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The System Business Process

System business processes are the steps undertaken to achieve a particular objective in the HIT solution under examination. Thus, this aspect of the assessment allows the processes derived from the clinical business process analysis to be augmented with individual system interactions and behaviours. For example, consider the following flow  [Pg.189]

Note the key difference from our examination of the clinical business process each step is a system interaction or system behaviour rather than a description of what individuals are doing or thinking. [Pg.190]

The workflow should be broken down to manageable chunks each of which become a target for a round of hazard analysis and perhaps our what-if questions. It is at this stage that detailed hazards, causes and controls can be established which will form the bulk of the hazard register. The system business processes themselves may be derived from a number of different sources depending on the material available. Some systems may have detailed use cases with primary and exception flows carefully documented. For others the processes may need to be ascertained from training material, product descriptions or test cases. [Pg.190]

Remember that not all system business processes are necessarily associated with an obvious clinical business process but they might still have the potential to impact cUnical care. For example, there may be a system background task to find information in the database which has become detached from a patient record. Any association with a clinical business process is not immediately obvious but clearly, should the process fail to execute, this could contribute to harm (or at least represent an unreliable control). There is nearly always therefore the need to consider both clinical and system business processes in their own right. [Pg.190]

Tracing the system and clinical business processes throngh in a logical end-to-end manner ensures that hazards and causes are not missed. The methodology itself is an important component of the SMS as its application demonstrates attention to completeness, logical thonght and confidence. [Pg.190]


The most obvious signs of this embrace of sustainability are the systems, business processes and programs that companies institute and support. For this superstructure to function successfully, however, it must be firmly rooted in core values and principles of business conduct that have been articulated by management and are lived by all employees. We have seen too many examples of corporate failures in the recent past where the systems and processes were in place, but values and ethical business practices were lacking. Values and business conduct are the foundation for sustainability and long-term business success. [Pg.443]


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