This document provides an overview of a proposal from Blue-Crow to provide a diagnostic management information system (MIS) reporting solution for Nuffield Diagnostics. It outlines Blue-Crow's background and experience, the proposed scope and timeline of the project, pricing details, and next steps. The key aspects of the proposal include a phased delivery approach over 6 months, capturing business requirements, designing and implementing the reporting solution using Business Objects tools, and training end users. Risks around dependencies on other systems and availability of data are also acknowledged.

1. Our Commitment is your Success 1

2. Diagnostics MIS
Reporting Solution
Prepared for Nuffield Diagnostics
10th April 2008
Our Commitment is your Success 2

3. Agenda
1 Background
2 Where we are now
3 Highlights of the Proposal
4 Pricing
5 Next steps
Our Commitment is your Success 3

4. Agenda
1 Background
2 Where we are now
3 Highlights of the Proposal
4 Pricing
5 Next steps
Our Commitment is your Success 4

5. About Blue-Crow
 Founded in April 2001 and initially
supported a range of clients by
managing their Business and
Systems Integration initiatives.
 Today, Blue-Crow has grown into a
full lifecycle, architecture-led
consultancy that focuses on
Business-IT alignment solutions.
 Blue-Crow is part of a multi-company
group structure that also offers
Recruitment and Offshore solutions.
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6. Our Services
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7. Our Customers
 Public Sector
 Financial Services
 Utilities
 Healthcare
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8. Blue-Crow at Nuffield
 Salim Sheikh
 Enterprise Architect advising on IT Strategy and Principal
Architect for PACS/RIS and Pathology integration
 Michael Moyal
 Business Modelling expert and Solutions Architect on several
Nuffield projects (Business & IT)
 David Sellers
 Business Intelligence and MIS expert on PACS/RIS project
 Scott Foster
 Business analyst on PACS/RIS project; contributed to several
Nuffield IT projects
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9. MIS and Information flow
 Each level of management has different
information needs and the information flow
supports meeting these needs
 Top Management
 Vertical, horizontal & external
 Middle Management
 Vertical & horizontal
 Supervisor
 Vertical-primarily
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10. Our role in MIS Reporting
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11. MIS Technology Vision
Role-based Dashboards
Capacity
Management
Data mart
Source 1
Financial Board View
Performance
Data mart
New
Source 2 DW
Clinical
Governance Hospital Mgt. View
Data mart
Source 3
Customer
Data mart
Clinical Gov. View
Extract, Transform, Load (ETL) Business Logic Presentation Layer
Business Objects Data Integrator Business Objects XI Business Objects XI /
Universe Dashboards
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12. The BIGGER picture
People
Sponsor Business Business Information Blue-Crow Analysts Group IT
Project Champion & Users Architect & Advisors
Manager
Processes
Business Scorecard / KPI Definition Information Management
Technology
Datamarts
New
DW
Datamarts
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13. Agenda
1 Background
2 Where we are now
3 Highlights of the Proposal
4 Pricing
5 Next steps
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14. Where we are now
 Several key discussions have taken place between Blue-
Crow and Nuffield Diagnostics
 Enough detail now available to Blue-Crow to make
formal proposal
 Initial phase of proposed work will determine exact requirements
 Systems Analysis effort already underway
 Work has begun on modelling the data and information held in
all major technical systems relevant to the Diagnostics MIS
solution
 Solution phase of this project will deliver a tailor-made
reporting system in phased releases
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15. Project Organisation
MIS Reporting Project
Workstream 1 Workstream 2
Business Systems Analysis
Requirements &
Capture Solution Design
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16. Key Resources
 Sponsor & Steering Group
 Business Champion
 User Group
 Business Project Manager
 Group IT Project Manager (& IT personnel)
 Blue-Crow personnel
 Information Architect
 Solution Architect
 Business Analysts
 ETL Analyst/Developer
 Business Modeller
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17. Scope
 All Nuffield Diagnostics business requirements that
can be facilitated by access to management
information
 All Management Information needs where source
data exists, including all Group KPI’s that apply to
Nuffield Diagnostics
 At least 3 sources of Nuffield Diagnostics data
 CRM, RIS and PIMS
 Operational Reports specifically for PACS/RIS
 Only structured data contained in databases
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18. Out of Scope
 Delivery of Conceptual Business Model
 Shared Services
 Systems Analysis of source systems not
relevant to Release 1 Diagnostics
Reporting solution, namely,
 CRM
 CTI
 PathManager
 Lawson and
 Datix
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19. Training
 All users need to be suitably trained
 Including support staff
 Different skill levels need to be accommodated,
e.g. simple use, complex reports, report drill
down and ad hoc capability
 Training is required
 at different levels and for different needs
 Blue-Crow will conduct a Training Needs
Analysis before offering services to deliver
training
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20. Agenda
1 Background
2 Where we are now
3 Highlights of the Proposal
4 Pricing
5 Next steps
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21. Highlights of the Proposal
 Business driven rather than capability (technology) driven
 No “Big Bang”
 2 key workstreams:
1. Business Requirements Capture
2. Systems Analysis & Solution Design
 Report back to Nuffield Diagnostics at each Milestone
 Tangible outputs and benefits delivered
 This proposal delivers Release 1
 Group IT should become self-sufficient and deliver Release 2..N
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22. Navigating the Nuffield Diagnostics Solution
 Reports delivered over the web
 Users belong to the right security groups according to
their role
 Users select from small, personalised list of standard
reports appropriate to their role
 Most of Nuffield Diagnostics business management
automated by standard reports scheduled to run
overnight
 Scheduled reports instantly ready for use
 Help notes attached to each report
 Ad hoc report capability for specialised use
 All users trained; navigation and report specifics taught
in training
 Powerful drill capability
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23. Delivery Framework
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24. Advantages of the Blue-Crow Methodology
 Employs latest developments in enterprise architecture
and business intelligence
 Architecture-led solution
 All solution elements pre-built in a model
 Controlled, automated database build from model
 Gracefully handles changes
 Rapid deployment method employs 3 iterations to
successively improve a basic design
 Facilitated, group-wide design sessions begin each
iteration
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25. Timelines and Delivery
1. Week 1 Sign-off of Statement of Work and Project Start
2. Week 7 Completion of 1st round Business Requirements capture
3. Week 9 Completion of 1st iteration of Reporting Solution
4. Week 12 Completion of functional workshops
5. Week 15 Completion of 2nd round Business Requirements capture
6. Week 23 Completion of Release 1 of the Reporting Solution
7. Week 24 Handover of complete system
Project is yet to be formally approved and initiated
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26. Precise Deliverables
1. Week 1 2 x Statements of Work (Workstreams 1 and 2)
Detailed Project Plan
2. Week 7 1st Round Business Requirements documentation
3. Week 9 Presentation & Demonstration to Nuffield Diagnostics.
Delivery of Business Objects test reports
4. Week 12 Publish 1st iteration of Business Data Items to be delivered in
the Release 1 reporting solution
5. Week 15 Finalised Business Requirements documentation
6. Week 23 Delivery and Demonstration of delivered Release 1 Reporting
Solution
7. Week 24 Handover of complete system including all documentation
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27. Agenda
1 Background
2 Where we are now
3 Highlights of the Proposal
4 Pricing
5 Next steps
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28. Pricing
 T&M versus Fixed Price
 Pricing provided for
 Workstream 1 - requirements
 Workstream 2 – analysis & solution design
 As we learn more, current uncertainties
may disappear
 This will allow future fixed price opportunities
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29. INTENTIONALLY BLANK
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30. Risks & Dependencies
 PACS/RIS reports for Radiology will be delivered BUT
the details will be realised through the Business
Requirements Capture workshops
 Some good effort has already been spent on understanding some
requirements for Operational Reports and this will be included and
reused where appropriate
 The RIS database schema is overly complex and not
well known or documented. This makes change control
of our models very difficult.
 There is no in-house Oracle support or knowledge.
 Test data for the transactional database systems does
not currently exist
 Delays with delivery of the Infrastructure
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31. Items Not Covered in this Proposal
 Systems Analysis
 Currently 7 source data systems are being analysed to enable
delivery of a Nuffield Diagnostics MIS solution.
 Shared Services
 This is expected to have a major impact on the reporting solution
but cannot be included because of this project’s timescales
 Reporting Infrastructure and Hardware
 Blue-Crow can quickly provide a web-based Business Objects
service to deliver the Diagnostics MIS Reporting solution
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32. Agenda
1 Background
2 Where we are now
3 Highlights of the Proposal
4 Pricing
5 Next steps
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33. Next steps
 Sign off & Approval
 Project kick-off & initiation
 Expected w/c 21st April 2008
 Planning session to be led by Jim Loughran
 Begin Business Requirements Capture
 Initial review of workshop output
 Planned Path Manager workshop sessions
 1st round - 14/04
 2nd round - 28/04
 Begin ETL design
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34. Questions?
 enquiries@blue-crow.com
 www.blue-crow.com
Thanks for your attention!
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35. Post-presentation
Follow up
Prepared for Nuffield Diagnostics
14th April 2008
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36. Ideal and Required Outcome
 Deliver 79 reports
 As requested by Paul Partridge
 Ensure all areas of Diagnostics are
targeted as part of this Pilot Proposal
 However, this may not be feasible
 May take somewhere between 6 and 9
months to do this work
 Actual length of time depends on the
complexity of the required reports
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37. Key Issues
 Internal Resource
 Lackof internal resources with the right skills
 Development outsourced to 3rd parties
 Source data
 Limitedanalysis carried out on source data
 Accuracy
 Data cleansing is not recognised as a key
competency
 Data cleansing process does not exist
 Availability,
key source systems not in place
(e.g. PathManager)
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38. Recommendations
 Initial phase
 use the current data warehouse BODI scripts
in their entirety and add ETL (SSIS) layer
 Other phases
 more rigorous approach
 Translate current BODI extract rules into new
ETL (SSIS) rules
 Create Transform and Load rules (using
SSIS) and add these into the model later
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39. Data Quality requirements
 Once a working ETL system is delivered
 The ETL will create a daily set of exceptions
for each source system
 A data quality person/team should act on
these exceptions
 Data Quality person/team should be hired
 By Group IT OR
 By Nuffield Diagnostics
 (And by future business divisions)
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40. Revised Delivery Timetable
Release 1 Release 2 Release 3
Workstream 1
(Business
80% 20%
Requirements)
Extra
100%
Workstream 2 DWH RIS CRM-1 LAWSON CTI
(Systems PIMS PATHMGR DATIX
Analysis & CRM-2
Solution
Design) + 10 weeks
Workstream 3 DWH RIS PATHMGR LAWSON ETC
(Data Quality) PIMS
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41.  Current status of systems analysis
 RIS - 10%
 PIMS - 10%
 CRM-1 - NIL
 DWH - NIL
 Present delays will impact DWH systems
analysis activity
 Impact on the dependencies between the
two work streams
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42. DWH PIMS RIS CRM-1
RISK - MEDIUM RISK - MEDIUM RISK - LOW RISK - HIGH
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43. Revised Modelling Approach
 Modelling the Data Warehouse requires:
2 schemas – Standard DWH & Clinical DWH
 Reverse engineer schema using Erwin
 Reverse engineer BODI using Erwin
 Translate BODI into SSIS
 Add analysis into “TO-BE” (target) model
 +10 weeks for DWH systems analysis
 Benefit – clean & structured DWH model
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