4 research outputs found
ΠΠΠΠΠ«Π ΠΠ ΠΠ―ΠΠΠΠΠΠ― ΠΠΠΠΠΠΠΠΠ£ΠΠΠΠΠΠ‘Π’ΠΠΠ Π’-ΠΠΠΠ’ΠΠ§ΠΠΠ ΠΠΠΠ€ΠΠΠ«
Background: Angioimmunoblast T-cell lymphoma (AITL) is a rare T-cell lymphoproliferative disease that is accompanied by generalized lymphadenopathy, hepatosplenomegaly, intoxication symptoms and extranodal lesions. The extranodal manifestations of the disease frequently involve various skin changes. One of the first such manifestations is maculopapular rashes observed in about half of AITL patients and usually preceding the appearance of lymphadenopathy. Other forms of skin lesions accompany the disease considerably less frequently.Aim: To characterize the range of skin changes in patients suffering from AITL, to establish a correspondence between the nature of skin changes and their histological picture.Materials and methods: 54 AITL patients were being treated at the National Research Centre for Hematology from 2000 to 2017, with the male/female ratio being 30/24. The median age was 61 (29β81) years.Results: Changes in the skin were observed in 24 (44.4 %) of 54 AITL patients, out of whom 18 (75 %) and 6 (25 %) were male and female patients, respectively. Maculopapular rash was observed in 22 (91.7 %) out of 24 patients. The morphological and molecular investigations of skin biopsy specimens exhibiting maculopapular rash demonstrated nonspecific reactive changes. Patients with maculopapular rash demonstrated an increase in the level of total (polyclonal) IgE. Specific skin lesions detected in 8 (14.8 %) cases were represented by a βlivedo reticularisβ, focal skin hyperpigmentation, erythroderma, left eyelid tumour and tumour in 3, 2, 1, 1 and 1 cases, respectively.Conclusion: Maculopapular rash frequently observed in AITL patients is a reactive process not associated with a specific skin lesion. Specific skin lesions in AITL are much less common and can be represented by various forms. In some AITL cases, skin changes of the reactive and tumour nature can be simultaneously observed.Β ΠΠ²Π΅Π΄Π΅Π½ΠΈΠ΅. ΠΠ½Π³ΠΈΠΎΠΈΠΌΠΌΡΠ½ΠΎΠ±Π»Π°ΡΡΠ½Π°Ρ Π’-ΠΊΠ»Π΅ΡΠΎΡΠ½Π°Ρ Π»ΠΈΠΌΡΠΎΠΌΠ° (ΠΠΠ’Π) β ΡΠ΅Π΄ΠΊΠΎΠ΅ Π’-ΠΊΠ»Π΅ΡΠΎΡΠ½ΠΎΠ΅ Π»ΠΈΠΌΡΠΎΠΏΡΠΎΠ»ΠΈΡΠ΅ΡΠ°ΡΠΈΠ²Π½ΠΎΠ΅ Π·Π°Π±ΠΎΠ»Π΅Π²Π°Π½ΠΈΠ΅, ΠΏΡΠΎΡΠ΅ΠΊΠ°ΡΡΠ΅Π΅ Ρ Π³Π΅Π½Π΅ΡΠ°Π»ΠΈΠ·ΠΎΠ²Π°Π½Π½ΠΎΠΉ Π»ΠΈΠΌΡΠ°Π΄Π΅Π½ΠΎΠΏΠ°ΡΠΈΠ΅ΠΉ, Π³Π΅ΠΏΠ°ΡΠΎΡΠΏΠ»Π΅Π½ΠΎΠΌΠ΅Π³Π°Π»ΠΈΠ΅ΠΉ, ΡΠΈΠΌΠΏΡΠΎΠΌΠ°ΠΌΠΈ ΠΈΠ½ΡΠΎΠΊΡΠΈΠΊΠ°ΡΠΈΠΈ ΠΈ ΡΠΊΡΡΡΠ°Π½ΠΎΠ΄Π°Π»ΡΠ½ΡΠΌΠΈ ΠΏΠΎΡΠ°ΠΆΠ΅Π½ΠΈΡΠΌΠΈ. ΠΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠ΅ ΠΊΠΎΠΆΠ½ΡΡ
ΠΏΠΎΠΊΡΠΎΠ²ΠΎΠ² β ΠΎΠ΄Π½ΠΎ ΠΈΠ· Π½Π°ΠΈΠ±ΠΎΠ»Π΅Π΅ ΡΠ°ΡΡΡΡ
ΡΠΊΡΡΡΠ°Π½ΠΎΠ΄Π°Π»ΡΠ½ΡΡ
ΠΏΡΠΎΡΠ²Π»Π΅Π½ΠΈΠΉ Π·Π°Π±ΠΎΠ»Π΅Π²Π°Π½ΠΈΡ. ΠΠ°ΠΊΡΠ»ΠΎΠΏΠ°ΠΏΡΠ»Π΅Π·Π½Π°Ρ ΡΡΠΏΡ, Π½Π°Π±Π»ΡΠ΄Π°ΡΡΠ°ΡΡΡ ΠΏΡΠΈΠ±Π»ΠΈΠ·ΠΈΡΠ΅Π»ΡΠ½ΠΎ Ρ ΠΏΠΎΠ»ΠΎΠ²ΠΈΠ½Ρ Π±ΠΎΠ»ΡΠ½ΡΡ
ΠΠΠ’Π, ΠΎΠ±ΡΡΠ½ΠΎ ΠΏΡΠ΅Π΄ΡΠ΅ΡΡΠ²ΡΠ΅Ρ ΠΏΠΎΡΠ²Π»Π΅Π½ΠΈΡ Π»ΠΈΠΌΡΠ°Π΄Π΅Π½ΠΎΠΏΠ°ΡΠΈΠΈ ΠΈ ΡΠ²Π»ΡΠ΅ΡΡΡ ΠΎΠ΄Π½ΠΈΠΌ ΠΈΠ· ΠΏΠ΅ΡΠ²ΡΡ
ΠΏΡΠΎΡΠ²Π»Π΅Π½ΠΈΠΉ Π·Π°Π±ΠΎΠ»Π΅Π²Π°Π½ΠΈΡ. ΠΠ½Π°ΡΠΈΡΠ΅Π»ΡΠ½ΠΎ ΡΠ΅ΠΆΠ΅ ΠΏΠΎΡΠ°ΠΆΠ΅Π½ΠΈΠ΅ ΠΊΠΎΠΆΠΈ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»Π΅Π½ΠΎ Π΄ΡΡΠ³ΠΈΠΌΠΈ ΠΊΠΎΠΆΠ½ΡΠΌΠΈ ΡΠ»Π΅ΠΌΠ΅Π½ΡΠ°ΠΌΠΈ.Π¦Π΅Π»Ρ: ΠΎΡ
Π°ΡΠ°ΠΊΡΠ΅ΡΠΈΠ·ΠΎΠ²Π°ΡΡ ΡΠΏΠ΅ΠΊΡΡ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠΉ ΠΊΠΎΠΆΠ½ΡΡ
ΠΏΠΎΠΊΡΠΎΠ²ΠΎΠ² Ρ Π±ΠΎΠ»ΡΠ½ΡΡ
ΠΠΠ’Π, ΡΡΡΠ°Π½ΠΎΠ²ΠΈΡΡ ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΠΈΠ΅ ΠΌΠ΅ΠΆΠ΄Ρ Ρ
Π°ΡΠ°ΠΊΡΠ΅ΡΠΎΠΌ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠΉ ΠΊΠΎΠΆΠΈ ΠΈ Π³ΠΈΡΡΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠΉ ΠΊΠ°ΡΡΠΈΠ½ΠΎΠΉ.ΠΠ°ΡΠ΅ΡΠΈΠ°Π»Ρ ΠΈ ΠΌΠ΅ΡΠΎΠ΄Ρ. Π ΠΠ°ΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠΌ ΠΌΠ΅Π΄ΠΈΡΠΈΠ½ΡΠΊΠΎΠΌ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°ΡΠ΅Π»ΡΡΠΊΠΎΠΌ ΡΠ΅Π½ΡΡΠ΅ Π³Π΅ΠΌΠ°ΡΠΎΠ»ΠΎΠ³ΠΈΠΈ ΠΠΈΠ½Π·Π΄ΡΠ°Π²Π° Π ΠΎΡΡΠΈΠΈ Ρ 2000 ΠΏΠΎ 2017 Π³. Π½Π°Π±Π»ΡΠ΄Π°Π»ΠΎΡΡ 54 Π±ΠΎΠ»ΡΠ½ΡΡ
ΠΠΠ’Π, ΡΠΎΠΎΡΠ½ΠΎΡΠ΅Π½ΠΈΠ΅ ΠΌ/ΠΆ β 30/24. ΠΠ΅Π΄ΠΈΠ°Π½Π° Π²ΠΎΠ·ΡΠ°ΡΡΠ° ΡΠΎΡΡΠ°Π²ΠΈΠ»Π° 61 (29β81) Π³ΠΎΠ΄.Π Π΅Π·ΡΠ»ΡΡΠ°ΡΡ. ΠΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠ΅ ΠΊΠΎΠΆΠ½ΡΡ
ΠΏΠΎΠΊΡΠΎΠ²ΠΎΠ² Π½Π°Π±Π»ΡΠ΄Π°Π»ΠΈ Ρ 24 (44,4 %) ΠΈΠ· 54 Π±ΠΎΠ»ΡΠ½ΡΡ
ΠΠΠ’Π, Ρ ΠΌΡΠΆΡΠΈΠ½ Π² 18 (75 %), Ρ ΠΆΠ΅Π½ΡΠΈΠ½ Π² 6 (25 %) ΡΠ»ΡΡΠ°ΡΡ
. ΠΠ°ΠΊΡΠ»ΠΎΠΏΠ°ΠΏΡΠ»Π΅Π·Π½Π°Ρ ΡΡΠΏΡ Π½Π°Π±Π»ΡΠ΄Π°Π»Π°ΡΡ Ρ 22 (91,7 %) ΠΈΠ· 24 ΡΠ»ΡΡΠ°Π΅Π² Π±ΠΎΠ»ΡΠ½ΡΡ
. ΠΠΎΡΡΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΠΈ ΠΌΠΎΠ»Π΅ΠΊΡΠ»ΡΡΠ½ΠΎΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π±ΠΈΠΎΠΏΡΠ°ΡΠΎΠ² ΠΊΠΎΠΆΠΈ Ρ ΡΠ»Π΅ΠΌΠ΅Π½ΡΠ°ΠΌΠΈ ΠΌΠ°ΠΊΡΠ»ΠΎΠΏΠ°ΠΏΡΠ»Π΅Π·Π½ΠΎΠΉ ΡΡΠΏΠΈ Π΄Π΅ΠΌΠΎΠ½ΡΡΡΠΈΡΠΎΠ²Π°Π»ΠΈ Π½Π΅ΡΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΡΠ΅Π°ΠΊΡΠΈΠ²Π½ΡΠ΅ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ. Π£ Π±ΠΎΠ»ΡΠ½ΡΡ
Ρ ΠΌΠ°ΠΊΡΠ»ΠΎΠΏΠ°ΠΏΡΠ»Π΅Π·Π½ΠΎΠΉ ΡΡΠΏΡΡ Π½Π°Π±Π»ΡΠ΄Π°Π»ΠΎΡΡ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΠ΅ ΡΡΠΎΠ²Π½Ρ ΠΎΠ±ΡΠ΅Π³ΠΎ (ΠΏΠΎΠ»ΠΈΠΊΠ»ΠΎΠ½Π°Π»ΡΠ½ΠΎΠ³ΠΎ) IgΠ. Π‘ΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΠΏΠΎΡΠ°ΠΆΠ΅Π½ΠΈΠ΅ ΠΊΠΎΠΆΠΈ Π±ΡΠ»ΠΎ Π²ΡΡΠ²Π»Π΅Π½ΠΎ Π² 8 (14,8 %) ΡΠ»ΡΡΠ°ΡΡ
ΠΈ Π±ΡΠ»ΠΎ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»Π΅Π½ΠΎ livedo reticularis Π² 3 ΡΠ»ΡΡΠ°ΡΡ
, ΠΎΡΠ°Π³ΠΎΠ²ΠΎΠΉ Π³ΠΈΠΏΠ΅ΡΠΏΠΈΠ³ΠΌΠ΅Π½ΡΠ°ΡΠΈΠ΅ΠΉ ΠΊΠΎΠΆΠΈ β Π² 2, ΡΡΠΈΡΡΠΎΠ΄Π΅ΡΠΌΠΈΠ΅ΠΉ β Π² 1, ΠΎΠΏΡΡ
ΠΎΠ»Π΅Π²ΠΈΠ΄Π½ΡΠΌ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΠ΅ΠΌ Π½Π° ΠΊΠΎΠΆΠ΅ Π»Π΅Π²ΠΎΠ³ΠΎ Π²Π΅ΠΊΠ° β Π² 1 ΠΈ ΠΎΠΏΡΡ
ΠΎΠ»Π΅Π²ΡΠΌΠΈ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΡΠΌΠΈ β Π² 1 ΡΠ»ΡΡΠ°Π΅.ΠΠ°ΠΊΠ»ΡΡΠ΅Π½ΠΈΠ΅. ΠΠ°ΠΊΡΠ»ΠΎΠΏΠ°ΠΏΡΠ»Π΅Π·Π½Π°Ρ ΡΡΠΏΡ, ΡΠ°ΡΡΠΎ Π½Π°Π±Π»ΡΠ΄Π°ΡΡΠ°ΡΡΡ ΠΏΡΠΈ ΠΠΠ’Π, ΡΠ²Π»ΡΠ΅ΡΡΡ ΡΠ΅Π°ΠΊΡΠΈΠ²Π½ΡΠΌ ΠΏΡΠΎΡΠ΅ΡΡΠΎΠΌ ΠΈ Π½Π΅ Π°ΡΡΠΎΡΠΈΠΈΡΠΎΠ²Π°Π½Π° ΡΠΎ ΡΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΈΠΌ ΠΏΠΎΡΠ°ΠΆΠ΅Π½ΠΈΠ΅ΠΌ ΠΊΠΎΠΆΠΈ. Π‘ΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΠΏΠΎΡΠ°ΠΆΠ΅Π½ΠΈΠ΅ ΠΊΠΎΠΆΠΈ ΠΏΡΠΈ ΠΠΠ’Π Π²ΡΡΡΠ΅ΡΠ°Π΅ΡΡΡ Π·Π½Π°ΡΠΈΡΠ΅Π»ΡΠ½ΠΎ ΡΠ΅ΠΆΠ΅ ΠΈ ΠΌΠΎΠΆΠ΅Ρ Π±ΡΡΡ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»Π΅Π½ΠΎ ΡΠ°Π·Π»ΠΈΡΠ½ΡΠΌΠΈ ΠΊΠΎΠΆΠ½ΡΠΌΠΈ ΡΠ»Π΅ΠΌΠ΅Π½ΡΠ°ΠΌΠΈ. Π Π½Π΅ΠΊΠΎΡΠΎΡΡΡ
ΡΠ»ΡΡΠ°ΡΡ
ΠΠΠ’Π ΠΎΠ΄Π½ΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎ ΠΌΠΎΠΆΠ΅Ρ Π½Π°Π±Π»ΡΠ΄Π°ΡΡΡΡ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠ΅ ΠΊΠΎΠΆΠ½ΡΡ
ΠΏΠΎΠΊΡΠΎΠ²ΠΎΠ² ΡΠ΅Π°ΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΠΈ ΠΎΠΏΡΡ
ΠΎΠ»Π΅Π²ΠΎΠ³ΠΎ Π³Π΅Π½Π΅Π·Π°.
Chopping Down Trees vs. Sharpening the Axe β Balancing the Development of BPM Capabilities with Process Improvement
The management and improvement of business processes is an evergreen topic of organizational design. With many techniques and tools for process modeling, execution, and improvement being available, research pays progressively more attention to the organizational impact of business process management (BPM) and the development of BPM capabilities. Despite knowledge about the capabilities required for successful BPM, there is a lack of guidance on how these BPM capabilities should be developed and balanced with the improvement of individual business processes. As a first step to address this research gap, we propose a decision model that enables valuating and selecting BPM roadmaps, i.e., portfolios of scheduled projects with different effects on business processes and BPM capabilities. The decision model is grounded in the literature related to project portfolio selection, process performance measurement, and value-based management. We also provide an extensive demonstration example to illustrate how the decision model can be applied