Rich Allen

Many projects that use FHIR are greenfield projects. New project, new technology, new cloud infrastructure - a blank slate. This often leads management to the false assumption that they can staff the project with new teams. Managers, designers, analysts, devs - all new. “So much of what we’re doing is new. Let’s take the opportunity and bring in new blood with new skills and new ways of doing things.” Follow this logic and this is the team you end up with: - No domain knowledge - No healthcare data experience - No terminology expertise - No exposure to clinical workflows - No business domain experience - No privacy and compliance expertise - And no FHIR knowledge Each one of these is a problem. Collectively they can derail a project. The heart of the problem is that often no one sees what’s wrong until the project reaches an advanced demo stage where more experienced heads see it for the first time and start picking it apart. - The terminology is all wrong - Where’s the auditing? - You’ve built a custom data model. Where’s the interoperability? - Why are you assuming consistency in HL7 messages? - You can’t use Patient data for that purpose - That’s not what happens in a real hospital - And so on… FHIR may be new but healthcare and healthcare data is old. While your new project would benefit from FHIR expertise, you still need all the knowledge and experience your existing teams have built up over the years and decades. That requirement doesn’t go away. ~~~ Would you like to work together one-on-one? https://lnkd.in/eWwXNk_U

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Often making the leap from Solution Architect (SA) to Enterprise Architect (EA) can be a step too far. On paper, it looks like the natural next step and is still the most common step into Enterprise Architecture 📰 But in practice, the skills and mindset needed are very different. This is why the skill gap analysis was created; to support SA's looking to transition into Enterprise Architect roles. It takes investment, time and effort to develop these skills 📋 Here are 5 reasons why some Solution Architects don't always make great Enterprise Architects ⤵️ P.S Lack of exposure to governance is one of the most common reasons I have noticed when speaking to SA applicants. 📌

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The value of EA is rarely in the Architecture Review Board. And none of your stakeholders will ever use the term “alignment.” Both standards and alignment are your job. Not theirs. When you are “doing” Enterprise Architecture, don’t explain your activities. Explain the results. Explain what you *hope* they will do with the results. Work with them to figure out how to fit *their* response to your results into *their* work processes. If they cannot use your results, either you are talking to the wrong person, or you are producing something useless. Architect, be useful.

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