interoperability through soa
DESCRIPTION
Why can you achieve Interoperability through deployment of a SOA corporative strategy. Andalusian Healthcare Service, a case of use. Achieve a viable pathway to the evolution of systems existing in autonomic environments of wingspan to a business model based on the paradigm SOA. Determine the current state of the habitual environment itself; cases of legacy systems, projects underway, State of the master data and define the necessary lines of work carried out achieve SOA model: architecture, tools and resources, and governance.TRANSCRIPT
Towards Interoperability
enabling SOA strategy
José R. Fernández Engo – Charge of IOP – SOA Strategy at Andalusian Healthcare Ministry – IT Division.
http://es.linkedin.com/pub/jos%C3%A9-rom%C3%A1n-fern%C3%A1ndez-engo/11/3a0/30
Target:
To establish the relationship between the development of a strategy oriented to services and the achievement of the interoperability
secondary objectives:
achieve a viable pathway to the evolution of systems existing in autonomic environments of wingspan to a business model based on the paradigm
SOA
determine the current state of the habitual environment itself; cases of legacy systems, projects underway, State of the master data.
Define the necessary lines of work carried out achieve SOA model: architecture, tools and resources, governance
We are going to talk about:
• ITC in large healthcare systems - situation.
• Interoperability
• SOA in Healthcare
• SOA: a way to interoperability.
• Pathway approach.
• Impact of the model.
• Case of use: Andalusian Healthcare Service
ITC at Healthcare Systems At Public Healthcare Systems:
• Lack of ITC vision, i.e. technology and INFORMATION
• Lack of decision-making capacity in organizations
• Usually systems badly equipped
• Lack of knowledge about the business
• 2 costumers in the value-chain: o professionals: their technologists
o citizens: public employees
• We‟re in the world… and it‟s moving on: o SNS
o epSOS
And Spain is a reference…
ITC at Healthcare Systems N1 N2
N6
N5
N4
N3
AP1
Business?
AP2
AP15
AP7
AP9
AP4
AP6
AP8
AP10
N,a,d
Fecha,d
Loinc, sc
D, date
chino
d
Id,d
Fecha, cie9
N,cie10
a,d
Datum, monate
FTP
FTP
jdbc
dblink
FTP
odbc
HL7 2.3
Sin formato
XMLs
deutsch
ITC at Healthcare Systems
Technology: • Uncoordinated providers, vendors and developments. • developed systems without a project. • Strong dependencies with political decisions without
strategies. • Very strong legacies systems • No procedures, no methodologies • No interoperability through systems into the organization
As result of the patterns of evolution reflected above we suffer the not provided and forced coexistence of many technologies but some not supported, some obsolete, some incompatible,…
ITC at Healthcare Systems
Information:
• Systems don‟t share master data
• Strongly coupled subsystems – high dependence • No scalability strategy neither vertical nor horizontal
• Uncontrolled replica
• No global vision about systems -> wheel reinvented usually
• No common way to share EHR though different clinical environments (GP, hospital, ambulatory, etc.)
ITC at Healthcare Systems
Volume:
No strategy or prevision for systems concurrence
No strategy to historical data transition neither functional nor technical
No volume optimization queries in applications
Not prevision about evolution of the data repositories
No finished EHR treatment in clinicians view
IOP: what’s that?
Integration: technical solution for the exchange of data between the two applications.
Interoperability: The interoperability is the condition whereby heterogeneous systems can exchange processes or data, automatically, keeping the meaning in both ends. Example: speak 2 languages
interoperability
IOP level Scope General Healthcare Policies Vision and strategy
Structures, processes, incentives Sustainable legal and socio-economic framework Privacy and confidentiality Tools, process, professionals and systems certification
scalability sustainability
Organizational Suppliers/vendors ofservices
Organizational culture Processes of internal and external services Management of change Process reingeniering
Semantic Terminologies, clasifications and onthologies Translations Development and deployment of sustainable architectures
Syntactic Messaging
Technical Technical standards Hardware and software connectivity Security User interface
interoperability between organizations
Achieving interoperability involves achieving the same
at all levels and these levels are interdependent.
Unable to establish interoperable policies between
organizations if the processes are not defined. These
can not be if the significance of the information is not.
Unable to achieve semantic interoperability if the way
to management information and semantic is not
interoperable and it is no use to achieve the above if
the transmission layer technology fails to
communicate both organizations.
SOA in Healthcare environment: a chip change
• Legacy systems are the kernel of business. We‟re going to find situations
with no possible or not profitable evolution/change.
• No vendor is the best in every business. Although we‟ve a solid and
complete normative framework we‟ll need interoperability with no
anticipated systems.
• Healthcare business is always on the road, with a very high rate of
change both clinical and managerial so it requires a innovative and solid
framework that facilitate a quick reaction with high quality, no impact in
business and a consistent clinical information.
SOA -> IOP SOA model deployment achieve interoperability
through entire organization in all its levels thanks to:
• Structured policies
• Global application of norms and standards
• Consolidate a strong model of governance
• A sustainable cycle of life
• A deep knowledge of business, its needs and
evolutions derived from a complete process model.
Detailed
IOP needs: A change in development model
Knowledge, knowledge, knowledge Normalization, standards, common masters tables,
business,… productivity, low costs, scalability, …
SOA
Semantic interoperability SOA architecture
s
e
r
v
i
c
e
s
N
O
R
M
S
-
g
o
v
e
r
n
a
n
c
e
N
O
R
M
S
-
g
o
v
e
r
n
a
n
c
e
s
e
r
v
i
c
e
s
N
O
R
M
S
-
g
o
v
e
r
n
a
n
c
e
Strategy
• Take a model scalable, sustainable and consistent
• Become experts in our own business.
• Set and extend a framework of rules and standards
• Adoption of a technology model that allows ->
governance, integration, modeling, reuse
• Convergence of the systems to the new model
project to project in the context of a macro-global
project.
• Establish responsibilities for information
Pathway
o Adoption of the strategy for the organization
o Modeling the business. Requires participation and time.
o Define the business model and government.
o Define technology and governance model.
o Set of rules and standards, policies and procedures. Semantic.
o Define master data of the Organization. How to share.
o Convergence of the systems to the new model, project by project, as part
of an overall macro-project, ensuring coexistence with the existing. Define
the projects. Define the measurement.
Launch Plan o Business Modeling SOA
o Acquisition and implementation of physical architecture.
o Implementation of SOA office. Where to look. Dissemination.
o Location of the organization's master data
o Selection, adoption and dissemination of standards. Certification.
o What we have and what we don‟t have -> prioritization
o Development and adaptation of services designed and / or existing.
o Decoupling applications.
Model impact • Impact on recruitment
o Uniformity of support
o Uniformity of technology
o Consistency of performance
o Ease in developing specifications
o Use of certifications
• Development impact o Reference documents
o Centralized Support
o Availability of infrastructure
• Impact on knowledge management o It internalizes business knowledge
o It spreads business knowledge
Model impact • Improvement internal control projects. Knowledge
inside the organization.
• Decoupling between applications.
• Ensures interoperability of the organization both
internally and externally
• Ensures scalability and sustainability
• Technologies upper level independent of platforms
and languages
• Ensures reuse. „Snowball„ effect.
Conclusions I • The deployment of an SOA strategy enables and
strengthens the conditions necessary to achieve
interoperability both internally and externally at all
levels by: o The adoption of a strategy and a defined policy information (policy IOP)
o The definition, modeling and consolidation processes of the organization
(organizational IOP)
o The launch of the services that establish and unify the interpretation of the
information in the organization (IOP semantics)
o The adoption of a syntax-based communication standards common to all
systems (IOP syntactic)
o The deployment of a physical architecture information management and
communications standards-based technology, which ensures the
exchange of information at the physical (technological IOP)
Conclusions II • They share the same needs for clear governance,
methodological and understood by the organization to
ensure scalability and sustainability.
• In organizations “on the road” the recommended
pathway of an approach that combines vision top -
down and bottom - up since it is not feasible delete the
non interoperable legacy systems immediately .
• These should be isolated as soon as possible by services -
facade to undertake its evolution with guarantees.
• The impact on the organization model is extensive and
undeniable but must be prioritized actions to
consolidate developments.
future: Electronical continuity of care
future: BAM on process
S.S.P.A.: an approach
• Population: 8,3 M
• Professional> 80 k
• Nº GP centers: 1.500
• Hospitals: 29 + 25 CHARES
• GP concurrent users: >9000
• Nº appointment: 400M
• Nº EHR: 8,8 M
• Electronic prescription and dispensation use: 58%
S.S.P.A. original project:
BDU ESTRUCTURA OPERADORES
u tools COMUNES
Prescripción
Citación y Peticiones
Pruebas Analíticas (2)
Navegador Hª RIS
PACS
InterS@s
HOSPITALIZACIÓN (1)
Vacunas
Salud Responde
Receta XXI
Registros Garantías
Explotación
tools
Estaciones Clínicas
Subsystems Estructurales
Base de Datos de Explotación
MTI: Usuarios, Citas,
Urgencias
Diábaco
(Indicadores)
(1) En desarrollo
(2) En pilotaje
AGD REGISTRO ADMVO
MEDICINA ENFERMERÍA
CONSULTAS
URGENCIAS
PRIMARIA
S.S.P.A. reality 2009:
BDU ESTRUCTURA OPERADORES
u tools COMUNES
Prescripción
Citación y Peticiones
Pruebas Analíticas (2)
Navegador Hª RIS
PACS
InterS@s
HOSPITALIZACIÓN (1)
Vacunas
Salud Responde
Receta XXI
Registros Garantías
Base de Datos de Explotación
MTI: Usuarios,
Citas, Urgencias
Diábaco (PKI)
AGD REGISTRO ADMVO
MEDICINA ENFERMERÍA
CONSULTAS
URGENCIAS
PRIMARIA
A monolit with: W2000 Oracle 8, 10, 11 Visual Basic, VB.NET Clipper Dbase W2003
SQL Server Informix Weblogic IIS Java…
S.S.P.A. steep 1 Logical model
BUSINESS: PROCESS AND FUNCTIONAL SERVICES
master data Own
Legacy Commercial Legacy
ESB ESB
Internal and external
consumers
Internal and external
consumers
t
e
c
h
n
o
l
o
g
y
service service
service service
Service ext.
Service ext.
service service
Org. Data
Standard Messaging (HL7…)
Standard data modelling– directory, terminologies, ontologies, etc. (CEN – CIE - SNOMED)
Routing Audit
Compose Authentication/Authorizat
ion
Standard modelling (BPML,…) External services provider
s
modelling
E T L
S.S.P.A. steep 2 business architecture
BAM: business process monitoring
BPM: Business process modeling BPM: Business process modeling
ESB C ESB C
ESB h1 ESB h1 ESB h2 ESB h2 ESB h3 ESB h3 ESB hn ESB hn
S
O
A
G
O
V
E
R
N
A
N
C
E
S.S.P.A. steep 3 physical architecture
S.S.P.A. steep 4 documentation
• Functional profile o Business definition and modelling o Cases of use
• Operative profile: deployment
• Compose services • Atomic services
• Master Data tables
• Norms and standards
• Map of systems: SOA view • Map of process
• Use of services contracts • Procedures
S.S.P.A. steep 5 methodology
Diraya, Receta XXI, BDU, MACO, estructura, etc Diraya, Receta XXI, BDU, MACO, estructura, etc
resources resources Personal Personal Users Users Prescriptions Prescriptions
Evolution Evolution
resources Personal Users Prescriptions
S.S.P.A.: launched - DAE HOSPITAL HOSPITAL
C. Externas y Urgencias C. Externas y Urgencias DAE (EG,EM,….) DAE (EG,EM,….)
MACO MACO Estructura Estructura
BDU BDU
MACO MACO Estructura Estructura
BDU BDU AGD AGD
Concepto Inicial
S.S.P.A.: launched - DAE
ESB HOSPITAL ESB HOSPITAL
External External ADM HIS ADM HIS
Medical Medical
ESB CENTRAL ESB CENTRAL
RIS RIS Nursering Nursering Farmacy Farmacy …. ….
EHR EHR
S.S.P.A.: achieved • Deployment of the Technical Office of interoperability
• Acquisition and extension of architecture based on federated ESB systems
• Home care circuits modeling
• Launching methodology to detect services based on modeling
• DAE Project Extension to 21 hospitals in two years with incidences ratio <15/month
• Extension of the model to other far-reaching corporate systems (MPA - Corporate LIS, Logistic, etc.)
• Launching a website to disseminate the strategy • Commissioning of all sectors of documentation
• Starting the master table model
• General reuse services
Thanks
http://es.linkedin.com/pub/jos%C3%A9-rom%C3%A1n-fern%C3%A1ndez-engo/11/3a0/30