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

01 Dec 2020 – Present (2 yrs 4 mos)

The trust was migrating from the Lorenzo Electronic Patient Record (EPR) to the SystemC CareFlow EPR and my roll was working in the data migration project of the programme.

Identifying and analysing data migration errors and data quality issues throughout the test cycles using mainly Microsoft SQL Server and Excel.

I have contributed to BI development in QlikSense and MS Excel for migrating reports based on new datasets from the data warehouse.

Skills: Analysis · Hospitals · Healthcare · Business Intelligence (BI) · Data Quality · Data Analysis · SQL · Microsoft SQL Server · Qlik Sense · Excel

South East Regional Health Authority, Norway / Helse Sør-Øst RHF

1 Sep 2013 – 30 Nov 2020 (7 yrs 3 mos)

The RHA was (is still) in the middle of a massive renewal of its core IT solutions at the same time as its existing solutions are getting older. To become more robust and to allow it to adapt to future changes in IT, the RHA is also consolidating and centralising the solutions and their management and administration.

My role was split in two, firstly I was the portfolio manager for the regional clinical and administrative IT systems. Systems include EPR, maternity, eCharting, chemotherapy, personnel management, finance and accounting and more. The portfolio’s OpEx budget was ca. £10 million. I had specific operational management of the region’s interests in the Electronic Patient Record (EPR). I was responsible for the process of handover from project to operations on behalf of the RHA ensuring new and upgraded systems were included in the long term portfolio planning.

The other side of my role was to improve the processes for managing the portfolio. The future state used was based on COBIT, the change process was based on Lean Systems Thinking. The decision making regarding operational expenditure in the portfolio was moved from the IT function to the relevant regional directors to ensure proportional responsibility and a balanced portfolio. The change process required extensive negotiating and report writing and a degree of conflict resolution.

Skills: Change Management · Business Analysis · Hospitals · Healthcare · Project Management · Business Process Improvement · Process Improvement · Continuous Improvement · Lean Thinking · Systems Thinking · Lean Service · Data Analysis · Master Data Management · Performance Reporting · IT Strategy · Medical Devices · Leadership

Diakonhjemmet Sykehus, Oslo

1 Sep 2005 – 31 Aug 2013 (8 yrs)

Diakonhjemmet Hospital (http://www.diakonsyk.no/) (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, general and orthopaedic surgery, rheumatology (for which it is a national centre of excellence), radiology and laboratory services. The hospital is also responsible for psychiatric care within its sector. 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.

My role was being responsible for the Quality and Performance Management Systems and for assuring that there was continual quality improvement through all functions in the hospital including both administrative processes and clinical processes.

The director role was part of the top management team and the department had, at most 22 employees, for whom I was line manager. The Department was divided into four sections; Electronic Patient Records (EPR), Quality Management and Improvement, Journal and Administrative archives and Infection Control. The department was also responsible for the analysis of quality information and reporting quality statistics to national bodies.

My approach as a non-clinical manager managing clinical quality was driven by my education and experience in Applied IT and Lean Service Management. Together with the management team we changed focus from the predominant paradigm of financial management to quality management through continuous improvement removing many absolute targets and implementing improvement targets. To enable the management of improvement we created a Business Intelligence and process management solution of which I was both architect and technically involved as both Business Analyst, Data Analyst and developer. The BI solution was QlikView based, and the process management solution was built in QualiWare.

The system and its use produced excellent results. The hospital had the best quality and performance statistics for over half of the national KPIs, improved patient satisfaction, reduced absenteeism and an improved financial position. The system received the Norwegian Computer Society’s BI Implementation prize and a poster detailing some of the results won best overall poster in congress at the World Hospital Congress. A paper describing the change process was published in the Lean Management Journal. The system is still in use and producing improvement 15 years after it was developed.

Skills: Business Process Improvement · Quality Improvement · Lean Thinking · Systems Thinking · Data Quality · Performance Reporting · Change Management · Hospitals · Business Intelligence (BI) · Master Data Management

Self Employed – Hyde Away Systems

1 Mar 2002 – 31 Aug 2005 (3 yrs 5 mos)

I provided a range of IT services including web site design and management and general system maintenance. I also had my former employer as a customer where I managed their quality management system. Towards the end of my time self employed I had my future employer as a customer working with system integration, database troubleshooting, organisational development and BI system development.

Skills: Business Analysis · HTML

MedIT

1 Jul 2000 – 28 Feb 2002 (1 yr 7 mos)

MedIT was a SME producing portable computer based ECG equipment and integration solutions for portable medical devices.

My roles included project management for the development of a new range of portable ECG units and quality management of the organisation including the certification of the quality systems and CE certification of the ECG devices.

Development project participation included 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 included a program of change management to ensure the company was ready for expansion of its sales activities into several new counties and as a result of major international strategic partners. This program 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 had its hardware and software development department in Moscow which gave me further experience in managing international cross-cultural teams in development projects.

Skills: Business Analysis · Change Management · Hospitals · Healthcare · Project Management · Business Process Improvement · Process Improvement · Quality Improvement · Systems Thinking · Medical Devices

Parexel Medstat

01 Mar 2000 - 30 Jun 2000 (4 months)

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

22 Aug 1994 – 28 Feb 2000 (5 yrs 11 mos)

Nycomed Imaging was a part of the Nycomed Amersham group. Nycomed Amersham was 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.

Skills: Performance Reporting · Change Management · Analysis · Hospitals · Healthcare · Project Management · Business Process Improvement · Process Improvement · Continuous Improvement · Systems Thinking · Data Analysis · SQL · Management Information Systems (MIS)

National Rivers Authority (NRA), Solihull

May 1990 - Aug 1994 (4 yrs 3 mos)

The NRA (now the Environment Agency) is a non-departmental government body responsible for the regulation of the river systems in the UK.

My role was managing the computer systems that collected data from rainfall and river flow sensors and converting the data in reports used in the flood forecasting section of the Severn-Trent region of the NRA. I introduced improvements into the data collection and analysis processes which reduced the time to produce reports considerably.

I also developed a PC based portable backup system for collecting data in case the mainframes were unavailable. As an applied computer specialist, I also contributed to some hydrological modelling.

 

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

2010 to 2020 - Visiting lecturer Oslo Metropolitan University. System Integration and Healthcare IT Systems and Quality.

• 2008 - ITIL v3 Foundation
• 2008 - EOQ (QMCe) - International Quality Systems Manager Certificate
• 2012 - Lean for services (LCS levels 1a, 1b, 1c, 2a and 2b)
• 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 am currently Chair of the District Trustee Board for the Cotswold Edge District in South Gloucestershire. Previously I served 2 years (2016 - 2018) on the National Scout Board of Norway. 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. Also camp chief for a regional camp in Sweden in 2011. In 2007 I was Head of Administration for the national Jamboree in Bodø with 8800 participants from all over the world. In 2018 I took the role of Camp Chief / Project Manager for national Jamboree to be held in 2021, however, Covid19 meant that the camp never happened as planned. 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 G4VMQ (ex LA0HW / G6WRR / VK2FLW).

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.