Automation Integration Over the Project Lifecycle for the Pueblo Chemical Agent-Destruction Pilot Plant

2004 ◽  
Author(s):  
Brock K. Parsons ◽  
John E. James ◽  
Mark C. Reuss
Keyword(s):  
Lessons Learned ◽  
Cultural Integration ◽  
Chemical Agent ◽  
Design Data ◽  
Team Members ◽  
Geographically Dispersed ◽  
Construction Operation ◽  
Project Data ◽  
Support Engineering ◽  
Project Lifecycle

The architecture of an integrated suite of automation tools used to manage all project data for a major engineered facility is described. This paper discusses how these tools are configured to manage and manipulate the generation of design data by geographically dispersed team members; to support engineering, procurement, construction, operation and decommissioning; and to maintain data integrity throughout the project lifecycle. The challenges of team collaboration, knowledge management, cultural integration, and lessons learned are described.

scholarly journals H3ABioNet genomic medicine and microbiome data portals hackathon proceedings

Database ◽  
2021 ◽  
Vol 2021 ◽  
Author(s):  
Faisal M Fadlelmola ◽  
Kais Ghedira ◽  
Yosr Hamdi ◽  
Mariem Hanachi ◽  
Fouzia Radouani ◽  
...  
Keyword(s):  
Ethnic Groups ◽  
Genomic Medicine ◽  
Lessons Learned ◽  
Team Work ◽  
Significant Progress ◽  
Team Members ◽  
Pan African ◽  
Scientific Expertise ◽  
Microbiome Data ◽  
Made In

Abstract African genomic medicine and microbiome datasets are usually not well characterized in terms of their origin, making it difficult to find and extract data for specific African ethnic groups or even countries. The Pan-African H3Africa Bioinformatics Network (H3ABioNet) recognized the need for developing data portals for African genomic medicine and African microbiomes to address this and ran a hackathon to initiate their development. The two portals were designed and significant progress was made in their development during the hackathon. All the participants worked in a very synergistic and collaborative atmosphere in order to achieve the hackathon's goals. The participants were divided into content and technical teams and worked over a period of 6 days. In response to one of the survey questions of what the participants liked the most during the hackathon, 55% of the hackathon participants highlighted the familial and friendly atmosphere, the team work and the diversity of team members and their expertise. This paper describes the preparations for the portals hackathon and the interaction between the participants and reflects upon the lessons learned about its impact on successfully developing the two data portals as well as building scientific expertise of younger African researchers. Database URL: The code for developing the two portals was made publicly available in GitHub repositories: [https://github.com/codemeleon/Database; https://github.com/codemeleon/AfricanMicrobiomePortal].

scholarly journals The COVID Army: Experiences from the Deployment of Non-Hospitalist Physician Volunteers during the 2020 COVID Pandemic

2021 ◽  
pp. 1-15
Author(s):  
Kevin Hauck ◽  
Katherine Hochman ◽  
Mark Pochapin ◽  
Sondra Zabar ◽  
Jeffrey A Wilhite ◽  
...  
Keyword(s):  
New York ◽  
New York City ◽  
Medical Center ◽  
The United States ◽  
Lessons Learned ◽  
Front Line ◽  
Clinical Leadership ◽  
Team Members ◽  
Medical Centers ◽  
Hospitalist Physician

Abstract Objective New York City was the epicenter of the outbreak of the 2020 COVID-19 pandemic in the United States. As a large, quaternary care medical center, NYU Langone Medical Center was one of many New York medical centers that experienced an unprecedented influx of patients during this time. Clinical leadership effectively identified, oriented, and rapidly deployed a “COVID Army”, consisting of non-hospitalist physicians, to meet the needs of this patient influx. We share feedback from our providers on our processes and offer specific recommendations for systems experiencing a similar influx in the current and future pandemics. Methods In order to assess the experiences and perceived readiness of these physicians (n=183), we distributed a 32-item survey between March and June of 2020. Thematic analyses and response rates were examined in order to develop results. Results Responses highlighted varying experiences and attitudes of our front-line physicians during an emerging pandemic. Thematic analyses revealed a series of lessons learned, including the need to: (1) provide orientations, (2) clarify roles/ workflow, (3) balance team workload, (4) keep teams updated on evolving policies, (5) make team members feel valued, and (6) ensure they have necessary tools available. Conclusions Lessons from our deployment and assessment are scalable at other institutions.

scholarly journals Responding to unforeseen disasters in a large health system

2020 ◽  
Author(s):  
Ryan J Hannan ◽  
Margaret K Lundholm ◽  
Dennis Brierton ◽  
Noelle R M Chapman
Keyword(s):  
Supply Chain ◽  
Health System ◽  
Disaster Response ◽  
Well Being ◽  
Lessons Learned ◽  
Strategic Decision ◽  
Pharmacy Services ◽  
Efficient System ◽  
Team Members

Abstract Purpose To describe how health systems may respond to sudden changes in operations by leveraging existing resources and to share one organization’s experience responding to the coronavirus disease (COVID-19) pandemic. Summary In a health system based in Illinois and Wisconsin, pharmacy services are provided by a single, integrated department responsible for all aspects of pharmaceutical care within the organization. Hospital, retail, ambulatory care, and population health services are all managed under one leadership team. All pertinent ancillary services are also managed within the department, including informatics, supply chain, and drug policy. During the COVID-19 pandemic, the pharmacy services leadership has successfully managed volume and capacity challenges by redirecting resources to where they are needed. A disaster response framework based on Federal Emergency Management Agency guidance was put in place, and change management principles were used to rapidly operationalize change. Components of the nimble response have included quickly increasing capacity, thoughtful and timely communication to all team members, strategic decision making with available data, creating an agile pool of labor, and maintaining an efficient system supply chain. Well-being and resilience are emphasized alongside reflection on lessons learned. Some changes made in the urgent response to the pandemic are being considered for long-term implementation. Conclusion Organizations have the potential to respond to almost any situation if they are integrated and teams work together to build flexibility. The keys to success are thoughtful maximization of existing resources and strong communication.

scholarly journals Bringing Older Adults to the Table: Opportunities for Consumer Engagement in Planning and Policy Making

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 102-102
Author(s):  
Alice Prendergast ◽  
Kristi Fuller
Keyword(s):  
Data Collection ◽  
Community Engagement ◽  
Community Involvement ◽  
Social Connectedness ◽  
Planning Process ◽  
The United States ◽  
Lessons Learned ◽  
Service Planning ◽  
Community Members ◽  
Design Data

Abstract Efforts to include community voice in health policy and service planning are gaining recognition and support in the United States. Findings suggest community involvement can contribute to a better understanding of systems and factors that impact health, and, subsequently, more effective and sustainable policy and program design. Additionally, engagement can increase community buy-in, and community members can gain a greater awareness of services; increased confidence navigating systems; feelings of social connectedness; and capacity to advocate around issues through participation. Despite these findings, the extent to which community members are engaged in planning and decision-making varies considerably. Researchers from Georgia State University conducted a review of state plans on aging using the Person-Centered Outcomes Research Initiative (PCORI) Engagement Principles and the Health Research & Educational Trust’s Community and Patient Engagement Spectrum as frameworks to assess evidence of community engagement. The frameworks recognize engagement throughout the planning process, including design, data collection and interpretation, and dissemination. The review revealed that few planning processes described significant engagement, but rather met the minimal requirements established by federal policy. Federal guidance on community-informed planning practices is sparse, as are resources to support states in adopting these processes. To address this gap, the research team drew on the frameworks and other promising practices to design two community engagement projects, both in partnership with Georgia’s Division of Aging Services. Methods for participant engagement, data collection, interpretation and application of results, and lessons learned through both projects will be discussed, as well as potential implications.

Experiences in Establishing Trustworthy Digital Repositories Within a Large Multi-National Pipeline Company

2012 ◽  
Author(s):  
David A. Weir ◽  
Stephen Murray ◽  
Pankaj Bhawnani ◽  
Douglas Rosenberg
Keyword(s):  
Data Management ◽  
Lessons Learned ◽  
Records Management ◽  
Digital Repositories ◽  
Geographically Dispersed ◽  
Local Business ◽  
Master Data ◽  
Business Area ◽  
Master Data Management ◽  
Trusted Data

Traditionally business areas within an organization individually manage data essential for their operation. This data may be incorporated into specialized software applications, MS Excel or MS Access etc., e-mail filing, and hardcopy documents. These applications and data stores support the local business area decision-making and add to its knowledge. There have been problems with this approach. Data, knowledge and decisions are only captured locally within the business area and in many cases this information is not easily identifiable or available for enterprise-wide sharing. Furthermore, individuals within the business areas often keep “shadow files” of data and information. The state of accuracy, completeness, and timeliness of the data contained within these files is often questionable. Information created and managed at a local business level can be lost when a staff member leaves his or her role. This is especially significant given ongoing changes in today’s workforce. Data must be properly managed and maintained to retain its value within the organization. The development and execution of “single version of the truth” or master data management requires a partnership between the business areas, records management, legal, and the information technology groups of an organization. Master data management is expected to yield significant gains in staff effectiveness, efficiency, and productivity. In 2011, Enbridge Pipelines applied the principles of master data management and trusted data digital repositories to a widely used, geographically dispersed small database (less than 10,000 records) that had noted data shortcomings such as incomplete or incorrect data, multiple shadow files, and inconsistent usage throughout the organization of the application that stewards the data. This paper provides an overview of best practices in developing an authoritative single source of data and Enbridge experience in applying these practices to a real-world example. Challenges of the approach used by Enbridge and lessons learned will be examined and discussed.

scholarly journals Palliative care in paediatric oncology: perceptions, expertise and practices from the perspective of the multidisciplinary team

2015 ◽  
Vol 36 (2) ◽  
pp. 56-62 ◽  
Author(s):  
Adriana Ferreira da Silva ◽  
Helena Becker Issi ◽  
Maria da Graça Corso da Motta ◽  
Daisy Zanchi de Abreu Botene
Keyword(s):  
Palliative Care ◽  
Multidisciplinary Team ◽  
Structured Interview ◽  
Paediatric Oncology ◽  
Lessons Learned ◽  
Team Members ◽  
Descriptive Research ◽  
The Family ◽  
Research Questions ◽  
Oncology Unit

OBJECTIVE: To reveal the perceptions, expertise and practices of multi-professional teams providing palliative care to children in a paediatric oncology unit. The research questions were based on everyday care, facilitations and difficulties, essential aspects of professional approaches, and the inter-disciplinary focus of care for children in palliative care and their families. METHOD: Qualitative, exploratory and descriptive research. Data were collected from June to October 2013 from nine professional multidisciplinary team members by means of a semi-structured interview submitted to thematic analysis. RESULTS: The following four themes emerged from analysis: palliative care: conceptions of the multi-professional team; the construction of singular care; the facilitations and difficulties experienced by the team and significant lessons learned. CONCLUSIONS: The subjects revealed that the team also suffers with the death of a child and, like the family, moves toward the construction of coping mechanisms for the elaboration of mourning. Paradoxically, the team shares knowledge to determine the foundations of a singular therapeutic project and inserts the family in this process so that it can be the protagonist of the child's care.

Abstract T MP102: Hotline Use for Recruitment Support in Acute Stroke Trials: Lessons learned To Date in Antihypertensive Treatment of Acute Cerebral Hemorrhage (ATACH)-II

Stroke ◽  
2015 ◽  
Vol 46 (suppl_1) ◽  
Author(s):  
Kathryn A France ◽  
Mushtaq Qureshi ◽  
Jessy Thomas ◽  
Emily Abbott ◽  
Logan Brau ◽  
...  
Keyword(s):  
Acute Stroke ◽  
Lessons Learned ◽  
Local Network ◽  
Drug Management ◽  
Safe Operation ◽  
Team Members ◽  
Clinical Support ◽  
Direct Support ◽  
Protocol Compliance

Background: Use of hotline services for clinical support and safe operation of a research trial is common and important. The value of such services has not been objectively assessed within the context of a large acute stroke clinical trial. Methods: The use of three different hotline services have been tested, and cell and Email- options have also been explored for their advantages. US and Non-US sites are provided access to central hotline services, but for efficiency a local network for managing calls is established in each region. All sites may access both data management and the trial PI via hotline services when needed and this is supported by other technologies in addition. A means for supporting overall trial communications in light of these interactions has been developed and valuable insights are gained. Results: Data gathered from 211 calls logged at the Clinical Coordinating Center through the course of the ATACH-II trial have been summarized: Total Calls Reviewed: 211; Year 2 of trial: 92 calls, Year 3 of trial: 100 calls. Calls received midnight to 8 AM: 19 (9.0%), 8 AM - 5 PM 130 (61.6 %) 5 PM - 12:00 PM 65 (30.8%). Issues Resolved in < 5 min 143/211 (67.8%) Taking > 30 min to resolution 51/211 (24.2%). Purpose of calls: Eligibility 89 (42.2%). protocol compliance including drug management: 77 (36.5%%), randomization/emergency randomization: 16 (7.6%), protocol deviation:13 (6.2%), technological difficulties: 12 (5.7%), AE/SAE: 9 (4.3%), Subject enrollments directly associated with calls: 57 (20.8% of domestic subjects); excluded candidates directly associated with calls: 46 (% not available). Conclusions: In an international trial requiring rapid enrollment of subjects with intracerebral hemorrhage, the role of direct support via a hotline and other immediate communications means has proven to be instrumental in maintaining good protocol compliance and supporting enrollment by site team members .

Provider Education About Pneumococcal Vaccination Practices for Older Adults

2019 ◽  
Vol 34 (7) ◽  
pp. 432-438
Author(s):  
Kimberly C. McKeirnan ◽  
Karen Colorafi ◽  
Shannon G. Panther ◽  
Darryl Potyk ◽  
John McCarthy
Keyword(s):  
Project Team ◽  
Lessons Learned ◽  
Community Pharmacies ◽  
Academic Detailing ◽  
Care Providers ◽  
Interprofessional Practice ◽  
Team Members ◽  
Interprofessional Team ◽  
Medical Clinics ◽  
Field Notes

OBJECTIVE: To describe an interdisciplinary academic detailing project implemented to address low pneumococcal immunization rates. SETTING: Two medical clinics and four community pharmacies in rural Washington state. PRACTICE DESCRIPTION: The two medical clinics and four community pharmacies were all located in two rural counties and serve geographically large rural areas. PRACTICE INNOVATION: Academic detailing is an evidence-based approach designed to change clinical practice and improve decision-making. Our team utilized the academic detailing model to provide educational outreach to local rural health care providers. The detailing team visited each clinic and pharmacy on a defined schedule and provided information to physicians, clinic administrators, nurses, pharmacists, pharmacy technicians, medical assistants, and clinic front-end staff. MAIN OUTCOME MEASUREMENTS: The project team maintained detailed field notes from each academic detailing the visit and met to debrief about each encounter. From the field notes, through the process of thematic analysis and analytic memoing, the project team produced a list of "lessons learned" that could be used to guide other interprofessional teams wishing to embark on an academic detailing project. RESULTS: We have identified four key "lessons learned": Interprofessional team members bring different strengths to the project; using same-discipline team members paved the way for success; involving students aids in educating future practitioners in interprofessional practice; and scheduling meetings in advance is important. CONCLUSION: We described an approach to enhanced academic detailing using interprofessional team delivery, bringing interprofessional practice into the real-world practice setting.

Collaboration in the Large

2011 ◽  
pp. 115-136 ◽  
Author(s):  
Diane H. Sonnenwald ◽  
Paul Solomon ◽  
Noriko Hara ◽  
Reto Bolliger ◽  
Thomas H. Cox
Keyword(s):  
Lessons Learned ◽  
Research Approach ◽  
Visual Aids ◽  
Organizational Infrastructure ◽  
Geographically Dispersed ◽  
Action Research Approach ◽  
Geographically Distributed ◽  
Social Organizational ◽  
Approach Working ◽  
Videoconferencing Technology

This chapter discusses the social, organizational and technical challenges and solutions that emerged when facilitating collaboration through videoconferencing for a large, geographically dispersed research and development (R&D) organization. Collaboration is an integral component of many R&D organizations. Awareness of activities and potential contributions of others is fundamental to initiating and maintaining collaboration, yet this awareness is often difficult to sustain, especially when the organization is geographically dispersed. To address these challenges, we applied an action research approach, working with members of a large, geographically distributed R&D center to implement videoconferencing to facilitate collaboration and large group interaction within the center. We found that social, organizational and technical infrastructures needed to be adapted to compensate for limitations in videoconferencing technology. New social and organizational infrastructure included: explicit facilitation of videoconference meetings; the adaptation of visual aids; and new participant etiquette practices. New technical infrastructure included: upgrades to videoconference equipment; the use of separate networks for broadcasting camera views, presentation slides and audio; and implementation of new technical operations practices to support dynamic interaction among participants at each location. Lessons learned from this case study may help others plan and implement videoconferencing to support interaction and collaboration among large groups.

Lessons Learned from the NASA Astrobiology Institute

2011 ◽  
pp. 1201-1216
Author(s):  
Lisa Faithorn ◽  
Baruch S. Blumberg
Keyword(s):  
Information Technologies ◽  
Organizational Structures ◽  
Lessons Learned ◽  
Professional Relationships ◽  
Geographically Dispersed ◽  
Research Areas ◽  
Geographically Distributed ◽  
National Boundaries ◽  
New Research ◽  
Practice Of Science

Complex social, economic, political and environmental challenges as well as new research areas that cut across disciplinary, institutional and national boundaries are catalyzing a rapid increase in geographically distributed work groups. At the same time, advanced information technologies designed to facilitate effective communication and collaboration among remote colleagues are having a dramatic impact on social and professional relationships and organizational structures and forms. The practice of science is one of the domains that are undergoing significant change as a result of this trend toward increased collaboration. In this chapter we describe our efforts to promote collaboration among geographically dispersed multidisciplinary science teams in the NASA Astrobiology Institute. The lessons learned regarding the importance of recognizing and addressing the complex and inter-related dimensions of collaboration have implications not only for science but also for many other contemporary domains of activity.

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