Care Technology Governance (CTG) Committee Business Case Document (BCD) for: 3M Computer Assisted Coding (CAC) Aug 7, 2014

Care Technology Governance (CTG) Committee

Business Case Document (BCD) for:

3M Computer Assisted Coding (CAC)

Aug 7, 2014

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The CTG presenter(s): SheRee Garcia, Kevin McLaren & Heidi Collins

The ask: At the end of this presentation, we will request this committee to approve project timeline (since the IT/CS shared resources will be paid from capital), contingent on identifying specific budget cuts to completely offset the additional operating expenses prior to signing the contract.

3M CAC

• Department(s): HIMs, Professional Billing and CDI

• Sponsor(s):

– Executive: Barrie Strickland and Roger Cameron

– Department: SheRee Garcia, Cliff Skinner and Brigid Ide

• IT/CS Leaders(s): Heidi Collins

The project: 3M Computer Assisted Coding (CAC)

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Why 3M CAC?

3M CAC

• 3M Computer Assisted Coding (CAC) is a software application that analyzes health record documents and produces appropriate medical codes for specific phrases and terms within the document using NLP (Natural language processing) technology.

• 3M CAC will take our healthcare operation into an automated future allowing users to communicate with specificity and accuracy in a timely fashion.

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3M CAC Drivers / Benefits

3M CAC

3M Auto Suggested Codes & Queries

3M Auto Suggested Codes & Queries

3M CDI and

Coding Content

3M CDI and

Coding Content

3M Natural Language Processing

(NLP) Engine

3M Natural Language Processing

(NLP) Engine

3M Data Dictionary

(as used by the DOD and

VA)

3M Data Dictionary

(as used by the DOD and

VA)

3M Optical Character

Recognition

3M Optical Character

Recognition 3M data integration

to APeX

3M data integration

to APeX

Optimize chart completeness Optimize chart completeness

Improve quality and accuracyImprove quality and accuracy

Compliance and Reporting analyticsCompliance and Reporting analytics

Hospital/HIMs

Gain efficiencies by reducing the amount of time locating, reviewing, analyzing multiple documents to find what is new in the chart.

Speed turn around; get correct DRG in place the first time.

Increase accuracy rates on basic and complex cases; enhance monitoring of the coding process.

Hospital/HIMs

Gain efficiencies by reducing the amount of time locating, reviewing, analyzing multiple documents to find what is new in the chart.

Speed turn around; get correct DRG in place the first time.

Increase accuracy rates on basic and complex cases; enhance monitoring of the coding process.

Professional Billing

Reduce expenses (*) by moving to a "coding by exception" model and by: - Replacing outsourced vendor costs - Allowing us to lower our per chart fee to vendors

* Savings has dependency on Physician adoption of coding.

Professional Billing

Reduce expenses (*) by moving to a "coding by exception" model and by: - Replacing outsourced vendor costs - Allowing us to lower our per chart fee to vendors

* Savings has dependency on Physician adoption of coding.

CDI

Improve clinical documentation (consistency, completeness, accuracy) and quality reporting, as health care moves toward quality-driven reimbursement.

CDI

Improve clinical documentation (consistency, completeness, accuracy) and quality reporting, as health care moves toward quality-driven reimbursement.

Benefiting

Patients

Improving our

bottom line

Across UCSFHS

Department Specific

APeX data integration

to 3M

APeX data integration

to 3M

Via

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Operational impact:

3M CAC

Affected locations: •Hospital/HIMs: All IP, all AMB same day Surgeries, some interventional radiology, special procedures for urology. Driven by patient type/class of which we have 5.

•Professional Billing: Initial build to encompass mostly E&M service and a few surgical procedures:

– Adult and pediatric cardiology IP/OP visits

– Orthopedic surgical cases

– Neurosurgery surgical cases

– Hospital Medicine IP services

– Endoscopy unit

•CDI: Patient Safety and Quality Department

Personnel:

•End Users: HIMs (20-25 internal / external), PB (55 internal / 125 external), CDI Pilot (3) and if CDI (+12)

•Physicians: By PB Specialty

Training: •Hospital/HIMs and CDI: 3M uses a train the trainer model for coders and Patient Quality team

•Professional Billing: Physicians, by specialty, will be provided additional training by a PFS team on IMO - Intelligent Medical Objects (Epic’s).

•APeX Training team is not required; 3M will train the trainers from HIMs, CDI and PB.

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Project scope:

3M CAC

• Hospital/HIMs: 3M 360 Encompass Release 2

• Professional Billing: 3M Code Ryte / Code Assist

• QI-CDI: 3M Continuous Document Improvement System• CDI product is included in 3M Package but UCSF QI-CDI use is TBD

IT footprint: Servers (virtual): 5-6 test, 5-6 ProdDatabases: 10 test, 10 ProdMemory: more than EpicNetwork configurations: MinorInterfaces: 6 – 14, dependingWorkstations: 120 net new (maybe)

CDI PilotPhase 3 (TBD)

Professional BillingPhase 1 & 2

Hospital/HIMsPhase 1 & 2

PM: Fei Zho (60-75%)PM: Fei Zho (60-75%)

IT/CS Teams: CS Leader (Heidi Collins) IT Server Team IT DBAs IT Network team IT Interface team CS Access/HIMs team + net new 3M Sys Admin CS Revenue Cycle teams

IT/CS Teams: CS Leader (Heidi Collins) IT Server Team IT DBAs IT Network team IT Interface team CS Access/HIMs team + net new 3M Sys Admin CS Revenue Cycle teams

Project team roles required for success

UCSF 3M CAC Implementation

3M CAC Steering Committee: HIMs, PB, CDI & CSExecutive Sponsors:

Barrie Strickland & Roger Cameron

3M CAC Steering Committee: HIMs, PB, CDI & CSExecutive Sponsors:

Barrie Strickland & Roger Cameron

* Department Sponsors (20 - 25%): SheRee Garcia & Cliff Skinner

* Department Sponsors (20 - 25%): SheRee Garcia & Cliff Skinner

SME: Julie Marshall (20-25%)Analyst: Hop Johnson (20-25%)SME: Julie Marshall (20-25%)

Analyst: Hop Johnson (20-25%)

Testing Lead: FeiTesters: Hope, Judie, Fei

Testing Lead: FeiTesters: Hope, Judie, Fei

Super User/Trainer: TBD End Users (testing/validation): TBD


Department Sponsor: Brigid Ide

CDI will participate in policy decisions, the design of the interfaces and high level testing, to ensure technical build occurs once.

CDI Pilot (3 users) is to be scheduled (TBD 2016) .

Full implementation of CDI will depend on pilot and development of current JATA tool.

Department Sponsor: Brigid Ide

CDI will participate in policy decisions, the design of the interfaces and high level testing, to ensure technical build occurs once.

CDI Pilot (3 users) is to be scheduled (TBD 2016) .

Full implementation of CDI will depend on pilot and development of current JATA tool.

PM: Kevin McLaren (50%)PM: Kevin McLaren (50%)

SME(s): TBD (20-25%)SME(s): TBD (20-25%)

Testing Lead: KevinTesters: Rev. Mng. QA Team

Testing Lead: KevinTesters: Rev. Mng. QA Team



IT/CS PM: TBD (75%)IT/CS PM: TBD (75%)

3M PM3M PM

*Department Sponsors

are key to workflow redesign, policy and procedure and system build discussions.

3M Team: Engagement Manager PM Implementation Analysts Integration Analysts CDI Consultants Trainers (to train the trainers)

3M Team: Engagement Manager PM Implementation Analysts Integration Analysts CDI Consultants Trainers (to train the trainers)

3M Timeline proposed:

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3M CAC

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Project details:

• Assumptions:– Business absorbs their

labor costs, within operating budgets: Leaders, PMs, SMEs, Trainers & Testing Lead

– PMs

• Begin one month prior to project kick off.

• Business PMs: Fei 60-75% / Kevin 50%

• IT/CS PM 75%

TimelineFrom:

Nov 2014(IT/CS From:

Apr 2015)

To: Mar 2016

(IT/CS To: Sept 2016)

Project Size

Large ~ 3,865 IT/CS Hours

ImplementationCost

~ $1,011,498

3M 360 & Code Assist

Epic

IT/CS H/S

IT/CS Labor

Approved

Budget *

$ 800,000

$ 490,000

$ FY15 Capital (MedCtr)

$ FY15 Operating (MGBS)

Annual Costs (Operating)

~ $1,043,675

(Net change to budget = $0, due to offsetting cuts.)

3M 360 & Code Assist Fees

Addition to existing 3M Fees

Epic Fees

IT/CS Required Maintenance

Net new FTE = 0.9

ROI Identified

Efficiency Gains

Expense Reductions

Quality Improvements

KPI Identified

Marker 1: 6 months

Marker 2: 12 months

Marker 3: 24 months

3M CAC

• Caveats:– Cost estimates only; true

costs not to be known until contract signed and analysis performed

– Potential expansion of 3M to CHRCO not included

* Further discussion needed on Operating verses Capital

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ROI/KPIs: Hospital/HIMs Target ROI Baseline Change Markers Measure by:

Coder Productivity Gain

22-25 Coders (Internal / External)

Increase10% over 2 years

IP Cases 30,404/year

OP cases 40,154/year

Increase coding capacity without adding staff

IP Cases + 3,000/year

OP Cases + 4,000/year

6 months

12 months

24 months

3M analytics

Coding Accuracy& Compliance

Increase overall accuracy scores by 5%

85 – 95 %

Goal: 95%

Improve accuracy; less rebilling

6 months

12 months

24 months

3M analytics

Coding Accuracy

Better capture of secondary diagnosis

88%

Improve to 95%; additional diagnoses will likely increase severity of illness, risk of mortality, & CMI.

6 months

12 months

24 months

3M analytics

Identification of HACs & PSIs

Reduce amount of resource time to correctly identify HACs & PSIs

5 FTEsRepurpose 2 FTE over 2 years.

6 months

12 months

24 months

3M analytics

3M CAC

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ROI/KPIs: Professional Billing

• First level bullet. Arial bold, 22pt

– Second level bullet. Arial, 20pt

• Third level bullet. Arial, 18pt

– Fourth level bullet. Arial, 16pt

> Fifth level bullet. Arial, 14pt

Target ROI Baseline Change Markers Measure by:

Coding Expense

* Down 20-60%

FY14 Expense = $3.2M

$640K

$1.2M

$1.9M

6 months

12 months

24 months

Invoiced

expenses

& 3M analytics

Coder Turnaround

Up

60%FY14 Avg. TAT = 12.23 days

10 Avg. TAT

4.9 Avg. TAT

4.0 Avg. TAT

6 months

12 months

24 months

APeX coder productivity

Report

& 3M analytics

Improve coding accuracy rates

Up

15%

FY14 median accuracy at 75%

80%

85%

90%

6 months

12 months

24 months

Measured by quality assurance reviews

& 3M analytics

Provide enhanced ICD-10 CM translation tool

n/a n/a n/a n/a ICD-10

3M CAC

* Has dependency on Physician adoption of coding via IMO - Intelligent Medical Objects (Epic’s)

Recap:

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We are requesting this committee to approve this project timeline (since the IT/CS shared resources will be paidfrom capital), contingent on identifying specific budget cuts to completely offset the additional operating expenses prior to signing the contract.

3M CAC

Questions?

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3M CAC

Appendix:

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• CAC Flow, 3M’s CAC Annotation view, …,• Lessons learned: Multicare, River Valley Health, Henry

Ford Health Systems• Key Implementation stages• Diagrams:

• UCSF Interface Diagram• 3M Infrastructure / Interface Diagram

• Costs:• IT/CS High Level Cost Breakdown• IT/CS Detail Cost Breakdown

• Detail list of document types from HIMs, CDI, PB – draft

Housekeeping:• BCD Facilitator's Check List

3M CAC

CAC Flow

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3M CAC

3M’s CAC Annotation Only

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• Once Auto Suggested is turned on, the ICD9 code will be sitting beside the term / phrase and ultimately ICD10 codes will too.

3M CAC

Example

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3M CAC

Lessons learned• Multicare (5 Hospitals, 1016 Beds, on Epic 2012, Cloverleaf engine, …,)

– Live on 3M: Hospital and CDI only; Multicare did NOT implement 3M Code Assist for PB

– Would do it again even though coders are still working from two applications:

• Epic: Vitals, Medications (pre-Mar for CDI), Mechanical bed times

• 3M: Notes, Results, Medications (Mar for HIMs)

– Cutover:

• In Patient admits stayed on old system (JA Thomas)

• New IP admits were coded via 3M

– Quarterly updates requiring ongoing maintenance to install and test and up to 2 service packs/year, …

– Not seeing impact of Epic SUBs on 3M work

– Didn’t use train the trainer but hear from other Epic sights its very good

– Document interface is special and requires additional hours

• It's different from the typical doc/transcription interface. This one is an RTF (?). And requires an RTF server. Each message opens the TCP-IP socket. So the server helps balance that across 8 threads.

– Resources: • Recommend adding a Lead Tester of workflows to relieve managers

• 1 PM: 100% until Go-Live then reduced to 75%

• Interface Engineers: 2 at 50%

• Application Analyst: 1 at 50%

• IS LAN: 1 FTE

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3M CAC

Lessons learned• Baptist Health / River Valley Health

– CAC project with 3M took little over a year from discovery to Auto Suggested implementation

– Keep end user in mind at all times!

• CAC is for coders so it is important to involve them during the document configuration process and application set up and always advise business decision makers of any risks of decisions made, but final decisions rest with the content owners.

– Comprehensive code assignment doesn’t kick in until the NLP engine learns your documents

– Documentation collection is a complex process – quality and format issues

– Strong project team is key to success

– Expect the unexpected

– Be assertive with your vendor and hold them to your Scope of Work which you tailor for your own site.

– If scanned document is all typed (text), it can be sent to the OCR (optical character recognition) and converted to text so it, too, can be sent to the NLP for auto suggested coding.

– Technological issues (route based on account number except there is a document that is global – what then?

– Potential increase in coding errors (they are just suggestions! The process still requires the brain of the coder to apply more complex rules/guidelines).

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3M CAC

Lessons learned

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3M CAC

• Henry Ford Health System (4 acute hospitals, on Epic, ..)

– Live on 3M: Hospital and CDI only; Did not implement 3M Code Assist for PB

– Engage Project Management dedicated resources

• IT and Revenue Cycle

– Understand the change management process – there is always resistance, therefore, involve your staff early in the process.

– Understand this is a process that involves technology, people and time from both your facility, 3M and Epic (AM, AC & TS)

– Account for development of Epic WQs

• Assign accurate WQs: Workflow specific, Business unit specific

• Define WQ ownership and assign users – Important

– Figure out if need split provider types for Auto-Suggested Coding (Epic and 3M) and avoid an additional cycle of interface design, development and testing

• The solution uses the provider type from Epic to map the associated documents to the correct folder in 3M. The mapping occurs inside the interface engine.

– Verify Hardware: Epic needed dedicated resources to create documents from interfaces and EPS (Printing, server hardware)

– Considerations

• Assignment of appropriate security level for staff and leadership in 3M

• Validate log-ins prior to go-live

– Training

• 3M Encoder Training, 3M Code Assist Training, CAC annotation training, Report training, Superuser training, CV Config training, System Admin Training, Auto Suggest training

– Secure 3M and Epic HIM onsite resource for each implementation

– Benefits: Reduce pre-AR Days (DNB), decrease contracted coding usage, reduce denials, Improve accuracy of patient severity, increase coder effiecency

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Key Implementation stages3M CAC

Pre ABASC / CTG Approval/Prioritization

Review and analyze current coding documents Vet coding document list with CDI. Prep Business Case Document

Project Initiation Confirm Operational Rollout schedule: PB (E&M and few specialties), HIMs, CDI

Sign ContractBusiness Requirements Confirm hardware and supporting software requirements

Review operational and departmental procedures and workflows. Review coding guidelines, coding practices and preferences. Review and analyze current coding documents Vet coding document list with CDI. Finalize plans for functions and interfaces

Installation / System Build Confirm required coding documents (dependency for interface build)

Stand up technical infrastructure: Deploy servers, complete hardware, network, database configuration and build interfaces

Install applications Interfaces/ System Testing / User Acceptance

Unit test system components Test performance, data completeness, automation and reporting. Test interfaces User acceptance testing of functionality and reports

Training Go Live Prep

Management and System Administrator Training Confirm user access and workstation readiness Provide Training materials On-site training:

o Coders on use of the coding application. o Management staff on reporting, auditing, user management

and reconciliation capabilities. Go-Live Transition production operations to the new system

Go-live support; Address and resolve issues as necessary

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Interfaces

3M CAC

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Detail Infrastructure / Interface Diagram

3M CAC

24

IT/CS Costs details: Timeline

From: Nov 2014

(IT/CS From: Apr 2015)

To: Mar 2016

(IT/CS To: Sept 2016)

IT/CS Size Large ~ 3,865 IT/CS Hours

Vendor Implementation Costs

$ 305,223 3M Vendor ($518,223)

Epic Vendor ($19,500)

IT/CS Hardware / Software Costs

$ 232,500 New Workstations ($172,500 – maybe less)

Virtual Servers ($60,000)

IT/CS Implementation Labor Costs

$ 473,775

IT:

Server team (160 hrs)

DBAs (80 hrs)

Network team (80 hrs)

Field Services (480 hrs - maybe less)

Interfaces (1,600 hrs)

CS/APeX:

Access/HIMs (200 hrs)

Rev Cycle (100 hrs)

PMO (1,165 hrs)

Annual Operating Costs

~ $1,043,675

(Net change to budget = $0, due to offsetting cuts.)

3M 360 & Code Ryte Fees ($841,027)

Epic Fees ($2,500)

IT/CS Required Maintenance

Interfaces (.4 FTE = ~ $74,600)

Access/HIMs (.5 FTE = ~ $125,798)

3M CAC

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Detail Cost breakdown - draft

3M CAC

3M Cost Sheet 2014.08.06 - FINAL v1

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HIMs list of Docs Used by Coders - draft

3M CAC

APeX Enc Type APeX Note Type Chart Tab

Office Visit Addendum Note Outpatient RecordAnesthesia Event Anesthesia Procedure Note Operations/ProceduresAnesthesia Event Anesthesia Transfer of Care Operations/ProceduresAnesthesia Event Anesthesia Post-Op Note Operations/ProceduresAnesthesia Event Anesthesia Pre-op Evaluation Operations/ProceduresED to Hosp-Admission (Current) Brief Op Note Progress NotesED to Hosp-Admission (Current) Consents Operations/ProceduresED to Hosp-Admission (Discharged) Discharge Summaries Discharge Plan/SummaryAdmission (Discharged) Discharge Summaries Discharge Plan/SummaryED ED Attestation Note Progress NotesED to Hosp-Admission (Discharged) ED Attestation Note Progress NotesED to Hosp-Admission (Current) ED Provider Notes Progress NotesED to Hosp-Admission (Current) Face to Face Progress NotesED to Hosp-Admission (Current) H&P Progress NotesPre-admit (Canceled) H&P Progress NotesED to Hosp-Admission (Discharged) H&P Progress NotesED to Hosp-Admission (Current) H&P (View-Only) Progress NotesED to Hosp-Admission (Current) Interdisciplinary Monitoring And ObservationED to Hosp-Admission (Current) Interval H&P Note Progress NotesED to Hosp-Admission (Current) Operative Report Operations/ProceduresED to Hosp-Admission (Current) Plan of Care Progress NotesAdmission (Discharged) Plan of Care Progress NotesED to Hosp-Admission (Discharged) Plan of Care Progress NotesED to Hosp-Admission (Current) Procedures Operations/ProceduresED to Hosp-Admission (Current) Progress Notes Progress NoteseConsult Response Progress Notes Progress NotesOffice Visit Progress Notes Outpatient Record/Progress NoteED to Hosp-Admission (Current) Progress Notes Progress NotesAdmission (Discharged) Provider Consult Progress NotesED to Hosp-Admission (Discharged) Provider Consult Progress NotesED to Hosp-Admission (Discharged) Significant Event Progress NotesED to Hosp-Admission (Current) Student Note Progress NotesTelephone Telephone Encounter Progress NotesAdmission (Discharged) Progress Notes Progress NotesAdmission (Discharged) Consents Progress NotesAdmission (Discharged) Interdisciplinary Monitoring And ObservationED to Hosp-Admission (Current) Interdisciplinary Monitoring And ObservationAdmission (Discharged) Procedures Operations/ProceduresAdmission (Discharged) H&P Progress NotesAdmission (Current) Interdisciplinary Monitoring And ObservationAnesthesia Event Anesthesia Post-Op Note Operations/ProceduresAdmission (Discharged) Brief Op Note Progress NotesAdmission (Discharged) Operative Report Operations/ProceduresAnesthesia Event Anesthesia Pre-op Evaluation Operations/ProceduresAdmission (Discharged) Interval H&P Note Progress NotesOffice Visit Patient Instructions Outpatient Record/Progress NoteOffice Visit H&P Outpatient Record/Progress NoteED ED Attestation Note Progress NotesOP Visit ED Notes Outpatient Record/Progress NoteED ED Provider Notes Progress Notes

* Meds, Labs, Micro, Pathlogy, Imaing, Procedures, Cadiology, Other Orders, Scanned Documents, Outside Record

HIMs docs

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CDI list of Docs Used - draft

3M CAC

• Both HIMs and PB lists appear close to what CDI needs.

• CDI is dependent on MD documentation, however they also use the information. Listed are the other areas CDI uses in addition to HIMS lists:

• Patient summary (Nursing info, MAR, I/O record)• Results tab (Radiology reports: includes many

specialized studies such as IR procedures, EGD, CT scans, MRI, lab findings)

• Cardiology reports, EPS studies, Cardiac Cath lab• Prepare Notes (preop Anesthesia)

Note: APeX records change a bit from in-patient to the discharged patient and CDI needs the interface of the in-patient records. HIMS is looking at discharged records.

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PB list of Docs Used by Coders - draft

3M CAC

1Progress Notes 65Discharge Instr - Appointments2Consults 66Discharge Instr - Lab3Procedures 67Discharge Instr - Other Orders4H&P 68Discharge Instr - Other Info5Discharge Summaries 10000Code Documentation6ED Notes 10001Sedation Documentation7Initial Assessments 61251Inpatient Self-Administration Sheet

10OR Nursing 61252Outpatient Self-Administration Sheet11OR Surgeon 61253Inpatient Medication Chart12OR PreOp 61254Outpatient Medication Chart13OR PostOp 100000Psych14OR Anesthesia 100001Miscellaneous19ED Provider Notes 100002Code Status and Advance Directives23Note to Patient via Portal 100003Anesthesia Follow-Up24Anesthesia Pre-op Evaluation 1000000Brief Op Note25Anesthesia Post-op Evaluation 1000001Plan of Care26H&P (View-Only) 1000002Patient Care Conference27Interval H&P Note 1000003Treatment Plan28Anesthesia Procedure Notes 1000004Operative Report29Addendum Note 1000005Downtime Event Note33Subjective & Objective 1000006Pre-Procedure Instructions35L&D Delivery Note 1000007Significant Event36Telephone Encounter 1000008Anesthesia Transfer of Care37Patient Instructions 1000009Student Note38Assessment & Plan Note 1000010RN Note39Communication Body 1000011Interdisciplinary40ED AVS Snapshot 1000013Interfacility41Letter 10000010Provider Consult42Lactation Note 304000001Falls43Committee Review 304000002Athena Breast Cancer Risk Assessment44IP AVS Snapshot 304000003Athena Breast Health Consultation45MR AVS Snapshot 1020001001Anesthesia Post-Op Note61Discharge Instr - Meds 1120001002Non Apex Prior Anesthetics62Discharge Instr - Pharmacy 1600000001ED Attestation Note63Discharge Instr - Activity 3040000010Weekly Summary64Discharge Instr - Diet 3040000011Face to Face

PB list of docs

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BCD Facilitator's Top 10 Check list -

3M CAC

1 Created BCD using standard template TEMPLATE - Project BCD as of 2014.07.22

2 Identified Executive Sponsors, Department Sponsors, Business Contacts/PMs TEMPLATE - Project BCD as of 2014.07.22, Project team slide

3 Confirmed project customer resource commitments by role and % of time TEMPLATE - Project BCD as of 2014.07.22, Project team slide

4 Identified IT/CS Leader, IT/CS skill sets and Vendor skill sets project is dependent on to be successful. TEMPLATE - Project BCD as of 2014.07.22, Project team slide

5 Obtained Hardware/Software cost and resource estimates from IT/CS managers and Vendor(s) TEMPLATE - Project cost sheet as of 2014.07.22

6 Confirmed timeframe with project customers and IT/CS project team managers TEMPLATE - Project timeline as of 2014.07.22

7 o Confirmed funding sources; supplied funding numbers on cost sheet. TEMPLATE - Project cost sheet as of 2014.07.22

8 Allowed for project start lead time, on timeline, if need negotiate Vendor contract / POs – post creation of BCD

9 Secured a CS PM to begin working with Business Partner PMs 1 month prior to targeted project kick off. Purpose is high level project planning, charter, …, etc. prior to involving the IT/CS skill sets

10 Scheduled 3 check point meeting(s) with the CS Project Portfolio Manager (PPM), to review together as the BCD is being created, completed and finalized.

Thank you!