IDU0080 Otsustuste mudel ja mõõtmine. Enn Õunapuu

Transcription

1 IDU0080 Otsustuste mudel ja mõõtmine Enn Õunapuu

2 Terminid ja määrangud Decision Management is an approach that improves day to day business operations. It increases an organizations business agility and adaptability by making its system easier to monitor and change. It puts Big Data to work improving the effectiveness and profitability of every action. It is a proven framework for effectively applying innovative technologies such as business rules, predictive analytics and optimization. Decision support is part of DM

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4 Terminid ja määrangud A clinician s situation awareness is the key feature for the success of the decision process in medical decision-making. In general, decision makers in complex domains must do more than simply perceive the state of their environment in order to have good situation awareness. They must understand the integrated meaning of what they perceive in light of their goals. Situation awareness incorporates an operator s understanding of the situation as a whole, which forms the basis for decision-making. The integrated picture of the current situation may be matched to prototypical situations in memory, each prototypical situation corresponding to a correct action or decision.

5 Modeling of Processes and Decisions in Healthcare State of the Art and Research Directions Eystein Mathisen and John Krogstie

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7 Context perspective

8 Mõningaid algprintsiipe Süsteem tuleb nii lihtsaks teha, et süsteemi kasutaja on võimeline ise looma otsustusmudeli, kasutades arhetüüp malle ja oma kogemusi. Analüütika on otsustes määrava tähtsusega Tulevikus (juba lähitulevikus) sensorid annavad põhiosa otsusteks vajalikust informatsioonist Ka otsuste täitmist jälgivad ja mõningatel juhtudel viivad täide süsteemiga ühendatud aktuaatorid (täideviijad)

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10 Reegli näide

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16 OMG BMM Fundamental to the Business Motivation Model is the notion of motivation. If an enterprise prescribes a certain approach for its business activity, it ought to be able to say why; that is, what result(s) the approach is meant to achieve.

17 Business perspective All elements of an enterprise Business Motivation Model are developed from a business perspective. The idea is to develop a business model for the elements of the business plans before beginning system design or technical development, or even detailed business modeling. The business plans then become the foundation for such activity, connecting system solutions firmly to their business intent.

18 Motivation When an enterprise executes a business process or applies a business rule, it should be able to say why. Business processes realize courses of action. Courses of action are undertaken to ensure that the enterprise makes progress towards one or more of its goals (which might include to stay where we are, relative to our market and competitors ). Goals are defined because people in authority in the enterprise: assess the effect of some influences on the enterprise, decide what the goals should be. Some of the logic of business processes may be expressed

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20 ENDS Ends are about what an enterprise wants to be. Ends can be about changing what the enterprise is (e.g., developing new lines of business, moving into new markets) or about maintaining its current position relative its market and competition. The definition of an end does not say how it will be achieved. In the Business Motivation Model, Ends are categorized as Vision and Desired Results, and Desired Results as Goals and Objectives. A Vision is an overall image of what the organization wants to be or become. An enterprise can use the Business Motivation Model without defining a Vision explicitly. Desired Results - Goals and Objectives - are more specific. A Goal tends to be longer term, and defined qualitatively rather than quantitatively. It should be narrow - focused enough that Objectives can be defined for it.

21 Means Means are about what an enterprise has decided to do in order to become what it wants to be. A Means is some device, capability, regime, technique, restriction, agency, instrument, or method that may be called upon, activated, or enforced to achieve Ends. It does not include either the tasks (business processes and workflow) necessary to exploit it, nor responsibility for such tasks. In the Business Motivation Model, Means are organized into Mission, Courses of Action, and Directives. A Mission indicates the ongoing operational activity of the enterprise. Its definition should be broad enough to cover all Strategies and the complete area of operations. An enterprise can use the Business Motivation Model without defining a Mission explicitly.

22 IS development principle Clear & measurable goals Effective solutions Measurable results Goal-oriented development of organization s IS

23 Cause-and-effect relationships Financial ROCE Customer Customer Loyalty On-time Delivery Business Process Process Quality Process Cycle Time Learning and Growth Employees Systems

24 Mission and vision of organization Strategic goals Main tasks Customer perspective : goals and measures Financial perspective : goals and measures Process perspective :goals and measures Learning and growth perspective : goals and measures

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26 Examples

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28 Example Balanced Scorecard: Regional Airline Mission: Dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. Vision: Continue building on our unique position -- the only short haul, low-fare, high-frequency, point-to-point carrier in America.

29 Decision model Barbara von Halle and Larry Goldberg The BMM is extremely important to The Decision Model. We always encourage clients to associate an entire Decision Model to the goals associated with the BMM. In particular this includes the measureable business objectives we expect The Decision Model to enable. This also includes specific business performance metrics with which to measure the related Decision Model s effectiveness. The latter assists in determining if, and perhaps how, the Decision Model s logic needs to be changed. Goldberg_vanHalle.pdf

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31 Literature Eystein Mathisen and John Krogstie Modeling of Processes and Decisions in Healthcare State of the Art and Research Directions Paula Puhilas SITUATION AWARENESS IN CLINICAL DECISION SUPPORT SYSTEM Petra M Casey, Michael Henry, Robert A Greenes, Hongfang Liu, Rajeev Chaudhry Formative evaluation of the accuracy of a clinical decision support system for cervical cancer screening Chai Young Jung, Katherine A Sward, Peter J Haug Executing medical logic modules expressed in ArdenML using Drools

32 Questions?