CSBI HFMA NEW EXAM WITH COMPLETE SOLUTIONS
100% VERIFIED!!
What |has |changed |for |Healthcare |Analytics? |- ANSWER |1 |- |Increased |computing
|power |and |storage, |decrease |in |cost;
2 - |increased |abundance |of |data |in |healthcare;
3 - |increase |in |individuals |having |strong |competencies
Big |Data |- |ANSWER |Refers |to |the |Growth |in |available |data, |massive |continually
|increasing |volume |of |live |and |stored |data |for |analysis; |and |the |increase |in |tools |available
|for |highly |sophisticated |ways |to |combine |and |analyze |data |to |yield |new |information |and
|insights. |(Size |Scope |Speed)
Big | Data | View | Points | - | ANSWER | Focused, | Broad, | Medium
Focused |Viewpoint |- ANSWER |Allows |one |to |know |the |work |or |business |in |detail
Broad |Viewpoint |- ANSWER |Allows |one |to |understand |all |the |industry |pieces |and |the
|background |influencers
Medium |Viewpoint |- ANSWER |Allows |one |to |know |how |one's |business |or |work |fits |with
|the |other |pieces |and |how |the |other |industry |components |fit |and |work |with |each |other
NKBDSI |- ANSWER | Nursing | Knowledge | Big | Data | Science | Initiative
NKBDSI |Organization |- | ANSWER |National |organization |committed |to |developing,
|implementing, |and |guiding |a |dynamic |plan |of |action |that |ensures |nursing |data |are
|captured |and |available |in |sharing, |comparable |formats |to |help |improve |health
,outcomes.
Productivity |is |generally |assessed |by
A.Benchmarking |how |many |inputs |are |required
B.Looking |at |the |raw |number |of |increased |products |and |services |offered
C.Looking |at |the |ratio |of |outputs |to |inputs
D.Looking |at |market |share
C. |Looking |at |the |ratio |of |outputs |to |inputs
Explanation: |Productivity |is |a |focus |on |how |much |input |is |required |for |desired |quality
|output.
Which |of |the |following |is |part |of |the |iterative |process |of |creative |analytic |thinking.
A.Ideation
B.Insight
C.Distribution
,D.Incapacitation
B. |Insight
Explanation: |BI/Analytics |consultants |will |be |asked |to |address |situations |like |that |in |the
|following |example. |Although |it |is |a |simplified |slice |of |the |real |thing, |the |example |illustrates
|processes |and |areas |needing |attention |to |avoid |turns |in |the |wrong |direction, |or |bad |and
|possibly |misleading |results. |It |is |an |iterative |process |of |creative |analytic
|thinking/preparation/ |immersion/incubation/insight |that |the |BI/ |Analytics |consultant
|must |engage.
Following |the |foundational |work |of |understanding |the |type |of |work |done |in |different
|functional |areas, |learning |who |the |stakeholders |are |and |what |their |concerns |and |issues
|are, |and |developing |a |plan |to |address |stakeholder |concerns, |the |next |step |in |business
|analytics |is |to:
A.Examine |the |market |environment.
B.Begin |identifying |the |type(s) |of |data |required |to |conduct |analysis.
C.Conduct |research |of |similar |past |concerns |to |identify |potential |starting |points.
D.Develop |an |understanding |of |the |processes |and |data |that |will |be |involved |in |analysis.
D. |Develop |an |understanding |of |the |processes |and |data |that |will |be |involved |in |analysis.
Explanation: |One |must |develop |an |understanding |of |the |processes |that |produce |or |use
|data |and |information, |along |with |an |understanding |of |the |actual |data, |as |it |is |both
, process |activity |and |data |produced |by |process |activities |that |are |the |subject |of
|analytics |activity.
Continuous, |iterative |exploration |on |individual |aggregate |situations |(e.g., |patient
|lengths |of |stay, |resource |management, |revenue |cycle |acceleration, |supply |chain
|management) |throughout |a |course |of |care |over |time |that |answers |certain |questions,
|what |actions |are |needed, |and |what |is |the |best |that |can |happen, |is |known |as:
A.Descriptive |analytics
B.Predictive |analytics
C.Prescriptive | analytics
D.Iterative |extrapolation
C. |Prescriptive |analytics
Explanation: |Prescriptive |analytics |uses |the |meaningful |information |derived |from
|ongoing |exploration |and |the |probabilities |identified |to |establish |a |course |of |reasonable
|action.
Any |business |organization, |including |a |healthcare |provider |organization, |is |structured
|as |three |main |functional |areas: |operations, |marketing, |and |finance. |Why |is |it |important
|to |understand |this |basic |structure |for |business |intelligence/analytics?
100% VERIFIED!!
What |has |changed |for |Healthcare |Analytics? |- ANSWER |1 |- |Increased |computing
|power |and |storage, |decrease |in |cost;
2 - |increased |abundance |of |data |in |healthcare;
3 - |increase |in |individuals |having |strong |competencies
Big |Data |- |ANSWER |Refers |to |the |Growth |in |available |data, |massive |continually
|increasing |volume |of |live |and |stored |data |for |analysis; |and |the |increase |in |tools |available
|for |highly |sophisticated |ways |to |combine |and |analyze |data |to |yield |new |information |and
|insights. |(Size |Scope |Speed)
Big | Data | View | Points | - | ANSWER | Focused, | Broad, | Medium
Focused |Viewpoint |- ANSWER |Allows |one |to |know |the |work |or |business |in |detail
Broad |Viewpoint |- ANSWER |Allows |one |to |understand |all |the |industry |pieces |and |the
|background |influencers
Medium |Viewpoint |- ANSWER |Allows |one |to |know |how |one's |business |or |work |fits |with
|the |other |pieces |and |how |the |other |industry |components |fit |and |work |with |each |other
NKBDSI |- ANSWER | Nursing | Knowledge | Big | Data | Science | Initiative
NKBDSI |Organization |- | ANSWER |National |organization |committed |to |developing,
|implementing, |and |guiding |a |dynamic |plan |of |action |that |ensures |nursing |data |are
|captured |and |available |in |sharing, |comparable |formats |to |help |improve |health
,outcomes.
Productivity |is |generally |assessed |by
A.Benchmarking |how |many |inputs |are |required
B.Looking |at |the |raw |number |of |increased |products |and |services |offered
C.Looking |at |the |ratio |of |outputs |to |inputs
D.Looking |at |market |share
C. |Looking |at |the |ratio |of |outputs |to |inputs
Explanation: |Productivity |is |a |focus |on |how |much |input |is |required |for |desired |quality
|output.
Which |of |the |following |is |part |of |the |iterative |process |of |creative |analytic |thinking.
A.Ideation
B.Insight
C.Distribution
,D.Incapacitation
B. |Insight
Explanation: |BI/Analytics |consultants |will |be |asked |to |address |situations |like |that |in |the
|following |example. |Although |it |is |a |simplified |slice |of |the |real |thing, |the |example |illustrates
|processes |and |areas |needing |attention |to |avoid |turns |in |the |wrong |direction, |or |bad |and
|possibly |misleading |results. |It |is |an |iterative |process |of |creative |analytic
|thinking/preparation/ |immersion/incubation/insight |that |the |BI/ |Analytics |consultant
|must |engage.
Following |the |foundational |work |of |understanding |the |type |of |work |done |in |different
|functional |areas, |learning |who |the |stakeholders |are |and |what |their |concerns |and |issues
|are, |and |developing |a |plan |to |address |stakeholder |concerns, |the |next |step |in |business
|analytics |is |to:
A.Examine |the |market |environment.
B.Begin |identifying |the |type(s) |of |data |required |to |conduct |analysis.
C.Conduct |research |of |similar |past |concerns |to |identify |potential |starting |points.
D.Develop |an |understanding |of |the |processes |and |data |that |will |be |involved |in |analysis.
D. |Develop |an |understanding |of |the |processes |and |data |that |will |be |involved |in |analysis.
Explanation: |One |must |develop |an |understanding |of |the |processes |that |produce |or |use
|data |and |information, |along |with |an |understanding |of |the |actual |data, |as |it |is |both
, process |activity |and |data |produced |by |process |activities |that |are |the |subject |of
|analytics |activity.
Continuous, |iterative |exploration |on |individual |aggregate |situations |(e.g., |patient
|lengths |of |stay, |resource |management, |revenue |cycle |acceleration, |supply |chain
|management) |throughout |a |course |of |care |over |time |that |answers |certain |questions,
|what |actions |are |needed, |and |what |is |the |best |that |can |happen, |is |known |as:
A.Descriptive |analytics
B.Predictive |analytics
C.Prescriptive | analytics
D.Iterative |extrapolation
C. |Prescriptive |analytics
Explanation: |Prescriptive |analytics |uses |the |meaningful |information |derived |from
|ongoing |exploration |and |the |probabilities |identified |to |establish |a |course |of |reasonable
|action.
Any |business |organization, |including |a |healthcare |provider |organization, |is |structured
|as |three |main |functional |areas: |operations, |marketing, |and |finance. |Why |is |it |important
|to |understand |this |basic |structure |for |business |intelligence/analytics?
