Prinses Maxima Centrum

0 - 250 employees
Customer since 2017
4 mins read

BlueDolphin and the Establishment of the Princess Máxima Center

In 2007, several pediatric oncologists, the Parents Children and Cancer Foundation (‘Vereniging Ouders Kinderen en Kanker’), and the ODAS Research Foundation took the initiative to establish the Princess Máxima Center for Pediatric Oncology. The Center’s goal is to become the best pediatric oncology institute in Europe by 2020 and to raise the cure rate of children with cancer from 75 to 90 percent. The initiators are convinced that centralization guarantees the highest level of care and research, including fewer side effects.

Since the end of 2014, the Máxima Center has been providing care for children with cancer in various departments at the Wilhelmina Children’s Hospital. On 18 May 2018the center will finally open its doors in Utrecht. From then on, all children with cancer in the Netherlands will be treated here. The new building (approx. 46,000 m² in size) has an extensive scientific research department, laboratories, educational facilities, specialist care facilities, and around 40 care rooms for both children and parents. A large number of nursing and oncology specialists—currently working at various University Medical Centers throughout the country—will eventually move to Utrecht. Until this time, the Princess Máxima Center will work closely with the eight Medical Centers to ensure optimal transfer of treatment facilities for children suffering from cancer.

The challenge

The last time a completely new hospital was founded in the Netherlands, was several decades ago. The Princess Máxima Center therefore faced a major challenge. In addition to the construction of a completely new building, the total number of processes and the relations between processes and IT had to be determined and recorded. Fortunately, part of this procedure could be based on reference processes of other medical institutions. However, how do you create insight into IT and processes that have not yet been put into practice? How do you decide when to execute processes yourself, and when do you collaborate with other hospitals? Where do you start? In summary, the Princess Máxima Center was looking for the following solutions:

  • Translating its mission and vision into business functions and processes;
  • Recording processes and IT to ensure IT optimally supports each process;
  • Adapting to a changing world, in which decisions must be made constantly;
  • Optimizing the transition and coordination of pediatric oncology treatment units from the eight Medical Centers to the future Princess Máxima Center;
  • Setting up an organization with more than a thousand employees, including all associated business processes and IT applications within just a couple of weeks in May 2018.

BlueDolphin’s Contribution

Since 2016, Richard Kamman has been the CIO of the Princess Máxima Center. In 2017, he made the decision to use BlueDolphin as the central source for quickly and easily inventorying dependencies and relationships between processes and IT. As a result, both the reference processes (including ZIRA) of existing medical centers and specific own processes were modeled in BlueDolphin.

Although the hospital is still under construction, the processes and architecture are more or less complete in BlueDolphin; ‘What scenario do we opt for and can we realize it within half a year?’. The user-friendliness and simplicity of the tool encourages collaboration between multiple employees. Thanks to BlueDolphin, the hospital is able to maintain course in the dynamic world of specialist care.

Martin Laverman

Clinical Computer Scientist,
 Princess Máxima Center for Pediatric Oncology:

“Our greatest challenge in setting up a new hospital? Probably the fact that everyone involved has to work at the same pace and constantly respond to rapid changes. BlueDolphin makes this possible thanks to its ability to collect knowledge and translate this into insightful overviews. These can subsequently be understood company-wide, rather than by a few IT architects only. In other words, BlueDolphin eases communication. For example, both the Board of Directors and medical specialists can now understand why certain choices are preferable to others. This is very important since we have to make a lot of decisions, the impact of which cannot always directly be estimated.

Slowly but surely, several of our departments (e.g. quality, finance) are becoming enthusiastic about BlueDolphin’s capabilities. Because the number of users in BlueDolphin is unlimited, there is no threshold for broad support. The facility department recently took the initiative to record its own processes in BlueDolphin. As a result, more and more colleagues are adding knowledge to BlueDolphin and working together in the area of business processes and IT; making the bigger picture all the more clear.

Everyone is now convinced that IT is becoming increasingly important. At the Princess Máxima Center, we truly put this into practice. There’s an excellent coordination between IT, processes, and the management of the new hospital. IT now has a proactive, rather than a reactive role.”