Identity Management for Health Professionals
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Identity Management for Health Professionals A Method for the Integration of Responsibility, Organization, and IT In many hospitals, it is not possible to ensure that the medical staff responsible for a patient or case have access to the necessary information on diagnoses, treatments and therapies as and when required and in accordance with compliance regulations. The information is available in applications which are structured according to professional groups (doctors, care staff, therapists), and access to that information is not oriented towards processes. A hospital-wide system for managing identities (user accounts, permissions) is missing. While the technical means can be obtained, responsibility is not clearly defined and consequently neglected. The present article provides a maturity model for assessing the as-is situation and formulating objectives, a procedure for applying the maturity model and reports from practice on its successful use in two large Swiss hospitals. DOI 10.1007/s12599-012-0244-2
1 Introduction
The Author 1.1 Integration Tasks in Hospitals Prof. Dr. Peter Rohner, Assistant Professor ()
Institute of Information Management (IWI) University of St. Gallen Mueller-Friedberg-Str. 8 9000 St. Gallen Switzerland [email protected]
Received: 2011-12-04 Accepted: 2012-10-04 Accepted after three revisions by Prof. Dr. Buhl. Published online: 2013-01-23 This article is also available in German in print and via http://www. wirtschaftsinformatik.de: Rohner P (2012) Identitätsmanagement für Behandelnde in Krankenhäusern. Reifegradmodell und Methode zur Integration von Verantwortungs-, Organisations- und IT-Aspekten. WIRTSCHAFTSINFORMATIK. doi: 10.1007/s11576-012-0346-y. © Springer Fachmedien Wiesbaden 2013
Business & Information Systems Engineering
Among doctors, care staff and therapists in hospitals there is a high level of specialization between and within the professional groups as a result of a strong disciplinary tradition (Glouberman and Mintzberg 2001). The hospital organization combines these specialized services rendered by the professional groups into one service for the patient. The services are provided jointly by specialist doctors, care staff and therapists in departments such as those for internal medicine, surgery, or gynecology (Anderson and McDaniel 2000). The medical services required by various departments and clinics such as intensive-care medicine, or anesthesiology, which also involve direct treatment of the patient, are frequently housed in separate units. The departments and clinics call upon the medical services with an indirect involvement in patient treatment such as radiology, laboratory, or pharmacy on a case-by-case basis. Traditionally, the management of clinics or departments and medical service sis decentralized and based on medical disciplines (Vera and Kuntz 2007). Working practices and the software used to support them have been developed for specific professional groups and are strongly focused on medical discipline (Niemann et al. 2002). The heterogeneity
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