John Glaser

Recém-tomado banho e se refrescando após o jogo de squash, Max Berndt bebeu chá gelado com o presidente do conselho, Paul Lefler. Max, cirurgião torácico por formação, foi CEO da Peachtree Healthcare. Ele ocupou o cargo por quase 12 anos. Naquela época, a empresa havia crescido — principalmente por meio de fusões — de um único hospital universitário para uma rede regional de 11 instituições de grande e médio porte, apoiadas por clínicas auxiliares, consultórios médicos, centros de trauma, instalações de reabilitação e casas de repouso.

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Reprint: R0707A
Peachtree Healthcare has major IT infrastructure problems, and CEO Max Berndt is struggling to find the right fix. He can go with a single set of systems and applications that will provide consistency across Peachtree&#8217;s facilities but may not give doctors enough flexibility. Or he can choose service-oriented architecture (SOA), a modular design that will allow Peachtree to standardize incrementally and selectively but poses certain risks as a newer technology. What should he do? Four experts comment on this fictional case study, authored by John P. Glaser, CIO for Partners HealthCare System.
George C. Halvorson, the chairman and CEO of Kaiser Permanente, warns against using untested methodologies such as SOA in a health care environment, where lives are at stake. He says Peachtree&#8217;s management must clarify its overall IT vision before devising a plan to achieve each of its objectives.
Monte Ford, the chief information officer at American Airlines, says Peachtree can gradually replace its old systems with SOA. An incremental approach, he points out, would not only minimize risk but also enhance flexibility and control, and would allow IT to shift priorities along the way.
Randy Heffner, a vice president at Forrester Research who focuses on technology architectures for computer-based business systems, thinks SOA&#8217;s modular approach to business design would best meet Peachtree&#8217;s need for flexibility. He says that Peachtree&#8217;s CIO sees SOA as a new product category but should instead view it as a methodology.
John A. Kastor, a professor at the University of Maryland School of Medicine, questions the goal of standardized care. He argues that it would be difficult to persuade doctors, many of whom are fiercely independent, to follow rigid patterns in their work.

Too Far Ahead of the IT Curve?

Reimpressão: R0707A A Peachtree Healthcare tem grandes problemas de infraestrutura de TI, e o CEO Max Berndt está lutando para encontrar a solução certa. Ele pode usar um único conjunto de sistemas e aplicativos que fornecerão consistência em todas as instalações da Peachtree, mas talvez não ofereçam flexibilidade suficiente aos médicos. Ou ele pode escolher a arquitetura orientada a serviços (SOA), um design modular que permitirá à Peachtree padronizar de forma incremental e seletiva, mas apresenta certos riscos como uma tecnologia mais nova. O que ele deveria fazer? Quatro especialistas comentam sobre esse estudo de caso fictício, de autoria de John P. Glaser, CIO da Partners HealthCare System. George C. Halvorson, presidente e CEO da Kaiser Permanente, adverte contra o uso de metodologias não testadas, como SOA, em um ambiente de saúde, onde vidas estão em risco. Ele diz que a gerência da Peachtree deve esclarecer sua visão geral de TI antes de elaborar um plano para alcançar cada um de seus objetivos. Monte Ford, diretor de informações da American Airlines, diz que a Peachtree pode substituir gradualmente seus sistemas antigos por SOA. Uma abordagem incremental, ele ressalta, não só minimizaria os riscos, mas também aumentaria a flexibilidade e o controle, além de permitir que a TI mudasse as prioridades ao longo do caminho. Randy Heffner, vice-presidente da Forrester Research que se concentra em arquiteturas de tecnologia para sistemas de negócios baseados em computador, acha que a abordagem modular da SOA ao design de negócios seria melhor para atender à necessidade de flexibilidade da Peachtree. Ele diz que o CIO da Peachtree vê a SOA como uma nova categoria de produto, mas deveria vê-la como uma metodologia. John A. Kastor, professor da Faculdade de Medicina da Universidade de Maryland, questiona o objetivo do atendimento padronizado. Ele argumenta que seria difícil convencer os médicos, muitos dos quais são ferozmente independentes, a seguir padrões rígidos em seu trabalho.

Muito &agrave; frente da curva de TI?

Reprint: R0707A Peachtree Healthcare has major IT infrastructure problems, and CEO Max Berndt is struggling to find the right fix. He can go with a single set of systems and applications that will provide consistency across Peachtree’s facilities but may not give doctors enough flexibility. Or he can choose service-oriented architecture (SOA), a modular design that will allow Peachtree to standardize incrementally and selectively but poses certain risks as a newer technology. What should he do? Four experts comment on this fictional case study, authored by John P. Glaser, CIO for Partners HealthCare System. George C. Halvorson, the chairman and CEO of Kaiser Permanente, warns against using untested methodologies such as SOA in a health care environment, where lives are at stake. He says Peachtree’s management must clarify its overall IT vision before devising a plan to achieve each of its objectives. Monte Ford, the chief information officer at American Airlines, says Peachtree can gradually replace its old systems with SOA. An incremental approach, he points out, would not only minimize risk but also enhance flexibility and control, and would allow IT to shift priorities along the way. Randy Heffner, a vice president at Forrester Research who focuses on technology architectures for computer-based business systems, thinks SOA’s modular approach to business design would best meet Peachtree’s need for flexibility. He says that Peachtree’s CIO sees SOA as a new product category but should instead view it as a methodology. John A. Kastor, a professor at the University of Maryland School of Medicine, questions the goal of standardized care. He argues that it would be difficult to persuade doctors, many of whom are fiercely independent, to follow rigid patterns in their work.

Muito à frente da curva de TI?

Resumo.

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