Business Architecture of Hospitals

This part is the core of any business architecture...

It is the part of the architecture that deals with the constructions that are used in the human resources domain. On the other hand this is about the characteristics of the human side of the organization.

For example:

what is the overall distribution of resources categories (medical specialists, nursing specialists, security employees, management and administration.

How is the gender distribution in the various domains of the organization, including management positions.

How does the organization deal with flexibility requirement on the human resource level?

What kinds of systems are used in this area: performance management, quality management, risk management, competence management, etc. The types of systems and methodology used reveal the style and cultural values of the organization. And these should match with other parts of the organization.

Here too, coherence is key; if performance management is used it must match the construction used in the financial domain. Employees may gain a bonus based on targets and these financial incentives should be coherent with the performance indicators...

The requirements that are defined by the strategy should match these used constructions. When these operational construction differ from the strategic requirements this may be due to an alignment process that is ongoing are projected...

The human resource part of the profile is related to all other elements, like: information systems, the medical equipment that is used, the infrastructure, but also the policies. Information systems for example can be build by the hospital organization itself or packages can be bought on the market. The hosting of the ICT infrastructure can be outsourced or maintained internally. Training and education can be sourced in-house or by a third party.