Peachtree -Too Far Ahead of the It Curve

Only available on StudyMode
  • Download(s) : 377
  • Published : February 9, 2013
Open Document
Text Preview
Executive Summary:
To: Max Berndt, CEO Peachtree Healthcare
From: Services Consultant
Date: September 24, 2013

Peachtree’s vision is to ensure a quality, consistent and continuity of care across the entire network of care facilities but to deliver all of this at the highest levels of efficiency, economy, and respect for patients and staff. In order to be competitive in the health industry, Peachtree has obtained a number of varying health institutes via mergers. The concern is the instability of the information system as new facilities are acquired because the system of each institute is kept in service. This is creating a patchwork of incompatible and disconnected systems with the following concerns: • Inefficiencies of the company processes and procedures. • Inability for a continuation of care to flow between the various medical facilities. • Instability of the system itself has the potential of disrupting the care of its patients, and • The system is not economical because of the wasted energy and time on the current system.

There is little time to implement a system because of the increasing instability of the system that can have an affect on patient care. The following alternatives are outlined in this analysis of Peachtree:

Service-oriented Architecture (SOA): Flexible with selective standardization but implemented in stages to decrease the risk of failure. There is a potential deal with the vendor but that is because of it is new to the industry and unpredictable.

Monolithi: Complete unification of all healthcare facilities into a single institution with multiple campuses by standardizing the entire business. This however is tested and will cost approximately $500 Billion - $1 Trillion – potential to increase 3-5 times cost.

The following systems will be evaluated by the following criteria: 1. Flexibility
2. Scalability
3. Cost
4. Efficiency
5. Effectiveness
6. Risk
Recommendation:
My recommendation is to choose the SOA because it capable of meeting Peachtree’s vision. Highlights of the reasons for choosing SOA over the Monoliths are as follows: o Flexibility: able to have selective standardization – Doctors can have ability to have room to treat outside of the box. o Scalability: The SOA can be implemented in the areas that need immediate fixes by working on different segments of the network. o Cost: Price tag has more negotiating room because the vendors are eager to work with a client in the healthcare industry. They want a successful project so they will work harder so they can generate other healthcare industry.

With the time constraint that Peachtree, if you have any further questions about the analysis and recommendations I have provided in this report, please feel free to contact myself and we can set up a time that is convenient for you. Thank you for your business.

Regards

Current Situation:
Peachtree Healthcare, headed by the CEO, Max Berndt, has acquired multiple health care facilities via mergers. Peachtree Healthcare started as a teaching hospital and now includes 11 large and medium sized institutions that employ 4,000 affiliated physicians and the ability to care for one million patients per year. Peachtree’s vision is to ensure a quality, consistent and continuity of care across the entire network of care facilities but to deliver all of this at the highest levels of efficiency, economy, and respect for patients and staff.

Current Information System: When each merger was complete, the information System (IS) of each facility was kept in service, which has created a patchwork of systems. This patchwork of systems is becoming more and more unstable with new acquisitions. The latest merger of Wallis Memorial Hospital created a meltdown of the system that rendered the physicians/staff helpless without a system until IT staff could get it...
tracking img