Search

Your search keyword '"Trueman, D"' showing total 167 results
Start Over Author "Trueman, D"
167 results on '"Trueman, D"'

2. Current recommendations on the estimation of transition probabilities in Markov cohort models for use in health care decision-making: a targeted literature review

Author

Olariu E, Cadwell KK, Hancock E, Trueman D, and Chevrou-Severac H

Subjects
cost-effectiveness, decision models, probability, transitions., Medicine (General), R5-920, Therapeutics. Pharmacology, RM1-950
Abstract

Elena Olariu,1 Kevin K Cadwell,1 Elizabeth Hancock,1 David Trueman,1 Helene Chevrou-Severac2 1PHMR Ltd, London, UK; 2Takeda Pharmaceuticals International AG, Zurich, Switzerland Objective: Although Markov cohort models represent one of the most common forms of decision-analytic models used in health care decision-making, correct implementation of such models requires reliable estimation of transition probabilities. This study sought to identify consensus statements or guidelines that detail how such transition probability matrices should be estimated. Methods: A literature review was performed to identify relevant publications in the following databases: Medline, Embase, the Cochrane Library, and PubMed. Electronic searches were supplemented by manual-searches of health technology assessment (HTA) websites in Australia, Belgium, Canada, France, Germany, Ireland, Norway, Portugal, Sweden, and the UK. One reviewer assessed studies for eligibility. Results: Of the 1,931 citations identified in the electronic searches, no studies met the inclusion criteria for full-text review, and no guidelines on transition probabilities in Markov models were identified. Manual-searching of the websites of HTA agencies identified ten guidelines on economic evaluations (Australia, Belgium, Canada, France, Germany, Ireland, Norway, Portugal, Sweden, and UK). All identified guidelines provided general guidance on how to develop economic models, but none provided guidance on the calculation of transition probabilities. One relevant publication was identified following review of the reference lists of HTA agency guidelines: the International Society for Pharmacoeconomics and Outcomes Research taskforce guidance. This provided limited guidance on the use of rates and probabilities. Conclusions: There is limited formal guidance available on the estimation of transition probabilities for use in decision-analytic models. Given the increasing importance of cost-effectiveness analysis in the decision-making processes of HTA bodies and other medical decision-makers, there is a need for additional guidance to inform a more consistent approach to decision-analytic modeling. Further research should be done to develop more detailed guidelines on the estimation of transition probabilities. Keywords: cost-effectiveness, decision models, probability, transitions

Published
2017

10. Telidon and Computer Assisted Learning - A Report on the First Experiment Using Telidon for CAL.

Author

Trueman, D.

Abstract

As part of the TV Ontario Telidon and Education Field Trials, a study was made of the application of the Telidon videotex systems to computer-assisted learning (CAL), including the future directions of these applications and differences in achievement between advanced and general-level students. Subjects were 129 middle- to upper-middle, ninth-year mathematics students in Burlington (Ontario), who used a CAL module based on the general mathematics course outlined by the Ontario Ministry of Education. Within the student sample were two control and two experimental groups, one of each in the general level and advanced level programs. Control groups received a lesson on the transformational geometry topic of dilatations through a traditional socratic method and chalkboard presentation, while the experimental groups used an individually paced module presented on the video screen. Posttest results showed little difference (2%) in achievement for the two control groups. In the experimental groups, the advanced level group was significantly superior (15%) to the general level. The teacher-led group in the general level did 12% better than the Telidon group, while the advanced level Telidon group performed 1% better on the average than the teacher-led group. (Author/LMM)

Published
1981

13. P3373Better health-related quality of life in patients treated with sacubitril/valsartan compared with enalapril, irrespective of NYHA class: Analysis of EQ-5D in PARADIGM-HF

Author

Trueman, D., primary, Kapetanakis, V., additional, Briggs, A., additional, Lewis, E., additional, Rouleau, J., additional, Solomon, S.D., additional, Swedberg, K., additional, Zile, M.R., additional, Packer, M., additional, McMurray, J.J.V., additional, Croft, D.C., additional, Haroun, R., additional, and Gielen, V., additional

Published
2017
Full Text
View/download PDF

15. Is Your Firm's Tech Portfolio Aligned with Its Business Strategy?

Author

Terry E. Say, Alan R. Fusfeld, and Trueman D. Parish

Subjects
Process management, Strategic alignment, Application portfolio management, Business rule, Artifact-centric business process model, Strategy and Management, 05 social sciences, General Engineering, Business risks, New business development, Management of Technology and Innovation, 0502 economics and business, Economics, Portfolio, 050211 marketing, Marketing, Business case, 050203 business & management
Abstract

Here's a tool that allows you to find out. OVERVIEW: Considerable work has been done by the Industrial Research Institute and other organizations to improve the efficiency ofthe technology function within a company. Protocols have been developed to evaluate projects, transform them from ideas to products or processes, and generate a balanced project portfolio. However, very little has been done to determine whether or not the portfolio developed is aligned with the company's business strategy, to achieve the company objectives. Consequently, an IRI committee developed a tool for testing this alignment. Ten "Alignment Dimensions," covering many necessary areas of alignment, have been formulated for use as a communication tool between the different functions within a company. It is believed that more and better discussion will lead to integrated planning and, in turn, better results. Many studies have been undertaken to improve the efficiency of the technology function within a company, with respect to project selection (1-6) and development of balanced project portfolios (7-10). However, not much has been published on aligning the portfolio with the business strategy of the company, at least not on using a procedure that utilizes a language understood by both the technical and business personnel, is relatively quantitative, and is designed to promote discussion and be iterative until alignment is achieved. The "misalignment" of the technology portfolio with the business strategy seems to be a common occurrence in industry today, leading to missed company objectives and disenchantment of senior management with the technology function. One of the problems appears to be the lack of a tool that promotes discussion on a fairly quantitative basis, in terminology understandable to all participants. The tool described in this article is designed to determine the alignment of the portfolio with the business strategy. (See "How the Tool Was Developed," next page). One can draw a comparison with the alignment of a person's investment portfolio with their retirement strategy. The major value from using this tool is to ensure that the alignment of the portfolio with the business strategy is considered and a dialogue is started and continued until alignment is achieved. It can be used as many times as necessary to ensure that alignment is maintained, particularly under changing business and technology conditions. The ten "Alignment Dimensions" are: 1. Size and nature of future business goals (by markets). 2. Meeting time requirements. 3. Return on existing assets: * People. * Core competencies. * Technology. * R&D. * Manufacturing equipment. * Working capital. * Intellectual property. * Brand name. * Information technology. 4. Investment in new assets. 5. Alignment of portfolio with balance of business objectives-line extensions vs. new products vs. exploratory products vs. process vs. service/system solutions. 6. New Sales Ratio goal. 7. Need for new business or market areas vs. existing business areas. 8. New and improved products/processes vs. cost reduction. 9. Alignment with business risk tolerance. 10. Organizational commitment. These are detailed below with their corresponding anchoring statements. Dimension 1: Size and Nature of Future Business Goals Broken Down by Markets.-Are the Business and Technology expectations of future market opportunities (trends, size, growth, new technologies, new applications) reflected in the Technology Portfolio? Anchoring Statements 5. Business and Technology jointly plan the portfolio using ongoing, validated, documented forecasting of markets. 4. Technology portfolio is usually planned using market information. 3. Technology portfolio and market information are sometimes linked. …

Published
2003

19. The Cost-Effectiveness of Sacubitril/Valsartan for The Treatment of Chronic Heart Failure with Reduced Ejection Fraction in England and Scotland: Applying Real-World Evidence to Enhance Generalisability to A UK Population

Author

Trueman, D, primary, Hancock, E, additional, Jhund, P, additional, McMurray, JJ, additional, Petrie, M, additional, Deschaseaux-Voinet, C, additional, Haroun, R, additional, Alexopoulos, ST, additional, and Gielen, V, additional

Published
2016
Full Text
View/download PDF

29. R&D Metrics: Evaluating R&D Performance Using the New Sales Ratio

Author

Ronald Dressler, Roger L. Whiteley, Geoffrey C. Nicholson, and Trueman D. Parish

Subjects
Process management, Management of Technology and Innovation, Strategy and Management, General Engineering, Business, Benchmarking, Metric (unit), Marketing, Vitality
Abstract

OVERVIEW:The “new sales ratio” (NSR) provides a useful metric for measuring the contribution of new products to the profitable growth of the business. It is considered by many companies to be a strong indicator of the health and vitality of the business. How one defines NSR depends on its purpose. For benchmarking against other companies, a common auditable definition is desired. For internal monitoring of performance, the definition of NSR is more dependent on the strategic interests and competitive environment of the company.

Published
1998

Catalog

Books, media, physical & digital resources
See catalog results