►
Description
OpenShift @ Medife
Facundo Trillo (Medifé)
Buenos Aires 2019
OpenShift Commons Gathering
A
A
A
A
Tell
me
how
the
video
showed
plot
of
300
thousand
affiliates
and
more
300
thousand
associates
60
branches
throughout
the
country,
different
plans,
new
solutions
that
we
have
recently
launched,
such
as
the
virtual
consultation
through
the
web
or
the
app
tells
me
it
also
works
in
conjunction
with
other
health
entities,
for
example,.
It
has
its
own
medical
center,
that
is
the
atrium
filo
quieto.
The
finocchieto
sanatorium
is
a
highly
technical
medical
center.
A
The
sanatorium
has
integrated
clinical
history
from
the
beginning,
where
there
is
traceability
of
the
entire
patient
history,
integration,
with
images
laboratory
upon
admission
to
a
hospital,,
the
patient
is
assigned
a
bracelet
with
a
qr
code,.
The
nurses
have
ipads
with
their
ipods,,
they
scan
the
qr
code
and
the
medication
they
have
to
administer
appears,.
The
medication
also
arrives
on
each
floor.
Of
each
room,
It
is
administered
through
the
registration
of
administration
through
the
app,.
It
also
scans
the
codes
of
the
current
medications,.
This
is
here,.
A
All
of
this
is
updated
in
the
medical
record,
so
that
later
the
following
nurses
and
doctors
can
see
how
the
patient's
behavior
was
along
with
the
vital
signs.
there.
Also
all
the
neonatology
part
has
all
security
systems
for
newborns
is
a
bit
to
want
to
tell
you
what
the
technological
situation
was
and
how
more
and
more
technology
is
entering
and
is
generating
many
demands
in
the
health
segment.
A
Often
good
All
of
this
requires
that
the
systems
that
are
behind
that
make
all
of
this
viable
follow
this
pace.
In
the
case
of
Medifé,
I
have
been
in
this
position
for
a
year
and
a
half,.
He
tells
me
that
it
is
an
entity
that
is
organized
into
management
units
before
my
arrival..
Each
management
unit
had
its
separate
technology
departments.
A
We
had
many
solutions,
monolithic
solutions,
three-tier
architectures,
where
all
the
code
was,,
let's
say,,
all
the
business
rules
embedded
in
the
code,,
which
made
it
very
difficult
and
very
expensive
in
terms
of
resources
and
time
to
scale
and
leverage
the
launch
of
new
products,
for
example,
to
launch
a
new
product
that
demands
from
issues
of
authentication
and
provisioning
and
also
validations.
It
was
really
very
difficult
and
slow.
The
need
could
not
be
kept
up
with
the
pace
that
the
operation
demanded,
not
the
segment
that
we
did
well.
A
A
We
defined
in
these
functional
domains
the
common
applications,
in
some
cases,
some
market
solutions,
such
as
an
rp
or
a
solution
for
payroll,
for
example,.
But
in
what
is
the
construction
of
the
core
solution
and
to
achieve
all
the
interoperability,?
It
was
there
that
we
defined
ourselves
by
openshift
precisely
throughout
this
selection
process,
and
we
made
a
technical
analysis
based
on.
A
Industry
standards
and
best
practices
We
consult
by
reference
as
Gartner
Forester
and,
let's
also
say,
different
references
and
within
first-line
solutions.
We
define
ourselves
by
openshift
by
let's
say
the
technology
and
also
a
lot
by
the
knowledge
that
gave
us
the
confidence
gained
from
the
knowledge
of
the
sector
that
people
from
the
red
hat,
and
so
it
was
that
good.
We
defined
and
undertook
this
path
as
the
advertising
girl.
A
What
is
the
objective
of
this
evolution
or
technological
migration?
The
first
thing
to
give
it
the
rhythm
that
the
operational
areas
demanded
to
have
a
faster
time
to
market
to
give
a
better
associated
service.
We
see
that
every
time
each
one
of
you
as
an
associate
of
a
health
care
company
has
more
and
more
demands,,
be
a
lot
of
mobility,
a
lot
of
self-management
and
also
for
the
internal
users
of
the
organization,.
A
Working
with
these
different
solutions
to
the
operation
is
It
also
made
it
difficult
and
quite
tedious,
because
sometimes
I
have
to
work
with
some
partners
with
one
application
or
with
others
with
others,
and
it
was
quite
heavy
and
we
just
needed
to
have
a
lot
of
integration.
Apart
from
interoperability
and
a
robust
architecture
that
allows
us
to
grow.
A
A
We
cataloged
all
the
different
processes
and
functionalities,
prioritizing
them
with
the
operational
areas,
and
as
long
as
we
prioritized,,
when
we
did
that
prioritization,,
we
made
a
balance
between
the
value
that
it
adds
to
the
operation
and
the
complexity,
trying
to
start
with
the
simplest
and
done.
Having.
A
A
first
process
migrated
and
interoperating
is
a
huge
step,
because
our
entire
strategy
is
valid,,
which
was
to
bring
all
these
set
of
solutions
linked
to
a
single
oriented
in
a
microservices
oriented
architecture
that
will
allow
us
to
have
more
and
more
flexibility,
tomorrow.,
That
flexibility
and
scalability
that
the
sector
demands,.
We
began
the
work,,
let's
say,
on
specifications
and
there,,
also
implementing
agile
methodologies,.
We
started
talking
a
little
more,,
but
specifying,
developing
and
testing
each
of
the
new
processes,
and
we
were
doing
it,.
A
Let's
say,,
we
are
working
in
whatever
way
the
most
transparent
possible
for
the
operation
for
end
users.
The
objective
is
each
one
of
these
processes
functionalities.
We
are
taking
them
to
the
new
solution
in
containers.
We
work.
Well,
we
use
openshift
freescale
as
the
happy
manager
we
have
their
as
ies
bi
and
bread
7
as
vip
for
all
the
business
rules
lived
in
that
he
managed
all
the
negotiated
rules
as
we
are
migrating
the
processes
from
the
operation
point
of
view
he
is
going
to
see
he
has
a
new
front-end.
A
We
are
working
with
angular,
but
we
do
it
in
a
fairly
transparent
way.
Within
the
legacy
tray
that
the
operator
has,.
We
are
replacing
the
the
the
points
and
each
of
the
functionalities.
He
will
see
that
a
new
screen
appears,,
let's
say
directly,,
each
of
the
new
application.
He
sees
a
change
of
a
new
look
and
feel
more
is
more
friendly.
There
is
also
we
work
a
lot
with
the
operational
areas.
You
finish
doing
the
operation.
You
need
to
do
in
the
new
functionality
and
return
to
the
original
tray.
A
Everything
you
did
in
the
new
application
is
reflected
in
the
same
base
and
will
continue
operating
and
what
was
done,
for
example,
by
a
registration
of
a
person
in
charge
will
appear
later
in
the
different
functionalities
of
the
legacy
application,
and
so
we
are
going
to
be
working
still
looking
at
being
carrying
out
all
this
migration.
There
is
a
very
big
gain
in
performance.
The
truth
is
that
We
were
pleasantly
surprised
by
the
performance
we
have
with
the
new
platform,.
A
It
can
be
seen,,
and
that
also
gives
us
an
advantage
that
the
operating
areas,
well,,
we
believe
faster,.
We
want
more
of
them
to
monitor
everything
new,
more
quickly,.
This
would
basically
be
the
model,.
Let's
say
the
vision.
macro
of
the
solution
is,
let's
say
all
this
deployment.
We
were
doing
it
in
stages.
A
We
separated
mainly
two
stages,
one:
where
is
the
foundation
where
we
install
all
the
fundamentals
of
the
new
platform
work
on
the
integration
make
that
interoperability
really
work,
maintain
the
integrity
of
the
data
that
It
is
a
huge
step,,
so
we
started
with
something
with
simpler
functions,
with
simpler
next
steps,
and
now
we
are
in
the
expansion,
stage,
taking,,
let's
say,
more
and
more
processes,,
also
alternating
it
with
the
agile
methodology.
What.
A
This
allows
us
is
that
we
are
not
necessarily
going
to
follow
the
order
that
we
prioritize
or
that
we
are
prioritizing
at
the
beginning,.
But
if
a
new
one
arises
as
it
is
happening
to
us,,
new
demands
arise
directly,,
we
can
build
the
new
one
and
we
work
with
this
prioritization
in
an
agile,
way,
well,.
We
have
automated
all
the
deployment
with
jenkins.
A
We
work
with
selenium
with
the
review
tests
here
we
also
have
a
very
big
gain,
a
very
big
benefit,
with
the
form
of
traditional
work
methodology
that
the
development
test
definition
areas
used
before
and
many
times
in
the
test
stage.
The
users,
when
validated
said
no
This
is
not
what
I
asked
for,
or
this
is
not
what
I
need
or
the
business
changed,
it
got.
Through,
going
back,
projects,.
There
were
some
attempts
before
carrying
out
this
consolidation.
A
A
Projects
of
many
years
there
are
some.
Some
initiatives
were
of
no
more
than
five
years
when,
after
a
year
and
a
half
the
team
that
was
just
in
the
final
phase
of
one
of
these
long
projects
seemed
to
be
a
tired
team.
Quite
a
bit
discouraged
with
one
thing
who
saw
that
it
was
very
difficult
to
reach
the
end,.
We
did
not
use
to
imitate
for
everything
that
is
load
and
volume,
testing
that
we
are
also
showing
a
profit
with
selenium
automating
the
tests.
A
The
travel
ticket
is
automatically
opened,
and
that
is
then
directly
for
the
upload
to
production
and
we
have
sonar
to
do
all
the
code.
Validation,
good,
agile
methodologies
is
essential.
Here
is
the
change,
what
I
said:
before,
the
initiatives
and
all
the
technology
areas
that
existed
worked
with
very
strong
traditional
methodologies,,
a
lot
of
orientation
towards
software
development,.
So
in
the
teams
we
also
had
to
accommodate
developing
profiles,
analysis.
A
Profiles,
keep
development
training
as
well.
Together
with
openshift,.
We
also
acquired
training
and
testing
equipment,,
especially
also
to
do
all
this
automation,,
but
with
the
agile
principles
of
starting
small
because,
as
I
said,,
starting
with
a
smaller,,
simpler,
process,
thinking,
big,
thinking
not
only
about
the
application.,
what
we
are
looking
at,
but
in
everything
that
is
going
to
come
and
learn
quickly
to
gain
speed
and
dynamism
that
dynamism
that
the
sector
asks
of
us.
A
Well,
this
project,
this
initiative
is
a
change
and
a
cultural
change
that
transcends
the
output
of
technology
and
implement
agile
methodologies.
Not
it's
just
everything
I
said
sounds
very
logical,
very
rational.
Everyone
should
be
if
that's
the
way,
but
we
work
with
teams
of
people
and
each
in
different
areas
have
even
different
ways
and
different
perspectives
to
see
things,
and
we
need
them
to
add
up
that
they
join
in
and
work
together,
work
as
a
team,.
A
It
is
very
important
to
manage
anxiety,.
It
is
often
with
old
legacy.
Systems,.
Let's
say
when
that
evolution
costs,
the
users
sometimes
ask
for
a
lot
of
demand,
many
times.
There
are
systemic
limitations
that
compensate
them
for
manual
operations,.
So
sometimes
there
is
a
very
important
face
if
we
think,
for
example,
that
services
such
as
the
financial
service
in
banks
cannot
be
mistaken
because
they
are
mistaken,.
The
balance
creates
a
problem
for
clients.
Here
it
is
health,.
A
A
So
we
have
to
manage
those
stressful
situations,
and
our
role
as
technology
and
leaders
is
also
to
work
hard
on
containment,
to
work
hard
to
always
maintain
it.
respect
in
relationships,
because
we
have
many
relationships
with
the
different
areas
of
users.
One
is
someone
everyone
can
make
a
mistake
in
the
definition
or
can
delay
a
definition,
and
we
have
to
develop
that
a
lot
in
the
teams
and
a
lot
of
interdisciplinary
work
with
arias
with
very
different
backgrounds
too.
It
is
important
to
highlight
this
point,
that
the
optimal
is
the
enemy
of
the
good.
A
If
we
want
to
be
agile
many
times,
perfection
cannot
be
sought
in
the
definition
of
a
process.
There
are
times
when
trying
to
define
a
process
to
find
the
perfect
process
and
the
perfect
process
is
very
difficult
Or.
It
can
take
a
long
time,.
So
are
those
traditional
methodologies
where
they
spend
a
long
time,.
Sometimes
it
takes
up
to
a
year
defining
a
function.
A
Here,.
Sometimes
we
say
as
I
said,
I
think
it
was
pregnancy
Fittipaldi,.
He
said
when
I
have
everything
under
control,.
It
means
that
I'm
not
going
as
fast
enough
and
it's
a
bit
like
that.
The
agile
spirit
is
that
is
to
treat
fast.
Obviously,
you
have
to
know
how
to
brake,
but
we
have
to
give
it
speed,
give
it
dynamism
and
therefore
a
platform
that
gives
us
this
flexibility
so
that
we
can
make
gradual
deliveries,
and
perhaps
the
buts
will
continue
to
evolve.
That's.
Why
let
's
say
we
always
maintain
this
culture,.
A
When
one
sees
it
and
we
are
changing,-
let's
say
the
processes,-
you
see
what
the
old
one
is
and
not
the
difference
in
speed,
it
is
clear,.
This
architecture
called
microservices
gives
us.
It
allows
greater
integration
for
tve.
It
allows
us
to
reuse
what
used
to
be
to
launch
a
product
and
have
to
develop
a
web
application
and
a
mobile
application.
Now
we
have
the
possibility
of
being
able
to
reuse
all
these
services
much
easier.
A
Also,
outsourcing.
The
logic
is
another
very
important
point
Importantly,.
This
also
gives
us
a
lot
more
flexibility
when
it
comes
to
having
to
implement
a
change,
and
also
precisely
to
return
to
that
issue
of
being
quick
to
deliver
and
then
being
able
to
adjust
the
different
processes.
Well,,
the
summary
of
both
as
benefits
of
having
this
Secure
automated
deployment
and
management
of
these
microservices
is
something
that
allows
us
to
grow
more
rapidly
with
a
segment
that
is
increasingly
against
us
and
is
going
to
demand
even
more
from
us.
What.
A
We
see
in
the
health
sector-
and
this
also
applies
to
any
industry
or
service-
that
It
will
continue
to
grow,
and
how
far
it
will
go,.
They
do
not
know,,
but
we
do
know
that
it
will
continue
to
grow,
and
today
we
see
trends,.
We
see
that
in
other
countries,
for
example,
teleconsultations
are
increasing,.
It
is
increasing
here
we
are
also
seeing
it
in
growth
rates
and
Adoption
rates
are
increasing..
I
think
that
recently,
a
publication
came
out
that
in
many
cases,
instead
of
having
to
go
to
a
guard
and
expose
yourself
to
the
flu,.
A
A
We
have,,
we
see
an
increasingly
growing
demand,.
It
says
where
we
want
to
go
much
more
self-management
than
the
associate
instead
of
having
to
go
to
the
subsidiaries
or
go
in
person
to
make
a
series
of
orders,
whatever
it
was,,
everything
can
have
much
more
self-management,
the
patient,
also
automation
in
Follow-up
of
some
chronic
patients.
There
we
are
seeing-
and
let's
say,
solutions
for.
A
We
know
that
there
are
different
solutions
that
are
being
evaluated
in
this
sense,
diagnostic
analysis
of
images
with
artificial
intelligence
are
some
of
the
things
that
are
emerging
and
also
empowerment
of
the
medical
body
or
of
the
users
of
the
operation
with
a
doctor
may
have
and
monitor
their
different
patients
who
are
hospitalized
or
outpatients,.
They
are
all.
A
A
And
a
little
about
how
the
whole
cycle
was,
not
first
making
the
decision
and
adopting
the
technology
once
make
the
decision
and
move
forward
and
also
transmit
it
to
the
operation
to
the
different
middle
and
operational
management
levels
transmit
the
security
that
they
trust
and
embrace
technology
and
move
forward.
There
is
no
other
alternative
and
more
with
all
the
transformation,
it
is
necessary
to
do
it
and
carry
it
forward.
A
Second,
the
issue
of
sponsors,,
and
that
is
also
key,.
It
is
very,
very
important
in
this
sense.
I
only
have
to
thank
the
general
management
of
the
d
de
mi
fe
for
all
the
support,
because,
without
that
it
is
very
difficult
in
this
context
that
I
sometimes
told
you.,
where
the
operations
are
overwhelmed
and
pressures
and
doubts
come,
well,
when
there
will
be
requests
for
a
date,
in
all
projects
to
have
sowings
to
set
the
date
and
when
it
will
be
when
they
are.
A
There
are
times
when
we
do
not
have
how
to
confirm
the
date,
and
we
cannot
to
give
a
false
one
to
create
a
false
expectation
in
that
sense
of
recommendations
to
be
transparent
and
clear
and
to
be
simple
and
direct
and
look,
I,
don't
know
when
I
can't
confirm
a
date
of
when
this
topic
will
be
there,,
but
I
can
guarantee
that
tomorrow,
the
month
that
It's
going
to
be
better-
or
this
is
going
to
be
resolved
or
we're
going
to
deliver
this
here
and
gradually
gain
confidence,.
But
that's
key.
A
A
The
other
good
point
to
advance
in
a
larger
way
start
with
something
small,
not
wanting
to
do
everything.
Let's
start
well
and
start
well
from
below
boy
grow
up.
One
is
learning,
let's
say
with
all
this,
and
also
He
is
gaining
confidence
and
well,,
and
all
of
this,.
Maintaining
the
passion.
They
spoke
recently
about
the
joy
of
decoding..
That
passion
must
be
maintained.,
Who
dreamed
many
times
of
some
formal
solutions
that
an
algorithm
could
not
solve
and
dreamed
of
the
solution
of
the
algorithm
that
we
have
to
maintain.
And
to
transmit
it,.