This document outlines a proposed engagement framework between Taurus Global and a client to develop an IT strategy and roadmap for the client's healthcare organization. It involves a multi-phase approach including: 1) Defining business goals and IT requirements through workshops with stakeholders. 2) Developing a customized application portfolio and high-level IT roadmap aligned to the business goals. 3) Providing recommendations for an IT governance model, sourcing strategies, and setting up a PMO to oversee execution. The goal is to establish a flexible, dynamic IT strategy that maximizes value for the healthcare organization and enables clinical transformation through digital technology.

1. Contact:
sales@taurusglocal.net
drgupta@taurusglocal.com
Website:
www.taurusglocal.com
CONFIDENTIAL AND PROPRIETARY TO THE PARTIES IN DISCUSSION.
1

3. PHASE I
Healthcare-
IT Strategy
Definition 15
– 30 days
PHASE 0 – Industry
Overview
Standard Industry
Recommendations
– Health IT
Roadmap Overview
Execution
Preparatory
Phase - first 3
months
Execution
Phase -
Monthly,
Quarterly and
Yearly
reviews to
ensure value
is delivered
Customized IT
Roadmap, Change
Mgmt Model,
Sourcing Guidelines,
Governance Model
EXECUTE
• Traditional
Consulting Model
= X Value
• TG Relationship
Based Consulting
Model = X^Y
Value
PROPOSED VALUE GENERATION ROADMAP
How will it get done?
Setup Governance
structure and PMO;
Mentor the PMO for
implementation of top
2 high priority areas
Standard Health IT
Functional Landscape
Standard Health IT
Infrastructure Landscape
Standard Vendor Categories
with Examples
Industry Standard Budgeting

4. TECHNOLOGY IN HOSPITAL PLANNING
Green-Field Hospital Planning
4
Technology Action
Software - Select the Hospital software upfront, so that it matches
with hospital design, architecture and workflow. It is very
expensive to change later.
Selection of Medical
Devices
- Select medical devices such as radiology, imaging,
diagnostic, monitors, ventilators etc that can be integrated
with Hospital software, hardware and network. It is very
expensive to change later.
Hardware - Allocate space for Data centers, Network cabinets, wiring
and ports as per the number of laptops/desktops required
in each Department and ward. It is very expensive to
change later.
Network - Calculate the network load as per OPD/IPD load. Plan
for internal and external network while hospital is being
designed. Engage a network wiring expert and ISP for
network along with hospital electrical wiring. It is very
expensive to change later.

6. THE TEAM WILL DESCRIBE A STANDARD (NON CUSTOMIZED) SET OF COMPONENTS OF
THE IT FUNCTIONAL SOLUTION, THAT WILL BE REQUIRED TO RUN THE HOSPITAL
Standard Health IT Functional Landscape
User
Interface
Balanced
Score Card
Output
Reports
ERP
Integrated Healthcare Enterprise (IHE)
CRM
Driven
Medicine
Referral
Management
System
HIS / EMR
Chronic
Disease
Management
Clinical
Decision
Support
mHealth
Physician
Portal
Third Party
Apps
and Plug-ins
Supply
Chain
Management
Patient
Portal
Centralized
Healthcare
Data Analytics

7. THE TEAM WILL DESCRIBE A STANDARD (NON CUSTOMIZED) SET OF COMPONENTS OF
THE IT INFRASTRUCTURE, THAT WILL BE REQUIRED TO RUN THE HOSPITAL
Standard Health IT Infrastructure Landscape
User
Interface
Database
Strategy
Output
Reports
Connectivity
Components
Centralized Data Centre (Self Hosted/ 3rd Party Hosted / Cloud)
Front End
(Local) Server
Strategy
Storage
Consolidation
Client
Consolidation
Key
Productivity
Infrastructure
Network
Components
Infrastructure
Monitoring
Components
Security
Components
IT Infrastructure
Management
Strategy
Backend
Server
Consolidation
OS Strategy
L1,L2,L3
Support
Components

9. TG CONSULTING FRAMEWORK FOR TECHNOLOGY
EVALUATIONS AND DEPLOYMENT STRATEGIES
I T I S A H A N D M A I D E N
O F D I G I T A L H O S P I T A L S
Choosing the right technology platform for a
healthcare organization is a truly
complex decision.
Multivariate environment with cultural
challenges typically cloud and obstruct
implementation and adoption.
TG builds a ‘flexible’, ‘dynamic’, long-term
IT roadmap that is totally aligned to
business needs
TG believes that IT can be a key catalyst for
clinical transformation across healthcare
organizations.
A T R U L Y D I G I T A L H O S P I T A L
R E Q U I R E S T O T A L C L I N I C A L
T R A N S F O R M A T I O N
Hospital
Information
System
Clinical
Lab
Radiology
Pharmacy
MIS
ERP
Healthcare IT Portfolio Management
9

10. STARTS WITH THE HEALTHCARE-IT STRATEGY
WORKSHOP
Technical
Rqmts
Business
Vision &
Goals
Clinical
and
Admin
Rqmts
Formulate CRM enabled
IT Portfolio and Clinical
Transformation Plan
Healthcare-IT
Roadmap including
Technology, Process
and People
Guidelines for
Clinician Driven
Governance
Model
Recommendations for
Setting up PMO to
Monitor Execution of
Projects
Healthcare-IT
Product and
Vendor Sourcing
Guidelines
Filter as per IT
Standards
for Healthcare
Phase I - Assessment Phase II – Formulation of Recommendations
Healthcare IT Portfolio Management

11. THE ASSESSMENT PHASE WILL START WITH THE IDENTIFICATION OF KEY
BUSINESS GOALS AND ASSOCIATED CRITICAL SUCCESS FACTORS
Engagement Framework – Phase I – Identify Business Goals
Defining the business context of the solution, this session is instrumental in
shaping the goals of the project and giving direction to the engagement.
Activities Deliverables
Engagement kickoff
Conduct meetings with Executive level stakeholders and confirm our
understanding of Clinic’s business goals
Get an understanding of the business drivers e.g. Primary Care,
Chronic Disease, Geriatric Care, new models of Insurance etc.
Identify Critical Success Factors (CSFs) -
What health services can be delivered from the Clinics
What specialty are critical to success of the clinics
Will the clinics do only general OPD or also do referral mgmt,
chronic disease mgmt and surgical follow-up
In-clinic, online and virtual services
Get an understanding of the budgeted IT expenditure
Explore where the clinic will want to spend most of its IT budget e.g.
—
Be a fully ‘Digital Clinic’ from the beginning
Focus on financial management of clinical workflows
Cost control of supplies and high value inventories
• Definition of business vision
– Document understanding
of clinic’ business goals
– Document understanding
of clinic’s IT vision and
allocated IT budget
– Document understanding
of Critical Success Factors
for clinic’s business

12. THEREAFTER, AN UNDERSTANDING OF HIGH-LEVEL IT REQUIREMENTS, AIMED
AT ADDRESSING THE BUSINESS GOALS, WILL BE GAINED AND DOCUMENTED
Once the business goals are known, the team is able to capture the
requirements which will fulfill the business vision
Activities Deliverables
Conduct meetings with individual department heads* to understand
the department level goals and critical success factors
Make sure that department level goals match with corporate goals
of the clinic, else get it resolved at this stage itself
Explore high level workflow of every department. Talk to the doctors
and nurses to help define workload and bottlenecks
Estimate the workload on the system in terms of average concurrent
users at various times of the day (peak and lean time)
Understand the IT needs of the department and make sure that is
covered in over all IT vision of the clinic
Document the data sources and owners of data sources e.g. duty
roster, visit/encounter time, billing, ROTA, balance score cards.
Understand any preferences for any third-party applications
Figure out regulatory requirements and related macroeconomic
factors that may effect the functioning of the department e.g.
NABL, NABH and JCI
Inputs to the IT Roadmap
Formulation:
• Functional requirement
specification at the
department level and then
rolling up to clinic level
• Specific IT requirements at
department level and clinic
level
Engagement Framework – Phase I – Assess Functional Requirements
* Assuming that Department Heads will be available for discussions

13. THE FORMULATIONS AND RECOMMENDATIONS PHASE WILL BEGIN WITH THE
DEFINITION OF A HIGH-LEVEL APPLICATION PORTFOLIO
The team is now well-placed to formulate the high-level Application Portfolio. This session
examines how the solution will be serving clinic’s business environment.
Activities Deliverables
Brain storm and decide all the components that will be required to
satisfy the functionality of the clinic
Figure out all touch points with external world and third party
systems e.g. PACS, Supplies, waste disposal, ambulance,
blood banks, labs, disease registries, banks, insurance,
pharmacies etc.
Discuss with senior management of the clinic and validate the
workload on the system in terms of average concurrent users at
various times of the day
Calculate the number of transactions per hour, per day, per month
and per year
Determine clinic’s infrastructure strategy to support the transactions
and growth
Develop a scalable model for the Application portfolio
Inputs to the IT Roadmap
Formulation:
• High-level CUSTOMIZED
Application Portfolio
Engagement Framework – Phase I – Application Portfolio

14. CUSTOMIZED Application
Portfolio
User
Interface
MODULE 4
Output
Reports
MODULE 8
CORE
MODULES
MODULE 9MODULE 10
MODULE 14
-
MODULE 6
MODULE 5 MODULE 3
BIOMED EQUIP
MGMT
SOCIAL
MEDIA
3 – 6 months
6 – 12 months
1 – 2 years
MODULE 12
SOLUTION COMPONENT INTEGRATION
CUSTOMIZED PHASED SOLUTION ARCHITECTURE
MODULE 7
MODULE 6
MODULE 11
MODULE 13

15. AN ACTIONABLE IT ROADMAP WILL BE DEVELOPED AND KEY PHASES OF THE
ROADMAP WILL BE PRIORITIZED WITH ALIGNMENT TO BUSINESS GOALS
Knowing the Application Portfolio, the team is then able to prioritize the solution
components in accordance with the business needs.
Activities Deliverables
Discuss with department heads and executives to prioritize the
components of enterprise architecture based on expected
financial returns and complexity of implementation/usage
Validate the business impact and complexity of each solution
components
Make adjustments in prioritization and do phasing
Assign timelines to the phases
Identify the dependencies
Identify major and minor risks for the IT implementation
Lay down a risk mitigation plan
• High-level IT Roadmap for the
clinic
– List of functionalities
– Phases and timelines
Engagement Framework – Phase I– IT Roadmap

16. Phase I
Phase II
IT ROADMAP DRILL DOWN
A PHASED IT ROADMAP WILL LOOK LIKE THIS FROM A HIGH-LEVEL, WHERE
DRILL-DOWN INTO DETAILS OF EACH COMPONENT WILL BE POSSIBLE.

17. RECOMMENDATIONS WILL BE PROVIDED FOR IT GOVERNANCE MODEL
Take a comprehensive view of the future. Lay down guidelines for a governance
model for vendor selection, vendor management, implementation, support
Activities Deliverables
Give a brief outline of PMO that could be setup for the handling of
all operations in the IT Department
Define the Governance model –
Executive council,
Governance council,
Project status reviews,
Clinical reference group,
Operations reviews,
Change Prioritization councils etc.
• Recommendations
– Governance Model
– PMO
Engagement Framework – Phase I – Governance Model Guidelines

18. THE ENGAGEMENT WILL CONCLUDE WITH RECOMMENDATIONS ON VARIOUS
IT SOURCING MODELS
Recommend sourcing models for the IT Dept. – Time & Materials, Fixed Bids,
Equity stakes, PMPP etc.
Activities Deliverables
Bring the TG’ best practices of vendor selection and procuring
software and hardware
Clearly lay down the steps in the RFP process to be followed
TG to lay down the vendor selection guidelines for the clinic
Lay down vendor management guidelines for smooth operations
downstream
Brainstorm various sourcing models e.g. --
 Time and material based payments
 Fixed bid projects
 Equity stake in long-term success
 Rental Model – PPT, PPM
Develop inputs and outputs for each model
Lay down the benefits of each model
Identify the risks associated with each model
• Recommendations on IT
sourcing models
Engagement Framework – Phase I– Sourcing Models

19. THANKS!
QUESTIONS?
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