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PEGACMBB - PRPC Certified Methodology Black Belt(R) - Dump Information

Vendor : Pegasystems
Exam Code : PEGACMBB
Exam Name : PRPC Certified Methodology Black Belt(R)
Questions and Answers : 62 Q & A
Updated On : December 7, 2018
PDF Download Mirror : Pass4sure PEGACMBB Dump
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PEGACMBB Questions and Answers

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PEGACMBB PRPC Certified Methodology Black Belt(R)

Study Guide Prepared by Killexams.com Pegasystems Dumps Experts


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PEGACMBB exam Dumps Source : PRPC Certified Methodology Black Belt(R)

Test Code : PEGACMBB
Test Name : PRPC Certified Methodology Black Belt(R)
Vendor Name : Pegasystems
Q&A : 62 Real Questions

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Pegasystems Pegasystems PRPC Certified Methodology

Pega practicing- The most useful Pega PRPC Tutorial ever | killexams.com Real Questions and Pass4sure dumps

LET’S DIVE DEEPER,collectively……

1.What are the pre-requisites to study PEGA?

PEGA is a Java based mostly BPM device. it's developed in Java and uses OOP and java concepts.

2. How lots time does it take to be taught PEGA tool?

well, that fully depends on the fine of coaching you get hold of, but with free tutorials, you can study the basics in 18 hours.

In PEGA, you have several types of certification

i) company aim Certification.

ii) Technical Certification

company goal Certification:

  • enterprise Architect.
  • marketing consultant.
  • Senior advertising advisor.
  • Decisioning consultant.
  • Technical Certification:

  • device Architect.
  • Senior device Architect.
  • Lead gadget Architect.
  • Robotics equipment Architect.
  • UI professional.
  • advertising and marketing consultant.
  • Senior advertising and marketing consultant.
  • to know more about a considerable number of PEGA Certifications, which you can check out a few of my different Blogs and YouTube movies

    three. How do I get PEGA Tutorials at no cost?

    there are lots of areas the place that you could get PEGA Tutorials for inexperienced persons and video clips fully free, but simply be certain you are doing the Labs while studying, in any other case it’s nugatory.

    4. What are the Roles and tasks of a PEGA resource?

    there are lots of roles in PEGA, equivalent to:

    i)Developer (60 % Job Openings)

    ii) Architect (30 % Job Openings)

    iii) UI specialist (10 % Job Openings).

    As you could see, probably the most crucial role is the Developer’s. hence, center of attention on that.

    5. How is the profession-graph in PEGA and what about income?

    It’s really first rate as per indeed.com.

    The average annual salary for a PEGA licensed knowledgeable is $eighty,000 whereas, a non-licensed one makes round $45,000.

    6. are you able to supply particulars on PEGA certification?

    neatly, there are 11 sorts of PEGA certification. you can beginning with the primary one.

    7. am i able to get licensed if my business is not a companion of PEGA?

    As of 2017, the answer isn't any. feels like an inconvenience? Don’t be troubled, we now have chuffed news as neatly.

    PEGA, will quickly be extending the certification program to non-partners.

    DOESN’T THAT SOUND good!!??????

    8. the place can i get PEGA working towards?

    there are many companies, however be sure you get Lab access earlier than and after the classes.

    9. where can i get PEGA practicing in Hyderabad, or PEGA practicing in Bangalore along with the substances?

    I get this question from my office colleagues, pals, and countless weblog readers essentially daily or week.

    My reply is, if you're taking this offline, then it’s beside the point. i would imply on-line practising in its place of school room working towards for PEGA, as here's absolutely tool based mostly ie; 0% theory, a hundred% Labs.

    10. How can i get access to PEGA Console?

    it's an open supply that you could register with your company e mail identity.

    11. How do i do know if my enterprise is a associate of PEGA?

    there are many organizations like Accenture, Infosys, Tata Consultancy functions,Capgemini, Cognizant, AtoS&Merklecomet and so forth, partnering with PEGA. There’s a very clear and arranged record on the authentic portal.

    12. the place am i able to get PEGA Interview Questions and solutions and the way intricate is the interview?

    many of the Questions are somewhat convenient, a few of them are advanced.

    13. What about PEGA Jobs? do we have decent opportunities?

    PEGA has been applied in below locations:

    Washington, manhattan, los angeles, Detroit, Denver, Chicago, San Francisco, London, Toronto, Houston, Austin, Dallas, Orlando, Seattle, India( Bangalore, Hyderabad, Pune, Chennai, Mumbai, Noida, Delhi, Gurgaon), Singapore, Melbourne, Dubai.

    that you can easily find job alternatives if you dwell in any of those places. life is a cake stroll, as soon as the practising is achieved and you’re licensed.

    14. what is the newest version of PEGA?

    eight.0 is the newest edition in PEGA.

    15. are you able to deliver me your resume?

    well, i will be able to’t do this however i can definitely aid you get your palms on some sample Resumes.

    16. am i able to get practising materials like pdf, ppt, and person guide on Wikipedia for PEGA?

    not an awful lot on Wikipedia, however there are many places where you could find them. check this for PEGA Platform

    17. am i able to down load the PEGA utility? If yes, how do I get it?

    It’s an open supply which you could register with/on, the usage of your corporate e mail id.

    18. How tons does PEGA cost, ie for practicing and utility entry?

    The working towards charge depends on the supplier but I believe it'll now not exceed 150$.


    Pegasystems' (PEGA) CEO Alan Trefler on Q2 2017 consequences - income call Transcript | killexams.com Real Questions and Pass4sure dumps

    No outcomes discovered, are trying new key phrase!although frequently thought of as a earnings methodology, it’s really quite gigantic ... the institution software we launched in 2016 now has over 25 universities signed up, graduating Pega licensed utility ...

    Pegaworld 2013: what's Stage based Case administration in Pega 7 ? | killexams.com Real Questions and Pass4sure dumps

    Stage Based Case Management

    one of the crucial gadgets from the keynote the previous day was the introduction to what Pega is regarding as Stage-based mostly Case management. As a part of the rewrite for Pega 7 it ushers in a brand new period of DCO (Direct capture of aims), that piece of PRPC that’s aimed squarely at the company users.

    other than the big UI changes which seem to be a hell of a whole lot better than v6 (ie it’s like moving from iPhone iOS6 to iOS7), SBCM captures the ‘company vision’ for the procedure and works down from there. Whereas before in old versions of Pega 6 you could catch dreams, necessities, process, integration points etc within the utility Profile (some thing which appeared akin to IBM’s Blueworks) after which ran the accelerator to build out the fundamentals of an utility and work from thereon in, SBCM really takes it again into the business know-how side again. in case you suppose about various powerpoint slides you’ve considered to your careers of degree 1 and level 2 tactics and the artefacts that take a seat within each and every here's essentially what Pega has completed with Stage-based Case administration and DCO. There’s no spoil within the chain between defining the business ambitions, working a device to generate a skeleton application after which leaving it within the fingers of the construction teams.

    one of the vital issues I picked up in the Press Q&A session with Alan Trefler was that he noticed the theoretical position of the enterprise Analyst fading away, there’s no greater want for a intermediary to translate necessities for IT the usage of Pega 7. daring statement and we’ll need to see no matter if his declare holds up when v7 is launched.

    no matter if or now not they’ll should revamp one of the crucial DCO and CMBB licensed practicing to fit across the new SBCM is a observing short, but i used to be advised nowadays that you should’t migrate what’s been plugged away in DCO from v6 into v7 because it’s a completely new beast.

    I’ll are trying to get a slidedeck with more data and screenshots quickly.

    20130611-140559.jpg

    20130611-140622.jpg

    20130611-140716.jpg

    20130611-140726.jpg

    20130611-140733.jpg

    20130611-140739.jpg

    20130611-140746.jpg

    20130611-142541.jpg

    20130611-142548.jpg

    20130611-142632.jpg


    PEGACMBB PRPC Certified Methodology Black Belt(R)

    Study Guide Prepared by Killexams.com Pegasystems Dumps Experts


    Killexams.com PEGACMBB Dumps and Real Questions

    100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



    PEGACMBB exam Dumps Source : PRPC Certified Methodology Black Belt(R)

    Test Code : PEGACMBB
    Test Name : PRPC Certified Methodology Black Belt(R)
    Vendor Name : Pegasystems
    Q&A : 62 Real Questions

    It is great to have PEGACMBB dumps.
    Asking my father to help me with something is like entering in to huge trouble and I certainly didnt want to disturb him during my PEGACMBB preparation. I knew someone else has to help me. I just didnt who it would be until one of my cousins told me of this Killexams.com. It was like a great gift to me since it was extremely helpful and useful for my PEGACMBB test preparation. I owe my great marks to the people working on here because their dedication made it possible.


    Shortest questions that works in real test environment.
    im Aggarwal and i work for smart Corp. I had carried out to seem for the PEGACMBB exam and changed into very nervous approximately it because it contained difficult case research etc. I then applied for your query financial institution. My many doubts got cleared because of the explainations provided for the answers. I additionally got the case research in my email which had been nicely solved. I seemed for the exam and am happy to mention that I got 73.seventy five% and that i give you the entire credit. similarly I congratulate you and look similarly to clear more exams with the assist of your website online.


    in which can i am getting PEGACMBB real exam questions and solutions?
    I passed PEGACMBB exam. I assume PEGACMBB certification isnt always given sufficient publicity and PR, on the grounds that its actually properly however seems to be beneath rated nowadays. that is why there arent many PEGACMBB mind dumps to be had without cost, so I had to purchase this one. Killexams.com package grew to become out to be just as tremendous as I expected, and it gave me precisely what I needed to know, no misleading or incorrect info. excellent revel in, high five to the group of developers. You men rock.


    Do you want actual test questions modern day PEGACMBB exam to prepare?
    Passed the PEGACMBB exam with 99% marks. Excellent! considering only 15 days preparation time. All credit goes to the Question & Answer by killexams. Its amazing material made preparation so easy that I could even understand the hard topics at ease. Thanks a lot, killexams.com for providing us such an easy and effective study guide. Hope your team keep on creating more of such guides for other IT certification tests.


    need actual exam questions modern PEGACMBB exam? download right here.
    Passing the PEGACMBB examination become long due as my career development was related to it. But continually got fearful of the topic which seemed clearly difficult to me. I changed into approximately to pass the test until I discovered the question and answer through killexams.Com and it made me so relaxed! Going via the substances became no problem at all because the technique of supplying the subjects are cool. The quick and unique solutions helped me cram the quantities which appeared difficult. Passed well and got my promotion. Thanks, killexams.


    Are there properly sources for PEGACMBB test guides?
    i have never used this type of wonderful Dumps for my gaining knowledge of. It assisted nicely for the PEGACMBB exam. I already used the killexams.com killexams.com and handed my PEGACMBB examination. it is the bendy fabric to apply. but, i used to be a below average candidate, it made me pass in the exam too. I used most effective killexams.com for the studying and by no means used some other material. i can hold on the use of your product for my destiny exams too. were given ninety eight%.


    Get proper records and look at with the PEGACMBB Q&A and Dumps!
    I surpassed PEGACMBB paper within weeks,thanks to your exquisite QA look at substances.rating ninety six percentage. i amvery assured now that i can do better in my closing 3 assessments and honestly use your exercise fabric and advocate it to my buddies. thanks very a whole lot in your fantastic on-line trying out engine product.


    No source is more powerful than this PEGACMBB source.
    the fast solutions made my instruction more convenient. I completed seventy five questions out off eighty well beneaththe stipulated time and managed 80%. My aspiration to be a certified take the exam PEGACMBB. I got the killexams.com Q&A manual simply 2 weeks earlier than the exam. thanks.


    Real PEGACMBB exam Questions to Pass exam at first attempt.
    I sought PEGACMBB help on the internet and discovered this killexams.com. It gave me numerous cool stuff to take a look at from for my PEGACMBB check. Its needless to say that i was able to get via the test without issues.


    birthday celebration is over! Time to observe and bypass the exam.
    I got 79% in PEGACMBB examination. Your examine fabric became very helpful. A massive thank you kilexams!


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    [OPTIONAL-CONTENTS-3]

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    ProcessQM Offers Lean Six Sigma Green Belt Training and Certification This March | killexams.com real questions and Pass4sure dumps

    LOS ALAMOS, N.M., Nov. 13, 2018 /PRNewswire-PRWeb/ -- ProcessQM LLC, a quality management company based in Northern New Mexico, announced it is hosting a Lean Six Sigma Green Belt training and certification this March in Santa Fe, NM.

    The overall objective of this five-day course is for students to gain an understanding and hands-on experience of Lean and Six Sigma, two of the leading process improvement methodologies. Instructor Leon Spackman, MS, PMP, LSSMBB, will review the history and origins of Lean and Six Sigma methodologies and discuss how they can and should be used together to improve processes, eliminate waste, and decrease variation. Students will also learn the philosophy behind each methodology, the associated tools, and how and when to use them employing hands-on, experiential exercises.

    This class can be taken as a Lean Six Sigma orientation or as a Green Belt certification course. If the certification path is chosen, the student will be required to complete a Lean Six Sigma project using the tools and philosophies discussed during the class.

    Early-bird registration and team discounts are currently available, as well as special savings for current ProcessQM customers. For additional information, updates, and registration, visit processqm.com/training or call (505) 975-2148.

    What: LEAN SIX SIGMA GREEN BELT TRAINING AND CERTIFICATION When: March 18-22, 2019 Time: 8:30 a.m. - 5:30 p.m. Location: Santa Fe, NM Credits: 4.0 CEU's, 25 PDU's

    About Instructor Leon Spackman: Spackman is an instructor, consultant and contractor who has many years of experience in process improvement, project management and quality management. He is a certified Lean Six Sigma Master Black Belt and has implemented process improvement and reengineering efforts in government and commercial settings. Leon recently led a project for the UNM Health Sciences Center to move the organization from a fee-for-service model to a risk based preventive model. His extensive reengineering work at Lovelace Health Plan resulted in savings of over $500K in just 10 months. Leon trained over 50 leaders in Lean Six Sigma principles.

    Spackman is a certified PMP and an experienced project manager. He served over 20 years in the United States Air Force, leading and directing diverse organizations around the world. While serving as a squadron commander, he significantly improved support to his customers going from the worst to the best aircraft in-commission rates in the Air Force in less than two years. While in the Air Force, he earned his first master's degree in Logistics Management and served most of his military career as a logistics officer developing expertise in supply chain, petroleum, and overall logistics management. Spackman graduated from the National Graduate School with a master's degree in Quality Systems Management in 2002.

    About ProcessQM LLC: ProcessQM LLC provides quality management solutions to various industries throughout the U.S., supporting engineering, project management and construction firms, national laboratories, the U.S. Department of Energy, National Nuclear Security Administration, and many others. Our team consists of quality assurance experts, nuclear and non-nuclear, and high-level professionals in the areas of business excellence and process improvement. We help businesses reach their next level by building effective and efficient quality programs that conform to NQA-1, ISO 9001, DOE 414.1, etc. We also facilitate strategic planning, manage strategy execution, and strengthen organizational processes using Lean Six Sigma and other methodologies. As a Northern New Mexico women-owned small business committed to prevention of quality related disasters, we are honored to serve our local business community by providing the following services: Staff Augmentation: Quality Assurance experts on demand Project Quality Assurance: We will manage quality on medium and large projects from start to finish Consulting: We will assist you in the areas of quality management, business excellence and process improvement Auditing: Internal and external audits Training: NQA-1 Lead Auditor, Understanding and Implementing ASME NQA-1, Commercial Grade Dedication, etc. Website: https://www.processqm.com Training Registration: https://www.processqm.com/training

     

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    Olympic Marathons: Performance Improvement Initiatives Help to Power the Long Race | killexams.com real questions and Pass4sure dumps

    Organizations on the leading edge are also strategically leveraging information technology and data analytics as a key facilitator to continuous performance improvement, particularly on the clinical side

    At a time when the leaders of patient care organizations are facing intensifying pressure to shift away from a dependence on volume-based payment and to plunge into value-based care delivery, what strategies can help them lead their organizations to success under new paradigms? With Seema Verma herself, Administrator of the Centers for Medicare & Medicaid Services (CMS), bluntly warning hospital, medical group, and health system leaders that she and her fellow senior federal healthcare officials will be pushing hard to compel providers forward into value-based contracting, IT-facilitated continuous performance improvement strategies are looming large as a critical success factor in the shift to value.

    Indeed, speaking during a webinar on August 27 sponsored by the Accountable Care Collaborative, Verma responded to questions about CMS’s effort to push provider organizations to take on two-sided risk in the context of the agency’s accountable care organization (ACO) programs, particularly the Medicare Shared Savings Program (MSSP).

    Asked by the webinar host, Mark McClellan, M.D., director of the Duke-Margolis Center for Health Policy and co-chairman of the Accountable Care Learning Collaborative, about provider feedback on the proposed changes to the MSSP ACO program, Verma responded, “I think many people recognize that it’s time to take that next step and it’s time to evolve the program; it’s been six years. We also understand that there may be providers that are not ready. But, our focus is to work with providers that are serious about making the investments and providing better care for lower cost.” What’s more, she intoned, “We’re trying to transition the structure to encourage providers to take on risk because we know that is going to deliver better outcomes.”

    And while none of that rhetorical forcefulness—some might even call it saber-rattling—should come as a surprise from Verma, it’s also true that she fully realizes how challenging the overall transition is turning out to be for the vast majority of patient care organizations, which have more-or-less-contentedly been inhabiting a discounted fee-for-service payment world, even as the discounts have progressively bitten more deeply into their operating revenues.

    The reality? On the hospital and health system side of the industry, hospital senior leaders long ago shaved off excessive expenses when it came to such areas as the supply chain and facilities management. And what remains to tackle now is the Moby Dick of operations: reworking processes at the core of patient care delivery, in order to achieve significantly improved cost-effectiveness and patient outcomes; everything else has already been tackled. In short, it’s become eminently clear that clinical and operational transformation cannot happen without the thorough reengineering of core care delivery processes.

    Through real use cases and live demo, Frank Lee, PhD, Global Industry Leader for Healthcare & Life Sciences, will illustrate the architecture and solution for high performance data and AI...

    In that context, larger numbers of hospital and health system (and a few medical group) leaders have plunged ahead over the past decade-plus, and have moved to incorporate the use of formal performance improvement methodologies, among them Lean management, Six Sigma, the Toyota Production System for healthcare, and PDSA (Plan Do Study Act, formerly PDCA, or Plan Do Check Act) cycles of improvement, in order to achieve clinical and operational transformation. In practice, the quality leaders at most patient care organizations have liberally mixed the use of various methodologies, while others have relied primarily on one methodology, but have allowed the blending of concepts from others.

    What’s more, the organizations on the leading edge are also strategically leveraging information technology and data analytics as a key facilitator to continuous performance improvement, particularly on the clinical side. Indeed, they are finding IT facilitation to be essential to success in achieving transformational change.

    In Asheville, A Comprehensive Push Forward into Value

    One of the patient care organizations that has been moving ahead determinedly in its use of IT-facilitated continuous performance improvement strategies is Mission Health, a six-hospital, 11,000-employee health system based in Asheville, North Carolina.

    There, Chris DeRienzo, M.D., Mission Health’s chief quality officer, and Dawn Burgard, director of clinical performance improvement, have been helping to lead a comprehensive effort for several years, one that has already borne significant fruit. Back in 2010 and 2011, Mission Health leaders began mapping care delivery processes, adding in an analytics platform in 2013 and 2014. Burgard, who came to Mission Health in 2012, with a master black belt in Six Sigma and a certification in Lean management, and Dr. DeRienzo, who came in 2013, have turbocharged efforts in the organization since then. Among other developments, they early on brought on a cadre of 21 Lean management engineers, known as quality improvement advisors, or QIAs, and have built an enterprise-wide data warehouse.

    One key tool that the leaders at Mission Health have built has been a dashboard called the Ambulatory CPM Explorer Dashboard, which is bringing near-real-time data to physicians. Among the accomplishments in the past few years:

  • A 20-percent increase in full sepsis bundle and a 32-percent reduction in mortality from sepsis
  • 12 lung cancer deaths avoided with 37 percent increase in screening
  • 9 fewer rib fracture deaths and $350,000 in reduced direct costs
  • A 42-percent reduction in in-hospital stroke mortality
  • 11,000 more women screened for breast cancer, 6,000 more people screened for colorectal cancer, and a seven-fold increase in depression screening
  • And, in two specific areas—among numerous others—Mission Health leaders have leveraged performance improvement cycles to build and optimize key initiatives. One has been the creation of the organization’s Readmissions Predictor initiative, which has dramatically enhanced ambulatory care managers’ ability to efficiently predict which patients might be at the highest risk for readmission, following discharge. That initiative began in early 2017, and has been led directly by Dr. DeRienzo and by Mission Health’s CIO, John Brown.

    Spending over a year to build, test, and validate the program, Mission Health leaders created a dashboard that uses smart algorithms to provide care managers with up-to-the-minute data every morning at the start of the workday, helping them to determine which individuals, post-discharge, are most likely to end up being readmitted, and allowing them to start their days focusing on those at highest risk for readmission.

    A second very important initiative, which began a year and a half ago, has involved applying the Explorer Dashboard to monitor patient flow into and through the emergency department, and to take steps to respond to emerging patient-flow blockages created by surges in patients presenting in the ED. Now, Burgard reports, “We have triggers on our home page, so everyone in the hospital knows what surge status we’re in. And once a new color is triggered”—from a range of four colors (green, yellow, orange, red) that indicate the degree of blockage—"there’s a whole bunch of standard work—a Lean term that involves the standardization of the elimination of variation in processes—that teams and managers are expected to do, depending on surge level,” she says. “That’s the power of standard work. It allows us to get into that predictive space and helps us to become more efficient with the way we staff.” Using this set of processes, patient volume surging that had peaked at 4 percent of patients who left before being seen, in the summer of 2016, is now down to 1 percent, with the ability to see 300 patients every day in the flagship hospital’s ED now a standard volume that has been made the norm.

    The core recipe, DeRienzo notes, has included the following: a reliable enterprise data warehouse; a reliable data visualization environment; “more structure in clinical program leadership among physicians, nurses, and administrators”; a cadre of Lean management engineers; and, “trusted advisors.”

    At UPMC, Patient Engagement for Improved Outcomes

    Numerous quality improvement methodology-infused initiatives are moving ahead as well at the 40-hospital UPMC health system, based in Pittsburgh. There, says Tami Minnier, R.N., M.S.N., UPMC’s chief quality officer, “We use all of them”—especially Lean management, Six Sigma, and PDSA principles and strategies. But, she quickly adds, “Coming into healthcare from manufacturing, I learned early on that healthcare wasn’t quite ready for all the terminology around performance improvement methodologies, so we avoid technical terminology here. I have a black belt in Lean, but I don’t get into the intricacies,” she testifies. “I found that it turned people off. We had people say, ‘We don’t build cars.’”

    Instead, Minnier has helped to lead forward a number of initiatives, and, she says, “We use whatever tool makes most sense at the time, and have blended them over time over the 12 years that the Wolff Center has been in existence”—referring to the UPMC Wolff Center for Quality, Safety, and Innovation—“and over time, we’ve raised the bar and have introduced things like run charts, fishbones [the fishbone tool for root cause analysis], some of the tools people find useful. But we don’t say, let’s have a big Kaizen on Tuesday afternoon! We’ve been a bit savvy about how we do it.”

    And, as one of her key partners in those endeavors, MaCalus Hogan, M.D., vice chair of orthopedic surgery, and medical director for outcomes and registries at the Wolff Center, says, “I’ve been educated in the Lean environment and learned a lot from Tami and her team. Efficiency is key” in every endeavor, he says. “And in the surgical environment, things are geared around doing things well and efficiently.” Together, Minnier and Dr. Hogan have been leading an initiative that has significantly improved both patient engagement, and improved clinical and satisfaction outcomes, around the entire cycle around total hip and knee replacement surgery, which they and their colleagues have implemented across the six highest-volume total joint replacement surgery facilities in the UPMC system. “We needed to go further in clinical care improvement, encompassing from how we prepare patients, to alignment on who were good candidates,” Minnier explains.

    And, Minnier says, “One of the things that we learned early on was that there was pretty inconsistent preparation of patients planning to come in for hip or knee replacement. Some doctors and their offices did this really fantastic job of preparing their patients for surgery, and some didn’t quite have it together. So we did a good current-state assessment, using Lean and PDSA approaches. We looked at the current state of variations, and what types of resources and materials people had in place, and then brought together a new model of change, centered around an orthopedic nurse coordinator in every site. That role was to protect and prepare every patient for surgery, and most importantly, to think about what their care at home would be like after surgery.”

    The initiative began three years ago, with the orthopedic nurse coordinators being brought in two-and-a-half years ago. Those coordinators, also referred to as “navigators,” ensure an orderly, comprehensive process to prepare patients and provide them with online education. Leveraging the organization’s patient portal, MyUPMC, office physicians can prescribe educational materials during the office visit, just as they’d prescribe medications. And, she says, “The process improvement of having an ortho nurse coordinator, coupled with the technology support, really allowed patients to arrive at a preoperative phase in a much more prepared, organized manner, to anticipate what would happen when they got to the hospital and how they’d be taken care of.” And, as a result of intensive continuous improvement cycles, “We’ve been able to eliminate pretty much all of the variation,” she testifies. “And every single member of these ortho nurse navigators, they meet on a monthly basis, share each other’s practices, they’ve become a resource group unto themselves. That’s how you perpetuate and sustain change.”

    In the context of the joint replacement improvement process, Dr. Hogan and Minnier saw clearly the advantage of Hogan’s being a foot and ankle surgeon rather than being a joint replacement surgeon. As such, he brought into the process a level of credibility as a fellow surgeon; yet at the same time, he was in a different subspecialty, so he could not be seen as a threat to the joint replacement surgeons. And the results have been impressive: consistent educational and preparational processes, improved patient satisfaction, and in many cases, enhanced recovery outcomes.

    The Power of Harnessing Analytics

    Industry leaders interviewed for this article agree on the core truths about all this: that using formal improvement strategies, of whatever specific type, will yield results; and that part of the power of this to achieve clinical transformation is in effectively harnessing IT and data analytics to facilitate such work.

    “In my experience, it doesn’t really matter which methodology you choose, but that you choose an improvement methodology or methodologies, and stick with your strategies; it’s the discipline that matters,” says George Reynolds, M.D., the clinical informatics executive advisor for CHIME (the Ann Arbor, Mich.-based College of Healthcare Information Management Executives), and principal in Reynolds Healthcare Advisers, LLC. Dr. Reynolds, who served as the CMIO at Children’s Hospital & Medical Center, in Omaha, Nebraska, for 11 years, and CIO for the last five years of that tenure, reports that “We did a version of PDCA [Plan Do Check Act—an earlier version of Plan Do Study Act], which is very easy to teach, but lacks the rigor and the discipline of Lean and Six Sigma. We would do well [at Children’s], but it was hard to maintain the changes.”

    Meanwhile, Dr. Reynolds says firmly, leveraging data and analytics to power performance improvement cycles is “absolutely central to everything you do. And it doesn’t necessarily have to be really fancy bells and whistles, though I love fancy bells and whistles. You can do a lot with an Excel spreadsheet. You can do a lot with some fairly simple tools. But the more advanced tools become valuable” as organizations move forward into deeper and broader efforts.

    Early on in the Proverbial Journey of 1,000 Miles

    What remains disconcerting is how far behind most U.S. patient care organizations are starting out, says Robin Czajka, service line vice president for cost management at the Charlotte-based Premier Inc. Asked where she thinks the healthcare industry is, if this phenomenon could be compared to the proverbial journey of a thousand miles, the Chicago-based Czajka says that “I would say that we’re at the very beginning of it, frankly, having been in the industry for 25 years. You see pockets of great performance, and areas where we haven’t made any progress at all,” she says. “Some organizations are short of staff and mired in taking care of increasingly sick patients. So this needs to be a top priority. And we’re looking at a 5-percent growth year-over-year” in hospital costs. “The Medicare fund will be insolvent if we keep on this trajectory.”

    What’s more, says Mary Frances Butler, a senior adviser at the Chicago-based Impact Advisors consulting firm, the level of progress in this area “will depend on the type of hospital.” There is a continuum of advancement, she notes, “from small community hospitals, all the way up to the mega-systems like Intermountain and Geisinger [the Salt Lake City-based Intermountain Health and the Danville, Pa.-based Geisinger Health], who have been at it a long time. Intermountain is an example of a leader in this. And, to the extent that leader organizations have been able to facilitate conversations through the C-suite and into the IT group, to get out of their silos,” they’ve made greater progress, she notes.

    Premier’s Czajka has mixed sentiments with regard to the mixing or blending of specific methodologies. “It’s both good and bad; you can create some kinds of success, but you do lose some things; I’ve personally seen Lean be effective when done rigorously,” she says. “But as long as it’s cyclical, monitored, and sustainable, and as long as there are checks and balances,” any combination of methodologies can be made to work well, she says. The absolutely critical success factor? “Success in this area is always data-driven,” she insists. “And with Six Sigma, you take data over time and look at it and act. A lot of organizations will see a blip, for example, bed sores, and will react to it. But it may turn out to be a special-cause variation, maybe they got an unusual surge of admissions from a nursing home or something. When you start to employ a system like Lean, problem solvers become problem framers. So you need to look carefully at the data and analyze it, and act over time.”

    The Power of Data-Focused Teams

    One lesson shared by those in the trenches is the power of creating and nurturing purpose-specific teams focused intensively on the management of data to power performance improvement, particularly in the clinical area. Oscar Marroquin, M.D., a practicing cardiologist and epidemiologist in Pittsburgh, has been helping to lead a team of data experts there. That team, of about 25 data specialists, was first created five years ago. Of those, half are IT- and infrastructure-focused, and, says Dr. Marroquin, “The rest are a team of folks dedicated to data consumption issues. So we have clinical analysts, data visualization specialists, and a team of data scientists who are applying the right tools and methods, spanning from traditional analytical techniques to advanced computational deep learning and everything in between. Our task is to use the clinical data, and derive insights”—and all 12 clinically focused data specialists report to him.

    And that work—“allowing people to ask questions to generate opportunities”—has paid off handsomely. Among the advances has been the creation of a data model that predicts the chances that patients who are being discharged will be readmitted. The model, based on the retrospective analysis of one million discharges, is also helping case managers to more effectively prepare patients for discharge, specifically by ensuring that patients being discharged are promptly scheduled for follow-up visits with their primary care physicians. “If those patients are seen within 30 days of discharge,” he notes, “there’s a 50-percent reduction in their 30-day rate of readmission.” The program is now active in six UPMC hospitals.

    What it Really Means to be Data-Driven

    Those industry leaders interviewed for this article are agreed on what healthcare IT leaders should know both about the adoption of performance improvement methodologies generally, as well as about the leveraging of IT and data to achieve success in clinical and operational transformation.

    “If you’re going to embark on a Lean Six Sigma-driven journey, it rises and falls based on leadership,” says Mission Health’s Burgard. “We know that the methodologies work. But I always say, Lean is not a set of tools, it’s a mindset for how you’ll transform your organization. The same thing is true with technology. It all rises and falls on leadership. And senior leaders need to understand the methodology and the tools. That applies to technology, too.”

    “I’ve been really impressed with the degree of partnership of our CIO John Brown, with our PI team,” says her colleague DeRienzo. “When I think about continuous improvement, there’s so much overlap between the improvement processes and the data processes. And by driving alignments across the entire system, including across the different teams, we’ve been able to make much broader progress.”

    Importantly, says Premier Inc.’s Czajka, “It’s crucial to accept that data shouldn’t be the enemy of the good. The data is never going to be perfect,” she says. “Just make sure it’s directionally accurate.” What’s more, she says, “You need to train your people to use the data correctly. I can’t tell you how many times I meet with clients and they have these great data systems they’ve purchased, but no one is trained to work well with it. And,” she says, “figure out the data points that will actually drive improvement. I went into a member hospital that had about 100 data points they were asking people to focus on, in a dashboard. You can’t ask people to do that.” Working with leaders at that hospital, she was able to get them to narrow down those 100-some data points to 11 that could be focused on, for process improvement.

    In the end, says UPMC’s Marroquin, “If we all are serious about transforming the way we care for patients, we need to do it in a data-driven way. There has to be a philosophical belief and commitment to do that, and then you have to create a team that’s dedicated to this work. I don’t think this is achievable in an ad hoc way.” Finally, he says, “This work is not for the faint of heart; it takes time and effort, but if you have the philosophical belief and institutional commitment, it’s doable.”


    Expertise location and the learning organization | killexams.com real questions and Pass4sure dumps

    Jan 1, 2003

    Judith Lamont, Ph.D. By Judith Lamont

    As organizations try to make the most of their intellectual capital, awareness is increasing about the importance of connecting to the people with the right knowledge at the right time. Initially focused on targeted business goals such as reducing time for product development, expertise location and management (ELM), also called employee knowledge network solutions, are also well positioned to provide support to organizational learning initiatives. Those include facilitating mentoring programs, identifying knowledge gaps and providing both performance support and follow-up to formal training activities.

    A relatively new entrant into the KM space, ELM software products offer a variety of capabilities, sometimes combining them into one solution. Most of them create an initial profile of an individual’s expertise based on an analysis of published documents. Some solutions take a Q&A approach that provides responses to specific questions and may also create a knowledgebase that documents those interactions. Finally, some focus on e-mails to capitalize on that ubiquitous but often underutilized source of expertise. The products generally provide the participants with control over the content that is placed into the knowledgebase as well as over the volume of questions that they receive.

    One of the appealing aspects of ELM systems relative to other enterprisewide software solutions is that they can be rolled out and operating productively in a relatively short time. Kamoon reports that a pilot project can be deployed in just a few weeks, and a 10,000-seat system within a month or two.

    “We first set up profiles,” says Yali Harari, Kamoon’s CEO, “by analyzing unstructured repositories to find out where the documented expertise resides.” Employees then take a look at their profile, and update it or remove topics about which they do not want to serve as experts. Over time, employees can continue modifying their profile directly or can simply submit content that the system analyzes to produce an automated update. Depending on the product options selected, Kamoon Connect can function as a locator that brings up a list of experts or in a Q&A format in which questions can be submitted and answered. In either case, a knowledgebase of interactions can be built that captures previously answered questions (PAQs).

    The Young Presidents’ Organization (YPO) deployed Kamoon Connect in November to allow its members to share knowledge among YPO’s large global network of young business leaders. YPO’s mission is to develop better leaders through education and idea exchange. With 17,000 seats deployed to date, YPO will benefit from the ability of Kamoon Connect to match requests to member experts and facilitate interaction among them. Founded in 1950 by Ray Hickock, then a young executive himself, YPO provides support and growth opportunities for those facing the unique challenges, both personal and professional, of early success in business. Networking has always been a key factor in the organization’s success, and that component is now being supported by Kamoon Connect to make the most effective use of members’ knowledge.

    “We view Kamoon as a vital part of our mission,” says George Goldsmith, a YPO board member and chairman of IT and member networking. “It will let our members connect more quickly with their counterparts, accelerating the learning curve on issues that matter.”

    Reducing delays in the learning process creates options that are synergistic with formal training. “The organizational value created by knowledge workers may not be able to be codified ahead of time,” points out Lori Wizdo, Kamoon’s VP of business development, “so real-time interaction can be invaluable.” In addition, she does see a potential role for ELMs in formal e-learning programs, particularly in conducting needs assessments and locating subject matter experts.

    “We can look at the questions being asked and find out what employees really need to know, rather than just asking them what kind of training they want, or worse, deciding it for them,” she says. Kamoon is also beginning to talk with e-learning companies to key them into the value of ELM in identifying both training needs and sources of expertise. A new partnership between IBM Lotus Software and Kamoon builds on the strengths of the Lotus Discovery Server.

    “The core capability of the Discovery Server is centered on detecting affinities of individuals with respect to specific topics in the system,” says Antony Satyadas, knowledge discovery business leader for Lotus. The system can then send an e-mail asking if the individuals want to publish an affinity in their profile. With Lotus’ Sametime, a user can find out if the sought-after expert is online. The system also can map skills against corporate needs to find knowledge gaps. In addition, it can integrate with learning management systems to include an individual’s course information as an input for calculations of a relevancy score. Kamoon contributes the workflow that routes questions to one or more individuals and also the Q&A database that provides a repository for previously answered questions.

    AskMe

    AskMe developed AskMe Enterprise after extensive testing of the Q&A concept and technology on a public Web site over the past three years. The company’s founders had identified expertise location as a mission-critical issue across many companies, and in the course of its testing, explored many of the cultural and adoption issues related to information sharing.

    “We discovered that people use the system in several different ways,” says Dan Wright, VP of professional services at AskMe. Some individuals, for example, were coming to the system every day but neither asking nor answering questions. “We called these people ‘absorbers,’ ” recalls Wright, “because they were learning from the interactions others had had in the past.” This realization led to the addition of new features such as subscriptions to certain areas of content.

    As for the responders, incentives for sharing are important. According to research conducted by AskMe, the top-rated reason for responding is recognition, followed by the satisfaction of helping others. Thus, a system that depends on voluntary response from others should, as a best practice, incorporate a form of recognition for contributors. AskMe has analytical capabilities that allow management to track response time and quality, so it can be used to identify knowledge gaps. For example, a sales force responsible for a complex product may submit questions to applications engineers as to whether a certain product configuration is possible. If weeks go by with no response, management can investigate the delay by exploring staffing or training issues.

    At Honeywell, the Six Sigma process improvement methodology is an integral part of the corporate culture and is embedded in workflow at every level. Part of the job of senior Six Sigma staff (called Black Belts) is to mentor to levels below. Honeywell deployed AskMe across its Six Sigma organization to help transfer knowledge from the most experienced staff to those in training. For example, in the Six Sigma groups, Green Belts in the program can ask questions of the higher level Black Belts to help solve business problems. The answers address immediate needs, but also capture the knowledge for future reference.

    “A strength of the system,” says Drew Grimm, knowledge lead and digital activist at Honeywell, “is that multiple answers may come back, which opens up a diverse range of information to the knowledge seeker.” He believes that much of the value comes from the complementary nature of the expertise.

    One measure of success that Honeywell has chosen is the degree to which answers in the system cut across boundaries, whether geographical, business unit or organizational level.

    “When that happens,” points out Grimm, “the organization as a whole is learning, and we begin to leverage information throughout the enterprise.” AskMe is designed to serve as a knowledge network and is deployed as part of Honeywell’s overall knowledge management strategy that also includes document management and other collaboration tools. It is effectively accessing tacit knowledge that might otherwise be underutilized, and codifying it so it can be shared.

    Sopheon

    Ericsson Research Canada, which develops software for communication network infrastructures, uses Organik software from Sopheon (sopheon.com) to seek out and share expertise. In the highly competitive telecommunications industry, being able to find and disseminate knowledge quickly throughout the enterprise is critical to the ongoing learning process. (Sopheon acquired Organik when it purchased Orbital Software in January 2002.) When the system was implemented at Ericsson Research several years ago, it mirrored the natural communities that had formed within the organization.

    “These communities, which may number a dozen or so individuals locally,” says Anders Hemre, director of enterprise performance and CKO at Ericsson Research, “access four to five times as many others globally through Organik.”

    Based on a Q&A format, Organik provides answers to questions and then stores the answers in a repository for future reference. Some groups now consider the stored information as an integral part of product development, the three components being the product itself, technical documentation and the knowledgebase that explains why certain decisions were made and how problems were solved. Documenting those processes is a way of sharing lessons learned for future projects. In addition, the insights contained in the knowledgebase also can provide guidance to employees in the growing area of technical services, an expanding business for Ericsson Research.

    Hemre sees additional potential for Organik-based knowledge networking as a follow-up to training.

    “Our business case for the system focused on its ability to expedite product development, but we always recognized its ability to serve as an extension to formal training,” Hemre says. That potential may prove particularly useful in the near future; Ericsson Research conducted a large-scale training effort in Java programming and open systems design this year in order to respond to changing market demands. Learners who run into snags on the job may find that peer-to-peer contact as well as accessing established experts both offer solutions. More broadly, the concept of knowledge networking is now being taken up by Ericsson University, which will facilitate such efforts in the company and develop curricula on knowledge management. The expertise location technology in place at Ericsson has the potential to leverage those and other learning organization activities that the university initiates.

    Sopheon is unusual in offering its expertise location software as a module within a broader knowledge management solution. Accolade, its product development suite, includes other tools such as process modeling and portfolio management software, along with a knowledge network component that provides access to research specialists and other sources of decision support.

    “We focus on highly technical areas where knowledge is complex,” says Iain King, senior solutions consultant at Sopheon. “There is a real need in R&D-intensive organizations to connect the right people to a particular problem, but often, integrating these connections directly into the work is difficult.” Accolade provides an environment for managing knowledge-intensive work processes.

    Tacit

    Tacit Knowledge Systems set its sights on the content streams, particularly e-mail, as they move through an enterprise. Its KnowledgeMail software is designed learn about people automatically and in detail through analysis of e-mails as well as document repositories and Lotus Notes databases. Search results include experts and links to content. Users of the system can learn from each other through communities that cross organizational boundaries.

    “In a typical deployment,” says Andrew Dunning, director of marketing at Tacit, “individuals working on large projects find out that they have not been talking with all the right people.” A Tacit search for phrases or keywords identifies those individuals. With Tacit’s Expertise Assessment API, managers can get a view of the expertise that resides in the organization, and identify knowledge gaps.

    John Old, who was director of information management at Texaco (Texaco.com), conducted a pilot program using KnowledgeMail among a group that included the Texaco Fellows, who served as mentors to about 50 employees. Each Fellow guided a learning group that was interested in a certain topic such as telecommunications or finance. One goal of the project was to ensure a well-managed transfer of expertise among the individuals. KnowledgeMail was used as a way to broaden each individual’s network within the company. As a result of that experience, one learning group participant developed a knowledge management position paper that ultimately defined Texaco’s KM strategy.

    Organizational structure, maintains Old, is not enough to ensure the right connections.

    “On one occasion we met with a partner company to discuss wireless technologies,” recalls Old, “and we used the system in real time to find individuals with a relevant background.” The person who showed up at the top of the list happened to be in the room because of his interest in the topic, but he was not a member of the wireless team.

    “Another one of our initiatives was to use KnowledgeMail to build a community around the subject area of training that employees received,” Old adds. “Typically, trainees go back to their jobs and are disconnected from the training. Our plan was to build learning communities around the formal training and trainees’ subsequent work experiences.” Although not implemented at this point, the plan highlights the potential synergy between expertise location and training initiatives.

    Judith Lamont is a research analyst with Zentek Corp., e-mail jlamont@sprintmail.com.



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