How to Engage Business Partners - A. Gigandet, J. Norton and W. Travis

7/27/2019 How to Engage Business Partners - A. Gigandet, J. Norton and W. Travis

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How to Engage Business Partners

Thursday, September 191:50pm 2:50pm

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Adam Gigandet, General Services CCIO

William Travis, Jr., Human Services CCIO

John Norton, Health CCIO


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Agenda

I. Introductions

II. 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



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Adam Gigandet

Chief Information Officer

General Government Cluster

New York State Information Technology Services

IT Business Alignment StrategiesA Cybernetic Approach


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Organization CyberneticsThe 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?


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Business Engagement StrategiesExternal 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

Community of Practice

Center of Excellence

Shared Service

Community of Practice (CoP) and Center of Excellence should at

most basic level consist of: A team of people that promotecollaboration 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.

Systems of differentiation are the systems that help drive the

business differentiation (domain specific with unique branding)

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

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


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Opportunities for Business AlignmentShared Expertise

Project Management

Agency SME/Program Services

Cluster Project Users Group (PUG)

Cluster PMO

Forum PMCOP

EPMO

Data Management

Agency Data Services

BICOP BI, Analytics, Big Data

Cluster EIM - MIS, Data Architecture, BI

Business Process Management

Agency SME/Program Services

BPCOE BA, BPA

Forum BA/BPA COPWebsite Management Agency PIO, Web Services Office

OGS Media Services Center

Forum Webmasters Guild

Cluster Web Unit/COE

Quality Assurance and Testing

Agency UAT, SME/Program Services

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

EISOHow can we best demonstrate value?


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Project RolesFoundational 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


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Project Roles and ResponsibilitiesA Deeper Dive

SponsorsExecutive Sponsor, Project Sponsor, Guidance/steering Team

Project TeamProject Manager, Technical Lead, Technical Team, Data Coordinator

Business Unit Decision MakersSubject Matter Expert (SME)

Business AnalystRequirements Analyst, Business Process Architect

Test CoordinatorTesting Planner, QA Technician, Business Analyst

StakeholdersInternal Stakeholders, External Stakeholders


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Project Status Color LegendExample Metric

Legend Schedule

All Activities have a

status of completed

or on track

Green

There are a minimum

of 2 minor delay

activities

Yellow

There are more than 2minor delay or more

than 1 Major

Delay/Late activity

Red

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 morethan 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.


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Program Management ModelAn Adapted Approach

ExecutiveSponsor

BusinessProgram

Manager

ITS Program

Manager

Project

Sponsor

Project

Sponsor

Project

Manager

Project

Manager

Change

Control Board

Testing Control

Board

Program Steering Committee


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William Travis, Jr.


Human Services Cluster




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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



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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



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CONNECTIONS

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


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CONNECTIONS

Headlines

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CONNECTIONS 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

Recommendations made by Governors Panel Appoint project lead, provide project management, complete requirements

analysis, focus on saving caseworkers time

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

Successfully implement better navigationmore web-like

Removal of reliance on old technology

CONNECTIONS Architecture Modernization Project (CAMP) 2007

Two teams working together:

The business team and the technical team

Focus - to improve the user experience

On schedule for 2015 completion

Creating Stakeholder Alignment



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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

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Childcare Program Integrity

18Evaluate Research, Funding, and Regulations

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


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Customer Relationship Best Practice

I. Align Executive Sponsor with Project themes

II. 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

III. Create a Stakeholder Alignment- us NOTIT and Program area

I. 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

IV. Evaluate Research , Funding, and Regulation

V. Partner with Vendors

Various Stakeholders = Team of us



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John Norton


Health Services Cluster




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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.


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Engaging Business Partners Who? All Stakeholders (Execs, business partners,

ITS staff, SMEs and customer reps, others)

When? At the beginning, at post-ImplementationReview, 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


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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


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In the Beginning

OMH wanted to move away from a forms based automated record systemto 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 COTSEMR 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 theVeterans Hospitals open source Vista software

VistA has been hugely successful in the sprawling VA system, which includes152 hospitals and 804 outpatient clinics


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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 foreffective 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 userequirements

-changing landscapes of OMH (managed care(health homes) andconsolidation efforts

-various legislation and CMS requirements (I Stop to require e-prescribing of controlled substances)


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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


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The RFP

The RFP was developed within OMH

Input from the Administration and the PsychiatricCenter staff (administrators, nurses, doctors,

pharmacists), ITS, Legal, more Legal, and evenmore Legal excellent QA

Plan for 23 Psychiatric Centers (2nd largestHospital 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


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Where do we go from here

The VistA implementation will take place overtwo Implementation Tracks

Track 1inpatient wards Track 2 - inpatient wards, outpatient units,

free standing outpatient Clinics andadministrative units


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Success= EMR is a Clinical Project (not an ITSProject)

Clinicians will act as Product Owners

Need direct patient care input people who know

the workflow! Opportunity to enhance workflows and practices


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The Team has embraced the Agileframework for the EMR Project. Agile is an

Inspect and Adapt process comparable to

the Six Sigma and Lean concepts of qualitymanagement.

Break tasks into small pieces

Fail early, Fail often!

Adopt as you develop!


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Product Owners ensure the right product getsbuilt.

The product owner is required to closelycollaborate with the team on an ongoing basisand to guide and direct the team

Understand OMH end-user needs (and howthe 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 thatvalue


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Training Strategy

Instructor led classroom courses, remote webbroadcasts, online independent study courses;

Track 1 - instructor led onsite classroom or

remote web broadcast training supplementedby hands on training and mentoring for

designated groups such as Super Users, etc

Track 2 add Train the Trainers program tofully transition the training of end users to

OMH trainers


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Training Coordination

OMH training coordinator be identified foreach phase of training and at each hospitalsite to facilitate scheduling of personnel,equipment and any required facility space to

conduct all types of training planned for thisproject.


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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!

Documents

How to Engage Business Partners - A. Gigandet, J. Norton and W. Travis