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Casual Articles - IRM: Putting all the Pieces Together
In this maze of medical billing and the countless number of forms, specifications and red tape, the GU0 record ranks up near the top of the list of things that drive billers crazy. The number of fields alone that need to be filled are enough to make you pull your hair out of your head. Add to that the convoluting mapping of these forms and you're in for a two aspirin night after you've come home from work. Hopefully, this series of articles on the GU0 record will help make the biller's life a little easier. In this installment, we cover the GU0 record picking up with field number 54.GU0 field 54, positions 159 - 166, is Reply ALN L08 N02. This is the response to the secon
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and mark
It never fails.The Ad Agency spends countless man-hours sweating over the fine details. Things that no one would ever notice are discussed, dissected, double-checked and then dutifully discarded for a "better" idea.Graphics are viewed upside-down and sideways. Letters are kerned in pixel widths. Font catalogues brimming with thousands of choices are scrutinized until the perfect one is found or the artist lapses into a coma.Finally, the deadline is met. You meet with the client The pitch is made...and...The client picks up the phone to order a sandwich from the restaurant.Seems out of place, right? Well, not really. This is a classic-type mov
- Bryce's Law
INTRODUCTION
Years ago I was visiting a large manufacturing company headquartered in Connecticut where I was making a presentation on our "PRIDE" Methodologies for IRM. I thought I had a done a pretty good job of explaining the basic concept of Information Resource Management, but the IT Director was having a problem comprehending it. He said, "Tim, what I'm looking for is the ability to know where all of our plants and offices are throughout the Atlantic seaboard, what their systems are, and the data they use." Then, elevating his hand over his head like an airplane, he continued, "I want a view of the enterprise from 50,000 feet."
I told him he had just succinctly described the concept of IRM and I have been using this expression ever since. (I also got the contract shortly thereafter). IRM is the global view of an enterprise's information resources, including its business, systems, and data components. I have described this concept in-depth in past bulletins, see:
No. 12 - "Understanding the IRM/MRP Analogy" - February 21, 2005
http://www.phmainstreet.com/mba/ss050221.pdf
TYING IT ALL TOGETHER
What concerns me lately is how the industry seems to have developed distinctly separate approaches for such things as:
- Enterprise Resource Planning (ERP)
- Information Architecture
- Business Process Reengineering (BPR)
- Agile/Extreme Programming
- Object Oriented Programming (OOP)
- Data Mining
- Enterprise Architecture
- Project Management
- Service Oriented Architecture (SOA)
- Data Base Design
- Programmer Workbenches
- Business Rules
- Process Management
- Quality Assurance
- DBMS
- SDLC/Waterfall Methods
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and mark
Did you know that:- Most interviewers make up their mind about a candidate in the first 2 to 4 minutes of an interview – and then go on to collect information and data to justify their decision;- Over 75% of staff who leave a job in the first 9 months leave for motivational reasons – the job/company/boss etc. wasn’t what they expected. Yet less than 10% of organisations seriously investigate motivational aspects during the interview process;- Typically it’s recognised that the cost of hiring the wrong person, who may leave after only a few weeks or months, is on average equal to an equivalent of the first year’s salary for the position – can you afford to bring t
I told him he had just succinctly described the concept of IRM and I have been using this expression ever since. (I also got the contract shortly thereafter). IRM is the global view of an enterprise's information resources, including its business, systems, and data components. I have described this concept in-depth in past bulletins, see:
No. 12 - "Understanding the IRM/MRP Analogy" - February 21, 2005
http://www.phmainstreet.com/mba/ss050221.pdf
TYING IT ALL TOGETHER
What concerns me lately is how the industry seems to have developed distinctly separate approaches for such things as:
- Enterprise Resource Planning (ERP)
- Information Architecture
- Business Process Reengineering (BPR)
- Agile/Extreme Programming
- Object Oriented Programming (OOP)
- Data Mining
- Enterprise Architecture
- Project Management
- Service Oriented Architecture (SOA)
- Data Base Design
- Programmer Workbenches
- Business Rules
- Process Management
- Quality Assurance
- DBMS
- SDLC/Waterfall Methods
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and mark
There are a large number of sites that offer to send back free of charge background checks. Usually these free searches offer basic data that is publicly available already such as yellow page or white page info or anything that is already published on the net.Some big name background check services include U.S. Search, Net Detective, and E-Background Check. depending on the depth of investigation you want, you will likely need to pay a fixed sum of funds upfront or have something tailor quoted for you.The turnaround time for these reports, in the same vein, will vary depending on the degree of detail and difficulty of extracting certain report data. The median wait time
No. 12 - "Understanding the IRM/MRP Analogy" - February 21, 2005
http://www.phmainstreet.com/mba/ss050221.pdf
TYING IT ALL TOGETHER
What concerns me lately is how the industry seems to have developed distinctly separate approaches for such things as:
- Enterprise Resource Planning (ERP)
- Information Architecture
- Business Process Reengineering (BPR)
- Agile/Extreme Programming
- Object Oriented Programming (OOP)
- Data Mining
- Enterprise Architecture
- Project Management
- Service Oriented Architecture (SOA)
- Data Base Design
- Programmer Workbenches
- Business Rules
- Process Management
- Quality Assurance
- DBMS
- SDLC/Waterfall Methods
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and mark
Information brokering is fast becoming a great way to make money. All you need to be in business is a computer, Internet connection and the right knowledge for finding and researching all sorts of topics.For the most part, information brokers can find a lucrative niche in the information marketing industry. Believe it or not, there is an entire business industry that specializes in finding, packaging and marketing information. It’s a sub-set of direct marketing. Information marketers primarily sell books, newsletters, reports, audio tapes and CD’s, videos and DVD’s and seminars on just about every topic under the sun.Just about every business you can think of can sell i
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and mark
Manufacturers of bulk items like grain, sand, corn, pet food, and bird seed have long been troubled with the dilemma of how best to package their product for maximum consumer appeal, while simultaneously protecting it from outside elements. In recent years, packaging manufacturers have answered these frustrations by developing a product specifically designed to eliminate some of the drawbacks of large, multi-wall paper sacks that can weaken and break down over time.Woven polypropylene bags consist of thousands of strands of plastic woven together to form a fabric-like sheet that is very strong and extremely durable, capable of carrying well over fifty pounds without any proble
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and marketed as the panacea du jour. I am reminded of IBM's efforts in the 1980's with AD/Cycle who made a futile attempt to develop an integrated development environment. The reason for it's failure was primarily due to the lack of cooperation between the participating vendors to agree upon standards for developing a unified environment. And frankly, as competitors, it was not in their best interest to do so. To do so might impact their competitive advantage. Interestingly, AD/Cycle and most of the vendors who participated in the project have moved on, but the problem of an integrated environment has not.
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a concerted manner (and believe me, this is not a concert we would pay to see).
The objective of any CIO or IT Director is to create a homogeneous development environment as opposed to the heterogeneous environment just described. Doing so allows the staff to row on the same oar and not in opposing directions.
So, what is the common bond? Another new tool or technique? Hardly. Instead a very simple concept: Information Resource Management. IRM is more about management than it is about technology. In fact, it is a philosophy of management; a way of thinking, a management approach (not tool-oriented) to design and control resources to satisfy the information requirements of an enterprise. Ultimately, it represents organization, discipline and accountability. Like the comm
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