Business Intelligence and Knowledge Management: Modelling with CommonKADS - Assignment Example

COMMONKADS WORKSHEET OM-5 5. The Task Model 1 OM-5 This model gives us the process task analysis of the most important part of this report which our knowledge tool must now focus on .these are the knowledge processes which summarizes all activities and supporting knowledge capacities and shows the level of weakness and strengths of the entire operations of EMS. This Model will incorporate several tables from table 5, table six and table seven as well as figure 2 and figure 3 . These summarise the strategic direction and the areas that thy management must engineer for enough knowledge assets are seriously lacking in this organisation. The recommendations in this model must be addressed urgently otherwise the EMS will not survive in the future as it will be unable to execute its overall mandate band tasks this situation is unacceptable and failure to do so means the whole management and directors or must all be fired and replaced by a working team. Then to be focused on knowledge based systems engineering models which we have implemented using model OM-5. Please see the tables 5, table 6 and table 7 below. Finally see the figure 2 & figure 3. TABLE -OM-5-TABLE 5 Task Model Task Analysis Worksheet TM-I Task 2- Check symptoms of the patient Organization Professionally trained staff and management trainees, medical students on attachment Goal and Value To give the best customer service and care to stop threats to life providing the emergency consultancy service and evacuation for serious cases as well as road accident victims Dependency and Flow Input task: -use accident reports, heart attack symptoms diagnosis skills, and telephone interview triage knowledge Output task: -to select the serious cases out of hundred of potential cases while avoiding any false alarms to save on transportation costs as per the ambulance budgets on fuel and staff logistics. Object Handled Input object: -calls from homes of patients by patients themselves or by staff from other small clinic run by General practitioners, Also calls from offices where working patients experience heart attacks like secretaries calling when their bosses or fellow employees have heart problems while working Output object: -knowledge advice and counselling to callers and patient, ambulance dispatch and customer care attitude to those who are not emergency callers like enquiries. Timing and Controls Frequency: - Service charter, periodic reports, time management pr symptoms timing charts, working shifts hours schedule, staff lave schedules, sick leave procedures, staff training schedules, recruitment policies, competence criteria., road maps for directions for Drivers Agents 1. The citizens who may call whether colleagues are sick and need competency, 2. Medical consultants who may diagnose hart problems while treating other illnesses, 3. government ministry in charge healthcare 4. of Doctors, 5. Paramedics, 6. Drivers. 7. Nurses 8. Relatives and spouses of patients and friends 2. Knowledge and Competence 1. Counselling knowledge 2. Conceptual skills 3. Analytics skills, 4. Sociological 5. Medical counselling skills 6. Health counselling skills 7. Financial skills 8. Business skills 9. Strategic management skills 10. International diplomatic skills for refugee and diplomatic patients 11. Multilingual skills for non English-speaking for several language as there are different languages e.g., French , Arabic, Japanese, Chinese 12. 3. Resources 1. counselling area 2. General enquires area 3. Lecture hall for hosting education conferences for citizens on EMS operations and health programmes 4. Social worker training staff 5. Emergency fire fighting equipment 6. Presentation charts for health training campaign 7. Central telephone switchboard with emergency lines 8. Emergency simulation kits and area 9. Set Up a heart Hospital for heart prevention 10. Staff houses and staff bus for efficient staff motivation 4. Quality and Performances 1. International l health quality standards 2. International customer care practices 3. Best performance in emergency team operations 4. Best filtering of the most serious cases without jeopardising the wastage of resources, e.g. fuel wastage due to false alarms. 5. Perform within deadlines to avoid loss of live 6. Prepare reports to top management 7. Prepare report to government departments 8. Develop recommendations to hart foundation 6. The Task Model 2 :OM5-TABLE 6 This table shows the worst areas of the EMS by breaking down the processes to sub-knowledge areas to show the weaknesses of EMS at the operations level as well as staff incompetence problems facing EMS. See table 6 . Task Model Knowledge Item Worksheet: TM-2 Name Possessed by Used in Domain Medical Knowledge and experience. Nurse dispatcher. 2- Check symptoms of the patient. Acute Myocardial Infarction. Nature of the knowledge Bottleneck / to be improved Formal, rigorous Unacceptable Recruit new professional staff Empirical, quantitative Unacceptable Recruit new professional staff Heuristic, rules of thumb Unacceptable Recruit new professional staff Highly specialized, domain-specific Unacceptable Recruit new professional staff Experience – based Unacceptable Recruit new professional staff Action – based Unacceptable Recruit new professional staff Incomplete Unacceptable Recruit new professional staff Uncertain, may be incorrect Unacceptable Recruit new professional staff Quickly changing Unacceptable Recruit new professional staff Hard to verify Unacceptable Recruit new professional staff Tacit, hard to transfer Unacceptable Recruit new professional staff Format of the knowledge Mind Unacceptable Recruit new professional staff Paper Unacceptable Recruit new professional staff Electronic Unacceptable Recruit new professional staff Action skill Unacceptable Recruit new professional staff Other Unacceptable Recruit new professional staff Availability of knowledge Limitations in time Unacceptable Recruit new professional staff Limitations in space Unacceptable Recruit new professional staff Limitations in access Unacceptable Recruit new professional staff Limitations in quality Unacceptable Recruit new professional staff Limitations in form Unacceptable Recruit new professional staff Table 6: Worksheet TM-2 7. The Agent Model (table 7): Agent Model Agent Worksheet AM-1 Name Nurse dispatcher. Organization Most disorganised area at Ems. Misalignment instructor and poor reporting structure and guesswork at triage of symptoms, very incompetent operate on hunch and heuristic Involved In The most sensitive department of EMS left to incompetent nurses who know nothing about heart problems and even know nothing about ambulance mechanical knowledge yet they are in charge of Drivers and paramedics. This must stop urgently and recruit the professional staff that can handle these emergence operations effectively and professionally Communicate with Informal communication seems to be the most used since ass we do not see any direct structure to the ambulance drivers and paramedics, they also deal with citizens staff at heart foundation ,General practitioners and Senior security watchmen, security company, manager, patients and Ambulance driver and paramedic., fire fighters emergency staff. Knowledge Need professional skills in counselling, medical counselling, psychology skills, sociological skills, negotiation skills, and multilingual skills for those who may need interpreter du e to foreign language, diplomatic skills, medical skills, heart problems knowledge Other Competences First aid skills, emergency simulations skills, interpersonal communication skills, relationship skills, organisational management skills, analytical skills, conceptual skills, report writing skills Responsibilities and Constraints 1. Counselling patients and 2. General enquirers on symptoms of many diseases including hart attacks. 3. administrations , 4. office managers, 5. staff liaison functions, 6. coordination’s of operations of EMS, 7. Secretarial functions. 8. security arrangement for all staff and field personnel, 9. public relations and marketing as well as customer awareness 10. Welcoming guests and government officers to EMS 11. Liaising with Donors Table 7: Worksheet AM-1 Figure 2: THE NEW HEART TRANSPLANTS, COUNSELLING AND FIELD OPERATION S DATA CAPTURE REORGANISATION OF EMS COMPUTERISATION This figure indicates the new heart transplant and data capture as well as the counselling functions that need urgent implementations by EMS management See fig 2 below COUNSELLING INFORMATION S & RESEARCH Centre)  FIELD OPERATIONS DATA CAPTURE CENTRE  DONOR AND HEART TRANSPLANTS & KIDNEY TRANSPLANTS LIAISON (Triage & General operations) Figure 3 – Helicopter ambulance training school and emergency training college will help bring up EMS and have EMS Hospitals and heart transplant Liaison with a donor funds management centre and with proposal wring and social workers will fill knowledge deficit at EMS. See figure 3. Below: EMERGENCY TRAINING SCHOOL FOR EMS STAFF & HELICOPTER PILOT AMBULANCE EVACUATION TRAINING  EMS HOSPITAL PROJECT   HEART TRANSPLANTS LIAISON DEPARTMENT   DONOR FUNDS MANAGEMENT & PROPOSAL WRITING FOR EMS EXPANSION Conclusion Finally, it is imperative that EMS must evolve in a hurry as an organisation undergoing many problems. In order for the survival of Ems to stay relevant its mission and goals it need to implement this task based process departments so that the processes are refined to the expected international standards. We note that EMS must move to HELICOPTER evacuation services instead of using ambulance all the time to save the live es of patients. The patients will even be are able to pay to be alive if finance issue will have to be addressed as the patients themselves have resources to repump the EMS .The funds from government will be complemented by the Donor and proposal writing centre . The potential citizens will build the centre instead of waiting for the limited funds from the heart foundation as well as the government. Its time EMS management took responsibility for saving lives in emergency situations both general and specific to heart patient. References Schreiber, G. (1956). Knowledge Engineering and Management: the Commonkads methodology, MIT Press, Cambridge, Massachusetts. Read More