According to Richard Brisebois, Greg Boyd, and Ziad Shadid, “IT Governance is needed to ensure that the investments in IT generate value-reward-and mitigate IT-associated risks, avoiding failure. IT is central to organizational success – effective and efficient delivery of services and goods – especially when the IT is designed to bring about change in an organization. This change process, commonly referred to as “business transformation,” is now the prime enabler of new business models both in the private and public sectors.” (Brisebois, Boyd, & Ziad, n.d.).
IM/IT priorities recently changed to concentrate on the integration of systems across several facilities, computerization of patient records and improve decision support for clinicians
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In its broadest sense, it is a part of the overall governance of an entity, but with a specific focus on improving the management and control of Information Technology for the benefit of the primary stakeholders. Ultimately, it is the responsibility of the Board of Directors to ensure that IT along with other critical activities is adequately governed. Although the principles are not new, actual implementation requires new thinking because of the special nature of IT.” (National Computing Centre, n.d.).
The IT Governance Institute approach starts with the four questions proposed by the IT Governance Institute, including the Strategic, Architecture, Value, and Delivery Question. The first question, Strategic Question, Are we doing the right thing? Is the investment aligned with our broader business vision? Is it consistent with our principles? and Does it contribute to our strategic
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The open architecture helps create a culture of critical assessment for making the proper decisions. By not revealing information to those making the decisions may lead to worse outcomes and consequences.
The eighth, feedback mechanism, the information collected, assumptions made, benefits observed, and costs incurred should be reviewed periodically throughout the lifecycle of the investment. Four of the ten items important for IM/IT value including 1) speed is everything, 2) fit into the user’s workflow, 3) simple interventions work best, and 4) monitor impact, get feedback, and respond.
According to Richard Brisebois, Greg Boyd, and Ziad Shadid, “IT Governance focuses specifically on information technology systems, their performance and risk management. The primary goals of IT Governance are to assure that the investments in IT generate business value, and to mitigate the risks that are associated with IT. This can be done by implementing an organizational structure with well-defined roles for the responsibility of information, business processes, applications, and infrastructure.” (Brisebois, Boyd, and Shadid,
...f clinical information systems in health care quality improvement. The Health Care Manager. 25(3): 206-212.
Currently, we use the electronic health record system called Computer Programs and Systems, Inc. (CPSI). CPSI is “a l...
Administrative Mandates, including the Health Information Technology for Economic and Clinical Health (HITECH) Act, ICD-10 and HIPAA 5010, are all part of administrative simplification and the need for systems optimiza...
Iskandar, M., & Salleh, N. A. M. (2010). IT Governance in Airline Industry: A Multiple Case Study. International Journal of Digital Society, 1(4), 308-314.
Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.
COBIT’s purpose is to provide management and business process owners with an information technology governance model that helps in delivering value from IT and understanding and managing the risks associated with IT. (ISACA, 2014)
The present environments for healthcare organizations contain many forces demanding unprecedented levels of change. These forces include changing demographics, increased customer outlook, increased competition, and strengthen governmental pressure. Meeting these challenges will require healthcare organizations to go through fundamental changes and to continuously inquire about new behavior to produce future value. Healthcare is an information-intensive process. Pressures for management in information technology are increasing as healthcare organizations feature to lower costs, improve quality, and increase access to care. Healthcare organizations have developed better and more complex. Information technology must keep up with the dual effects of organizational complication and continuous progress in medical technology. The literature review will discuss how health care organizations can provide effective care by the intellectual use of information.
Spagnoletti, Paolo. Organizational Change and Information Systems: Working and Living Together in New Ways. Berlin: Springer, 2013. Internet resource.
Henderson and Venkatraman proposed a model for business – IT alignment; it was intended to support the integration of information technology (IT) into business strategy by advocating alignment between and within four domains (see figure 1). The inter-domain alignment is pursued along two dimensions: strategic fit (between the external and internal domain) and functional integration (between the business domain and the IT domain). The objective of this model was to provide a way to align information technology with business objectives in order to realise value from IT investments. The authors argued that the potential strategic impact of information technology requires both an understanding of the critical components of IT strategy and its role in supporting and shaping business strategy decisions and a process of continuous adaptation and change. Hence, they presented a model that defines the range of strategic choices facing managers.
Information technology (IT) strategy is long term overall plan of the company to achieve the set goal against constantly changing IT requirements (Rouse, 2012). Information strategy should align with overall company’s business strategy for the success. It strategy covers all the factors for IT infrastructure management which includes cost of software and hardware, IT resource management, vendor management and other aspects associated to IT environment. IT strategy plan should be flexible enough to accommodate the business strategy changes, new technology or technology changes, customer requirement changes and budget constraints,. Many companies opt for formalizing the IT strategy plan in a written document long with milestones and critical success factors. IT strategy is a comprehensive plan that information technology management professionals use to guide their organizations (Rouse, 2012).
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
Thrasher, E. H., & Revels, M. A. (2012). The Role of Information Technology as a Complementary Resource in Healthcare Integrated Delivery Systems. Hospital Topics, 90(2), 23-32. doi:10.1080/00185868.2012.679908
Information and Communications Technology (ICT) is reshaping the health care system in the United States at an accelerating rate. In earlier times US Healthcare system was more focused on intervention of diseases, but now it is moving more towards preventive approach and I see Health IT as the most important tool that can lead this change. I strongly believe that my professional goals, range and depth of my experience and knowledge is an asset and my enthusiasm for the field makes me an ideal candidate for the Master of Professional Studies in Technology Management (Health Information Technology) program at Georgetown University.
Turban et al. (2007: 6th edition) Information Technology for Management: Transforming Organisations in the Digital Economy. Wiley