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Havre de Grace, MD 21078
Denise L. Shue
Project Management Experience
15 years of experience leading transformative, high impact, and high visibility projects at a global health system. Accomplished at
developing essential partnerships across all organizational levels and functional areas. I’m a solution oriented problem solver with
experience developing and implementing innovative new processes. My technical experience adds to and guides my operational roles
and perspective. Specialized in continuous process improvement, team leadership, operational processes, data analysis, and data
Epic Resolute PB – Project Manager – Director of Process Improvement
April 2014 – Current
Scope: Led an 18 month implementation for 2,800 providers and $1.8 billion in annual charges across 21 clinical departments and 6
hospitals. Cultivated a cohesive team of business owners, technical teams and vendors. Chair steering committee, functional area
committees, business owner/analyst team, and technical team meetings. Clarify, assemble and communicate all business requirements.
Apply creative and innovative approaches to maximize system functionality to meet business and reporting requirements. Administer
application build and testing project plan by providing direct oversight of technical team. Provide team mentoring and development
leadership. Implement change management policies and procedures. Integrate Epic data into data warehouse to assure financial
Results: A top performing academic install per post go-live metrics with minimal disruption to revenue or reporting. Harmonized and
standardized workflows and data structures. Installed and customized change management and issue tracking software.
*Certified: Application Administrator Resolute PB
*Additional training: Remittance and Claims
Lean Payments and Credits Workflows – Project Manager – Director of Process Improvement
July 2013 – April 2014
Scope: Audited current state workflows to standardize using Lean methodologies and tools. Harmonized documentation by developing
templates for procedures and user reference guides for all functional areas. Developed and deployed a new process and document hub
Results: New framework and processes established on time and used thoroughly in support of change management during the
subsequent Epic project.
Payments and Refunds Operational Unit Centralization – Project Manager – Director of Process Improvement
October 2013 – June 2014
Scope: Implemented 2 payment automation vendors, Emdeon and HealthLogic, to phase out manual lockbox payment posting and
reduce staff while centralizing the payments and refunds operational units in preparation for the Epic project.
Results: Reduced operating costs by reassigning 9 FTEs. Improved quality of payment posting with automation project completed on
time. Increased overall electronic posting rate to 90%. Reduced credit balances by 50% for a 750 Community Physician practice. The
team integration allowed for automation and best practice workflows.
Time of Service Payment Automation – Project Manager – Director of Process Improvement
October 2013 – June 2014
Scope: Implemented Emdeon Accupost for all time of service collections sites (> 200). Automated manual payment posting, developed
required cash reconciliation reports for both the School of Medicine and the community division meeting separate, complex
requirements. Develop a SharePoint site for sites to log collections eliminating paper tracking.
Results: Reduced patient call volume due to delayed copay posting. Reduced operating costs by reassigning 5 FTEs. Project completed
Havre de Grace, MD 21078
Denise L. Shue
Process Improvement Structure – Project Manager – Director of Process Improvement
July 2011 – December 2012
Scope: Developed structure and bylaws for new functional committee structure to support operational continuous process
improvement. Implemented new structure by coordinating nominations and voting for Steering Committee members as well as
Functional Committee Co-Chairs and members.
Results: Provide guidance and oversight to the Functional Sub Committees surrounding:
a. The development of patient centric process flows and the supporting policies and procedures.
b. Assure current policies are updated and reflective of current processes.
c. The effective and efficient alignment of people, processes and systems, specifically as they relate to:
Standardization through best practices understanding variability to determine if warranted
Elimination of redundancies
Maximize the value of technology
Development and monitoring of key performance indicators
Enforcing change management policies and procedures.
Compass – Custom A/R Follow Up system – Project Manager – Director of Process Improvement
July 2009 – October 2010
Scope: Assembled and lead a team of experts, of all levels, in A/R follow up to design and develop an exception based, real-time, follow
up application to replace GE Centricity PCS. Collaborated with the programmer on requirements, develop screens, workflows and
automated escalation processes. Created a framework for root cause analysis using reason codes to identify and report the exact reason
for follow up activity augmenting payor ANSI codes and Claim status. Developed training curriculum and implementation schedule.
Executed testing, implementation, training and quality monitoring. Established management reporting for productivity, trending, and
clean claim metrics.
Results: Custom application and best practice workflows reduced Days in A/R by 10 within 6 months with sustained improvement.
Increased clean claim rate by 5% points. Root cause analysis afforded opportunities to speed up the revenue cycle and increase cash.
Positive feedback from users on what was a very user friendly and intuitive system. No incremental costs incurred. The expert
engagement led to the design and development of the Process Improvement structure still in place today.
Data Warehouse – Cognos (7 & 10) – Project Manager – IT Manager
Ongoing since 2002, upgraded to Cognos 10 (web based) in 2012
Scope: Developed and implemented the foundation within the billing system to support the required levels of reporting for all clinical
departments. Collaborateed with the data integration vendor to build star schema database and implement Cognos reporting tools to
become the sole source of data for the Clinical Practice Association.
Results: Established high level of reporting integrity and a user friendly data structure that transformed the way the Clinical Practice
Association and operational managers use data to manage and improve revenue cycle operations. Data structure, available metrics, and
reporting tools allow for rapid identification of trends to make educated decisions. Transitioned all existing reports to the new tools
meeting all formatting and delivery requirements.
Project management, Life Cycle, Agile
Team management and mentoring
Lean for service, Green Belt trained
Epic Resolute PB, Prelude, Access and Masterfiles
GE Centricity for Business
SQL programming and SSIS
Cognos 7 & 10, Report Studio, Analysis Studio and Query Studio
MS Project, SharePoint, Access, Excel, Word and OneNote
Atlassian JIRA and Confluence