Not sure which plays to run? No worries. Game plans are collections of plays we recommend for specific purposes. Build stronger remote teams with practices that improve communication, alignment, and team empathy.
Bring the right people together to prepare a training, roll-out, and communication plan for an upcoming change. Go beyond the basics with these four activities designed to manage risks and keep bottlenecks at bay.
Forget the trust falls and silly games. We believe doing great work together is what really helps your team bond. Start with these eight collaboration techniques. Workshops, exercises, and rituals that help build a DevOps culture. Because DevOps isn't one team's job. It's everybody's job. Four go-to plays that'll foster a culture of shared understanding, common goals, and strong momentum. To really build the ol' communication muscle, you have to exercise it in a variety of situations.
TBM focuses on cost transparency, delivering value, identifying the total cost of IT , and shaping demand for IT services. To gain alignment between IT, finance, and business stakeholders, TBM provides a standard taxonomy with three different perspectives:.
TBM is a way to manage IT like a business, support value conversations, maximize the benefit achieved through IT spending, and align with business needs and strategy.
An effective TBM program consists of business stakeholders, financial analysts, and IT and acquisition professionals. Together, this team drives change through collection, analysis, reporting, and informed review of IT data.
No matter your current state, TBM can bring value. Identify how your agency can deliver the right IT services for the best possible price as you work with stakeholders to identify priority areas to focus your TBM efforts. Starting from the bottom up is recommended - aligning financial data to cost pools before moving to tower and service mapping.
Now that you have started mapping your data, where does that data lead you? Focus on examining the data to see how it provides insights into issues or benefits around the identified outcomes. Now that you have completed the first iteration of your TBM implementation, start integrating TBM principles, data, and value discussions into meetings and funding reviews. An effective TBM program consists of business stakeholders , financial analysts , and IT and acquisition professionals.
Together, this team drives change through collection, analysis, reporting, and an informed review of IT data! Build your TBM Implementation team. The TBM Implementation Team has dedicated staff that generally consists of these key roles and responsibilities:. Grow your TBM resources. In addition, providing educational opportunities to key players and stakeholders will help everyone understand common TBM terminology and definitions.
There are often people on your team who have the right background to help based on the use cases you need to fill. This will shorten your implementation time. Most importantly, no matter your current state, TBM can bring value. Target Output: Document current state, identify gaps and areas for improvement, define scope of implementation.
Some agencies may budget at an organizational or object class level with less financial detail, while others may have greater transparency by budgeting at contract level, project level, or similar line item level. Understanding this granularity will help you start building out the initial taxonomy layers and linking disparate data sets.
Select a scope for your initial implementation. A broader implementation may include IT spend across the agency, while a more focused implementation may start with direct CIO spend before including additional data. A more centralized IT organization may better support a broad implementation versus a federated model.
Organizational Structure. Identify how the IT organization is structured within your agency. This knowledge will help your team understand functional mappings, like IT towers.
It will also help identify valuable points of contact to retrieve and aggregate data throughout your implementation. While the foundation of TBM is financial data at the cost pool level, other data will be needed to understand how IT funding supports towers, services, systems, and stakeholders.
If you decide to purchase a tool, utilize existing schedules or procurement opportunities when practicable. For some agencies, a detailed spreadsheet could be a reasonable approach to mapping data and gaining insights to IT spend.
This will help you to start connecting the data needed to support TBM. Eventually, a relational database will be needed to establish complex relationships between financial data, infrastructure data, and business data. Consider what tools are already available or in use at your agency.
Is there a financial system at your agency that can be modified to collect TBM data and provide reporting? If funds are not available immediately to purchase a new tool, continue working with current resources and demonstrate value or insights from TBM to support further funding. For example, service models that are similar to the TBM taxonomy could be leveraged. Target Output: Identification of near- and long-term outcomes.
Selection of initial project and scope. While TBM provides a common taxonomy applicable to all organizations, the use cases and outcomes should be tailored to meet the needs of your organization. What are the big questions commonly asked of IT by its customers, stakeholders, or business partners? Once you have identified an initial list of key questions, work with agency leadership to validate and confirm the list.
This could be done through surveys, workshops, or focus groups. Think about whether increased cost transparency, automation, and access to data could help IT leaders field these questions more effectively. Whatever these questions are for your organization, they should be used to inform and prioritize the outcomes of your TBM implementation and can help develop a TBM Roadmap.
This will provide a clear vision and plan to execute the priorities of the TBM implementation. TBM Community of Practice has developed a sample roadmap for agencies. The Health IT Playbook is a tool for administrators, physician practice owners, clinicians and practitioners, practice staff, and anyone else who wants to leverage health IT.
Administrators and practice owners will find help to plan, select, and implement electronic health records and to meet the requirements for certified health IT. Clinicians and practitioners will learn how to optimize the safety and use of electronic health records.
Practice staff will be better equipped to protect the security of patient information and ensure patient safety. Whether you're part of a large health system or a small practice, this Playbook can help you make the most of health IT and improve healthcare. You'll find resources for every step of the process, from planning to implementation to reporting. Use this glossary , adapted from the Center for Healthcare Quality and Payment, to help establish a common language with all stakeholders.
This Playbook is not meant to be a static instruction manual — as technologies and policies evolve, so has the Playbook. Since launching the Playbook in September , ONC continues to work with internal and external partners to identify relevant, timely, and actionable tools and content.
The 17 communities, selected from throughout the U.
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