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How to Engage Business Partners

Thursday, September 19 1:50pm 2:50pm

Adam Gigandet, General Services CCIO William Travis, Jr., Human Services CCIO John Norton, Health CCIO

How to Engage Business Partners

I. II. Introductions Business Case Facilitation/Business Process Adam Gigandet

III. Human Services Cluster Case Studies Bill Travis IV. Health Services Cluster Case Studies John Norton V. Summary and Questions

IT Business Alignment Strategies

A Cybernetic Approach

Adam Gigandet
Chief Information Officer General Government Cluster New York State Information Technology Services

Organization Cybernetics
The Learning Organization
Organization Cybernetics - focus on modeling the role of information systems in the viability of organizations, and acknowledging that variety is an indicator of complexity Management by data strategy establishes that information derived from a system can be used to make changes to that system Systems of differentiation introduce complexities Understand and drive out complexity by considering generic models: A generic model should reduce complexity A generic model should connect to widely recognized fundamental properties and processes A generic model should provide ability to respond to queries about problems A generic model should be able to provide a structured response to problems A generic model should recognize epistemic distinctions in events, boundaries, processes, environment

How might we leverage these concepts for IT Business Alignment?

How do we preserve differentiation?


Business Engagement Strategies

External to Project Work
Partnership and collaboration at agency touchpoints outside of day-to-day project work through a focus on common areas of specialization.
System of Differentiation
Systems of differentiation are the systems that help drive the business differentiation (domain specific with unique branding)

Community of Practice

Center of Excellence

Community of Practice (CoP) and Center of Excellence should at most basic level consist of: A team of people that promote collaboration and using best practices around a specific focus area to drive business results. This team could be staffed with full- or part-time members. Both provide support, guidance, shared learning, and measurements of their delivered value. CoE add governance to the responsibilities and requires organizational change and an operating budget. Shared service is the provision of a service by one part of an organization where that service had previously been found in more than one part of the organization

Shared Service

How are collectively we doing and what can we do better to align common goals?

Opportunities for Business Alignment

Shared Expertise
Project Management Data Management Agency SME/Program Services Agency Data Services Cluster Project Users Group (PUG) BICOP BI, Analytics, Big Data Cluster PMO Cluster EIM - MIS, Data Architecture, BI Forum PMCOP Business Process Management EPMO Agency SME/Program Services BPCOE BA, BPA Website Management Forum BA/BPA COP Agency PIO, Web Services Office OGS Media Services Center Quality Assurance and Testing Forum Webmasters Guild Agency UAT, SME/Program Services Cluster Web Unit/COE Cluster QA Unit/COE Enterprise Architecture Cluster Solution Architecture Forum Emerging Technologies Enterprise CTO Architecture Team Information Security Agency Integrity Office Cluster Information Security Forum Information Security EISO

How can we best demonstrate value?

Project Roles
Foundational Responsibilities

Executive Sponsor Enable Cost, Scope, Schedule, Quality

Project Sponsor Monitor Cost, Scope, Schedule, Quality

Project Manager Manage Cost, Scope, Schedule, Quality

Business Team, Technical Lead, Stakeholders

Technical Team

Project Roles and Responsibilities

A Deeper Dive

Sponsors Executive Sponsor, Project Sponsor, Guidance/steering Team

Project Team Project Manager, Technical Lead, Technical Team, Data Coordinator
Business Unit Decision Makers Subject Matter Expert (SME) Business Analyst Requirements Analyst, Business Process Architect

Test Coordinator Testing Planner, QA Technician, Business Analyst

Stakeholders Internal Stakeholders, External Stakeholders

Project Status Color Legend

Example Metric
Legend Schedule
All Activities have a status of completed or on track



There are a minimum of 2 minor delay activities

Major and Minor Delay Completed: activity is 100% complete On Track: activity is scheduled to be 100% complete per the planned end date Minor Delay: activity is behind schedule less than 20% Major Delay: activity is behind schedule more than 20% Example: the duration of a particular activity is 10 days and the 5th day is expected to be 50% If the actual completion is 30% on the 5th day then it is a minor delay If the actual completion is 20% on the 5th day then it is a major delay Project Reset: status color reset as a result of an overall revised task schedule requires executive sponsor approval. 9


There are more than 2 minor delay or more than 1 Major Delay/Late activity

Program Management Model

An Adapted Approach
Executive Sponsor Program Steering Committee

Business Program Manager

ITS Program Manager

Project Sponsor

Project Sponsor

Change Control Board Testing Control Board

Project Manager

Project Manager


How to Engage Business Partners

William Travis, Jr.

Chief Information Officer Human Services Cluster New York State Information Technology Services


How to Engage Business Partners

Health and Human Services (HHS) Business Transformation effort with KPMG
SAGE recommendation Identify opportunities to help NY achieve better delivery of HHS services to New Yorkers Health, Behavioral Health and Human Services Clusters DOH, DOL, OPWDD, OASAS, OCFS, OMH, OMIG and SOFA Engaging executives Met in person with agency commissioners and other executive staff Discussed cost and identified Return-On-Investment (ROI) Identified As-Is application inventory Met with stakeholders for validation sessions Over 350 session participants

How to Engage Business Partners

Health and Human Services (HHS) Business Transformation effort with KPMG (cont.)
Executive Steering Committee with CCIOs Met quarterly Project Steering Committee meets weekly Analyzed business needs and technologies Themes identified business value technical quality cost of maintenance Proposed over 40 opportunities/initiatives Currently developing solutions as a team CCIOs met with agency stakeholders
Engaging Partners across organizations, vendors, ITS clusters and agencies

Office of Children and Family Services (OCFS) New Yorks statewide system of record for child welfare case management Over 20,000 registered users Local districts, voluntary agencies, state staff Foster Care, Child Protective and Preventive Services Project began in 1996 automating child welfare case recording Efforts suspended in 1998 Identified major technical issues Caseworkers and supervisors had numerous complaints Overall expenditure had exceeded expectations




How to Engage Business Partners

OCFS embarked a major modernization effort - 2000
Created Governors Panel Met with local district users, voluntary agencies, representatives from other states, and NY state staff - gained insight from end-users Reviewed operational processes Appoint project lead, provide project management, complete requirements analysis, focus on saving caseworkers time

Recommendations made by Governors Panel

OCFS Commissioner Gladys Carrin - Reduce the number of clicks- 2006

Successfully implement better navigation more web-like Removal of reliance on old technology
Two teams working together: The business team and the technical team Focus - to improve the user experience

CONNECTIONS Architecture Modernization Project (CAMP) 2007

On schedule for 2015 completion

Creating Stakeholder Alignment

Childcare Program Integrity

NY OCFS oversees child care subsidies and programs
Over 210,000 children Over 19,000 providers

U.S. Government Accountability Office Report identifies fraudulent cases

$18 million fraud investigation in NYC

OCFS goal - to maintain program integrity in child care, provide day care to those eligible and maintain the health and safety of children Engage Stakeholders October 2010 Roundtable
Executive staff, program staff, IT staff, local districts, other states, various NY Associations and more NYS LFIA

Regulatory change
New child care subsidy fraud regulations implemented Fraud Detection & Program Prevention Grants to local districts Grants linked to child population and access to information for Data Mining

Childcare Program Integrity

Identify applications involved (WMS, BICS, WRTS, CCFS, CCTA) Identify Fraud Investigators Develop Solution
Child Care Time & Attendance (CCTA) System
Track childcare time and attendance Calculates payments and maintains records

Childcare Request for Proposal/technical solution Detect cases of fraudulent activity Data mining and predictive analytics of data
Run data against predictors/red flags Reduce cost savings predicted at over $2.4 million Analyze and integrate data

Evaluate Research, Funding, and Regulations


How to Engage Business Partners

Customer Relationship Best Practice
I. II. Align Executive Sponsor with Project themes Know who your stakeholders are think outside the box
I. Engage partners across organizations, partner with vendors, clusters, state agencies, federal partners, other states, end users, IT staff, voluntary agencies, NYS associations Involve all parties through each phase of System Development Life Cycle i. Defines progress and success in business terms ii. Builds Trust - provides successful outcomes for everyone

III. Create a Stakeholder Alignment- us NOT IT and Program area


IV. Evaluate Research , Funding, and Regulation V. Partner with Vendors

Various Stakeholders = Team of us


How to Engage Business Partners

John Norton
Chief Information Officer Health Services Cluster New York State Information Technology Services


How to Engage Business Partners

Everything starts as an Idea

Could come from IT, Business Unit, Agency Exec, Chamber Needs to go through a governance process
Define it and come up with ROM resource cost estimate (ITIR) Portfolio Management - depending on thresholds: Agency -> CEB -> ITSB

And now...Crowdsourcing Ideation - Your crowd has insight. Go get it. (Spigit)
Open ideas, Challenge (to solve a problem), Pairwise Voting, Game Mechanics (Leaderboards, Reputation Icons, Currency), Integration with SharePoint and Yammer and mobile.

How to Engage Business Partners

Engaging Business Partners

Who? All Stakeholders (Execs, business partners, ITS staff, SMEs and customer reps, others) When? At the beginning, at post-Implementation Review, and all of the time in-between How? Through as many channels as possible and appropriate (meetings, website, webex, presentations, 1 on 1)

And all defined in a Communications Plan


How to Engage Business Partners

It is hard to be Agile in quicksand!

Navigating the bureaucracy- one must learn the processes and the government structure we work and do business in. Be persistent: A case study - OMH EMR

How to Engage Business Partners In the Beginning

OMH wanted to move away from a forms based automated record system to an all inclusive EMR for several years due to numerous reasons
difficult to install/update client-server based product expensive to modify-home grown product did not always match clinical workflow/patient point of care did not follow patient across agency To fill gaps in functionality, a hodgepodge of apps developed in the facilities

OMH developed a task force to make or buy in 2006 who reviewed COTS EMR products
The recommendation was to buy the cost to buy turned out to be prohibitive and discouraged this effort

After further review, OMH decided to use a customized version of the Veterans Hospitals open source Vista software
VistA has been hugely successful in the sprawling VA system, which includes 152 hospitals and 804 outpatient clinics

How to Engage Business Partners Why an EMR

Helps clinicians work better and use technology to promote quality of care Incorporates best practices and clinical decision support for better outcome & patient safety Improves completeness, format and accuracy of documentation for effective communication with other providers Provides immediate and managed accessibility to documentation for better care and communication patient safety -decrease of medication errors due to bar code medication administration (BCMA) and computerized physician order entry (CPOE) E-signature provides the basis for moving toward a paperless record. -continuous record through all points/episodes of patient care -striving to meet health information exchange and meaningful use requirements -changing landscapes of OMH (managed care(health homes) and consolidation efforts -various legislation and CMS requirements (I Stop to require eprescribing of controlled substances)

How to Engage Business Partners How do we sell this

-champions on the business side to tell the story to stakeholders -focus group meetings with the facilities to satisfy clinical questions -inclusion of execs and stakeholders in governance and communication -transparency as the project evolved


How to Engage Business Partners The RFP

The RFP was developed within OMH

Input from the Administration and the Psychiatric Center staff (administrators, nurses, doctors, pharmacists), ITS, Legal, more Legal, and even more Legal excellent QA Plan for 23 Psychiatric Centers (2nd largest Hospital chain in NYS) and 300+ clinics Bid released in December 2011 PTP (ITS), B1184 (DOB/Chamber), AG, etc Final approval by OSC August 17, 2013

How to Engage Business Partners Where do we go from here

The VistA implementation will take place over two Implementation Tracks Track 1 inpatient wards Track 2 - inpatient wards, outpatient units, free standing outpatient Clinics and administrative units


How to Engage Business Partners

Success = EMR is a Clinical Project (not an ITS Project) Clinicians will act as Product Owners Need direct patient care input people who know the workflow! Opportunity to enhance workflows and practices


How to Engage Business Partners

The Team has embraced the Agile framework for the EMR Project. Agile is an Inspect and Adapt process comparable to the Six Sigma and Lean concepts of quality management.
Break tasks into small pieces Fail early, Fail often! Adopt as you develop!


How to Engage Business Partners

Product Owners ensure the right product gets built. The product owner is required to closely collaborate with the team on an ongoing basis and to guide and direct the team Understand OMH end-user needs (and how the EMR will satisfy those needs)
describe, prioritize and communicate the requirements express what value is added from a customer perspective and focus the development efforts toward providing that value

How to Engage Business Partners Training Strategy

Instructor led classroom courses, remote web broadcasts, online independent study courses; Track 1 - instructor led onsite classroom or remote web broadcast training supplemented by hands on training and mentoring for designated groups such as Super Users, etc Track 2 add Train the Trainers program to fully transition the training of end users to OMH trainers

How to Engage Business Partners Training Coordination

OMH training coordinator be identified for each phase of training and at each hospital site to facilitate scheduling of personnel, equipment and any required facility space to conduct all types of training planned for this project.


How to Engage Business Partners Where do we go from here

I hope to come back in a future GTC Sessions to provide a success story on this 4 year EMR Project!