MSc = Master of Science Degree. P.G.D. = Post Graduate Diploma. A-level = Advanced Level (18 years old).
O-level = Ordinary Level (16 years old). F.E.= Further Education. Prof = Professional Exam / Certification

North Bristol NHS Trust

The trust is currently migrating from the Lorenzo EPR to the SystemC CareFlow EPR and my roll is working on data migration.

South East Regional Health Authority / Helse Sør-Øst RHF

Contribute to projects on the border between clinic, technology and business development especially in the fields of EPR, technology innovation, clinical ICT and eHealth.

I am currently acting as portfolio manager for regional clinical and administrative systems. Systems include EPR, maternity, eChart, chemotherapy and more. The regional EPR system passed 20 000 concurrent users in jan 2016 therefore representing a major system in the region.

The region is currently carrying out a massive modernisation of it core clinical computer systems. Included in this modernisation are the Electronic Patient Record (EPR), systems for radiology, Lab services, maternity monitoring and management, Clinical Information System and not least the technical platform. As systems are modernised they are being transitioned from local installations with local management to regionaly installed and centrally managed. Through different positions I have been central in the process of developing a robust governance and systems management structure and organisation.

Applying lean systems thinking techniques through this ethnographic approach (learning from the inside not observing from the outside), I believe, gives better long term results. A transformation of this kind takes at least 5 years (1 year learning and planning, 3 years to do the transformation and 1 year minimum to embed the results in the culture) so check in again in 2019 :)

Other areas of responsibility include regional contact for Medical Technical Equipment, and tasks within the areas of change management, process improvement and benefit / value realisation from implementing regional process and systems.

Diakonhjemmet Sykehus ( http://www.diakonsyk.no/ )
Diakonhjemmet Hospital (founded 1893) is a private non-profit hospital within the Diakonhjemmet Foundation in Oslo , Norway . The hospital is responsible for general hospital services for approximately 113,000 inhabitants in its particular sector in the western part of Oslo. The hospital serves its sector in the fields of internal medicine, surgery and radiology, plus laboratory services. The hospital is also responsible for psychiatric care within its sector, and for geriatric psychiatry within some local city wards.

Diakonhjemmet Hospital specialises in the fields of rheumatology and rheumatic surgery. The hospital is also the referral hospital for the Oslo area and the regional hospital for South-eastern Norway for services in rheumatology and rheumatic surgery.

The Department of Psychopharmacology is a national centre of therapeutic drug monitoring and pharmacogenetic analyses, and of research in psychopharmacology and biological psychiatry.

The hospital has a staff of approximately 1,400, servicing 142 beds in somatic medicine and 62 beds in psychiatry (acute, intermediary and day care), plus geriatric psychiatry. The number of beds has been reduced from 295 in 2008 to 204 now in 2012. at Søndre Borgen in Asker, 20 kilometres west of Oslo .

Director of Quality Management / Corporate Governance (Fagansvarlig for kvalitet og Virksomhetsstyring)
From September 2010 I have focused mostly on the development of a new hospital management system based on lean and quality management ideas. Managing a hospital in a quality domain as opposed to a performance domain is challenging. The main principles are those of continual improvement and not of target management. The new management system is already giving very good results.

The latest initiative towards quality and performance improvement is the implementation of lean service principles both in treatment through care pathways and in support services with more traditional lean practices.

Director of Quality and Innovation :
Responsible for the Quality System and for assuring that there is continual quality improvement through all functions in the hospital including both administrative processes and clinical processes. The Department is divided into four sections; Electronic Patient Records (EPR), Journal and Administrative archives, Infection Control, and Quality Management and Improvement. The department is also responsible for the analysis of quality information and reporting quality statistics to national bodies. The project to implement an Electronic Patient Record (EPR) was managed in the quality department and further development is part of the department's responsibilities. The department oversees a number of other projects which are quality improvement based initiatives. Development of a Management Information System is also linked to the department of quality. The department has 22 employees. The position of Quality Director is part of the top management team of the hospital

As a consultant :
The hospital uses the DIPS Electronic Patient Journal (EPJ) system and has almost paperless patient management. My roll included various aspects of the change process including Project Management, project participation with responsibility for implementation of new technology and also process analysis and visualisation using the QlikView advanced OLAP application. Analysis includes the analysis of   clinical processes, financial processes and administrative processes.

MedIT
MedIT is a company developing and marketing Telemedicine solutions for health care. The products include both hardware and software. MedIT has developed a new generation of medical devices and associated services based on wireless integration and Internet technology. My role was co-ordinating the different aspects of the developments, ensuring an holistic focus was maintained. I also had a strategic marketing function, ensuring future developments meet the needs of key market partners whist fitting into MedIT’s overall company and product strategy.

I acted as Project Manager for several development and other projects. Development project participation includes work in all phases including development of requirements, programming, testing and implementation. I followed up development projects with marketing activities looking for new market areas based on new developments. Other projects have included a program of change management to ensure the company is ready for expansion of its sales activities into several new counties and as a result of major international strategic partners. This program has included improving internal communication between Oslo and Moscow, renewing the quality system to be acceptable to international authorities and improving the development processes.

The company has its hardware and software development department in Moscow which has given me further experience in managing international cross-cultural teams in development projects.

Parexel Medstat
Parexel Medstat is part of a Global Contract Research Organisation (CRO) to the Pharmaceutical Industry and to Health Care institutions based in Boston, USA.

I was leader of the department responsible for developing technology solutions for the data management function and also to offer technology based data management functions as an external consulting service. I had line management responsibility for the department which at the time included only one other person. The department was newly formed on the 1^stMarch 2000. Unfortunately due to a re-organisation of the whole company the functions of the data management and technology departments were moved to England and the Norwegian office was closed 1st July 2000.

Nycomed Imaging
Nycomed Imaging is a part of the Nycomed Amersham group. Nycomed Amersham is the global leader in the development and manufacture of medical contrast agents used in the enhancement of medical images used in patient diagnosis. I worked in many capacities, initially as technical consultant responsible for the maintenance of the computer hardware and software in the Clinical R&D department. Later I became a systems developer creating management information systems, electronic data capture systems and web based applications. I was responsible for the project management, development and/or implementation of several global information systems. The systems introduced were focused on changing administrative systems to enable better international communication and co-operation after globalisation of the company. Several systems were associated with converting the processes of data capture from manual to computer based.

Nycomed Amersham has R&D units in USA, England, Germany and Oslo, therefore development, implementation and training were international and cross-cultural.

My final responsibility was being in charge of the overall information management and technology needs of the Clinical R&D function. This involved anything from equipment purchase, systems analysis, design and development to project management, strategy planning and training.

National Rivers Authority (NRA), Solihull
The NRA is a non-departmental government body responsible for the regulation of the river systems in the UK . I was responsible for the computer systems used in the performance of river flow forecasting functions for the Severn-Trent region. This involved a wide range of activities including general systems maintenance, analysis of requirements for upgrades to the system, vendor relations, development of bespoke systems and IT infrastructure maintenance and upgrades. My role involved converting many manual processes to computer based processes and integrating different systems.

 

2000 - present. Member of the British Computer Society (BCS) - Chartered Information Systems Practitioner
2002 - present. United Kingdom Systems Society (UKSS)

2008 - ITIL v3 Foundation

BI-pris 2013 (Business Intelligence prize 2013 from the Norwegian Computer Society)
BI-pris 2013 winner on dataforening.no web pages
Press release on AD-Gruppen web pages
Best overall poster at the World Hospital Congress 2013

2018 - COBIT 5 Foundation

Patients, professionals processes and priorities: Digital Transformation in a regional health authority. United Kingdom Systems Society (UKSS) conference 2018. June 2018.

Don’t tell them it’s lean and you’ll get away with it. Lean Management Journal. April 2015.

Hospital Quality: a product of good management as much as good treatment. World Hospitals and Health Services Vol. 49 No. 4. pp 4-7.

Making IT work for you: Hospital Discovery through a Business Discovery solution. 38th World Hospital Congress Oslo2013.

Hospital Quality: a product of good management as much as good treatment. 38th World Hospital Congress Oslo2013. (Poster)¨Selected as best overall poster at the conference

Value-based Performance Management in hospitals - presentation of a management model integrating values and outcome results. Skjørshammer M, Wenaas VT, Frafjord AM, Hyde A. 38th World Hospital Congress Oslo2013. (Poster)

Verdibasert Virksomhetsledelse - kan verdier og resultatstyring kombineres på en troverdig måte? Skørshammer, M., Wenaas, VT., Frafjord, A., Hyde, A. In Ledelse i Diakonale Virksomheter. Aadland, E. Akademika Forlag, Oslo. 2012

Quality: a product of good hospital management as much as good treatmentHelsIT 2012. September 2012. Trondheim, Norway.

Quality Management in a Norwegian HospitalHC2012 Health Informatics Conference . April 2011. Birmingham, England.

Impact of an EPR on Patient Care, the Norwegian ExperienceHC2012 Health Informatics Conference . April 2011. Birmingham, England.

The Norwegian Paradox: ICT success in Healthcare despite the obstacles . HC2011 Health Informatics Congress . April 2011. Birmingham, England.

Beslutningsstøtte for alle nivåer i sykehuset. QlikTech Breakfast Seminar. March 2011. Oslo, Norway (in Norwegian)

BI for strategisk måloppfyllelse: Diakonhjemmet Sykehus gir bedre kvalitet og støtter daglige drift. BeslutningsstøtteDagene 2010 . September 2010. Oslo

Bottom-Up: Making IT work in healthcare . UKSS International Conference 2010. September 2010. Oxford, UK.

Making IT Work: Hvordan gjør man om DIPS PAS/EPJ til et system for beslutningsstøtte , DIPS Forum 2010. June 2010. Bodø , Norway (in Norwegian)

Improving quality and supporting management through visualising information in a Business Intelligence solution (poster) , HC 2010 Health Informatics Congress. April 2010. Birmingham, England

Make your data work for you , HelsIT . October 2008. Trondheim, Norway (in Norwegian)

Almost paperless - an EPR case study from a Norwegian hospital .. Towards an Electronic Patient Record (TEPR) '07. Dallas, Texas. May 2007.

“Medical Net Instruments: the next generation in telemedicine”, UEMO Clinical Journal, European Union of General Practitioners/Kensington Publications, June 2001. pp 74-78.

“Medical Net Instruments: a new generation in telemedicine”. Journal of Telemedicine and Telecare , Royal Society of Medicine , UK . June 2001. pp.183-185 .

Failure? Who Says ? . The Computer Bulletin , The British Computer Society. July 2000. pp26-27 and reprinted in BCS Review 2001, pp 250-251    ( pdf version) .

Moving Goal Posts. MRI e.healthcare.news , Medical Records Institute, USA . November 2000.
( also presented at CAEHR - Towards an Electronic Health Record in Europe (TEHRE) '2000 , London . Nov 2000.

Working With Investigators to Implement EDC: listening to their needs and perspectives to smooth the path to regulatory approval ., Vision in Business - Electronic Data Capture 2000 , London , March 2000.

Future Perspectives in Clinical Data Management , IBC - InfoTech Pharma 2000 , London, January 2000

Data Capture Technology: from remote data entry to direct data capture , Applied Clinical Trials, September 1999.  pp 48-54.

A Systemic Model for Participatory Change in Information Systems Management . Synergy Matters: Working with Systems in the 21st Century . Castell, Gregory, Hindel , James and Ragsdel . (1999). Kluwer Academic/Plenum Publishers. New York, USA.    ( pdf version)
Presented at - UK Systems Society (UKSS) International Conference '99 , Lincoln University, England. July 1999.

Working effectively with health services to add value to your EDC driven clinical study , IBC Electronic Data Capture for Clinical Trials, London, June 1999

Establishing a Clinical Trial Management System (CTMS) globally: Integrating with other core functions of the clinical trial . Vision in Business - Integrated Global Clinical Development Technologies 1999 . London. June 1999.

Gaining Effective Co-operation Between Sponsors and Health Services: using Electronic Heath Records and EDC to reduce duplication and exchange valuable data simply and quickly whilst keeping costs down. Vision in Business - Electronic Data Capture 1999 . Brussels. Mar 1999.

Electronic Patient Records: The Pharmaceutical Industry's Requirements , Towards an Electronic Patient Record (TEPR) '98, San Antonio, Texas. Published in TEPR 1998 Proceedings Manual, vol 3, Medical Records Institute, Newton , Mass. USA . pp.86-89 . May 1998 also presented at Towards an Electronic Health Record in Europe (TEHRE) '98 , London , Nov 1998.

Controlling Risk Within EDC: How to manage it effectively , Vision in Business - Streamlining Clinical Data Management Through EDC. London. Mar 1998.

The Changing Face of Electronic Data Capture: From Remote Data Entry to Direct Data Capture Drug Information Journal, Vol 32/4 (Nov 1998).

New Technology in the Clinical Trials Data Collection Process: A new direction . DIA 7th European Workshop on Clinical Data Management. Paris. Nov 1997.

Master's Degree dissertation

New Technology Systems Being Tried in the Collection of Clinical Trials Data in the Pharmaceutical Industry - A user centred comparison using HCI methods. Open UniversityMilton Keynes, UK. Sep 1998.

Scientific and Project Reports

“Basic Principles of the MNI Family Development - External Instruments and Input Devices”, Rakhimbabaev , Hyde, Gjørsvik , Petersen, Bråthen , Syversen and Loken . Project no. IST-1999-10754, EU. Information Society Technologies (IST) 5th Framework Programme. (2001)

“ TelemediCare project summary”, European Union IST 5th Framework Projects edited volume 2001.

 

My main free time activity is Scouting where I have just completed 2 yers (2016 - 2018) on the National Scout Board. I am an active Leader Trainer. Earlier I have been Group Scout Leader (GSL) for 1st Langhus from 2001 to 2005, one of Norway’s largest Scout groups. The group had 9 sections with over 200 members and 40 leaders and helpers. As GSL I had overall responsibility for the development of the group and all aspects of the day to day running. I was also Project Manager / Camp Chief for a Scout camp in the UK in 2007 where Scouts from the Follo region and surrounding districts will celebrate 100 years since the first scout camp in 1907. I have been in scouts since I was aged 8. I represented the UK at the 1988 World Scout Jamboree in Australia as a member of staff where my responsibilities were in the amateur radio station. I was a Cub Scout leader from 1984 until 1990 and a Venture Scout Leader from 1990 to 1994 when I moved to Norway. The Venture Scout unit was a mixed Venture Scout / Ranger Guide unit with 50 members between the ages of 15 and 20. There were up to 5 others leaders involved in running the group. Many members have taken up leader rolls since leaving.

 

I have owned my own small business called Hyde Away Systems since 1990 developing simple software solutions and providing IT related consulting services.

I have been a radio amateur since 1983 although currently not active. When active I was often on HF and VHF/UHF especially with digital modes as LA0HW (ex G4VMQ / G6WRR).

Other sports and hobbies include Geocaching and family tree research.

I have enjoyed running and have completed 10 marathons and countless half marathons and 10km. The marathons include Hobart, Helsinki and Oslo.