The recent Northern Virginia Technology Council (NVTC) Healthcare
Informatics & Analytics Conference, at the Inova Center for
Personalized Health, was a huge success. Oracle’s own David Dworzczyk
(Ph.D.) – representing the Oracle Health Sciences
business, generated enthusiasm and interest in how big data and
analytics focus is becoming embedded as part of the entire health
sciences ecosystem, from pharma trials and policy, to healthcare
delivery and genomics research.
The recent Northern Virginia Technology Council (NVTC) Healthcare
Big Data, Analytics & Data Science are taking off as regional economic development catalysts – and outcomes – around the world, and particularly so here (DC/MD/Northern Virginia) in what some call the “Big Data Capital” of the US (given the proximity and engagement of so many commercial, federal/state government, nonprofit and startup organizations in this field). Here are a couple of examples, of activities going on in the area.
Momentum and activity regarding the Data Act is gathering steam, and off to a great start. Reaching the 2017/2018 milestones, however, will require IT infrastructure change.
Some change may be simple or take advantage of existing modernization
efforts; much change will be very difficult, complex and/or costly.
Strategies to prepare for this change, and catalyze it, are not yet part
of the government-led discussion – but they are now part of the
industry-led discussion, per this new Executive Report from ACT-IAC, co-authored by Oracle: “The DATA Act – IT Infrastructure Guidance Change Facilitation for IT Departments”.
There are three primary and distinct roles to consider, whether
you’re building or buying DaaS – regardless of the type or
characteristics of data that’s being exchanged; big data, open data,
fast data, IoT/IoE data, metadata, microdata, multimedia content,
structured, non-structured, semi-structured…ALL DATA.
The DaaS Consumer – who needs not only to acquire data from
somewhere (in a way that shields them from the underlying technology
concerns), but also then may use it to develop information apps and
services, or repackage the data to share further with others. The
consumer assigns and realizes value from the service.
The DaaS Provider – who actually builds, markets and
operates the business service and categorized storefront (or catalog),
and brokers or stewards the data quality & availability, data
rights, licenses and usage agreements between the consumers and the
original data owners. The provider creates, shapes and deploys the
opportunities for value-enablement of specific data assets.
IT Services Management – who design, implement and operate
the information and data management infrastructure the DaaS Provider
relies upon – and manage the IT component and services portfolio this
infrastructure includes. For example the databases, virtualization
technologies, data access services, storage and middleware capabilities.
(Note that “IT Services Management” may be a wholly 3rd-party role, as
well as a role within the DaaS Consumer or Provider organizations –
there may be 3 or more IT Services Management domains).
There’s also a less distinct, more broadly relevant role – the DaaS Enabler.
a.k.a. the “Enterprise Architect”, which can be a person, a role, or an
organizational capability. The EA scope includes a heavy focus on
enterprise “universal” information management and governance, infused
(particularly in the Public Sector) with the currently vogue
philosophies of SOA, Open Data, Mobility, Privacy-by-Design (PbD)
and Cloud Computing. (Note that DaaS does not have to be delivered via a
“cloud” deployment model – it’s equally-applicable delivered as a
private data services virtualization platform, for example).
The Northern Virginia Technology Council’s (NVTC) Digital Strategy Committee (#nvtcdigstrat) recent event regarding Digital Strategy and Public Safety, featuring Richard R. Bowers – Chief, Fairfax Fire Department – revealed several very interesting and useful challenges for the NOVA business community.
Not least of which was the current challenges around focused, resourced digital strategy planning across the County constituent agencies, and among local jurisdictions.
Many targeted capabilities and improvements in “front-end” digital tools, outreach and engagement, plus initiatives on the “back-end” to handle system-specific data and information management are certainly underway, but information-sharing among the public safety stakeholders – businesses, government and the public – remains a strategic planning, governance and education hurdle to address. In other words, a B2G2C digital strategy challenge.
Current dialogue among the leadership and constituents of the Federal, Washington
DC, Maryland and Virginia (DMV) regional “Open Data” government
community have shed new light on the challenges and opportunities that
individual jurisdictions face (not just around DC), in establishing Open
Data capabilities and services – both public-facing, and as part of the
inward-facing “information sharing” context within their own agencies.
Open Data is also a very different conversation, when held at a purely
local level, vs. statewide or across an entire metropolitan region.
Recent government policies and public demand for open data is rapidly exposing both opportunities and challenges within government information-sharing environments, behind the firewall – in turn a fantastic opportunity and challenge for the Enterprise Architects and Data Management organizations.
All too often in the growth and maturation of Enterprise
Architecture initiatives, the effort stalls or is delayed due to lack of “applied
traction”. By this, I mean the EA
activities – whether targeted towards compliance, risk mitigation or value
opportunity propositions – may not be attached to measurable, active, visible
projects that could advance and prove the value of EA. EA doesn’t work by itself, in a vacuum,
without collaborative engagement and a means of proving usefulness. A critical
vehicle to this proof is successful orchestration and use of assets and investment
resources to meet a high-profile business objective – i.e. a successful
The Chief Marketing Technology Officer (CMTO) is recently an
often-proposed role, that combines the interactive marketing savvy and
experience of a Chief Marketing Officer (CMO) and the traditional
information technology operations, management and investment knowledge
of a CIO or CTO. More and more often, digital marketing requirements of
an organization need a healthy integration of both marketing and IT
skills. A good deal of the CMTO/CMO’s “enterprise” scope to address is actually
outside of their organization, i.e. dealing with Internet-based
services, tools or 3rd-party sourced data and information. This expanded, external scope can effectively, and should be addressed by the Enterprise Architect.
Achieving true progress in creating integrated AND interoperable electronic healthcare management and information systems is very much a real-world, current-day Enterprise Architecture (EA) challenge – and it starts with “separating the business and technical concerns” using standardized EA methods, vocabularies and reusable assets. The manner in which the challenges are communicated, in particular, would benefit all stakeholders and acquisition managers.
An agile approach to Enterprise Architecture is entirely possible within the formal Oracle Enterprise Architecture Framework – and is essential for business and mission agility within tough and constrained budget contexts.
Selling the concept and value of an Enterprise Architecture program within the Federal Government requires a marketing and communications strategy that’s guided by a reusable taxonomy of subjects to be addressed.