MAM08 - Information & process modelling (Information Management)

Information & process modelling (Information Management)




6 (6)






Sem. 1 Sem. 2


Medical Informatics


Onderdeel van


At the end of the course the student:

  1. Understands and can apply to actual healthcare practice principles of value based competition guiding high performing healthcare systems, and  the steps typical participants must take to redefine their strategies, operating practice, and organizational structures to improve health value delivered.
  2. Understands and can apply to actual healthcare practice principles on how to design and implement an effective foundation for business execution, and the way companies traverse the different stages of enterprise maturity as they learn new organizational processes and change their IT investment practices.
  3. Understands and can apply to actual healthcare practice principles on how to design and implement a system of decision rights to ensure appropriate management and use of IT, using proven templates for allocating decision rights and mechanisms for implementing IT governance, and a governance arrangement matrix for aligning IT with business objectives.

More information

More information
drs. W.J.P.P. ter Burg Department of Medical Informatics AMC, J1B-115.1


We will focus on principles of value-based competition guiding high performing health care systems, the way competition in health care should be structured, and that value based competition on results is a positive-sum competition in which all participants can benefit. We will discuss the roles of major system participants in moving to value based competition and the locus where most value is actually delivered, how providers must shift their strategies, operating practices, organizational structures, and management processes and learn to measure and improve their results. We will map out the role of consumers, as health plan subscribers and patients, and how they should be the beneficiaries of the value delivered by the system.

We will discuss different parts of the foundation for execution: the operating model, enterprise architecture and the IT engagement model, and the way IT is integrated in core business processes. The operating model and its two key dimensions business process standardization and integration resulting in four different types operating models, and how the operating model can be applied to both companies and business units. We will discuss how to implement the operating model via an enterprise architecture and core diagrams for each of the four operating models. We will introduce the four stages of enterprise architecture maturity and how companies traverse these stages as they learn new organizational processes and change their IT-investment practices. Finally we will explain how companies get unique business benefits at each of the four stages of maturity by using various management practices and roles, and how achieving these benefits require implementing different management mechanisms at each stage to formalize organizational learning.

We will describe the engagement model as a system of governance mechanisms ensuring business and IT projects achieve both local and hospital-wide objectives. We will focus on IT-governance archetypes for allocating decision rights, provide a governance arrangement matrix addressing what decisions must be made and who should make them. We will discuss formal mechanisms to implement governance and review benefits and risks of the most popular mechanisms and contrast governance arrangements in areas of: governance performance, profitability, revenue growth and asset utilization. Additionally we will discuss how enterprises can use the governance design framework to design and assess governance.

Typical Harvard Business School (HBS) cases will be used to demonstrate and discuss the importance of value-based competition on results, architectural thinking, and IT governance.

Key topics

Redefining healthcare

  1. Principles of value-based competition 
  2. Strategic implications for healthcare providers  
  3. Implications for suppliers, consumers and employers

 Architectures as a strategy

  1. Foundation for execution  
  2. Operating models 
  3. Enterprise architectures  
  4. IT engagement model  
  5. Architectural maturity  
  6. Organizational learning

IT Governance

  1. IT governance
  2. Key IT decisions  
  3. IT governance archetypes  
  4. Mechanisms for implementing IT governance  
  5. Governance design framework 

Aanbevolen voorkennis

Haux R. et al. Health Information Systems, Architectures and Strategies, Second edition London: Springer. 2011. ISBN: 978-1-84996-440-1.


This course consists for 20% of lectures, workgroups and presentations (all interactive), and 80% home study. Course will have a weekly focus with lectures, workgroups, and case discussions focussing on the specific topics for that week. Specific case material and exercises will be presented by the lecturer(s) during the course and posted on Blackboard. Students will be expected to apply concepts learned to particular situations presented in the case(s). During the weekly case discussions a typical HBS case will be discussed from different points of view. Additionally students have to write a report based on a particular HBS case addressing typical topics learned during this course and present their results. which will be commented on by all students and lecturers.


Class times can be found in the course schedule on Blackboard.


Readings (mandatory)  

  1. Ross JW. Weill P. Enterprise Architecture as strategy- creating a foundation for business execution. Boston, Massachusetts. Harvard Business school press. 2006. ISBN: 1-59139839-8.  
  2. Weill P. Ross JW. IT Governance - How top performers manage IT decisions right for superior results. Boston, Massachusetts. Harvard Business school press. 2004. ISBN: 1-59139-253-5.   
  3. Porter M.E. Teisberg E. Redefining health care: creating value-based competition on results. Harvard Business School Press 2006 ISBN: 1-50139-778-2

Additional Readings (optional)

  1. Berg M. Health Information Management - Integrating Information and Communication Technology in Health Care Work. London and New York: Routledge. 2004. ISBN: 0-415-31519-0.
  2. Mintzberg H. Mintzberg on Management - Inside our strange world of organizations. The Free press. 1989. ISBN 987-1-4165-7319-7.
  3. Winter A. Health Information Systems - Architectures and Strategies. Second edition. New York: Springer. 2011. ISBN: 978-1-84996-441-8.


Final grading is based on a written report. A grade of 5.5 or higher must be obtained to pass the course.


Success of this course depends upon regular class participation by all students in all classes. Class attendance for case discussion and final presentations is required for all students. The student is expected to stay current with all assignments (reading and others) as these assignments will be the basis of class discussions and group work.