and large businesses with capabilities across the spectrum of the D/SIDDOMS III scope. In this magazine, we bring the thoughts of this team’s leadership to you, the MHS reader. From cutting-edge context management, single-sign on tools, to change management, and much in between, we’ve compiled what we’re certain you’ll find

to be not just interesting but helpful reading as your carry out the important MHS mission.

The team members that have contributed to this magazine share their experiences from federal sector health systems including the MHS. They explore technological programs that, in their opinion, will continue to improve health care into the ever-changing future. Suggestions are provided for ways to meet the demands of consumers, both private and public, which grow progressively superior and well informed. The purpose of creating this team is to offer our clients valuable insight and innovative ways to meet the difficult challenges of health care now and in the future. These challenges include the need for consolidated call centers, single sign-on processes, data quality management, implementation and training, change management, and knowledge management.

On a personal note, as the Chairman of EVOLVENT and a retired Air Force Medical Service Corps officer, I’ve seen a lot of change from the MHS I joined more than 20 years ago. Technology both supports us better and simultaneously vexes us more since those Cold War days. Yet the range of choices gives us the ability to really make a difference more than ever before.

Several years ago, I was honored to be the senior editor of Advancing Federal Sector Health Care, a book that still contains much of value from the MHS contributors of its day. This magazine focuses on today’s challenges with the same zeal and commitment to building successful technology programs in the MHS.

We hope you enjoy this edition of the EVOLVENT Magazine as much as we look forward to working with the MHS community in the coming months.

Best regards,

Peter R. Ramsaroop, MBAChairman

AdvancingMilitary Healthcare

Peter R. Ramsaroop, MBAChairman

4 EVOLVENT Magazine

EVOLVENT Magazine 5

Total Training for IT Systems Implementation

By Dutch Holland, PhD, CEO of Holland and Davis & Peter Ramsaroop, CEO of EVOLVENT

FBM = QS x QSW x U

Technical success does not have to result in business disaster. Only our fixation with technical solutions causes us to lose sight of the ultimate

goal of improved technology, namely success in business. However, we often neglect to keep the end game in mind by pressing forward with technology improvements - no matter the cost - without the solution set provided by Total Training.

By design, Total Training avoids the all-too-frequent outcome of large, expensive implementations…namely, technical success but business disaster. Many, many managers today in government and industry have personally and repeatedly witnessed a fully functioning, technologically advanced, IT system that is not used in day-to-day operations to provide value for the company.

Total Training applies proven training and

development methods to the difficult problems often involved with implementing

IT systems.

FBM = QS x QSW x U

EVOLVENT Magazine 7

The Total Training Solution

Total Training’s Right Principles include:

• Getting the content right (required, relevant knowledge/skills),

• Getting the instruction right (fits the purpose and the learner),

• Getting training to the right people at just the right time (just in time)

Total Training is based on two very different types of training, each with its own objectives and special approach. Users must be able to both successfully (1) operate the new system and (2) use it in the day-to-day work of the organization.

To remedy this oft seen expense, Total Training focuses on preparation of an organization’s user population to both:

• Operate a newly-implemented IT system and

• Use that system effectively and efficiently to do their day-to-day jobs.

Utilization is the Missing Link

Utilization on the job is the key. While a popular paradigm assumes that full business value (FBV) comes from a quality business strategy and a quality IT application, our experience demonstrates that utilization is the often-forgotten piece of the FBV = QS x QSW x U equation. The key building block requirements for Full Business Value from a new IT system include the Quality of the business strategy (QS) that is enabled by the IT system, the quality of the IT system (QSW) itself and the degree of utilization (U) of the IT system once it is implemented as a part of a business improvement effort. Simple, right?

Naught Times Anything = Naught

As the multiplication signs in the equation indicate, if any term…including Utilization…is zero, then the product, or business value, must be zero. Total Training ensures that employees have the required know-what, know-why, and know-how to utilize the new system in their day-to-day operations.

Training Challenges

The most difficult training challenge around an IT implementation is to get the right kind and amount of training to the right organization members at the right time…at the right cost. Unfortunately, most IT system-related training solutions today are off the mark because of the following:

• Training has unlimited scope. It focuses on too much, un-needed functionality.

• Training curricula not aligned with systems implementation objectives

• Instructional delivery modalities do not match the situation

• Delivery approaches fail to take learning style into account

• Training delivered at the wrong time (too early for retention)

• Bias toward “exotic presentation” rather than correct content

Total Training has been specifically designed to take today’s challenges and turn them into design attributes that make our training second to none.

Type 1 Training: Systems Use. Type 1 training focuses on improving the users’ abilities to operate the new computer system as a computer tool. Type 1 training is usually based on vendor knowledge of the functionalities of the system being implemented. However, the Type 1 training curriculum is carefully de-scoped to focus on those functionalities that are necessary and sufficient for users to do their specific jobs. In short, a user who needs to use three functions of the new system does not need to sit through training of the thirty functions the system could perform. Type 2 Training: Work Process. Type 2 training improves the users’ abilities to accomplish their specific jobs using the new computer system. Training focuses on the users’ entire work process or set of steps that workers must complete on a day-to-day basis for the organization to be successful. This training covers any required manual tasks the associates must perform before using the system, use of the system itself, followed by any manual steps required after system use. Type 2 training should be conducted by the users’ direct supervisors to directly reinforce the use of the new system as a part of the job. Training delivered by the “chain of command” goes beyond individual skill development to an organizational intervention…that says, “Here is the new, right way to do things, and we are starting now.”

Total Training has been specifically designed to take today’s challengesand turn them into design attributes that make our training second to none.

8 EVOLVENT Magazine

• Training Delivery.

Training delivery provides effective and efficient Type 1 training on system use as part of the overall training approach for the client and Type 2 training upon request. However, it is recommended that client organization supervisors and trainers conduct the majority of the Type 2 training…with coaching if desired.

• Evaluation/Certification.

Learners and organizations alike can receive evaluation information on the effectiveness of the learning process. Evaluation tools are constructed as a part of the Curriculum Development and Instructional Design process and are based on the performance objectives the organization had in mind when the new system project was initiated. Certification can be supplied as a part of the training process to allow the organization to ensure readiness for use of the new system.

• Administrative/Logistics.

The Total Training approach ensures that the “training machine” needed to get the training to all of the organization members on time and on budget has been put in place and tested. This is done via a formal project management approach down to the level of scheduling and classroom monitoring.

• Curriculum Development.

Curriculum development for Total Training focuses on the critical need-to-know information required for the improvement of organizational performance, including the use of the new system. This process “designs in” the learning sequences and logics that maximize the effective learning rate.

• Instructional Design.

Total Training Instructional design implements learning approaches that have real appeal for learners regardless of the training methodology. Some examples include Instructor-led Training (ILT), Computer-based Training (CBT), and Web-based Training (WBT).

• Train-the-Trainer.

Trainers from Holland & Davis and EVOLVENT “have been there, done that …, and done it well”… and they know how to prepare trainers from inside the user organization to do a great job. Formal Train-the-Trainer preparation includes both pre-class and in-class training and coaching directly addressing the curriculum and instructional materials developed for the new system.

Total Training Services

Training Requirements for Big Systems Implementations

Type of Training

CurriculumDevelopment

InstructionalDesign

Train-the-Trainer

TrainingDelivery

Evaluation/Certification

Administrative/Logistics

Results

Required Required Required Required Required Required

Required Required Required Required Required Required

1Type

2Type

SystemUse

Training

WorkProcessTraining

Users Can

Operate New

Software

Users Can Do

Their Jobs

With the New

Software

EVOLVENT Magazine 9

Positioning a Total Training Project

Proper planning effectively positions a Total Training project using the following carefully coordinated steps:

1. Clarify performance goals and measures that the organization is seeking by implementing the new system.

2. Identify the work processes that must be in place in order to reach the performance goals.

3. Define how the new IT system will need to be used to support of required work processes

4. Understand the people performance levels needed in order to meet the organization’s performance goals through task and system use analysis.

5. Identify organization member’s current knowledge and skill levels.

6. Conduct the Total Training process:

• Curriculum development

• Instructional design and development

• Train-the-Trainer

• Training (Type 1 and Type 2)

• Evaluation/Certification

7. Evaluate the organization’s progress toward its performance goals and take actions as necessary to reach those goals.

Proper planning effectively

positions a Total Training project...

10 EVOLVENT Magazine

Case Study

Our Total Training experts worked with a State Gov-ernment to assist in the state’s first implementation of an enterprise-wide IT system. The new system was implemented in over 120 separate agencies distributed across the state. The Total Training approach was used to accomplish both Type 1 and 2 training. First, Type 1 system use training was provid-ed to the workers in each of the agencies and representatives of each of the 120 agencies collaborated to define and develop Type 2 work process training that matched the unique work processes of each agency. Train-the-trainer sessions allowed agency trainers to conduct their own work process training inside each agency. The enterprise system achieved “on time” “go live” status with very few technical difficulties. Users were ready for, and embraced, full utilization of the system at go live in a majority of the agencies where the agency representatives had been aggressive in completing the Type 2 training. In the remain-der of the agencies, work process training was successfully completed inside each agency as a part of the stabilization phase of implementation. ■

Project Management NeedsAssessment

Project Management Competency Development

PM Methodologies Development and Deployment

Implementation of PM Information Technology Tools

Implementation of Project/ Program Offices

Project/Program Managers and Planners

"Bringing engineering discipline to Business Projects ...”

Business.Project.Management

Phone:713-877-8130

Fax: 713-877-1823

www.hdinc.com

5555 San Felipe Suite 1600

Houston, Texas77056

The Alliance

Holland & Davis LLC has been a proven vendor to government and industry for more than 30 years, focus-ing on the problems and challenges of Big Change… like implementing large IT systems. Our team-members average more than 20 years of business, healthcare and/or government experience that is directly applicable to the services we provide. Holland & Davis delivers exceptional business results at the lowest cost of training and consulting. We deploy fewer, yet more experienced consultants for each project, utilizing “client teams” to perform much of the work. Our approach facilitates the effective transfer of knowledge as well as buy-in to the solutions we provide for the client organization. Holland & Davis focuses on all key steps required to make big organizational changes happen, on target, on time, and on budget.

EVOLVENT is a leading Washington DC area-based technology firm with corporate offices in Falls Church, Virginia. As a leading e-business integrator of technology,

people and processes, EVOLVENT is currently support-ing the US Air Force Chief Information Office in perfor-mance engineering under the Total Cost of Ownership program. In addition, EVOLVENT designed, developed and implemented the AF Surgeon Enterprise Knowledge Exchange serving 44,000 medical personnel worldwide. EVOLVENT also supports the US Army Medical Infor-mation Technology Center (USAMITC) with integrated Information Assurance services and, as a member of the VA Security Team (VAST) provides computer network defense expertise to the Department of Veterans Affairs. EVOLVENT is a partner to large organizations such as General Dynamics, SAIC, and NCI. A prime contractor on the Department of Defense D/SIDDOMS III contract and a subcontractor to SAIC and NCI on the recent VA GITSS award, EVOLVENT offers a broad spectrum of e-business solutions and services to both federal and commercial customers.

EVOLVENT Magazine 11

The Impact of Data Quality on Delivering

Military Health CareBy Kathryn Feldmann and Suzanne Plavnieks

HealthCare Resolution Services, Inc.

Government and industry place a top priority on the quality of our nation’s health care data. Even

though initiatives have been underway for more than a decade within the Department of Defense (DoD), data quality becomes even more paramount during wartime and budgetary shortfalls. DoD operates one of the largest health care systems in the nation with 8.9 million eligible beneficiaries, of which 5.1 million are expected to use the military health system and an estimated medical budget of $29.3 billion in FY20041. At this volume, how does the Military Health System (MHS) allocate the ap-propriate resources and budgets to its 75 military hospitals and medical centers as well as the 461 medical clinics worldwide? By focusing on data quality, the MHS must capture an accurate representation of the care being provided. This is essen-tial to align clinical resources with operations and demand and to ensure cost-effective medical readiness and resultant delivery of quality patient care. Data quality is indeed the conduit for linking clinical workload to resource man-agement. As MHS continues to improve the TRICARE-managed care program based on civilian-sector benchmarks, accurate, relevant and current clinical and workload data is critical. In order for MHS to remain as a world-class health system, measurable and standardized processes must be in place throughout the Patient Accounting Revenue Cycle to ensure accuracy, completeness, consistency and timeliness of data recorded.

According to William Winkenwerder, Jr., MD, assistant secretary of defense for health affairs, a key component for ensuring quality health care is “prompt and correct medical record documentation and cod-ing.”2 . Accurate medical record documenta-tion and coding throughout the Army, Navy and Air Force supports the efforts of the MHS to:

• Define population health requirements;

• Align resources with operations and demand management;

• Minimize litigation liability; and

• Process and obtain third party reimbursements3

Further, the DoD issued a directive last April that outlines policy for effective medi-cal records retention programs and outpa-tient and inpatient encounter documentation and coding operations at Military Treatment Facilities (MTF. As a result, 100 percent of outpatient and inpatient encounters must be coded within specific timeframes identified by DoD with accuracy levels initially start-ing at 95 percent in FY2004 and quickly jumping to 100 percent by FY2006.4 How will each MTF ensure compliance with this directive? The case study below high-lights the success the Air Force Air Education and Training Command (AETC) is experienc-ing in improving medical record coding.

1 FY 2004 Report to Congress, “Evaluation of the TRICARE Program,” March 1, 2004, page 112 William Winkenwerder, Jr., MD, assistant secretary of defense for health affairs, as stated in an April 20, 2003 memorandum.3 Assistant Secretary of Defense Memorandum, “Improving Medical Record Coding at Military Treatment Facilities,” August 20, 2003

Case Study:Air Education and Training Command (AETC) Standardization Leads to Improved Data Quality

BackgroundAETC, headquartered at Randolph AFB, TX serves as an example for standardizing data quality measures to ensure accurate, complete, consistent and timely reporting of medical record coding at subordinate MTFs. Key to AETC’s success is a com-mand-wide auditing methodology and train-ing approach. Since 2002, AETC has imple-mented this structure to ensure standardized coding compliance among all MTFs on all 13 AETC bases. This structure was col-laboratively designed and implemented by HealthCare Resolution Services (HCRS) and ensures data quality is measured regu-larly through an on-site audit process at all MTFs’ outpatient clinics. In addition, HCRS delivers auditing and coding training services throughout the command, as well as supplementary medical record coders and ad-ministrative staff at clinics across all 13 bases.

Solution ImplementationCertified coding professionals review medi-cal records and compare coding to docu-mentation. This identifies strengths and weaknesses in provider documentation, ICD-9, CPT and HCPCS coding. Audits performed include those mandated by the Air Force Medical Operations Agency (AF-MOA), individual AETC and/or MTF-spe-cific audits, peer review audits, and audits

Data quality is indeed the conduit for linking clinical

workload to resource management...

it becomes even more paramount during wartime and budgetary shortfalls.


for the Third Party Outpatient Collection System (TPOCS). Outcomes from these audits drive focused training for providers, staffs and coders to improve data quality. The training is customized for each MTF, clinic and provider to address the specific subjects and audience targeted. Training is conducted in one-on-one sessions with providers or their staffs as well as formal presentations to larger groups.Figure 1 (right) demonstrates data quality improvements for a high volume clinic at a Peer 5 MTF.

Results“The robust audit-based training program designed by HCRS has been instrumental to data quality,” states Major Bonnie Goo-dale, Chief, Medical Resource Management, AETC. “Providers, staff and coders re-ceive immediate feedback and are properly trained. As a result, coding compliance and accuracy is improving and AETC is leading the way in reimbursements.” At mid-year, AETC is at 83 percent of the FY2004 goals for reimbursements.5 By standardizing the coding, auditing, and training processes within AETC, HCRS is able to pinpoint problem areas and more effectively solve process challenges impact-ing the entire Patient Accounting Revenue Cycle. HCRS collaborates on a daily and monthly basis with specialists from TPC and IT to identify and solve business process issues impacting the effectiveness of imple-menting automated solutions (i.e., CHCS II, PGUI, & CCE) and the ability for AETC to collect third party reimbursements. “HCRS has been instrumental in sup-porting Benefit Recovery’s efforts to collect third party reimbursements on behalf of AETC. HCRS’ consultants and on-site bill-ing auditor collaborate with BRSI on a daily basis to identify and solve front-end busi-ness process challenges at the clinic level that directly impact the back-end billing process. HCRS’ approach to a collaborative effort has enabled BRSI to be involved early on in the process. Without this inclusiveness and HCRS’ coding and clinical business pro-cess expertise, BRSI would not have been as successful.” -- Bernadette Tabhan, BRSI Air Force Project Manager. Most importantly, by standardizing the coding process throughout the command, providers are spending less time on admin-istrative issues and dedicating more quality time to patient care.6 ■

0%

50%

100%

APR 04

OCT 03

E&MCPTICD-9

Figure 1Plastic Surgery MEPRS–BBGA

E&MCPTICD-9

Ongoing training of the Providers, Clinical, Administrative and Coding staff drive dramatic improvement in coding compliance and accuracy. This clinic’s activity is now being accurately rep-resented for resource allocation and third party collections.

Keys to Success

• Standardization for coding, auditing and training across AETC

• Collaboration among key players involved in the Revenue Cycle – AETC, Coding & Auditing, TPC and IT

• Flexible & adaptable to new policies mandated by DoD and Air Force

• Single POC for quick & efficient implementation of requirements

HCRS is able to pinpoint problem areas and more effectively solve process

challenges impacting the entire Patient Accounting

Revenue Cycle.

4 DoD Instruction 6040.41, “Medical Records Retention and Coding at Military Treatment Facilities,” April 13, 20045 AETC Third Party Collection (TPC) Quarterly Report, April 29, 20046 For more information, contact Kathryn Feldmann at 301-497-1187 or email [email protected].


“Hello, Is this the Party to Whom I’m Speaking?”1

Customer Service Call Centers In the Medical /Professional Industry

Contributed by SI International2222 cs

Reston, VA


Trust Me

In the health industry, trust can only be gained by attention to detail and focus on the customer. For example, a prescription monitoring call center deals with several layers of customer/user bases and requires a system that is highly secure and managed by knowledgeable professionals. The information in the system, as well as in transit, is highly sensitive and must be protected at all times. To ensure the privacy of the information in the system, data encryption is used in both the storage and data transfer of all information in the system. That is a benchmark practice.

You have an urgent question about your medical account and need an answer now. This is important.

However, in today’s world of automated response systems you, the caller, can be tied up for an extraordinary length of time as you navigate the numeric pathway towards human contact. And once your ever-so-tried patience is “rewarded” with the sound of a human voice on the other end you realize that you really don’t know the qualifications of the customer service representative an-swering the phone.

In fact, you can’t even be sure that the person on the other end of the phone is even in the same country let alone is a trained professional capable of correctly answer-ing your questions. In essence you could be in the hands of Ernestine, the belligerent phone operator. While this may or may not be the norm for an organization that has already made its sale and is attempting to provide a minimal level of customer service to cut costs, this is simply and unequivocally an unacceptable business practice when it comes to gaining access to information as important as one’s healthcare needs.

I, Robot...but the Customer is Still King

The business world’s continuing push to automate call center operations to cut costs has reached the point where some organi-zation’s customer relationship management processes can be broadly classified as “Person to Machine” (customer - corporation). As a result, this has reached a point of major frus-tration for the paying public. To counter this trend without driving cost to an unacceptable level requires custom scalable solutions and trained professionals to address immediate customer service needs immediately. However, one call center solu-tion does not fit all, just as one healthcare solution is not perfect for everyone.

3 Additional Sources: www.speakersroundtable.com/sales-training-tony22.html; and, SI International White Paper by Frank Murphy and Michael Carrozza, “Customer Service and Call Center Management: The SI International/EVOLVENT Advantage,” March 2003.

...one call center solution does not fit all, just as one healthcare solution is not perfect for everyone.

...customer service is

no laughing matter.

Prescription for Success

In response, a company must ensure its call center adopts a methodology incorporating service level goals based upon planning and management. focusing on cus-tomer driven outcomes. More specifically, maximizing customer service is achieved by functionally designing client-driven pro-grams providing custom solutions that ad-dress each customer’s specific needs.

Such a methodology must include, but should not be limited to:

• A truly professional customer service staff

• Custom product support solutions

• Customized QA/QC monitoring programs

• Emphasis on regulatory compliance

• SOP development, documentation and enforcement

• Targeted on-site training and continuing education

A true customer service provider must have a reputation for working closely with customers to design and develop a support program that is specific to their individual needs and business requirements.

1 Lily Tomlin as character Ernestine, irreverent telephone operator, on Rowan & Martin’s “Laugh-In”, circa 1970-3.2 A Reston, VA based company, SI International (www.si-intl.com) is a professional IT services company, delivering solutions that improve clients’ enterprise business practices. For the past two consecutive years, Washington Technology magazine has ranked SI International as a Top 100 Federal Prime Contractor. For more information contact Bob Williams, 703-234-6852

This has the proven benefits of ensuring customer and product loyalty, measurable customer satisfaction and unmatched service level response times. Specific outcomes achieved by this methodology not only improve customer service but enhance organizational performance as well. In addition, customer service complaints take a nose dive while regulatory compliance soars.

Additional Rx

There is still more required, however, to en-sure personal and efficient customer contact. Some addition enhancements include:

• Maintaining an extremely secure operations posture due to the confidential nature of the client’s business.

• Staffing Customer Care Call Centers with trained professionals who must successfully complete client-specific competency-based training programs. These include both didactic and practical application components that require return demonstrations to assure proficiency (i.e., recertification).

• Integrating a comprehensive Quality Assurance program into daily operations by employing a credentialed health-care professional to manage the on-site program. This results with on-going continuing education for the staff, readily available medical expertise for the customer and daily QA reports to ensure compliance with regulatory guidelines.

• Maintains consistency and integrity of incoming and outbound communications using client-approved scripted call flows.

Summary

We, as customers and corporations take the telephone for granted. But we must realize that in our world today, it is the prime medium for providing and receiving customer service. We laughed at Ernestine during the Laugh-In episodes of the early 70s because we’ve all felt angry, frustrated, and abused at one time or another when using the phone, often by a “customer service representative” of a company we paid our hard-earned money to. But customer service is no laughing matter. This is especially so in the medical industry where customer service must be implemented in a methodical and professional manner where indeed the calling customer is King.3 ■


EVASETM is automatic. EVASE TrackerTM

automatically reduces the cost of scanning,analyzing, preparing, implementing, and trackingfixes on your computer network and systems. Ascan-results interface details vulnerabilities,provides level of risk for each, helps you setpriorities for remediation and even includes anestimate of the resources required to correct eachvulnerability.

EVASETM is for the Technician, the Manager, theExecutive. EVASE TrackerTM extracts data fromthird-party software vulnerability scans and createstailored analysis, planning, and tracking reports thatcan be used by technicians, managers andexecutives to create action plans to mitigate systemvulnerabilities. EVASE TrackerTM parses scanresults according to hardware type, IP address,operating system, type of vulnerability, type andextent of fix required, severity of vulnerability,estimated resource requirements, and evenregulatory compliance categories. Transparent tothe user, EVASE TrackerTM uses expert tables tocategorize data and also merges results fromdifferent scans, providing time series and crossseries comparative analyses that verify fixes andmitigates results of different third-party scanners.

EVASETM makes the grade. The EVASE ScoreTM

module asks you about your organization�s existingsecurity policies, procedures, and practices. Youprovide the answers through an interactive web-based interface. The questions are derived fromcurrent commercial and government statutoryregulations, instructions and policies governinginformation security. Upon completion of thequestionnaire you are provided a �report card� ineach key area. This simulates an external audit andprovides feedback on your success in meetingcritical compliance and mitigation areas. The reportcard is then used to formulate an action plan tobring your enterprise into full compliance.

EVASETM provides access. This product captures,processes, analyzes, tracks, and reports InformationTechnology security, vulnerability, and complianceinformation for your enterprise. It uses a friendlyweb-style interface and operates on web servers aswell as desktops to give all users quick and accurateaccess to security-related information and statuses.

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www.evolvent.com5111 Leesburg Pike, Suite 506, Falls Church VA 22041

��

Single Hop Global Connectivity

Alternative Communications Capability for Deployed MHS ForcesBy Dennis Buxton, Senior Director, EVOLVENTBill Oldham, Chief Operating Officer, EVOLVENT& Ron Wallace, eTegra Communications Engineer

W hen Military Health System (MHS) units are deployed during contingencies or on a war footing, obtaining fast and accurate Medical

Intelligence and Medical Situational Awareness in the theater are critical. Connecting the medic in the field to stateside resources is a mission-critical capability. A lack of timely and complete health information can put troops at risk of illness or injury let alone jeopardizing force strength, morale and the mission. Today’s expeditionary MHS personnel need the bandwidth to conduct telemedicine operations to include accessing electronic health records, images, video, and teleconferencing, among others. However, this capability must also be cost effective, comply with DoD security requirements and be capable of worldwide implementation.No easy task. EVOLVENT and it’s woman-owned, D3 partner –eTegra, Inc., have recently partnered to build a prototype solution to support the MHS fighting footprint with superior battlefield communications and information or telemedicine systems that bring the field medic into the 21st century. EVOLVENT and eTegra’s engineers have supported DoD missions and international communications projects for over twenty years and bring a wealth of situational and technical expertise to the MHS.

Expeditionary Medical Support

For example, deployed USAF units from the Expeditionary Medical Support (EMEDS)/Air Force Theater Hospital (AFTH) system require “on-demand” and secure sending and receipt of medical records and files, pictures and graphics, voice communications, as well as video and teleconferencing. This functionality is required not only intra-theater, but requires a Reachback solution to CONUS and other global locations.


proves the implementation of a separate military healthcare network meeting the above requirements is operationally and technically feasible, cost-effective, and can be accomplished in accordance with security requirements. This solution is a parallel and dedicated SATCOM capability for use during deployments utilizing adaptable communication capabilities consistent with DOD platforms, information assurance and security standards as well as enterprise architecture.

The Somewhat Technical Solution The solution consists of forward deployed satellite terminals coupled with Network Operations Centers and a commercial provider among other components that provide a single-hop global coverage communications capability. This solution involves a C-band or Ku-band commercial satellite terminal and a MF-TDMA-based modem multiplexer. There are other commercially-based satellite systems available like the SWE-DISH (Digital Deployable Training Campus), however, satellite systems that are configured in a hub-spoke architecture will not work for collaborative applications such as Telemedicine. Hub-spoke architectures are inefficient with regard to latency because multiple hops between ground stations and the satellite are often required for hub-terminals to transmit to other hub-terminals.

Latency and MF-TDMA Latency may exceed a few seconds when multiple satellite hops are necessary--this far exceeds delay thresholds for interactive applications and services, and sometimes requires special equipment, which takes into account the Transmission Control Protocol timing and window sizing. The Multiple Frequency Time Division Multiplexed Access (MF-TDMA)-based satellite solution is logically a fully-meshed network, which places any node in the network only one hop away from any other node, minimizing latency. This solution is orders-of-magnitude more efficient than the old Frequency Division Multiplexed way of doing business. Since the MF-TDMA-based systems only use the satellite to transmit when it has traffic to send, it is a far more efficient use of the satellite’s resources, and thus allows many terminals access to the same satellite carrier for bandwidth sharing.

Generally speaking, the medical intelligence and information demands of deployed MHS units exceed the capability of existing MILSATCOM systems. And those requirements are growing exponentially in response to world events and increased operations tempos. MHS units are now asked to take on multiple theater-missions, provide critical medical support to Joint and coalition forces engaged in air, land and sea operations and a host of new medical, training, and medical maintenance and administrative requirements. These operations have caused a sharp increase in the demand for video and imagery services, increased situation awareness needs, more systems capable of delivering large amounts of data to the point of care as well as vastly expanded medical logistics requirements. These requirements for higher data rates and the availability of COTS equipment suitable for medical applications alone justify the argument for separate, dedicated communications channels. Unfortunately existing MILSATCOM channels and even Joint Task Force acquired commercial SATCOM channels are not always available to meet the MHS deployed requirements. Plus, Command priorities often mandate that existing SATCOM resources first be allocated to operational warfighting forces and the intelligence functions. While this is justified, support forces still must compete with other supporting organizations for the remaining access.

TMIP and Growing Demand

Even if there was enough access for all, current operations rely primarily on Inmarsat. However, the capacity of the Inmarsat forward deployable SATCOM Terminal is only 128 Kb/s and the implementation of Theater Medical Information Program is projected, by some estimates, to increase the required information contents of the Medical Informatics System by 50 percent. For example, simply the addition of teleradiology and video teleconferencing systems brings the total SATCOM information data rate requirement to 1.5 Mb/s minimum for adequate peak data transfer requirements. There are other commercial satellite systems that are more cost effective and provide significantly more bandwidth. EVOLVENT/eTegra satellite engineers and subject matter experts recently completed a feasibility study that


Single Hop Global Satellite Coverage This is the most efficient and rapid of the studied options because increasing the communications capacity of the EMEDS forward deployed units requires greater capacity for the forward deployed “remote Fly-Away earth station”. This satellite can be seen from the CONUS, Britain,and Ramstein AB in Germany. Using 3 MHz of bandwidth, it can provide1.5 Mb/s of converged, secure voice, video and data in a full duplex configuration to as many as six units concurrently in forward deployed conditions on the same satellite “footprint”, the same satellite transponder, and over the same 1.5 Mb/s link. This option may be accomplished with a variety of “fly-away” satellite terminals for the forward deployed segment of the network, a commercial satellite vendor for the space link, and access to DISA Teleports around the world via terrestrial fiber optic transport from a proposed Global Telemedicine Network Operations Center, GTNOC. The Global Telemedicine Network Operations Center, GTNOC, provides network command and control, traffic shaping, bulk encryption and direct network operations for the forward deployed EMEDs. The system consists of servers to provide access to TMIP/GEMS Electronic Medical Records, Picture Archiving and Communication System (PACS) for Medical Diagnostic Imaging Systems, and Unix based Network Control servers. EVOLVENT and eTegra have developed an architecture and packaged solution for this MHS mission-critical capability. Coupled with the knowledge systems

C/Ku Satellite

Satellite Transpondercapacity ~ 3MHz

Network NOC

Min. 7.6 M MotorizedUplink, Windload 85Mi/Hr

Remote Fly-Away

Min. 1.2 M - Windload

C/Ku Satellite

Satellite Transpondercapacity ~ 3MHz

Network NOC

Min. 7.6 M MotorizedUplink, Windload 85Mi/Hr

Remote Fly-Away

Min. 1.2 M - Windload

DISA Teleport TransmissionThe DISA Teleport Transmission Model operates with the same Global Telemedicine Network Operating Center. However, units transmit their telemedicine data, voice over IP, teleconferencing, teleradiology information over terrestrial links to DISA for SATCOM transport via DISAs Global Teleport – SATCOM Network.

solutions, CHCS II, ICDB, and other technical competencies that these two companies have supported, the GTNOC proposed package will truly bring the MHS field medic into the 21st century of communications. ■

For more information contact EVOLVENT at 703-379-2146, email [email protected] or visit us at www.EVOLVENT.com.

Diagram of Single Hop Satellite Coverage


Global Teleport – SATCOM Network

Traditionally, the primary “information technology” vehicle used by caregivers in hospitals and

clinics was the paper chart. The use of a patient’s paper chart in a typical hospital ward lends insight into the clinical workflow, and helps to explain the unique requirements for information access in healthcare.

During the course of a hospital stay a patient is seen by a variety of caregivers - the attending physician, nurses, possibly residents, respiratory therapists and the like. Most caregivers will refer to the paper chart each time they interact with the patient and use the chart to both read and enter notes throughout the patient visit. The interaction may be brief and focused on a single piece of data or the interaction may require a synthesis of different informational elements in the chart.

For example, a nurse may quickly check the Medication Administration Re-cord (MAR), make a notation in the chart and then move on. The attending physician may study radiology images, read the radi-ologist’s assessment and subsequently enter his/her own notes. Further complicating the workflow is the fact that most caregivers ro-tate from bed to bed and from ward to ward during the course of a single shift.

Paper Charts vs. Computers

But now consider how computers can enhance or even replace the paper chart. After all, clinical information systems offer compelling alternatives to the information and processes captured in the paper chart. Computer systems have the potential to sig-nificantly improve patient care and stream-line time-consuming clinical processes. Take the above example of clinical workflow; this time augmenting the paper

...consider how computers can enhance o r even replace the paper chart.

The Unique Challenge of Healthcare Single Sign-On1

A Sentillion, Inc. White Paper

1 © Sentillion, Inc., 2003. All rights reserved.


chart with computer-based clinical systems. The patient receives visits from a variety of caregivers, and many will refer to the patient’s data on the computer. These care-givers access computer applications much the way they access the paper chart - a mix of brief focused interactions and longer du-ration intervals requiring synthesis of dispa-rate information. For instance, a nurse may sign on to the computer and run a pharmacy appli-cation to check the MAR. The attending physical may then access the computer, re-view radiology findings in the radiology ap-plication, examine images in the PACS ap-plication and enter a surgical note in a third reporting application. Doctors and nurses still move from patient to patient in different locations in the hospital, and need to access a computer in each location to both read and enter information. As the sample scenario makes clear, caregivers’ computer use is characterized by frequent sign-on and sign-off actions, regular patient information retrieval and regular up-dates to the information across multiple applica-tions during a single session. All of this is done through the shared use of different workstations in different locations by multiple caregivers.

Unique Workflows, Unique Demands

These patterns of computer use, com-mon in healthcare, are rarely found in other office-based work environments. Not sur-prisingly, computer systems designed for conventional office settings seldom account for the complexity of the healthcare work-flow. In fact, the time required to sign on to a computer and repeatedly select the same patient is the first, and often most formida-ble, barrier to computer access in healthcare. Healthcare information system-use pat-terns differ from ordinary office workflows in other meaningful respects (see Figure 1.0) as well. To begin with, many caregivers share a small number of workstations for frequent short access interactions and lon-ger sessions involving synthesis of informa-tion from the different applications.

The Point of Entry — Single Sign-On

Single Sign-On (SSO) offers an elegant solution in which the system is re-sponsible for remembering usernames and passwords. With SSO, multiple sign-on pro-cedures are reduced to a single action - one of the fundamental requirements identified above for integrating computers into clini-

Figure 1.0 - Computer Access Patterns

...a patientis seen by a variety of caregivers

Patient Care Environment

Sign-on/start-up in seconds is ideal

Many users (caregivers) share a small number of workstations

Users constantly rotate among different workstations

Rapid in-and-out access to applications and information

Ability to accurately and instantly select the right entity (patient) across many applications profoundly affects quality of care

Virtually all applications and information potent-ially sensitive - and subject to privacy regulations

Requires audit trail of all access to files (patient records)

Typical Business Office

Sign-on/startup in minutes generally acceptable

One user per workstation at a given time

User relies on assigned workstation

User sessions last from minutes to hours

Similar situation is not applicable to most venues

Select information and applications are considered sensitive

Audit trail of file access is normally not a consideration


cal workflows. The user signs on once (e.g. enters name and password, authenticates via biometrics, and/or inserts a smart card, etc.) and immediately gains access to all applica-tions they are authorized to use. There is no need to sign on again when moving from one application to another or when a new application is launched. Instead, the SSO software securely stores each indi-vidual’s multiple usernames and passwords, entering them into applications on behalf of the user.

End User Productivity

Expedited AccessThe time required to sign on to a computer, start applications, log in to the applications, then select the same patient in each applica-tion is often the most time-consuming barrier to efficient computer access in healthcare. Once a caregiver has signed on, access to clinical applications must be fast - measured in a handful of seconds, instead of minutes, which may be tolerable in other settings.

Single Patient SelectionCaregivers should be asked to select a patient only once, and have that selection shared across all clinical applications.

Shared Workstation OperationAn SSO solution must offer an option to run “on top of” a generic Windows® login, while ensuring that only authenticated users have access to the generic desktop. Identified ap-plications must be able to run on the generic desktop, albeit logged out, at all times. This approach prevents unauthorized access to shared workstations and, at the same time, ensures that clinical users don’t have to wait for applications to launch before they can access information.

Protection of Sensitive Data

Protecting this sensitive healthcare information is universally important and ethics and the law dictate that healthcare providers take extra measures to ensure privacy and security. Historically, caregivers in healthcare institutions have addressed the challenges of computer access by removing or circumventing security features. Applica-tions are logged into once, and then used by all the caregivers. Passwords are written down and posted on the terminal. Caregiv-ers, left to their own devices, made these choices because the need to quickly access patient information is fundamental to patient care. Essentially, users were opting for ease of access over security.

Responding to heightened confidential-ity and privacy concerns Congress enacted the Health Insurance Portability and Ac-countability Act (HIPAA). The HIPAA regulations carry negative consequences for institutions that allow their users to sacrifice security in favor of ease of access. The re-sponsibility to protect sensitive information now rests with the CIO and the security officer. Both individuals are responsible for regulatory compliance, and face numerous challenges to find the balance between oper-ational expediency and security. These offi-cers must ensure that practical measures are taken to protect personal health information and that standard best practices, including authentication, access control, and audit strategies, are in place to protect patient information — without sacrificing system usability in the clinical environment. To find that right balance between se-curity and access, IT professionals are turn-ing to the point where computer use begins: at sign on by simplifying and streamlining the sign on process in order to eliminate a fundamental barrier to the secure and productive use of computers by caregivers; multiple sign-ons.

Strong Authentication Support. An SSO solution must support a blend of authentication policies, mixing and match-ing strong authentication technologies and passwords to meet the needs of any individual clinical setting. This offers the safeguards afforded by biometrics, smart cards, tokens, and proximity sensors which provide another layer of protection without diminishing ease of use. Authentication sup-port should also include integration with existing password-oriented user directories, so that healthcare providers can leverage existing investments in enterprise directory software.

Single Sign-Off and Automated Timed LogoutSigning a user on to his or her applications in one step is only half of the SSO story. To adequately secure patient information from unauthorized access, an SSO solution must provide single sign-off from all open applica-tions and perform automated timed logout.

Centralized Control

System-Wide AuditMost SSO systems offer audit trails of au-thentication events. In healthcare, however, authentication trails prove of little value when they aren’t coupled with an audit of patient record access. Not only must an ef-fective SSO solution audit sign-ons, but it

must also enable privacy management by recording accesses to patient records across all systems containing such information. When an SSO solution answers all of these needs, caregivers gain secure access to clinical applications in many fewer steps and far less time and are more likely to comply with information security practices.

Conclusion

While a growing area of interest, generic SSO has yet to deliver on its potential for the majority of healthcare organizations. Generic, multi-industry SSO solutions have fallen short of meeting the unique and typically more rig-orous demands of the clinical workflow. A healthcare-specific SSO solution offers a potent remedy to the problem of balancing access with security. When prop-erly designed for the clinical environment, SSO dramatically eases access for caregivers while protecting the security and privacy of patient information in a practical and cost-effective manner. ■


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Protect patient

information —

without sacrificing

system usability in the

clinical environment.

About Sentillion, Inc.

Sentillion is committed to delivering technology that enables healthcare provider organizations to know who their users are, help them be productive, guard their systems, protect their patients and make it all work, easily. Sentillion’s Vergence product is in use at all 163 VA facilities and was named by IDC Research, for the second year in a row, as the leading vendor for healthcare single sign-on technology. Sentillion is a privately held company headquartered in Andover, Mass. For more information visit Sentillion at www.sentillion.com.

Vergence and Sentillion are registered trademarks of Sentillion, Inc.

Windows is either a trademark or registered trademark of Microsoft Corporation in the United States and/or other countries. Citrix is a registered trademark or trademark of Citrix Systems, Inc. in the U.S. and other countries.

All other product and company names are the trademarks or registered trademarks of their respective companies.


W hile the “Change Management (CM)” label has been around for some time in the Construction and Information Technology industries, the term

is now applicable to enterprises concerned with business and organizational change as a systematic process; almost a science. We define Comprehensive Change Management (C2M) as the body of management practices that enable us to bring in a big change in the way our organization operates … consistently and reliably … on target, on time, and on budget.1

A special case of Change Management - Operations Integration - is the application of proven management methods to ensure that organizational performance im-provement efforts enabled by new IT systems are completed on target, on time, and on budget … resulting in full utilization of the new IT system.

Change Is Always a Problem...for Someone

The world has changed for most businesses and government organizations. While major changes in operations have always been required, in the past they have been the exception and not the rule. In the past, organizations have been content to “muddle” their way through a change effort because they knew they would have a period of stability for some time ahead. Now, however, change is no longer the exception but the rule.

The typical Big Change in business and government is a rocky road at best, with many big changes coming in with a low success rate. For example:

• Only 30% of reengineering projects meet initial expectations

• Only 20% of mergers create enough value to pay for the cost of merger services from lawyers and accountants

• Most big system implementations usually come in off target with many negative organizational consequences (the Wall Street Journal says that implementing an ERP system like SAP is the equivalent of a corporate root canal).

In today’s dynamic world, organizations must be able to make changes in an organized, predictable, and cost effective manner. These big change problems have been the stimulus for the development of the field of business and organizational Change Management.

Approaches to Change Management (CM)

As alluded to above, the term Change Management now has many meanings on the street. An organization looking to successfully manage their next change in operations might do well to understand the differences in how Change Management can be applied:

• “Token” Change Management – The token approach is characterized by a high level of effort focused on the technical aspects of the change (e.g., installing a new tool or implementing a new IT system) with little time or energy devoted to the “people” who will need to accommodate the change. Token CM assumes that the people will figure out the change over time. We consider this a very high-risk change approach.

on target, on time, and on budget

C2M = On Target, On Time, On Budget

Comprehensive Change Managementby Dutch Holland, PhD, CEO of Holland and Davis, LLC


• Change Management “Lite” – The “Lite” approach has a high level of energy and effort focused on communication and in-depth training on the tool or systems that are part of the change. However, CM Lite leaves out many required steps for successful CM and is an equally high-risk change approach.

• Comprehensive Change Management (C2M) – This approach focuses on all aspects of the required change. This includes communication (group and individual), work process alterations, tool implementations, and changes to the performance management system that touches all effected organization members (role alteration, contracting for the new role, work process training, and adjustments to the evaluation/reward system). We have found that this approach has a very high success rate in major organizational changes.

Comprehensive Change Management (C2M)

C2M views organizational change as a mechanical problem that must “engineered” into place. It is engineering mixed with social skills and diplomacy and is often termed Engineering Organizational Change. It has the following major components:

• Vision Development and Communication The Engineering Organizational Change approach begins

by envisioning the organization as it would need to be in order to achieve the desired next level of performance. Our approach calls for the development of a detailed blueprint and case for change that the organization can understand and relate to as a pointer for change.

• Alteration of Work Processes Our approach calls for the alteration of organizational

processes as necessary in order to complete the organizational blueprint. No change in the performance level of the organization will be possible until all required processes have been altered. In case the move to the new performance level is led by an IT system, the organization’s processes will need to be altered to match the new system.

• Alteration of Plant/Equipment/Tools Engineering Organizational Change also calls for

alteration of all the organization’s plant, equipment, and tools (including IT systems) needed to enable the altered work processes. In case the move to the new performance level is led by an IT system, the organization’s remaining tools will need to be altered and/or integrated with the new system.

• Alteration of Performance Management Despite a new and communicated vision and altered

processes and tools, the organization’s performance will not change unless the behavior of organization

members adapts and reflects the change into day-to-day operations. This key step calls for the alteration and contracting of worker roles and responsibilities as well as detailed training on the altered work processes and tools.

• Action Planning…Program/Project Management The fifth and final ingredient is disciplined Project

Management. This vital component ensures that the four proceeding ingredients are put together and mixed well. This Action Planning step is critical to ensuring that the move to the next level of performance will be made on target, on time, and on budget.

In summary, nothing short of the engineering methodology promoted by C2M will meet the needs of the modern organization that must routinely make major changes … on target, on time, and on budget. ■

...change is no longer the exception but the rule.

1 The Holland & David approach to Comprehensive Change Management and Operations Integration is based on principles of “Engineering Organizational Change” pioneered by Holland & Davis and documented in the book Change is the Rule: Practical Actions for On Target, On Time, On Budget Change.


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EJunctions™:

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Now Available on EVOLVENT’s GSA ScheduleFor more information please contact EVOLVENT at 703-379-2146 or visit us at www.evolvent.com

Intelligent intranet with intuitive navigation,easy to use interface, and Enterprise search capability

An Integrated Product Offering for Enterprise Information Management

Knowledge ManagementWorkflow

Records Management

Document Management

CollaborationContent Management

EJunctions – Beyond Knowledge ManagementBy Paul Ramsaroop, Executive VPand Geoff Howard, CTO of EVOLVENT

EVOLVENT’s EJunctions web-based application is a robust knowledge-based solution an organization can readily use to meet its information management goals. By using EJunctions, an organization gains direct access to its business intelligence and acquires the ability to enhance the sharing and flow of this information. EJunctions employs mature Knowledge Management technologies such as content management, document management, workflow, records management and collaboration while efficiently processing large volumes of data. This knowledge application not only offers state-of-the-art search and navigation techniques and easy to use functionality but also provides the capability to reengineer an enterprise while creating an intelligent intranet. This intranet is more than simply an electronic workplace, but a virtual, self-organized and deliberate collaboration of individuals who share common practices, interests, missions or goals and who want to advance their level of performance.

The Knowledge Junction™ – Organizing an Organization

The cornerstone design construct of EJunctions is theKnowledge Junction™ - the union of Knowledge Management best-of-breed technologies and business process reengineering. A Knowledge Junction™ is the convergence of all forms of enterprise knowledge including documents, web content, collaborative discussions, expertise location and the structure and function of the organization itself. It provides new web-based tactics that focus on the seven steps of the information lifecycle: creating, storing, accessing, manipulating, distributing, protecting and archiving/disposing of knowledge items such as documents, web pages and training material.

Knowledge Junctions™ are arranged in a powerfully flexible structure, which can simultaneously accommodate all logical views of an organization and can quickly adapt to change. Traditional technologies either force false classification choices on end users or fail to provide enough guidance and structure. Both failures ultimately require the end-user to think too extensively about where to find or store the information at hand. Knowledge Junction™ marries the best of historical solutions with new innovative approaches to provide solutions for many of the possible realities an enterprise user may experience. It allows knowledge to belong to many logical categories, it separates who can access information from the location of the data and it allows for the growth of an organization over time. The Knowledge Junction™

approach captures the enterprise taxonomy as an object of knowledge itself and offers that framework to the end-user to quickly classify the shared information in as many relevant areas as necessary.

Fresh, Relevant and Easy to Find Knowledge

EJunctions eliminates the need for additional resources and methodologies to aid in contributing knowledge items, such as a Webmaster to create web pages, by providing the content owner with simple and easy to use toolsets to introduce knowledge items. The content owners control their own knowledge. Also, a content expiration process is in place to ensure that the information managed by EJunctions is fresh and relevant. Out of date and irrelevant knowledge items can and have rendered Knowledge Management systems useless.


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In addition to the ease of inserting knowledge items, EJunctions also incorporates full access to collaboration tools such as discussion threads, Instant Messenger, whiteboards and team rooms as part of the standard user interface. Consistent with restrictions governed by the security model, registered members, visitors and other interested parties may participate in collaboration activities by navigating to the Knowledge Junction™ site and entering the desired activity. These collaboration items are then captured by EJunctions as sources of knowledge in addition to documents, web pages and records. When a user attempts to retrieve information, they have the choice of formulating queries with the expectation of receiving specific information. The user can begin with a search of the entire enterprise and then view the breakdown of those results by Knowledge Junction™ or they can begin at a different Knowledge Junction™ and either further confine their search within that Knowledge JunctionTM or expand their search to the entire enterprise. The end result is that useful information is easier to find.

Leveraging Knowledge across the Enterprise

EJunctions provides access to knowledge experts or users associated with a Knowledge Junction™, such as organization

sponsors, Content Managers, subscribers, contributors and consumers. Consistent with the security model and organization policies, users have the ability collaborate with others through multiple channels by access to email addresses, phone numbers and organizational affiliations of others associated with the Knowledge Junction™.EJunctions also integrates additional tools an enterprise needs to accomplish mission critical business functions efficiently such as world-class Business Process Management and fully compliant Records Management. By integrating them with the powerful information discovery engine created by the Knowledge Junction™, EJunctions maximizes the power of these tools.

Keeping it simple

Effective information management does not have to be a confused labor-intensive process. EJunctions brings the realm of Enterprise Information Management into the worlds of efficiency, relevancy and organization to improve the enterprise’s retention and recall of key information. The result is accurate and up-to-date business intelligence and an improved bottom line. For more information please contact EVOLVENT at 703-379-2146. ■


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Three years later, can we see the proverbial

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Arming your Cyber Warriors Powering Knowledge Networks

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