Session 20: Considering Your Next System? Decision-Making ... · Considering Your Next System?...

Project Delivery Summit

November 1, 2016

Session 20: Considering Your Next System? Decision-Making

Strategies to Get There

Considering Your Next System? Decision-Making Strategies to Get There

■ Welcome!

■ Our Panelists– Melody Hayes - Deputy Director, DHCS

CA-MMIS Division

– Lorenza Pennington - Project Director, OSI MEDS Modernization Project

– Timothy Sires - Vice President, Quantum Consulting Services, Inc.

– Christine Dunham – President, Quantum Consulting Services, Inc.

11/01/2016 Project Delivery Summit 2

Considering Your Next System? Decision-Making Strategies to Get There

■ Session Description: Over time, Departments are faced with

deciding on their future application needs. The decision-

making process can be complex, layered with many

considerations, questions and stakeholders and control

agencies who must weigh in.

■ This panel discussion will highlight two case studies.

– The DHCS CA-MMIS Project’s recent planning activities

have resulted in a CA-MMIS Go-Forward Plan.

– The OSI MEDS Modernization Project is currently

evaluating options to mature its 35 years old legacy

application.

– We will highlight tools, techniques, evaluation and

decision-making processes used.


Go-Forward Strategy OverviewMelody Hayes

Deputy DirectorCA-MMIS Division


Background

■ The California Medicaid Management Information System

(CA-MMIS)

– Oversee and validate claims adjudication for Medi-Cal

■ $19 Billion per year

■ 140,000+ Medi-Cal Providers and 14.1+ million

Beneficiaries

– Infrastructure and Application Support

■ 220+ Million web transactions

■ 1,500+ Annual system Edits and Audits

■ Manage largest MMIS system in the country, $1.6 Billion

dollar contract for all business and IT operations


Situation

■ End of the CA-MMIS System Replacement Project (SRP) and

settlement with SRP vendor required re-planning of the CA-

MMIS System Replacement strategy.

– Result of settlement, current legacy contract ends

September 2019 instead of 2021.

■ Centers for Medicaid Services (CMS) directing states to a

modular approach for MMIS no longer supporting big bang,

monolithic implementation.

– Puts the state in the position of acting as the Systems

Integrator.


Approach

■ Project originally focused on the planning for a modular

system replacement and the organizational change needed

for the state to become the Systems Integrator.

■ The contract end date of 2019 required an immediate

additional focus:

– Planning for the future of the legacy system support and

business operations

– Modular system replacement approach


Planning

October 2015

■ Defined the scope of planning and agreed set of principles.

■ Assigned empowered State staff to lead each domain

identified – Team was invested in the outcome.

■ Developed a common data collection tool to support domain

leads planning artifact development.


Strategy

January 2016

■ Procurement

– Risk assessment regarding best options to secure legacy and business operations post 2019

– Procurement options developed

– High level roadmap of procurement options developed

■ Communications

– Procurement Roadmap briefings socialized through

■ DHCS Director

■ Health and Human Services Agency

■ Department of Technology

■ Department of Finance

■ Department of General Services


Roadmap

January – April 2016

■ Through the series of briefings with CHHS Agency,

Department of Technology, and Department of Finance

stakeholder input lead to the refinement of the CA-MMIS

message and strategic direction.

■ The procurement roadmap evolved into the CA-MMIS Go

Forward Roadmap – a 7 year timeline of major activities.


Communication Plan

January – April 2016

■ CA-MMIS Go Forward Roadmap was socialized through State

governance and also with the Federal partners.

■ DHCS Director




■ CMS

■ Awareness of all Parties


Go Forward Plan

April 2016

■ The CA-MMIS Go Forward Plan published

– Defined the scope and objectives of the Go Forward

effort reflected in the Roadmap

– Defined the approach to achieve the objectives, the work

streams and the activities necessary to complete the

work streams

– Defined the team to complete the activities

– Defined the Organizational Change Management

approach

– Defined the Governance and Decision making structure

for the Go Forward Plan activities


Go Forward Communication

April – June

■ Go Forward Plan socialized through the State governance and

also with Federal partners

■ DHCS Director




■ CMS



Concept of Operations

June – August 2016

■ All planning work done through June resulted in a document

that captures our vision, strategy and roadmap – the Concept

of Operations.

■ Defines our ‘as is’ and ‘to be’ CA-MMIS organization

– What roles are new or changing for the state

– The state’s integration role

– Expanded vendor management role in a modular, multi-

vendor environment

– The organizational structure needed to support the ‘to

be’ organization


Concept of OperationsCommunications

August-November 2016

■ Concept of Operations socialized through State governance

■ DHCS Director






Planning Tools

■ Gartner best practice methodology adopted for decision support

– Document professional experience and institutional knowledge of CA-MMIS and DHCS Program SME’s

– Facilitate Data driven decisions

– Enhance collaboration with DHCS program partners

■ Application Rationalization - an iterative process which assesses the organization’s current set of applications and technologies according to organization specific criteria that aligns with the vision, business value and strategic direction.

■ The method converts professional experience and institutional knowledge into a data driven approach for continuous improvement of the division’s application portfolio and other IT assets.



Technical Health High Value

Minimal value

Technical Health Quadrant

exemplifies applications with

strong technical qualities but

have minimal/limited business

value

High Value Quadrant exemplifies

applications with strong

technical qualities and provide

high levels of business value

Minimal Value Quadrant contains

applications with minimal

technical health, limited

business value and known

quality or functionality

deficiencies

Business Value Quadrant

exemplifies applications which

provide high levels of business

value but have minimal technical

health

Business Value

Application Rationalization


Application Rationalization

Take Aways

■ Conceptual representation of vision is a powerful communication tool!

– Go Forward Roadmap clearly laid out direction for the next 7 years and got all stakeholders on the same page.

■ Use of tools to aid in decision-making

■ Communication plan was key to stakeholder buy-in

■ Key artifacts built on the ones before it

– Planning

– Strategy

– Procurement Roadmap

– Go Forward Roadmap

– Go Forward Plan

– Concept of Operations


Take Aways

■ Transparency and frequent communication resulted in clear

understanding of our vision, goals, objectives, and resource

needs.

■ Stakeholders were able to understand the progression of our

planning and strategy and the linkage of each artifact and how

it supported our direction.


Next Steps

■ Detailed planning and execution of work stream activities

■ Secure state and consulting resources to support CA-MMIS ‘to

be’ organization

■ CA-MMIS transformation activities


MEDS Modernization Planning ProjectLorenza Pennington

Project DirectorOffice of Systems Integration


Background

■ The Medi-Cal Eligibility Data System (MEDS) is a 35 year old legacy system developed and maintained by DHCS.

■ Since its inception in the early 1980s, there’s been dramatic beneficiary growth, and MEDS is now leveraged to support multiple Health and Human Service programs within the state as a centralized data repository of application, enrollment and disenrollment status and events.

■ Currently, MEDS supports records for over 13 million active health care program beneficiaries.

■ It is used by 58 counties, DHCS, CDSS, and other agencies to support the business needs of providing health care and social services to eligible persons.

■ MEDS provides a statewide perspective for beneficiaries with respect to their status in several of the State’s health and human services programs over time.


Situation

■ The MEDS legacy has evolved over time and is currently

unable to meet the ongoing changes in business needs of

programs, key partners and stakeholders.

■ DHCS engaged in an effort in 2014 with plans to modernize

the MEDS technology platform.

■ It was launched as an IT project and driven by technology

needs.

■ Several change factors surfaced that changed the project’s

direction.


Strategy

■ Transfer the project to OSI to leverage its expertise and

experience managing large, complex projects.

■ Shift project focus to agency business and technology needs,

taking into consideration other parallel initiatives and the

HHSA’ Technical Strategic Plan.

■ Initiate a planning project and use the new CA Department of

Technology’s new Project Approval Lifecycle (PAL).

■ Engage multi-department/organizational participation from

the beginning to ensure full collaboration.


Project Partners

■ The MEDS Modernization planning effort incorporates multi-

departments/organizations

– Department of Health Care Services (DHCS) - Sponsor

– California Department of Social Services (CDSS) - Sponsor

– Office of Systems Integration (OSI) – Project Management

– Statewide Automated Welfare Systems (SAWS) Consortia –

Program Partner

– County Welfare Directors’ Association (CWDA) – Program

Partner

– CalHEERS Project – Program Partner

– Others to be identified as planning continues…


Planning

■ 2014-2015

– Performed business rules extraction

■ September 2015

– Completed “as-is” documentation

■ March 2016

– Conducted sponsor/partner vision sessions

■ July 2016

– Project transitioned from DHCS to OSI

– Selected Planning Vendor – Quantum Consulting

■ September 2016

– Project Charter, Governance Plan and Communication Plan approved

– Stage Gate 1 Business Analysis approved by CDT

– Selected Alternatives Analysis Vendor – PCG

– Initiated Stage Gate 2 Alternatives Analysis



Stage 1Business Analysis

Department of Technology Oversight and State Entity Collaboration

Identify Problem/

Opportunity

Establish Business

Case/Need

Ensure Strategic

Alignment

Assess Organizational

Readiness

Stage 4Project Readiness and

Approval

Solicitation Release

Select Vendor

Baseline Project

Stage 2Alternatives Analysis

Assess Existing

Business Processes

Mid-Level Solution

Requirements

Recommend

Solution

Market

Research

Identify Solution

Alternatives

COTS/MOTS

EXISTING

CUSTOM

Stage 3Solution

Development

Develop

Solution

Requirements

Develop Solicitation

Award

Contract

and Start

Project

DOF/Legislature

Award/Approval

Procurement and

Staffing Strategy

Project Timeline

Contract

Management

Project Approval Lifecycle (PAL)


Alternative Solutions

3. Market Research

2. Mid-Level Solution

Requirements, Assumptions &

Constraints, Dependencies

1. Baseline Processes and

Systems

Alternatives

Analysis Activities

Alternatives Analysis Activities


Recommended Solution

Staffing Plan

Data Conversion/Migration Strategy

Procurement Strategy

Financial Analysis

Worksheets

Alternative Solutions


8/1/2016 4/30/20179/1/2016 10/1/2016 11/1/2016 12/1/2016 1/1/2017 2/1/2017 3/1/2017 4/1/2017

4/18/2017

Preliminary Solution Alternatives Submitted

9/19/2016 - 4/17/2017

Collaborative Study- Stakeholders Engagement

9/3/2016 - 4/30/2017

Monthly PSC and Quarterly ESC Briefings9/2/2016

Alternatives Analysis Contract Start Date

9/19/2016

AA Project Schedule

9/2/2016

S1BA Aproval

Alternatives Analysis Timeline

Approach

■ Secured contractor to conduct the Alternatives Analysis.

■ Identified single points of contacts (SPOCS) from

representative organizations to help identify and insure

project participation: working sessions, deliverable review.

■ Initiate working sessions with cross-organizational

representatives to provide input to the various segments of

the alternatives analysis.

■ Involve sponsors and partners throughout the process in

order to achieve and maintain continuous buy-in.

■ Collaborate, collaborate, collaborate!


Take Aways

■ Begin with a clear business problem: business needs drive technology solutions.

■ Secure agreement among sponsors and partners on vision and scope before planning.

■ Create a planning organization separate from the legacy system management.

■ Implement governance as a foundation to complex, multi-sponsor and partner decision-making.

■ Conduct communication planning to level-sets expectations.

■ Deliver transparent updates and communications to sponsors and partners to obtain and retain sponsor and partner buy-in.

■ Leverage other project experiences and reuse where possible.


Next Steps

■ Engage sponsor and stakeholder staff in cross-organizational

collaborative working sessions.

■ Bring on a additional state staff and a dedicated stakeholder

manager.

■ Conduct periodic executive and control agency briefings on

Alternatives Analysis findings


Session Wrap-up

■ Common Take Aways from Case Studies

– Communication, communication, communication,

collaboration, collaboration, collaboration!

– Sponsor and partner buy-in must be carefully planned

and secured

– Governance a necessity

– Create the right organization and team for the phase

– Use tools judiciously at the right time to maximize

benefits

■ Question & Answers


Contacts■ Melody Hayes, Deputy Director, CA-MMIS Division

– [email protected]

– 916-373-7719

■ Lorenza Pennington, Project Director, OSI MEDS Modernization Project


– 916-307-8886

■ Tim Sires, Vice President, Quantum Consulting Services, Inc.


– 916-508-0905

■ Chris Dunham, President, Quantum Consulting Services, Inc.


– 916-217-4806


mailto:[email protected]




Date post:	03-Sep-2019
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times

Session 20: Considering Your Next System? Decision-Making ... · Considering Your Next System?...

Documents