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Medical Expense and Performance Reporting System Conference August 28, 2007 The Defense Medical Human Resources System - internet (DMHRSi) Ver 1.1 15 Aug Ver 1.1 15 Aug 2007 2007
Medical Expense and Performance Reporting System
Conference
August 28, 2007
The
Defense Medical Human Resources System - internet
(DMHRSi)
Ver 1.1 15 Aug 2007Ver 1.1 15 Aug 2007
2
Resources Information Technology Program Office
• Introduction
• What is DMHRSi
• Decision to Use COTS
• Purpose of DMHRSi
• Key Capabilities
• Stakeholders and Responsibilities
• Benefits and Limitations
• Concept of Operations
• Deployment
• Next Steps
• Conclusion
Agenda
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Resources Information Technology Program Office
DOD Enterprise Transition PlanDOD Enterprise Transition Plan
Business transformation requires focused activities Business transformation requires focused activities to change policies, train people, shift attitudes, align to change policies, train people, shift attitudes, align
performance with rewards and recognition, hold performance with rewards and recognition, hold people accountable, and develop leaders who are people accountable, and develop leaders who are
focused on transformation, rather than on focused on transformation, rather than on maintaining the status quo.maintaining the status quo.
Quote
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Resources Information Technology Program Office
A web based multi-service Human Resource (HR) solution for the Military Health System (MHS) utilizing a
commercial off-the-shelf (COTS) Oracle product configured to Service specifications
Oracle DiscovererOracle Discoverer
Oracle Self ServiceOracle Self Service
Oracle Project Administration (LCA)Oracle Project Administration (LCA)
Oracle Learning ManagementOracle Learning Management
Oracle Human Resource Management SystemOracle Human Resource Management System
Oracle 10g DatabaseOracle 10g Database
The Oracle 11i e-Business Suite
What is DMHRSi?
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Resources Information Technology Program Office
COTS ERP Benefits
– Best industry business practices represented
– Significant research & development costs are avoided
– Continual product improvement
– Generally faster deployment/fielding to the user
– Reduction in training costs
– Supports improved decision making at the enterprise level
COTS ERP Costs
– DoD has to adapt to the prescribed best business practices as much as possible – change management
– Enterprise COTS applications are characterized by higher levels of complexity and cultural change
– Minimize customization and work-arounds
– Enterprise systems ≠ less data entry
1. A COTS strategy has its own inherent risks and costs2. Enterprise Resource Planning (ERP) tools impose unique demands3. Managing expectations is a critical task!
Decision to Use COTS
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Resources Information Technology Program Office
• Provide a single, integrated, Joint medical HR management system
encompassing facets of personnel management critical to the MHS’ ability to
enhance quality services and support theater operations
• Provide visibility of all personnel working within MHS activities
• Provide standardized/centralized Joint medical HR information
• Promote accurate Joint data collection and reporting
• Provide standardized labor cost analysis across the MHS
• Provide essential medical personnel readiness information
“Enable the MHS to manage medical human resources across the enterprise”
Supports GAO Report: “Tri-Service strategy needed to Justify Medical
Resources for Readiness and Peacetime Care”
Purpose of DMHRSi
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Resources Information Technology Program Office
Manpower HR
E & TReadiness
LCA
Where
Are
They?
How much do they cost?
Who is deployable? W
ho is
trai
ned?
Who Are They?
PPoolliiccyy
Directives
Directives Sponsorship
Sponsorship
Functional Experts
Functional Exp
ertsLe
ader
ship
Lead
ersh
ip
Provides complete medical personnel asset visibility
Who is in DMHRSi?
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Resources Information Technology Program Office
Manpower• Increase visibility of human resource needs
and allocation
• Match medical personnel with relevant positions
Personnel• Streamline business processes such as check-
in and check-out procedures
• Provide instant visibility of assignment
• Standardize HR functions across service
Education & Training• Centralize education and training data and
resources
• Enable online registration and approval of courses
Labor Cost Assignment
• Enable precise recording of labor hours
• Facilitate accurate reporting of costs accrued and resource utilization
Readiness• Reduce time to collect readiness status
information
• Verify training requirements and completed activities
• Facilitate rapid identification of deployable personnel
Application Functionality
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Resources Information Technology Program Office
Office of the AssistantSecretary of Defense
(Health Affairs)
Service DMHRSi
Project Teams
TMA Leadership And
Service Surgeons Generals
Sites
HRSCPolicy/Guidance/
Requirements
RITPOTechnical
Solution Provider
Chartered
SubCommittee
MDA
ProjectOffice
Development
Sustainment
Deployment
ConfigurationFeedback
Application Utilization
Service LevelPolicy/Guidance/Requirements
SMEs
Stakeholders Involvement
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Resources Information Technology Program Office
• Provides Tri-Service personnel visibility at all organizational levels for decision making
– Provides for horizontal and vertical integration
– Provides visibility of all personnel working within medical activities
– Centralized data
• Standardizes HR information throughout the MHS enterprise
– Standardized processes
– Savings on training
– Provides for a global training record
• Establishes interdependency among MHS enterprise HR related functions
– The space, the face, the cost reunited
– Establishes conducive environment for re-engineering
– Supports Unified medical structure or business group consolidation
DMHRSi Benefits
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Resources Information Technology Program Office
• Assists Leadership
– Improves accountability
– Allow for greater command and control
– Can minimize “low density” or “single-point administrative support” negative impacts.
– Provides for space-to-face accountability
– Can accommodate Borrowed Labor
• Promotes accurate data collection and reporting– Accountability of supervisors– Actual hours worked (vs. “Crazy 8s”)– Reconciliation with civilian pay hours– Tracks dual component personnel
• Provides for greater accuracy thru self-service actions
DMHRSi Benefits
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Resources Information Technology Program Office
• Un-used potential– COTS product offers much more HR functionality than is currently
being used– Can accommodate Cradle-to-Grave management
• Serves as a cornerstone for other key resource systems
• DMHRSi interoperability– Reduces dual entry and duplicative processes– Interfaces
• Greater flexibility with new technology• Bi-directional to internal and external systems• Uni-directional interfaces
DMHRSi Benefits
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Resources Information Technology Program Office
• Application is not readily intuitive in the military environment (without change management)
– Steep learning curve past training phase
• Start-up is labor intensive at the site and user level
• Learning continues until culture changes
– May require additional resources until Business Process Re-engineering realized
• Dependency on “Source” systems
– Service-level systems
– Multi-service systems
• Defined configuration process
– Requires the input of more stakeholders
– Change must be vetted through more channels
DMHRSi Limitations
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Resources Information Technology Program Office
• Web-based product
– Inaccessible if there are internet/network outages
– Infrastructure dependent
• Requires Tri-Service functional community involvement and guidance
– Requires strong identification of Tri-service requirements
– Change management and BPR at the site level
– Requires use of all modules to realize full potential
• Unused potential
– Ability to take advantage of some functionality may be outside of medical community control
DMHRSi Limitations
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Resources Information Technology Program Office
• Will be deployed to all Defense Health Program (DHP) funded activities– All Hospitals, Medical Clinics, Dental Facilities, Veterinary Activities and
HQ Components
– Over 600 sites worldwide
• Replaces three Service legacy systems
– Army: Uniform Chart of Accounts Personnel Utilization System (UCAPERS)
– Navy: Standard Personnel Management System II (SPMS II)
– Air Force: Personnel Subsystem of the DoD Expense Assignment System (EAS III)
• Approximately 170,000 DMHRSi Users– Users are assigned permissions based upon roles and responsibilities– All active duty, reserve, civil service, contractor, and volunteers
““Capability to replace local and/or stovepipe databases, spreadsheets, and paper records located Capability to replace local and/or stovepipe databases, spreadsheets, and paper records located within the MHS’ medical, dental and veterinary activities and other organizations”within the MHS’ medical, dental and veterinary activities and other organizations”
Concept of Operations
Deployment:What to expect?
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Resources Information Technology Program Office
Deployment Strategy• Pre-implementation process coordination
• On-Site training
– Initial Training
• Super users
• Self-Service users
– Just-in-Time support
• On-site assistance for MEPRS end-of-month processes
• Discoverer Plus small group training for selected personnel
• Sustainment transition
– RITPO provides web based training modules using MHS Learn
– On-line help system - Tutor Processes
– Service level sustainment plans are a must
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Resources Information Technology Program Office
RITPO and the Services each have responsibilities to ensure successful deployment of DMHRSi:
RITPO Responsibilities
• Manages day-to-day DMHRSi implementation activities
• Establishes, in conjunction with services, deployment timelines, plans and resource requirements
• Coordinates with Service functional and technical representatives
• Integrates multi-Service business rules and Policies for DMHRSi
• Communicates Project Status
Service Responsibilities
• Controls and manages change management efforts
• Provides oversight to project management team
• Serves as a central point of communications for Service
• Develops, in conjunction with Functionals, multi-Service business rules and policies
• Provides support and guidance to MTF during deployment
• Supports the implementation contractor in planning for deployment
• Assists in coordinating pre-implementation conferences
• Participates in technical and functional work groups
Responsibilities
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Resources Information Technology Program Office
HumanHumanResourcesResources FunctionalFunctional
ManpowerManpowerFunctionalFunctional
Readiness Functional
DentalCoordinator
Site Application
Administrator
VeterinaryCoordinator
Education and
TrainingFunctional
Labor CostLabor CostAccountingAccounting FunctionalFunctional
Site ProjectSite ProjectOfficerOfficer
RMC/RMC/Site Project Site Project
ManagerManager
Team responsibilities include:
• Coordinates all implementation tasks required of site personnel
• Ensures local data is made available to allow implementation contractor to validate, setup and load data
• Supports training
– Sets up Education and Training Module
– Assigns classrooms
• Establishes and sets up Labor Cost Accounting Projects and Tasks
• Validates data load through DMHRSi application
• Reports to leadership on operation, utilization and system satisfaction
Site project team includes representation for satellite sites
Each site provides a team whose members actively participate in the implementation
of DMHRSi:
Command Level of EffortSite Implementation Team (Recommendation)
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Navy Army Air Force
100%Deployed
Number of DMHRSi Deployed Sites
i.e., 179 Total Sites
22
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We’re in this together
Deployment Contractor
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Resources Information Technology Program Office
Next Steps
• Move toward Full Operating Capability
• Sustainment and future development
• Establish baseline
• Work approved POM requirements
• Work “change requests” listing to greatest extent possible
• Prepare for “Fusion”
• Need for Joint Operational Environment
– MHS DMHRSi Joint Operating Procedures
– Analytics
• Coordinate with DIMHRS
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Resources Information Technology Program Office
• DMHRSi standardizes management and readiness reporting of human resource assets within the MHS enterprise
• COTS strategy incorporates industry Human Resources best practices into the MHS
• Provides total multi-Service personnel asset visibility for improved decision making
• Success will depend upon leadership, change management and transformation
Conclusion
Information Brief to the AUSA Conference
Contact Information
Joint Medical Information Systems (JMIS)Joint Medical Information Systems (JMIS)
Program Executive Officer: Mr. Robert Foster, SESProgram Executive Officer: Mr. Robert Foster, SES
Human Resources Solution DirectorateHuman Resources Solution Directorate
Director: LTC Ric Edwards, USADirector: LTC Ric Edwards, USA
Office Phone: 703.575.6780Office Phone: 703.575.6780
Email: Email: [email protected]
or or [email protected]
DMHRSi/MHS Learn/EWPD/ROCSDMHRSi/MHS Learn/EWPD/ROCS
Resources Information Technology Program Office (RITPO)Resources Information Technology Program Office (RITPO)
Program Manager: Colonel Cathy Erickson, USAFProgram Manager: Colonel Cathy Erickson, USAF
DMHRSi ImplementationDMHRSi Implementation
Lead: Mr. James GreenwoodLead: Mr. James Greenwood
Office Phone: 703.575.1226Office Phone: 703.575.1226
Email: james.greenwoodEmail: [email protected]
Information Brief to the AUSA Conference
Questions
