A typical Healthcare Information Exchange (HIE) accepts data from an array of disparate sources. Often the data it accepts is semantically and syntactically altered by a providing system to satisfy interfacing requirements. However, there are also cases where data from different sources need to be properly merged before reaching the HIE's interface.
The cost of Medicaid and Medicare has been written about often as government budgets are re-evaluated and the new administration takes root. With econonmic times being what they are the number of beneficiaries are increasing in an already overburdened system of service to US state and local communities.
I recently participated in a webinar with Ken Rubin from HP (formerly EDS) who is the Chief Architect for their Healthcare practice. The webinar was sponsored by the Healthcare Information Management Systems Society (HIMSS). You can access it on demand by registering here.
We have assembled a panel of Gartner & Burton Group analysts, customers, and events to showcase how service orientation can be a practical transformation agent for key business and IT initiatives.
We call it: "Practical Approaches to Service Delivery", which will be delivered as a webinar series.
The discussions take many forms such as: "What is governance?", "How do I apply it to my service architecture"?, "What vendors are relevant?", "What standards are relevant?", "What features and capabilites matter most in practical deployments?"
I have been writing over the last month or so about how the adoption of SOA is evolving in organizations and that in most cases tactical deployment is occuring by individual business domain driving the need for a "Right-sized" federated SOA which segments and connects an enterprise architecture through appropriately targeted layers of technology.
Classic architecture considerations never seem to pass up a generation. The classic debate of whether it is better to buy and implement an "all-in-one" SOA stack from one vendor or to embark on a "best-of-breed" strategy where specific vendors and technology are selected for specific capabilities is a regular discussion I find myself particpating in often.
There has been much written and discussed about the technology advantages and business value of multi-core computing. At Oracle Open World last week, Intel's CEO provided several compelling examples of how multi-core computing can improve business outcomes, save dollars, and even potentially save lives.
I went to the InfoWorld SOA Executive forum held in New York this week. The theme of the conference was "Realizing the value of SOA". There were several well delivered presentations on the importance of understanding business process first, organizing the right team skills and structure and picking the right early projects in order to crawl, walk and then run with SOA. Without a disciplined approach focused on these basics any technology selection is doomed to either fai
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