Assessment Submission Form

Student Names
J.K.P.J.Perera
N.M.M Shafeek
Malavipathirana Yasoda
M.H Telani Hashinika
De Silva J. P. C. Nayomee
K.M. Rikaz

Index No (UCD)
14207045
14208103
14206885
14206594
14207042
14207432

Assessment Title
Module Code
Module Title

Group Assignment
MIS2006L
In-Course Team Assignments

Module Co-ordinator

Dr. Janaka Wijayanayake

Tutor (if applicable)

Date Submitted
Date Received

7/12/2014

Grade/Mark
A SIGNED COPY OF THIS FORM MUST ACCOMPANY ALL SUBMISSIONS FOR ASSESSMENT.

STUDENTS SHOULD KEEP A COPY OF ALL WORK SUBMITTED.

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Declaration of Authorship
I declare that all material in this assessment is my own work except where there is clear acknowledgement
and appropriate reference to the work of others.

Signed. Date

TEAM AGREEMENT FOR TEAM [07/12/2014]

TEAM MEMBERS

CONTACT DETAILS
MOBILE

EMAIL

1 J.K.P.J.Perera
2 N.M.M Shafeek
3 Malavipathirana Yasoda
4 M.H Telani Hashinika
5 De Silva J. P. C. Nayomee
6 K.M. Rikaz
7
INFORMAL COMMUNICATION
We have decided
1) Arrange a meeting to initiate this project.
2) And understand each and every question for the industry level clarifications.
3) To delegated each topic to every group members
MEETINGS
We have decided
1) To select the Healthcare industry to perform this project.
2) And fix a day to visit the selected premises to get to know the information.
3) Finally all of us discussed and finalized the report.
MAKING DECISIONS
We have agreed
1) Meeting attendance.
2) Time to time group coordination.
3) To delegates the topics in the report preparation.
4) Final conclusions.
5) To final day to the submission.
SANCTIONS
We hope to work in harmony together. We have different strengths. We accept that this is a group
piece of work and we are all responsible for doing our best. However we agree now that

If individuals have difficulties in working with the team or on the task, we will try to sort them
out promptly by talking with each other
We will seek advice - as soon as is possible - from our tutor for those serious problems
which we cannot resolve ourselves.

SIGNED

MANAGEMENT
INFORMATION
SYSTEMS

GROUP ASSIGNMENT
MIS 2006L

1. Describe the nature of the organization and the nature of the industry to which it
belongs to.
Nature of the Industry & Environmental Policy
We at Lanka Hospitals, as a socially responsible healthcare provider, remain committed to
protect our environment and strive to continually improve our systems and methods in a bid
to sustain this task. We are committed towards meeting the legal and statutory requirements
for environmental protection and we work continuously with our staff, sub-contractors and
general public where possible, in all aspects and consistently strive to mitigate all adverse
impacts to the environment arising from our day to day activities. Awareness and monitoring
of the environmental performance is our passion and our motto is to protect the environment
for our next generation.
Nature of the Organization & History of the Organization
Lanka Hospital corporation ltd initiated there operations in Sri Lanka on 7 th June 2002 under
the brand name of Apollo Hospitals, a part of the chain of Apollo Hospitals founded by the
renown Dr. Pratap C. Reddy in India. Apollo Colombo revolutionized Sri Lankas health care
service offer, and today under the brand Lanka Hospitals, we continue dominate and lead the
healthcare sector. Ours is still considered to be the best health care facility in the country. In
2012, we celebrated a decade of excellence in healthcare. Over the past decade, Lanka
Hospitals has revolutionized the healthcare industry in Sri Lanka through infrastructure
development and advancement of its product and services, through sizeable investments,
with a view to deliver healthcare that is on par with global developments in medical
technology. We also play a critical role in the nations strategy to provide world-class
medical care whilst balancing the equation of affordability and accessibility for all Sri
Lankans.
Lanka Hospital IT is becoming increasingly critical for healthcare delivery. Vital initiatives
such as electronic medical records, patient administration systems and telehealth are
receiving growing investment in the industry and elsewhere. Key technologies such as
mobile, tablets and cloud are also essential for improving the healthcare industry with digital
healthcare technology.
Our Service Strength
Our service philosophy is built on the precepts of commitment to clinical protocols,
provision of compassionate care and service excellence that transcends the conventional
healthcare offer. Recognizing that service excellence is dynamic in nature, we continuously
seek to enhance our service delivery in a bid to provide you our customers with world
class healthcare experiences. This drive for excellence has seen us claim many firsts in the
industry in both clinical as well non-clinical areas. As a firm believer that excellence in

healthcare is a combination of excellence in clinical and non-clinical care, Lanka Hospitals

has strived at every opportunity to up its game across the service continued. Whilst our
clinical excellence is driven by international alliances with some of the most reputed global
healthcare providers in securing knowledge transfer and sharing of best practices, our
excellence in non-clinical care steps from a meticulous drive for quality and continuous
improvement.
Our Facility & Services
Lanka Hospitals is a 350-bed multi-specialty tertiary care hospital spread over 350,000
square feet with 7 acres of beautifully landscaped garden. It offers state of the art features
that is complemented by cutting edge technology and is staffed by a well-experienced and
trained team. We provide a complete range of the latest diagnostic and high-end medical
technology. Our 11-storey structure is complete with a helipad and is the only private
medical facility in Sri Lanka equipped for air-ambulance services.
We persist towards delivering excellence and dependable healthcare. The Hospital employs a
multi-pronged strategy aimed at realizing four core pillars best medical care, best customer
care, process enhancements across functions, and affordability aimed at accelerated our
journey towards becoming a hospital and a corporate that is truly world-class.
Our teams of medical professionals are a strategic blend of Sri Lankan and internationally
qualified and trained doctors who are at the forefront of their medical specialty. Our
customers can rest assured in the knowledge that they will be cared for by the best specialists
in the country. We offer crucial Emergency care, laboratory and testing services, pharmacy
and other vital services round the clock for patients seeking urgent medical attention.
Medical Services
1 Emergency Services
2 Heart Centre

1
2

Surgical Department

Fertility Centre
Kidney Care Center
Health Check
Laboratory Services
Radiology Services
Eye Clinic

4
5
6
7
8
9
1
0

3
4
5
6
7
8
9
1
0
1
1

Mother & Baby Care

ENT Centre

Facilities
Ambulance Services
Channeling Services
24 X 7 Medical Officer
Service
Room Facility
Insurance Assistant
Maldivian Patient Facility
Parking Facility
24 X 7 OP Pharmacy
Satellite Pharmacies
Cafe

11 Food Beverages

1
2
1
3
1
4
1
5
1
6
1
7
1
8
1
9
2
0
2
1
2
2

Dental Clinic
Cosmetic Clinic
Blood Bank

1
2
1
3
1
4

Prayer Room
Mobile Sample Collection
Banking & ATM Facilities

Nuclear Medicine Center

Dermatology
Allergy Clinic
Physiotherapy
Vaccinations
Gastroenterology
Neuroscience
General Medicine

Vision Statement
To be the foremost and preferred Private Health care Facility in the Country, this will serve
the Nation and her People to build a healthier community.
Mission Statement
To maintain exceptional and compassionate quality while offering cost effective healthcare
solutions of international standards.
Our Promise
We believe that every person has the right to be treated with utmost respect and consideration
Therefore at Lanka Hospitals we care about our patients, we care about their families who
are anxious and concerned, we care about our colleagues and how we as a team provide the
best care to our patients Because we will be sincere, compassionate and sensitive to make a
difference in the lives we touch

2. Identify the major competitors and the competitive forces affecting the
organization. Describe any environmental opportunities or threats to the chosen
company that can be considered as significant or likely to be significant over
the next few years.
Major Competitors
1. Nawaloka Hospitals
2. Hemas Hospitals
3. Durdans Hospital
4. The Central Hospital
5. Asiri Hospital
The nature and degree of competition in an industry hinge on five forces
a)
b)
c)
d)
e)

The threat of new entrants.

The bargaining power of customers.
The bargaining power of suppliers.
The threat of substitute products or services (where applicable).
The jockeying among current contestants.

To establish a strategic agenda for dealing with these contending currents and to grow despite
them, a company must understand how they work in its industry and how they affect the
company in its particular situation.
Environmental Opportunities
World Class Multi Specialty Medical Care
Sri Lankas most trusted medical care provider, Lanka Hospitals, is a center of
excellence within the portals of which patient are trusted with specialized care by
medical experts supported by the latest scientific technology and equipment.
In operation in Colombo, Sri Lanka since 2002 the hospital has established its
credentials as a cutting-edge healthcare provider. The experience of being treated at
Lanka Hospitals is like no other. The aesthetically designed hospital building
resembles a luxury hotel and every facility available exudes similar uncompromising
standards.
The medical team at Lanka Hospitals is no par with best in the world with specials
in every desired fields medicine. The superior nursing team is trained in the latest
nursing methods and they take the utmost care of patients in a hygienic atmosphere.
Vast investment in technology has resulted in Lanka Hospitals offering advanced
medical equipment for diagnosis and treatment.
Situated in the heart of the city, the hospital offers easy access for the patients and
ultimate comfort on entering its plush interiors. Despite its five-star quality treatment
at Lanka Hospitals is surprisingly affordable. Combining quality medical treatment
with competitive pricing makes the hospital an attractive proposition for patients

seeking the very best in medical care that gives value of money. Our customer Care
team is non-hand to guide patient and this personalized attention has found favor with
over one million successfully treated patients in the last five years.
Lanka Hospitals Winner of the Global Performance Award 2013 as A World Class
Health Care Provider
Only Hospital to be recognized for this prestigious award
Adding to its many accolades and once again proving its prowess as the leading
private healthcare provider in the country, Lanka Hospitals recently bagged the
Global Performance Excellence Award 2013 (GPEA). Lanka Hospitals is the only
hospital to have ever won the GPEA in the highest category, which is recognized as
the World Class Award

The GPEA which is awarded by the Asia Pacific Quality Organization or APQO is a
non-profit organization that serves as an umbrella group bringing together all of the
leading quality professional societies from countries that border on the Pacific Ocean
or are considered Asian/Pacific Rim nations. To be endowed with this award,
candidates need to have won the National Quality Award in their respective country
within the last three years and needs to be recommended by the National Quality
Award body following a stringent assessment on criterias such as Leadership,
Strategic planning, Customer focus, Measurement, Analysis and Knowledge
Management, Workforce Focus, Operations Focus and Results of the organisation.
Coinciding with National Quality week, Lanka Hospitals was once again recognized
for bringing glory to Sri Lanka in the healthcare sector. The perception among people
is that the best quality healthcare comes at a price. However Lanka Hospitals has been
able to successfully defy this fact and believes in affordable healthcare. This has
enabled us to expand our services to a larger spectrum of people and has cemented
our status as the most cost effective city hospital.
Extending this achievement to the patients and all stakeholders of the hospital, this is
a symbol of a hospital which ensures focus on patient safety from the top, where
functions are ethical and socially responsible. It is an assurance of a greater agility
towards the industry trends and patient needs with continually improving systems and
processes designed for the delivery of care. With the capable staff assigned in the
right capacity, this award is an assertion to quality care of the highest calibre. This
award is a further validation by a reputed international body, showcasing the
countrys national standards at an international arena, he concluded.

Lanka Hospitals has previously won many accolades at both national and global level.
These include being the first hospital to be rated AA by Brand Finance in 2010,
the only hospital in Sri Lanka to be awarded with an ISO 22000: 2005 certificate for
Food Safety Management Systems, 5 out of 5 Crowns and rated excellent for meeting
international standards in food quality and hygiene, the only hospital to be awarded
the prestigious National Quality Award for the year 2012 after a span of 15 years, first
hospital in Sri Lanka to be certified with the ISO: 15189 accreditation for Laboratory
services, Only hospital to be rated A+/P1 (Stable) by RAM Ratings for two
consecutive years for financial stability and future outlook among many other
achievements. These all variety of awards going to be a plus points and they will be
the No 1 raked Hospital in Sri Lanka as well as most probably in south Asia.

Threats
Ensuring compliance
IT asset lifecycle management, when encompassing software assets, can provide
detailed information on software license compliance or compliance with other
regulations, such as security or environmental regulations. Failure to meet licensing
rules or regulatory performance requirements can result in costly fines which are
often by the potential risk to your organizations reputation.

3. Identify key business, functional or standalone strategies formulated by the

chosen company to face the changing environmental conditions. How are
these strategies matched with the strengths and weaknesses of the company?
According to the business, functional or standalone strategy of Lanka hospitals and its core is
maximizing value for patients: that is, achieving the best outcomes at the lowest cost. We
must move away from a supply-driven health care system organized around what physicians
do and toward a patient-centered system organized around what patients need. We must shift
the focus from the volume and profitability of services providedphysician visits,
hospitalizations, procedures, and teststo the patient outcomes achieved. And we must
replace todays fragmented system, in which every local provider offers a full range of
services, with a system in which services for particular medical conditions are concentrated
in health-delivery organizations and in the right locations to deliver high-value care.
The challenge of becoming a value-based organization should not be underestimated, given
the entrenched interests and practices of many decades. This transformation must come from
within. Only physicians and provider organizations can put in place the set of interdependent
steps needed to improve value, because ultimately value is determined by how medicine is
practiced. Yet every other stakeholder in the health care system has a role to play. Patients,
health plans, employers, and suppliers can hasten the transformationand all will benefit
greatly from doing so.

A strength of Lanka Hospitals that first comes to my mind is its scientific and evidence
basis. Almost all of our potentially curative, supportive, and palliative treatments are
scientifically derived, with validated clinical trial evidence to support them. This allows the
treatments we offer to be evidence based and quality focused. The motivation, caring, and
compassion of our colleagues are also our strength. Another strength of our current service
model is team-based practice. Patients receive care from teams with highly developed areas
of expertise. These teams include our nurses who were worked in a different sector such as
oncology, cardiology, etc. office managers and staff as well as a highly skilled and dedicated
array of other physicianssurgeons, radiation oncologists, pathologists, and diagnostic
radiologists and their respective teams, to name a few. When necessary, we also coordinate
hospice and palliative care services for our patients, as well as dietary, social work, and other
support services. This complex, evidence-based, caring team approach is the strength of our
discipline.
A weakness of Lanka Hospital is inefficient allocation of our limited personal time and
energy with the patientthe 15, 20, or even 90 minutes that we spend with patients is never
enough to meet their needs or fully coordinate the complexities of care. Related to the time
problem is a reimbursement problem. Many commentators forecast the bankruptcy of our
current payment system as increasing demands for services clash with the limited resources
available for reimbursement.
Location of Lanka hospital is also another threat for patients to easily access. Patients
always consider their easiness wherever they went. According to the location people not that
much satisfied with the hospital.

4. Critically examine the Information systems/strategic IS used, development

alternatives used, the purpose of use and analyze the benefits achieved and
drawbacks of these information systems. Explain how each of these systems
supports the overall business goals of the organization.
Information system delivers, with a single database and common functionality that support
integrated ancillary products that allow you to build a system to meet your Hospital
Information Systems and budgetary requirements. The Paragon HIS is a completely
integrated system of clinical, financial, physician and ancillary applications, addressing your
needs for achieving meaningful use requirements of a certified Electronic Health Record
(EHR), patient safety, revenue cycle management and more. A single-vendor approach
eliminates the inefficiencies and "complexities" frequently found with multi-vendor
solutions.
Historically, Hospital Information Systems have been siloed by department, location, type of
service, and type of data (for instance, images). Often IT systems complicate rather than
support integrated, multidisciplinary care. Thats because IT is just a tool; automating broken
service-delivery processes only gets you more-efficient broken processes. But the right kind
of IT system can help the parts of an IPU work with one another, enable measurement and
new reimbursement approaches, and tie the parts of a well-structured delivery system
together.

The system follows patients across services, sites, and time for the full cycle of care,
including hospitalization, outpatient visits, testing, physical therapy, and other interventions.
Data are aggregated around patients, not departments, units, or locations.
It uses common data definitions. Terminology and data fields related to diagnoses, lab
values, treatments, and other aspects of care are standardized so that everyone is speaking the
same language, enabling data to be understood, exchanged, and queried across the whole
system.
It encompasses all types of patient data. Physician notes, images, chemotherapy orders, lab
tests, and other data are stored in a single place so that everyone participating in a patients
care has a comprehensive view.
The medical record is accessible to all parties involved in care. That includes referring
physicians and patients themselves. A simple stress test question to gauge the accessibility
of the data in an IT system is: Can visiting nurses see physicians notes, and vice versa? The
answer today at almost all delivery systems is no. As different types of clinicians become
true team membersworking together in IPUs, for examplesharing information needs to
become routine. The right kind of medical record also should mean that patients have to
provide only one set of patient information, and that they have a centralized way to schedule
appointments, refill prescriptions, and communicate with clinicians. And it should make it
easy to survey patients about certain types of information relevant to their care, such as their
functional status and their pain levels.
The system includes templates and expert systems for each medical condition. Templates
make it easier and more efficient for the IPU teams to enter and find data, execute
procedures, use standard order sets, and measure outcomes and costs. Expert systems help
clinicians identify needed steps (for example, follow-up for an abnormal test) and possible
risks (drug interactions that may be overlooked if data are simply recorded in free text, for
example).
Drawbacks
As we know, technology is constantly evolving. Many a time there will be new softwares,
new upgrades, and new way of doing things. In order to keep up with the competitive edge,

hospital staff has to keep up with such changes. This can be a struggle for some, especially
for the older staff.
While once the staff has adapted to the new way of work, there comes the next problem. It is
not uncommon for a computer system to face technical errors. The health care informatics
system is no exception. This problem is especially crucial in the Accident & Emergency
(A&E) Department. Various departments in the hospital are interconnected by a common
information system. When 1 department is down, others are affected. For example, a patient
was rushed into the A&E Department. When there is an error while retrieving blood analysis
information, the rest of the procedures following it will be delayed. This will cause huge
inconveniences, or worse; it may even have adverse effects in the patients health condition.
Patients medical history and other health information should be kept confidential for ethical
and legal reasons. While the health care system network is definitely equipped with security
measures, it is not impossible for network hacking to occur. Hence, this is certainly a
vulnerability of Health Informatics.

5. Describe the nature of the relationship between the IT division and the other
divisions of the organization. Explain problem, change and recovery
management processes adopted by the IT division. (If the organization does
not possess such processes, you may make suitable suggestions as part of
your recommendations)
IT department always interconnected with all other department such as Accident &
Emergency, Anesthetic, Breast screening, diagnostic imaging, Discharge lounge & etc.
E-Health is a broad term encompassing the use of information and communication
technologies in support of health and health-related activities, including healthcare
services, health surveillance, education, knowledge management, analytics, and research.
There are several e-Health domains, including:
1) Telemedicine and telecare
2) Clinical information systems.
3) Integrated regional and national information networks
4) Disease registries and other non-clinical systems used for education, public health, and
healthcare management
5) Mobile health (m-Health) and Personalized health (p-health), including mobile
applications
As we are in the technology world IT is the most comprehensive thing which leads to
make every procedure easier and accurate. There are some examples include the
following which clearly indicate the relationship between other department.

Cardiology: The use of lineless diagnostic angiography laboratories, modern

telecommunication networks provides an excellent opportunity to transfer dynamic
cardiac catheterization images from a referring center to a cardiac intervention center.
This electronic data transfer may lead to improved patient care and reduced waiting
times.
Neurology: Information technology is influencing medical practice in ways that could be
both beneficial and harmful. Scenarios are presented to depict some of the ways in which
the practice of neurology is being influenced by the growth of technology.
Advantages and disadvantages of e-mail as a means of doctor-patient communication are
presented. Some of the ethical and legal issues arising in this context are discussed.
The Internet is changing neurologists' relationships to other professionals in the health
care industry. Geographical isolation is less problematic than in the past. Telemedicine,
including remote consulting via the Web, has special implications for neurologists in
several areas, including stroke management, movement disorders, and epilepsy.
The growing availability of large databases, powerful search engines, and online full-text
journals is discussed. Skill in navigating and managing these resources will become
increasingly important. New computer-assisted decision support systems will continue to
be implemented. Applications exist or are being developed for use by clinicians for many
specific neurologic disorders.
Some of the problematic issues concerning medical use of the Internet are discussed,
including availability, portability, security, quality, and outcomes.

Nephrology: Several reports show that patients with chronic disease who are empowered
with information technology (IT) tools for monitoring, training and self-management
have improved outcomes, and however there are few such applications employed in
kidney disease. This review explores the current and potential uses of health IT platforms

to advance kidney disease care by offering innovative solutions to inform, engage and
communicate with individuals with Chronic Kidney Disease.
Problems of using IT in a hospital industry:
Wireless Networking: Wireless network access is becoming increasingly important for
healthcare workers in in todays medical facilities. The structural limitations of
transforming older facilities to support wireless access can be an expensive challenge.
Combinations of wireless WAN and a multitude of access points, will most be the most
likely solution.
Telemedicine: The challenge of wireless networking is a significant issue for the
adoption of Telemedicine. Varying state policies on telemedicine utilization and
reimbursement continues to be an obstacle to wider adoption of this emerging practice.
Patient Engagement: Changing the habits of patients in regard to their healthcare by
requiring more responsibility and involvement is a tough hurdle. Smartphone
applications, and other online applications allow patients to track their health goals but
product limitations may deter willing patient participants.
Clinical Data Analysis: There is huge potential for data analytics to assist in treating and
preventing illness for populations of people. Data analysis also serves a role in quality of
care improvement efforts. Implementing a data analysis system that combines data in a
secure warehouse, and remains easily accessible and secure is an expensive and large
undertaking.
Storage Infrastructure: The amount of data and length of time data must be stored as
required by HITECH Act and Data Retention Laws threatens to quickly exceed existing
storage capacity. Possible solutions to storage issues are virtualized storage in storage
area networks with data replication.
The Cloud: The Cloud leads to questions about data encryption, ownership, HIPAA
compliance and overall security. Small provider groups and facilities are experimenting
with cloud-based EHR systems while larger entities building private clouds of their own.

6. Explain the types of controls used by the IT division in order to protect the IT
assets of the organization.
Asset lifecycle management allows the IT department to improve governance, strategic
decision making, mitigate risk and improve service quality and efficiency. Assets include all
elements of software and hardware that are found in the business environment.
Lanka Hospital IT departments keeping information on what assets they have, where they
are, who is using them, the services they support, what they cost and how they are
configured. They also be able to ascertain whether the business is compliant, the value the IT
assets deliver and whether the company is fully exploiting its IT assets. With the millions
spent and planning to be spent on IT, coupled with heightened expectations from the
business, a lack of proper IT asset lifecycle management is no longer acceptable. This is
increasingly important as do-more-with-less efficiency mandates are prioritized, supplier
software audits and compliance initiatives increase and the business places greater focus on
what IT costs and the value internal IT delivers.
To address these challenges and pressures, IT managers are striving to improve how they
manage IT assets throughout their lifecycle. This is a tall order because the term asset has
an expansive definition including business applications and software (enterprise resource
planning (ERP) systems such as SAP or personal productivity tools such as Microsoft
Office), datacenter infrastructure (server, mainframe, storage and network), user computing
infrastructure (PCs, tablets, mobile devices and telephony) and branch office technologies
(switches, routers, servers and printers).
The technical, financial and service-related information available on their IT asset lifecycle
management program can allow IT managers to improve efficiency and effectiveness and to
optimize its investment (or divestment) in its asset base. That information provides a
comprehensive view of the resources feeding IT service delivery and an assurance that best
use is made of its assets. By investing in IT asset lifecycle management people, process and
technology, IT managers try to cut costs, reduce risk and improve the quality of IT services.

7. Explain briefly how IT costs are recovered and charge back mechanisms used
by the IT division.
IT chargeback is an accounting strategy that applies the costs of IT services, hardware or
software to the business unit in which they are used. This system contrasts with traditional IT
accounting models in which a centralized department bears all of the IT costs in an
organization and those costs are treated simply as corporate overhead.
IT chargeback systems are sometimes called "responsibility accounting" because this sort of
accounting demonstrates which departments or individuals are responsible for significant
expenses. Such systems are intended to shift responsibility to users and encourage them to
treat IT services as they would any other utility, which in turn encourages moderate use.

Managing costs
Asset management provides the organization with information on how IT funds are invested
and how these investments are performing. This not only helps with running current projects
but can make it easier to fund new ones. IT organizations can use this intelligence to improve
total cost of ownership (TCO) by continuously reducing IT asset costs throughout their
lifecycle. Moreover, IT asset lifecycle management allows IT managers to take a servicecentric approach to IT management decisions that can result in additional savings by scaling
back or fully removing low value services altogether.
Improving governance
By conducting IT asset lifecycle management, an IT organization can enhance the
governance of its IT assets through a common management and control mechanism across all
domains. For example, organizations can use an integrated information set and a consistent
knowledge base for decision-making around IT infrastructure investment or divestment. As
IT infrastructure is the foundation for planned IT capability, it is also important to have an
asset repository that reflects the current ability of IT assets to enable future projects or
support consolidation and cost reductions.

8. Based on you findings make suitable recommendations to improve the

Information Systems and the IT division that would enable the organization to
emerge as a market leader.

Better alignment with business

Knowing what assets cost and their remaining economical life through effective IT financial
and service portfolio management allows the IT organization to better understand whether its
investment of available IT funds is optimally aligned with business needs. Likewise, IT asset
lifecycle management intelligence is not just specific to the asset management roles within
the IT organization, such as software asset managers or hardware asset managers. Many
different roles across the enterprise can make use of IT asset lifecycle management
intelligence.
An effective IT asset lifecycle management implementation (or adoption) requires a
disciplined approach. It needs to enable an enterprise to maximize value and deliver its
strategic objectives through the management of its IT assets throughout their entire lifecycle.
IT asset lifecycle management requires the monitoring, controlling and accounting of assets
over time and should be an embedded part of the overall service support and service delivery
processes in IT.

The Personalized Health Care 2020

Committed to making patient-facing digital services a requirement by 2020. The
Personalized Health Care 2020. The framework paper now makes this a requirement rather
than an aspiration. It stated that all patient and care records will be digital, real-time and
interoperable by 2020, with clinicians in primary, urgent and emergency care accessing
paperless records by 2018.
All individuals will be able to view their care records online. By 2020 they will be able to
write in those records comments and preferences through routes including online.

Initially, this will plan & focus on data held by (primary care, acute, community and mental
health), but it will be extended to cover other care settings, taking account of local
authorities' work with personal records,
This is plans to oversee a national experiment to give patients a personalized mobile care
record. This will be conducted by encouraging parents of newborn babies to use a personal
child health record, which will document immunizations and so on in a digital format, rather
than in a physical book, as at present.
Also plans to introduce a kite marking system to accredit applications and digital services
which are safe to use. Hopes this will give users consumers and care professionals the
confidence to use them.

Digital improvement to health management

The Personalized Health and Care 2020 framework points to the value of digital technologies
to improve the management of health and access to care services.
The transformation of our services and the transition to prevention and self-care requires a
fundamental business change and cultural shift, one that ensures the responsibility for
sharing information is understood by everyone throughout organizations and across
communities,
One example of a service which uses digital technology to share information and improve
health management, a walk-in service for sexual health screenings.
Routine sexual health screening needs to be as quick and convenient as possible to
encourage use among at-risk groups, and Anyone who thinks they need a sexual health test
can arrive at the service without an appointment, check in with a touchscreen and complete
the self-taken tests themselves or blood tests with staff on site.
Results are sent out in six hours in text messages, without the need for a follow-up call or
appointment.
But the framework document counts the use of digital technologies remains low in practice.
This demonstrates the system is not currently meeting the needs of those it serves, and that
there is a paucity of current offers adding value,"
"To some extent, the health system faces particular digital challenges, as many of its users
come from disadvantaged groups and the elderly. Nonetheless, the increased uptake of
smartphones and extensive broadband access is overcoming barriers to inclusion.

Challenge is to drive up the confidence of leaders and staff in digital technology, so it doesnt
feel innovative rather, digital platforms are just seen as the best approach.
Digital is such a broad term - the more you think about it, the more it can help with
everything, and Not just how you conduct public health campaigns, but how you provide
better services.
Integrating health and social care
The Personalized Health and Care 2020 framework suggests how data and technology can be
used to increase integration across care services including hospital, community and home,
clinical and social care.
Last month that progress is being made on integrating health and social care systems. For
the first time ever, it is happening 150 local authority areas working together with their
Better Care plans to pool commissioning, reduce emergency admissions and share medical
records.
Making IT green
IT professionals are increasingly tasked with moving their organizations from green IT
awareness to action.
Forrester recommends creating a green IT baseline as the first step. Why? Because the ageold adage that you cant manage what you cant measure is relevant to any IT project,
green or not. IT asset lifecycle management tools can help to create an accurate baseline by
accounting for all IT assets both within and outside of the datacenter. From there, IT
professionals can calculate the energy-related consumption, costs and carbon-dioxide
emissions of operating their IT. This data will offer a practical green IT starting point, by
exposing your most Eco taxing assets.
Conversely, without it, you cannot accurately quantify and report the benefits of your
greening efforts to internal and external stakeholders. Improving organizational efficiency IT
asset lifecycle management ultimately allows IT to run a tighter ship. It is more than just
managing costs its about doing the right thing.
While hardware and software expenditure control is important, so is how the IT organization
conducts itself in the IT asset lifecycle management framework and the larger context of IT
operations. Having fit-for-purpose policies, processes, procedures and enabling technology
will help ensure the non-financial resources applied to IT asset lifecycle management are
also used optimally.