Beruflich Dokumente
Kultur Dokumente
Adam Gigandet, General Services CCIO William Travis, Jr., Human Services CCIO John Norton, Health CCIO
Agenda
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
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
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?
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Project Roles
Foundational Responsibilities
Technical Team
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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
Green
Yellow
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
Red
There are more than 2 minor delay or more than 1 Major Delay/Late activity
Project Sponsor
Project Sponsor
Project Manager
Project Manager
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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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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 Appoint project lead, provide project management, complete requirements analysis, focus on saving caseworkers time
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
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 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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John Norton
Chief Information Officer Health Services Cluster New York State Information Technology Services
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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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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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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
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-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 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
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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
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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!
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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
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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
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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.
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I hope to come back in a future GTC Sessions to provide a success story on this 4 year EMR Project!
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